At Radius, we help People, Culture and DEI teams around the world to embed inclusion and belonging, working in partnership with their employee resource groups (ERGs).
In this case study from our 2025 Impact Report, our client Tesco shares how ERGs play a fundamental role in building belonging across the entire organisation.
In organisations with a national and international workforce, creating a sense of belonging can be a challenge. At Tesco, employee networks play an important role in achieving this, by connecting colleagues and driving positive change across the business, as Group DE&I Managers Laura Hong and Harriet Buckley, explain.
As a leading multinational retailer with over 330,000 colleagues, Tesco is committed to creating an inclusive workplace that celebrates the cultures, personalities and preferences of all colleagues. Operating over 4,500 stores globally, Tesco’s global DE&I strategy is underpinned by its colleague networks, which are seen as vital in helping everyone to feel welcome.
“Colleague networks are even more important in a dispersed workforce and this is especially true at Tesco. They connect colleagues across every site, helping them to feel included and giving them access to a wider support network”, explains Laura Hong.
Tesco has six thriving networks well established across the UK business, which offer colleague support and act as strategic advisors. The Armed Forces, Disability, LGBTQ+, Parents and Carers, Race and Ethnicity and Gender Equality networks, are well established across the business, and the retailer has worked hard to give all networks a shared sense of purpose.
Localised versions of these networks are also in place, or currently being established, in other markets and businesses across the Group. “We’ve been really purposeful around what our networks can deliver and the value they can add to the business, and this has 3 key elements”, explains Harriet Buckley. “Firstly, our networks listen to and amplify the voices of our diverse workforces, so that we can better understand our colleagues. Secondly, they proactively consult and influence the business, by helping us to make more inclusive decisions that deliver our DE&I strategy. And finally, they actively celebrate and educate on the cultures, personalities and preferences of all our colleagues.”
This clarity of purpose helps Tesco’s colleague networks to deliver far reaching impact, from influencing internal policy to shaping external operations. Tesco increasingly consults with its networks at the start of a decision-making process and views their input as fundamental to enacting change.
A powerful example of this can be found in Tesco’s Disability Network, which drives changes, such as workplace adjustments and accessibility projects, and has overseen a range of new initiatives, including developing uniform with specialised features for deaf colleagues. The network’s vision is that every decision Tesco makes, should consider disability. The networks play an important role in shaping the colleague and customer experience and are seen by senior leaders as a valuable expert resource.
Similarly, Tesco’s Gender Equality Network is making an impact inside and outside of the business. For colleagues, the network offers support, mentorship and inspiration, helping Tesco to be recognised as one of the Times Top 50 Employers for Women for the fourth consecutive year. One of their initiatives on which it consulted was the introduction of menopause-friendly uniforms made from a lightweight, more breathable fabric that is cooler and more comfortable to wear at work.
As one of the world’s largest retailers, innovation is an important focus for Tesco, and colleague networks have a role to play here too, by sourcing new products and ideas that help Tesco serve customers and communities. “Our product and marketing teams work closely with colleague networks to develop products which reflect and meet the needs of our diverse customer base”, says Harriet. The Race and Ethnicity Network supported F&F to develop a new range of skin-tone lingerie, while the Disability Network consulted on the creation of an autism friendly clothing collection for children.
By actively seeking the input of its networks, Tesco is shaping a culture in which innovation like this can happen. “We work really hard as a business to listen to colleague experiences through our networks, and then take action”, says Harriet. This active listening is already improving the employee experience, through initiatives such as a flexible working site on MS Teams. Set up by the Parents and Carers Network, colleagues can share and find potential job share opportunities “It’s a really good example of a colleague network identifying an opportunity and working with the business to make it happen”, Laura adds.
The sense of connection that Tesco’s networks are building, extends right across the business. Its Armed Forces network, for example, ensures that new colleagues are well supported with the transition from military life, something which feels particularly important for colleagues who are based remotely.
Creating this sense of connection is also a focus for the LGBTQ+ network, and Harriet gives an example of a Tesco delivery driver who felt able to come out, after joining. “The network made a big difference to him personally. He feels confident to celebrate his identity, because his manager and the network showed him that he is part of a supportive workplace culture.”
It’s a great example of how employee networks can help businesses to build a powerful new narrative, one story at a time. “Our colleague networks are achieving so many great things for our business and customers, but it’s the difference they can make at a human level that really stands out”, says Harriet. “By helping our colleagues to feel that they can be themselves, we get the very best out of them, which benefits everyone.”
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.
Download the full report here and look out for our 2026 report, coming soon.
