An Interview with... Sarah-Jane Boardman-Treacy

At the Rainbow Honours 2026, TSB's LGBTQ+ Network was recognised for its impact, winning Outstanding LGBTQIA+ Network of the Year (Finance). Co-chaired by Sarah-Jane Boardman-Treacy, the network has championed year-round inclusion, strengthened allyship and worked closely with leaders to help embed belonging across the organisation. In this interview, Sarah-Jane shares what makes an employee network truly effective, the challenges networks face today, and why leadership, collaboration and colleague engagement are essential to creating workplaces where everyone can thrive.

LGBTQ+ AT TSB

Employee networks key to diversity and inclusion. What makes an employee network

genuinely effective?

An employee network is most effective when it goes beyond organising events and becomes a trusted voice for colleagues and a catalyst for positive change. The strongest networks create meaningful opportunities for connection, education and support, while also helping to shape a culture where everyone feels they belong.

At TSB, we've found that lasting impact comes from combining safe spaces, year-round

awareness and education, practical support, and strong leadership engagement. Employee networks can create the conditions for inclusion, but real progress happens when leaders actively champion that agenda. When senior leaders visibly support inclusion, share their commitment, and role model inclusive behaviours, it sends a powerful message that inclusion matters to everyone, not just those directly involved in a network.

The most effective networks also work in partnership across the organisation, bringing

together colleagues, leaders, HR and allies to influence positive change. At their best, they build community, amplify underrepresented voices, challenge perspectives and help turn inclusion from a stated value into an everyday experience. Ultimately, their success is measured not by the number of events they deliver, but by whether colleagues feel seen, heard, valued and able to bring their authentic selves to work every day.

What are some of the biggest challenges employee resource groups or networks face

today?

One of the biggest challenges is sustaining momentum and engagement throughout the

year. Inclusion cannot be limited to awareness months or key calendar events; colleagues

need ongoing opportunities to learn, connect and contribute. Networks can also face

challenges balancing volunteer responsibilities with day-to-day roles, while ensuring they

represent a diverse range of voices and experiences.

A critical factor in overcoming these challenges is visible leadership commitment. Inclusion needs to be front of mind for leaders, not just network members. When senior leaders actively champion inclusion, participate in network activities and clearly communicate why it matters, they set the tone for the wider organisation. Colleagues take their cues from leadership, and when leaders demonstrate that inclusion is a business priority, it encourages others to engage, step up as allies and play their part in creating an inclusive culture.

Maintaining visibility, demonstrating impact and securing ongoing organisational support are all critical to ensuring networks remain effective and relevant. This is why strong partnerships between employee networks, leaders, HR and other inclusion groups are so important, they help embed inclusion into everyday decision-making rather than treating it as a standalone initiative.

How can organisations better support inclusion efforts led by employees?

Organisations can maximise the impact of inclusion efforts by recognising employee

networks as strategic partners rather than informal groups. The most successful

organisations understand that employee networks provide valuable insight into colleague experiences and can play a meaningful role in shaping culture, policies and business decisions.

Visible leadership commitment is particularly important. When senior leaders actively champion inclusion, participate in network activities and speak openly about why inclusion matters, they set the tone for the entire organisation. This sends a clear message that creating an inclusive workplace is a shared responsibility, not something owned solely by employee networks. When leaders lead by example, colleagues are more likely to engage, become allies and contribute to positive change themselves.

Practical support is equally important. Executive sponsorship, dedicated resources,

development opportunities for network leads and meaningful opportunities to influence

decision-making can significantly enhance a network's effectiveness. Organisations should also create environments where colleagues feel empowered to get involved, whether by attending events, sharing their lived experiences, challenging behaviours or advocating for inclusion as allies.

Ultimately, the greatest impact comes when organisations listen to employee-led insights and translate feedback into tangible action. When networks have a genuine voice, leaders are visibly engaged, and inclusion is embedded into everyday decision-making, employee-led initiatives can help drive meaningful, sustainable change that benefits both colleagues and the wider organisation.

In your experience, how do strong employee networks influence retention, wellbeing

and innovation?

Strong employee networks play a vital role in creating a culture of belonging, something that is fundamental to colleague wellbeing, engagement and long-term retention. When people feel safe and supported to bring their authentic selves to work, they are more likely to contribute confidently, build meaningful connections and feel invested in their organisation’s success.

Networks provide trusted spaces for support, connection and shared learning, helping

colleagues navigate challenges, celebrate differences and develop a stronger sense of

community. They also amplify diverse voices and experiences, enabling organisations to

challenge assumptions, broaden perspectives and make more informed decisions.

Beyond supporting individuals, employee networks can be powerful drivers of cultural

change. By fostering understanding, influencing policies and encouraging inclusive

behaviours, they help create workplaces where everyone has the opportunity to thrive.

Ultimately, organisations that embrace inclusion and belonging are better positioned to

attract and retain talent, unlock innovation and achieve sustainable success.