An Interview with... Jon Cohen

This year RespectAbility at Manchester Airports Group won the Outstanding Ability Network of the Year at the British Diversity Awards 2026. In this interview, Jon Cohen, Group Head of Insurance at MAG, discusses what makes employee networks truly effective, the challenges of engaging a diverse workforce across multiple airports and varied working patterns, and why inclusion must be embedded into everyday business decisions. From improving retention and wellbeing to driving innovation and cultural change, Jon explains why employee networks are at their most powerful when they are supported by visible leadership and given a genuine voice in shaping the organisation.

RespectAbility Employee Network Group, MAG (Manchester Airports Group)

What makes an employee network genuinely effective?

Like most organisations, MAG is fortunate to have a diverse workforce across our three airports. The establishment of our Colleague Communities clearly demonstrates the investment of our Executive leaders and their recognition of the value of embracing that diversity.

However, once these communities are established, their effectiveness depends on sustained commitment. That commitment must remain visible, consistent, and regularly communicated to all colleagues—regardless of role or location.

Communication and engagement are critical. Initiatives, events, and activities must be fully accessible to everyone across the business. Inclusivity is not just about representation—it’s about ensuring:

• Everyone feels respected for who they are

• Everyone has an equal opportunity to get involved

• Every colleague believes their voice will be heard

• Tangible outcomes show that the organisation and its leaders genuinely care

When these elements come together, employee networks move beyond participation and begin to drive meaningful cultural impact.

What are some of the biggest challenges employee resource groups face today?

One of the most significant challenges is delivering true inclusion and equal opportunity in a business where colleagues are geographically dispersed and operate across a wide range of roles and working patterns.

At MAG, for example, what works for a colleague working a traditional 9–5 role with regular access to a laptop will not work for someone working shifts, nights, or operational roles without the same access to technology.

This creates a real risk of unintentional exclusion—where:

• Communication channels don’t reach everyone effectively

• Opportunities to engage are uneven

• Certain groups find it harder to participate or influence

Addressing this requires deliberate design of inclusive engagement approaches that reflect the realities of the workforce—not just office-based assumptions.

How can organisations better support inclusion efforts led by employees?

The first priority is ensuring all colleagues can be heard. This means providing the tools, platforms, and opportunities needed for everyone—regardless of role or location—to express themselves and contribute.

At its core, this is about embedding equity into organisational thinking and ways of working:

• Recognising that different colleagues need different forms of support to have equal access

• Removing barriers to participation, not just inviting involvement

The second critical factor is visible and sustained leadership involvement.

It’s one thing to establish colleague communities—it’s something very different to maintain the same levels of interest, energy, and commitment over time, particularly when commercial pressures compete for attention.

True leadership support means:

• Consistently “walking the walk,” not just setting direction

• Prioritising inclusion alongside commercial objectives, not behind them

• Remaining actively engaged, even when it becomes more challenging to do so

That consistency is what ultimately builds trust and credibility across the organisation.

How do strong employee networks influence retention, wellbeing, and innovation?

In practice, strong colleague communities have a meaningful impact across three key areas:

Retention

They create a stronger sense of belonging and connection—particularly for underrepresented groups. When colleagues feel heard, valued, and included, they are more likely to stay and build their careers within the organisation.

Employee networks can make a significant positive impact on retention and colleague engagement when they are given a ‘seat at the table’. An example of this is the creation of an EDI Forum at MAG, where Colleague Community leaders meet with the Executive. This provides a platform to directly contribute to making systemic changes that reflect the needs of Community members and the wider colleague population.

Wellbeing

They provide safe, supportive spaces for colleagues to share experiences and raise concerns. This helps reduce isolation and enables organisations to identify and respond to issues earlier.

Innovation

They bring diverse perspectives into conversations that shape how the organisation operates—from internal policies to customer experience. In a business like MAG, this diversity of thought is critical to continually improving how we serve a broad and varied customer base.

The real power of employee networks lies not just in their existence, but in how they are supported, listened to, and embedded into the fabric of the organisation.

When done well, they become a critical driver of culture, engagement, and performance—not just a complementary initiative.