On 24 April 2026, Investing in Ethnicity hosted an informal network action group discussion with network committees. The session focused on the realities facing ethnicity network groups and their committee members in 2026. What emerged clearly from the discussion was that network groups are navigating a period of change within businesses. Engagement is proving harder to sustain, traditional approaches are needing some innovation, and many groups are being asked to deliver impact with limited time, capacity, and support.

At the same time, the session showed there is strong appetite for practical, relevant, and collaborative approaches to helping the next carnation of network groups.

Purpose of the Session

• • Share current challenges facing ethnicity and inclusion network groups

  • Exchange practical ideas and solutions

  • Shape future support, resources, and sessions from Investing in Ethnicity

• Opportunity for peer learning and networking across organisations.

Key Takeaways (Summary)

The discussion surfaced several recurring themes that cut across organisations and network types.

• Engagement not membershipThe biggest area of concern was around decreasing engagement in network group events or seeing the same people.
  Solutions: Areas that have supported some network groups included, engaging allies, utilising surveys or listening sessions to understand new needs and looking beyond events into other ways to engage membership.

• Networks need structural support
  There seemed to be more a of weight placed on network groups, citing more business responsibility, needing to share understanding of lived experiences during the riots or with the decline in diversity initiatives, more work on supporting careers for members.
  Solution: Whilst there is time allocation for committees, there is sometimes an inconsistency or a lack of recognition of doing this work on the side of their desk, and inconsistent support from line managers. This could be addressed through better governance, comms and support.

• Allyship engagement seems harder
  The DEI backlash and wider society viewpoint has put less emphasis on understanding different live experiences in some workplaces. This coupled with many colleagues not finding the time to attend network events, has led to less support from leadership and colleagues from the wider organisation.
  Solution: Engage leaders to speak at events or run a campaign on what allyship is. Allyship training must be practical, embedded, and outcome‑focused.

• Community and belonging
  Awareness events are still important, however ensuring understanding of lived experiences and ensuring the network offers a space for psychological safety has become increasingly important. However there has been more reports of different views coming into the workplace through network groups and causing divisions.
  Solution: Clear guidance helps networks navigate polarised societal contexts.

Notes on session

The conversation then explored the main pressures and opportunities facing network groups in more detail.

Engagement: Core Challenge Across Networks

• Engagement levels are declining, even where membership numbers appear stable.

• Common issues:

  • The “same people” attending events (“the faithful”)

  • DEI communications lost in organisational noise

  • Heavy reliance on awareness events with diminishing returns

  • Increased fatigue among committee members and volunteers

• Hybrid/remote work has changed how people prefer to engage:

  • Not everyone wants to attend live events

  • Alternative formats and lighter touchpoints are needed

This points to a wider shift in how employees choose to connect with networks and inclusion activities. Rather than relying on a single format or high-attendance event, groups may need to offer a wider mix of touchpoints that fit modern working patterns.

Members, Committees & Capacity

• Strong passion exists, but capacity is limited because DEI work sits alongside day jobs.

• Committee issues:

  • Some members want to help but lack time → risk of burnout/frustration

  • Inconsistent line manager support across organisations

• Strong examples shared:

  • Allocated protected DEI days

  • Formal time allowance (e.g. several days per year)

  • Formal recognition of network contribution in objectives

A clear message from the discussion was that enthusiasm alone is not enough. If organisations want networks to thrive, they need to build in practical support that recognises the time, effort, and emotional labour involved.

Allyship: Needs Re-thinking

(see below for toolkit and some additional notes)

• Traditional “allyship sessions” are losing traction.

• Key insights:

  • People want practical actions, not abstract theory

  • “What’s in it for me?” framing is essential

• Effective approaches shared:

  • Informal “chai & chat” sessions with open Q&A

  • Allies embedded into business processes (recruitment, decision-making)

  • Champion models with clear role expectations

  • Leadership involvement visibly sponsoring allyship initiatives

• Note: Allyship works best when integrated, not siloed into one‑off events.

The discussion also highlighted the need to move beyond awareness-raising alone. Participants felt that allyship is most powerful when it is visible in everyday behaviours, organisational decisions, and leadership support.

What Members Actually Want

Shift away from “just awareness” towards:

• Connection and community

• Psychological safety

• Career and professional development

• Peer support and networking

• Real influence inside the organisation

Surveys and polls are increasingly useful to:

• Revalidate member needs

• Avoid assumptions

• Provide evidence to leadership and HR

This was one of the clearest themes of the session: people want more than symbolic activity. They want belonging, development, and a sense that their voices can shape what happens in practice.

Inclusion, Polarisation & Governance

• Growing challenge from external societal and political tensions spilling into workplaces.

• Network groups face:

  • Pressure to comment on sensitive global events

  • Risk of alienating parts of their membership

• Emerging good practice:

  • Clear governance and comms guidelines

  • Speaker vetting and event approval processes

  • Close alignment with HR, D&I and Legal teams

  • Focus on listening and support, not political positions

• Key tension: Balancing supporting colleagues with avoiding political polarisation.

The group recognised that this is becoming an increasingly important area for networks to navigate. Clear governance can help groups remain supportive, credible, and inclusive while avoiding unnecessary risk.

Representation & Belonging

• Hard to achieve full representation on committees:

  • Some groups are underrepresented or hesitant to be visible

• Practical approaches:

  • Focus groups rather than formal committee roles

  • Storytelling, profiles, and shared experiences

  • Pillars or sub‑groups where participation grows organically

• Strong message: Networks must signal “this is for you” even before people step forward.

This section reinforced the importance of visibility and welcome. People are more likely to participate when they can see themselves reflected in the group and when participation feels flexible rather than overly formal.

Leadership & Executive Sponsorship

• Executive sponsor engagement has declined slightly across organisations.

• Effective strategies:

  • Purposeful leadership/network sessions (not tokenistic attendance)

  • Clear expectations of sponsor roles

  • Use of champions and senior allies to extend reach

Allyship — Key Considerations

(Non-exhaustive)

Purpose and Definition

• Clearly articulate what allyship means within the organisation, including:

  • What allyship is (and is not)

  • Who it applies to and who can participate — we frame allyship as for everyone… and it is the verb or act of supporting other under-represented groups

• Acknowledge that the term “ally” may not resonate with everyone; consider positioning allyship as inclusive action, advocacy, or shared responsibility.

Value Proposition for Members

• Clearly communicate what individuals will gain by joining, for example:

  • Improved understanding of colleagues from different backgrounds

  • Practical tools to support respectful and informed conversations

  • Access to workshops, events, and curated resources

• Set expectations by outlining the recommended level of commitment, such as:

  • Time commitment

  • Participation in events or learning sessions

  • Acting as a positive role model in teams

Leadership Engagement

• Engage leadership early, particularly at launch:

  • Clearly articulate what allyship means for leaders and people managers

  • Link allyship to leadership capability, inclusive management, and team wellbeing

• Align with existing leadership forums or initiatives where possible.

• Use topical or real-world issues (e.g. societal unrest, rise in hate crime, antisemitism or Islamophobia) as learning moments:

  • Focus on what leaders need to know and how they can support teams

  • Encourage leaders to invite their teams to attend relevant sessions

Allyship Toolkit

• Develop or refresh a centralised Allyship Toolkit, positioned as inclusive and relevant to all employees.

• Content could include:

  • Clear terminology and guidance on identity and respectful language

  • Practical “how to” guidance (e.g. asking rather than assuming)

  • Signposting to support, reporting routes, and learning resources

• Existing toolkits (such as the one linked below) can be adapted or built upon to save time and effort.

Events and Learning Activities

• Position allyship learning through a mix of formats, for example:

  • Workshops (e.g. allyship fundamentals, microaggressions, inclusive behaviours)

  • Reframing sessions as “Choose to Challenge” or “Stand Up” can broaden appeal

• Integrate allyship into cultural learning experiences, such as:

  • Language or cultural learning sessions

  • Food and cooking experiences

  • Observance and education around religious and cultural events (e.g. Ramadan), beyond panel discussions

Collaboration Across Networks

• Engage other internal network groups to understand:

  • What has worked well

  • What has not resonated

• Co-create or co-host events to:

  • Increase reach and credibility

  • Build shared ownership across networks

Leadership Visibility and Sponsorship

• Encourage leaders to visibly champion allyship, for example:

  • Short video messages sharing what allyship means to them

  • Mentions in town halls or team briefings

• Work closely with Executive Sponsors to:

  • Agree a clear sponsorship plan and expectations

  • Identify meaningful actions they can take to engage peers

• Leadership presence at events has been shown to significantly improve attendance and engagement.

• Explore opportunities for CEO endorsement or involvement where appropriate.

Allyship Resource

Allyship Toolkit (Investing in Ethnicity):
https://investinginethnicity.org/ally-toolkit-download/

• Previously delivered as a series of workshops across key allyship themes

• Includes a checklist (may require updating)

Feedback and Good Practice from Other Organisations

A quick overview of common approaches:

• Joint allyship events in partnership with other employee networks

• Workshops focused on:

  • Microaggressions

  • Non-inclusive behaviours
    (Often reframed as “Standing Up” or “Choosing to Challenge”)

• Allyship or Inclusion Champions:

  • Train a group of leaders to advocate for under-represented voices

  • Provide clear signposting so employees know how to access support

• Leadership focus groups:

  • Engage leaders early and take them on the journey

  • Understand what support they want from network groups

• Listening sessions with senior leaders:

  • Quarterly sessions or targeted sessions with roles such as the Chief People Officer

• Showcasing lived experience:

  • Storytelling to build empathy, awareness, and understanding

Overall, the session showed that network groups are most effective when they are well-supported, clearly governed, and built around real member needs rather than one-off activity. The strongest themes were practical allyship, stronger engagement, and a clearer sense of belonging.