Cookies on this website

We use cookies to make our website work properly. We'd also like your consent to use analytics cookies to collect anonymous data such as the number of visitors to the site and most popular pages.

I'm OK with analytics cookies

Don't use analytics cookies

Good practice case studies

Everyone’s Welcome at EDF: EDF Employee Networks


In today’s dynamic work landscape, fostering equity, diversity, and inclusion (ED&I) is paramount for organisational success. EDF’s Employee Networks serve as vital catalysts in this journey, offering platforms for employees to connect, collaborate, and contribute to a more inclusive workplace culture.

This case study delves into the practices of EDF in developing and engaging with its Employee Networks, showcasing a model that champions empowerment, visibility, and collaboration.

EDF looks to their Networks to collectively represent the authentic voice and employee experience of diverse groups. They inform, inspire and challenge all at EDF to do great things together.

EDF Currently has 10 formally recognised Employee Networks.

Key Elements of EDF’s Approach:

Volunteer-Led Dynamics:

At EDF, Networks are driven by passionate volunteers who serve on steering committees. These committees, comprising Chairs, area leads, and self-led members, empower employees to take ownership of their initiatives, fostering a culture of ownership and accountability. Volunteers are encouraged to use positions on Network Committees for career development purposes, exploring their areas of interest and engaging in activities outside of their day-to-day roles.

Executive Sponsorship:

Top-down support is ingrained in EDF’s approach, with Executive Sponsors providing visible advocacy and guidance. These leaders “walk the walk and talk the talk,” reinforcing our commitment to ED&I at all levels.

Cultural Calendar

And for EDF, there is an extensive calendar of cultural activities, led by the work of the Employee Networks. It connects everyone, shows how important culture is at work. It keeps everyone curious, provides the safe space for learning about colleagues, creating a supportive and inclusive work environment, and enables everyone to contribute towards EDF’s net zero ambitions.

Intersectional Collaboration:

Embracing intersectionality, EDF Networks actively collaborate with one another, recognising the interconnectedness of diverse identities. This collaboration enriches events, communications, and initiatives, fostering a more inclusive and holistic approach to ED&I. EDF Networks also partner with external Employee Resource Groups across the Energy Industry – such as the Nuclear Rainbow Forum, Women in Nuclear, Women in Utilities, REiN, Enable Nuclear, Pride in Energy and others – to ensure that they share best practice and current events with colleagues across the industry.

Collaborative Partnerships:

Networks at EDF work closely with their central support teams, including Employee Services, Occupational Health, Wellbeing, People Development, Resourcing and Internal/External Communications teams. This collaborative approach ensures Network visibility and maximises their impact across the organisation.

Policy Collaboration:

EDF Employee Networks play a pivotal role in policy development and application at EDF, with the business actively engaging Networks in these processes. From initiatives like “Transitioning at Work” to “Shared Parenting Leave” and “Absence Management”, Network members are consulted, ensuring policies are inclusive and reflective of diverse perspectives.

Representation and Voice:

EDF ensures Network members are consulted with during times of major change, such as a business transformation projects or an office move. Most recent examples include their involvement in EDF’s deep listening exercise as part of developing the Employee Value Proposition (EVP) and advertising for Member Nominated Directors to serve as pension trustees. This commitment to representation amplifies diverse voices within key decision-making processes.

Financial Support:

The different EDF businesses fund event and activities directly and also centrally allocates annual budgets to its Networks, empowering them to host events, engage external speakers, and provide incentives for members. This financial support underscores the organisation’s investment in ED&I initiatives and the value it places on employee-driven initiatives.

Tailored Development Opportunities:

Recognising the unique needs of different communities, EDF also offers network-specific development courses. These courses, such as those tailored for women and LGBTQ+ employees, provide safe spaces for connection, networking, and skill development, garnering positive feedback from participants.

Monitoring Inclusion

EDF has been tracking Inclusion since 2015 through its Inclusion Index, which forms a part of EDF’s extensive annual employee engagement survey. EDF segments the data by a wide range of demographic groups, including gender, ethnicity, sexual orientation, carers and working parents and more. They use the detailed data that sits behind the survey question sets to work with the Employee Networks and identify specific actions and to tailor support / positive action for those that need it. Most recent results are boosted to an all-time Inclusion high with higher satisfaction with the workplace atmosphere and they reach ever closer to equity in the lived experience between their different demographic groups.


EDF’s approach to developing and engaging with its Employee Networks, exemplifies a commitment to fostering equity, diversity, and inclusion in the workplace. By empowering those who volunteer, securing executive sponsorship, fostering collaborative partnerships, and prioritising support and tailored development opportunities, EDF demonstrates that effective Network engagement is a cornerstone of a thriving ED&I culture. This case study serves as a testament to EDF’s dedication to creating an inclusive environment where Everyone’s Welcome; every voice is heard, valued, and empowered.

Point of contact: and