Many organisations are at the start of their employee network journey. But even new ERGs can make an impact. Nuclear technology company Our client Rolls-Royce SMR founded its networks in April 2023, and having invested in their networks with Radius, they have already delivered significant change for the business. ED&I Manager Greg Turner-Smart explains why they are central to the firm’s Inclusion Strategy.
Joining Rolls-Royce SMR from its parent company in 2022, Greg Turner Smart has an impressive track record as a champion for change. In 2015 he launched the LGBTQ+ network Prism, taking Rolls-Royce into the Stonewall Top 100. Greg has since been shortlisted for multiple diversity awards and in 2023 won the ED&I prize at the UK Nuclear Skills Awards.
As a former Network Chair, Greg feels that the experience of running a network opened doors to new possibilities and he’s passionate about the career development opportunities that network leadership can bring. “Leading a network was for me, very empowering. My performance at “Leading a network was for me, very empowering. My performance at work improved and my career at Rolls-Royce accelerated.” work improved and my career at Rolls-Royce accelerated. Because I could bring my full self to work, I grew in confidence and I realised that I wanted to work in ED&I full time.”
One of Greg’s first achievements as Rolls-Royce SMR’s new ED&I Manager was to set up employee networks. “I wanted to place networks at the centre of our Inclusion Strategy, so my priority was to get them up and running as soon as possible”, Greg explains. He founded 5 ‘Inclusion Networks’ : Ability (specific needs), BETA (early careers), Genie (gender equity), Pride (LGBTQ+) and Reach (religion, ethnicity and cultural heritage) with the aim of driving the ED&I strategy from the ground up.
The firm’s Inclusion Strategy has 5 key pillars of inclusivity : leadership, hiring, experiences, careers and external influence – and networks help to deliver each of these. “Our employee networks have only been active for 2 years but they are already having a huge impact in terms of building an inclusive culture”, says Greg.
Research shows that inclusive work environments are more important than ever to Gen-Z employees, and Rolls-Royce SMR factors this into its talent strategy. “Increasingly, younger applicants ask us about employee networks as part of the recruitment processes. A sense of belonging is very important to them”, says Greg.
As well as attracting the best talent, employee networks at Rolls-Royce SMR also help to retain it and its early careers network stands out for its achievements in this space. The BETA network (Bringing Early Talent Alive) creates valuable opportunities for young colleagues to take part in coaching and mentoring programmes. And they also gain valuable exposure to senior leaders via the company’s Inclusion Forum, which meets quarterly to discuss and embed inclusive strategies across the business.
One of BETA’s flagship initiatives is BETA Talk, an innovative podcast series modelled on TED Talks, which invites employees to share their career insights. The network is also active externally, engaging in STEM Ambassador work with schools and social mobility initiatives such Circl’s Future Leaders Programme, which creates opportunities for young people from disadvantaged backgrounds.
The network’s efforts have not gone unnoticed. BETA was named Employee Network of the Year at the 2024 Engineering Talent Awards, and they were also highly commended by judges at the 2024 Diversity Network Awards. Additionally, BETA was shortlisted for the Network of the Year at the 2024 British Diversity Awards, and the company’s Genie Gender Network were also shortlisted at the Engineering Talent Awards; significant achievements given the relatively short lifespan of both networks.
“BETA is a shining example of how employee networks can accelerate careers and create a vibrant, inclusive community within an organisation”, says Greg. “Their achievements underscore the potential of networks to make a lasting impact for business.”
At Rolls Royce SMR, this impact is evident everywhere. Senior leaders now use employee network insights to improve ways of working. A powerful example of this can be found in the Ability Network, which supports colleagues with specific needs.
“The Ability network is very good at giving feedback about what does and doesn’t work for neurodivergent people”, says Greg. “Their insights are changing how we operate and our senior leaders actively engage with them to shape policy. Colleagues say that Rolls-Royce SMR is a great place to work, because our top team listens to our inclusion networks.
Reflecting on the achievements of these networks, Greg is incredibly proud. “At Rolls-Royce SMR, our inclusion networks have had a huge impact on the business in a short space of time” says Greg. “They’ve created communities. They’ve built support networks. And they’ve been a voice into the business to make sure that everybody is represented when we’re making decisions and adopting new processes. Our networks help people to feel included and valued. We want to create a really great place to work and 23 they’re helping us to do just that.”
Radius is the global leader in employee network and resource group development. The 2025 Radius Global ERG Impact Report shines a light on the impact ERGs are making for businesses all over the world.
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