At Low Carbon Contracts Company (LCCC), we believe diversity networks should be more than social groups. They should create belonging, amplify employee voices and influence meaningful change.
As an organisation of fewer than 300 people, we recognised a unique opportunity: to build our diversity, equity and inclusion (DEI) journey with our people rather than for them.
In early 2025, we launched our first DEI roadmap. It was fully supported by our Executive Leadership Team, shared with our Board and reinforced by our CEO becoming Executive Sponsor for DEI. DEI was also embedded within our company scorecard, ensuring progress would be regularly measured, discussed and prioritised.
Before taking action, we listened. Through surveys, focus groups and open discussions, we asked colleagues what inclusion meant to them and what would help them feel a greater sense of belonging. The message was clear: employees wanted spaces where they could connect, share experiences, learn from one another and help shape the future of the organisation.
The result was the creation of three employee-led networks: the Women’s Network, Multicultural Network and LGBTQIA+ Network.
Rather than launching them independently, we chose a different approach inspired by one of our company values: Better Together. Over four months, all network co-chairs were onboarded as a single cohort. They learned together, shared ideas, built relationships and developed a collective vision for inclusion before the networks formally launched.
This investment created something powerful.
While each network has its own identity and priorities, they operate as a connected community rather than separate groups competing for attention. Co-chairs meet regularly, share good practice, collaborate on events and actively look for opportunities to bring colleagues together. This approach has helped us build inclusion through an intersectional lens and strengthened collaboration across the organisation.
From the outset, we created strong foundations through a transparent Terms of Reference that outlined each network’s purpose, leadership responsibilities and ways to get involved. We also made it clear that inclusion extends beyond formal networks. Colleagues were encouraged to establish communities and clubs that reflected their interests, identities and experiences, helping create a culture where people feel empowered to build connections that matter to them.
The success of our networks has been driven by genuine senior leadership support. Each network is sponsored by a senior leader, including our CFO, Legal Counsel and Senior Head of Contract Management. Their involvement goes far beyond endorsement. They actively promote events, engage with members, encourage participation and advocate for inclusion throughout the business.
One of our proudest achievements has been embedding diverse voices into everyday organisational life. Every month, our networks contribute to a dedicated DEI Spotlight at our company-wide meetings. These sessions have enabled colleagues to share personal experiences, cultural traditions, celebrations and reflections that might otherwise go unheard. Discussions have ranged from how Ramadan and Christmas are celebrated around the world to conversations about LGBTQIA+ inclusion, allyship and the progress still needed.
These conversations have helped transform DEI from a topic discussed occasionally into an ongoing dialogue that is personal, visible and relevant to everyone.
The networks have also become catalysts for learning, wellbeing and connection. They have organised cultural quizzes, social events and learning sessions, partnered with our Book Club to explore LGBTQIA+ literature, worked with external providers to deliver mindfulness sessions and collaborated with our Mental Health First Aiders to organise wellbeing walks. These activities have created opportunities for colleagues to connect in meaningful ways.
Most importantly, our networks have become trusted partners in shaping organisational decisions. Network members have reviewed policies, strengthened guidance relating to non-binary colleagues and helped ensure our approach to inclusion reflects lived experiences rather than assumptions. They have co-created our DEI policy and contributed to the design and review of DEI learning, helping us develop more inclusive language, content and learning experiences.
This has fundamentally changed how employees engage with DEI. Rather than being passive recipients of organisational initiatives, colleagues have become active contributors to change.
The impact is visible. Within its first year, our Women’s Network grew to more than 40 members-an exceptional level of engagement for an organisation of our size. More importantly, what began as three networks has evolved into a thriving community, where everyone work together to create a workplace where everyone feels welcome, valued and able to succeed.
Low Carbon Contracts: Staff Networks | London, UK
