Chris Oglethorpe, Chief People Officer at law firm Freeths explains how their staff networks created space for support, allyship and trust when colleagues needed it most.
At Freeths, people genuinely matter. We are proud to have achieved Gold Investors in People, and we work hard to create a workplace where colleagues feel supported, included and able to thrive. But however strong that environment is, we are not separate from the wider world. During a period of heightened social and geopolitical tension, colleagues across the firm were experiencing uncertainty, anxiety and a growing need for connection and support.
Wellbeing and Equity, Diversity and Inclusion are important priorities for us, and over the past few years we have built a number of staff networks shaped by what our colleagues tell us they need. These networks create connection, support and a stronger sense of belonging across the firm. They include REACH, our Race, Ethnicity and Cultural Heritage network, and Rise, a network for Black colleagues and allies. Last year, membership across our staff networks grew by an average of 43%, demonstrating colleagues’ appetite for connection, support and opportunities to shape our culture.
Because we want our people to help shape the culture of the firm in ways that matter to them, it was natural that REACH and Rise responded when they saw what members of their networks and colleagues across the firm were experiencing. Together, they created a series of safe spaces across our 12 offices to support trust, belonging and honest conversation at a time when many people felt unsettled, isolated or unsure how to respond.
At a time when some businesses are rethinking or scaling back commitments in areas such as EDI and sustainability, we believe it is important to stay grounded in our values and to respond with clarity, care and integrity.”
The need for the project was clear. Colleagues affected by racial or religious marginalisation spoke about feeling increasingly vulnerable and disconnected, while allies were often unsure how best to offer meaningful support. Because REACH and Rise were already trusted and well-established networks, they were able to draw on real insight from members and shape a response that felt timely, thoughtful and relevant.
Supportive Sessions
REACH and Rise worked together to support members of their networks and the colleagues around them. We know how important it is to create opportunities for people to come together with others who share similar experiences in a safe and supportive environment, so they feel heard, seen and supported. Holding space sessions were open to colleagues directly affected, offering a trauma-informed setting to share experiences and find solidarity. Reflection sessions for allies were open more widely, giving people who wanted to play a positive role the chance to build their confidence, reflect on practical allyship and think about how to respond with empathy and care.
1: More than half of colleagues invited chose to engage with the initiative, with over 100 attending live discussions across our offices. The level of participation demonstrated both the need for the sessions and the trust colleagues placed in the networks facilitating them. What made the initiative especially powerful was the way it was designed. REACH and Rise brought their perspectives together to create sessions grounded in cultural understanding and designed to include everyone. Different needs were recognised, leaders were involved in ways that helped build trust, and participant feedback was used to shape what came next.
2: Impact
Our approach to Equality, Diversity and Inclusion (EDI) is grounded in listening and evidence, and this project was no different. Feedback was overwhelmingly positive. More than 90% of participants rated the sessions as excellent or very good, highlighting the clarity of purpose and the sense of trust they experienced. Colleagues directly affected described the sessions as validating and healing, while allies spoke about a stronger understanding of how to respond in inclusive and practical ways.
Across the feedback, the same themes came through again and again: safety, visibility, belonging and a strong appetite for continued conversation and learning. The sessions gave people permission to speak openly, to listen more carefully and to understand one another better.
3: The sessions also helped strengthen trust in leadership. That trust is critical to engagement, retention and organisational resilience, particularly during periods of uncertainty. Senior leaders were present, listened with care and showed visible support, which mattered. It signalled that these conversations were important and that colleagues would be met with empathy rather than silence. In turn, that helped normalise more inclusive behaviours across the firm.
4: Supporting our networks to lead this initiative was the right thing to do, and it also reinforced the kind of culture we want to build at Freeths. By creating space for psychological safety and emotional support during a difficult time, we strengthened colleague wellbeing. By encouraging inclusive leadership and making allyship part of everyday practice, we also moved our EDI commitments forward. Open communication and visible support from leaders helped build trust and confidence across the organisation.
5: The sessions showed the value of listening well and creating space for shared experience. They reminded us that belonging is built in moments like these, when people feel heard, supported and able to be themselves at work.
6: Next steps
The sessions led by REACH and Rise are already shaping our next steps. They are informing how we continue to invest in our staff networks, how we develop allyship and inclusive leadership, and how we make sure our values are lived consistently across the firm.
Organisations cannot solve everything happening around them, but they can choose how they respond.”
7: We want to build on this by creating more opportunities for safe and honest conversation across all our networks, alongside structured support for allyship and inclusive leadership. Our aim is simple: to keep building a workplace where every colleague feels psychologically safe, valued and able to thrive.
A Call to Action
Our staff networks have proved to be strategic assets. They provide opportunities for colleagues to connect, support one another and help shape the culture of the firm. In doing so, they strengthen belonging, engagement and trust. This initiative and sense of inclusive culture showed what can happen when that support is trusted, visible and backed by the organisation, driving engagement and retention.
That matters all the more in the context of our recent Corporate Conscience report, which explored how organisations are responding to growing ethical pressure and public scrutiny. One clear theme was the importance of visible leadership and values-led decision-making. At a time when some businesses are rethinking or scaling back commitments in areas such as EDI and sustainability, we believe it is important to stay grounded in our values and to respond with clarity, care and integrity.
For me, that is the real lesson. At times of uncertainty and division, organisations cannot solve everything happening around them, but they can choose how they respond. By listening to their people, creating space for honest conversation and standing by their values, organisations can strengthen trust, support wellbeing and build cultures where people and businesses thrive together.
