We’ve made significant progress discussing diversity, equity, and inclusion (DEI) in our workplaces. But more and more people are realising something important: even with strong DEI efforts in place, people can still feel like outsiders.
That’s where belonging comes in.
Belonging means feeling safe, seen, and valued for who you really are, not just included, but truly part of something. It’s the difference between being invited to the table and knowing your voice matters when you’re there.
In this post, we hear from senior leaders who are prioritising belonging in their DEI strategies. For them, it’s not just a ‘nice-to-have’ – it’s essential for building trust, collaboration, and sustainable culture change.
They’re asking the deeper questions: What does it take to create a workplace where everyone feels they belong? And how do we ensure our teams aren’t just diverse, but also deeply connected?
Endorsed Employers: CleanCo | Ericsson | Nufarm | Queensland Fire Department | Rheinmetall Defence Australia | Softcat | TBH | Thales | The Perth Mint
“Belonging is fundamental to how we work at TBH.”
Rob Hammond, Director at TBH, shares why belonging is so fundamental to TBH’s workplace culture—and how he ensures he embodies this value in all his interactions as a leader.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
At TBH, we’ve always prided ourselves on being more than just a workplace – it’s a community. From our early days, with five staff working above a sandwich shop in eastern Sydney, there was a strong sense of connection and camaraderie. As we’ve grown – both within Australia and internationally – we’ve made a conscious effort to hold on to that. To me, belonging means feeling respected, supported and safe to be yourself at work.
In a consulting business, where collaboration is key and every project brings a new mix of people, that sense of connection matters. It helps build trust, improves outcomes and makes the work more enjoyable.
What steps has your organisation taken to foster a culture of belonging?
Belonging is fundamental to how we work at TBH. We’ve built inclusion and diversity into our company values and made sure it’s not just lip service. Our CEO chairs the DEI Committee, with team members from across the business contributing to the shaping of its priorities.
Everyone at TBH had the chance to help define our priorities, and we’ve backed it up with DEI training, clear behavioural standards and a firm line on bullying or discrimination. Just as important, we create space for people to connect – our local offices host social events, and we encourage sharing beyond just work conversations.
How do you and your leadership team hold each other accountable for inclusion?
When it comes to inclusion, I lead by example. I make time to meet new starters, encourage diverse teams on our projects and strive to create a space where people feel safe contributing. Hosting our International Women’s Day panel earlier this year was a highlight – it sparked great conversations about gender equity and how we continue to make progress together.
“Belonging is the extra layer of connection.”
Peter O’Keefe, Commercial General Manager at Nufarm, shares how embedding belonging in our work cultures is also about understanding your gaps as a leader and working to ensure you’re continually learning to help make the workplace a more inclusive, safer environment for all.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
Belonging is the extra layer of connection that comes from an employee being able to be authentic at work and having that authenticity valued by the employer. Belonging is enhanced by tweaking the relationship between employee and employer so that when we identify a key talent, either during recruitment or during their tenure at Nufarm, we ensure the experience is working for both them and Nufarm, not just for Nufarm.
What steps has your organisation taken to foster a culture of belonging?
Belonging at Nufarm begins with our “come as you are” attitude, which is reflected in our welcoming of diversity within our business and ensuring that diverse talent has an inclusive experience. It then moves on to a never-ending conversation with employees about what big things are happening at work, and in their lives more generally, and if we need to consider some “flex” to keep them engaged and productive.
This requires leaders to take a genuine interest in each individual, ask the right questions, and truly listen to the responses. It also means being proactive. It is essential to challenge long-established paradigms of expected behaviour because employees sometimes make assumptions about our work culture and act accordingly.
How do you and your leadership team hold each other accountable for inclusion?
Consciously challenging my bias. My internal voice constantly reminds me that not everyone will think like me and/or have the same approach to their work life as I do, and that’s actually a good thing.
Leading by example is critical, as nothing beats a leader role-modelling behaviours for a start, as well as positive reinforcement for others who are leading the way. I think it helps to verbalise things like “my initial thought was to reject this idea because of my personal bias, but I am glad I ignored that impulse because we have achieved a great outcome with the different thinking that was proposed”.
“Belonging means feeling valued, seen, and celebrated for who you are.”
Karishma Darr, Chief Information Officer at CleanCo, is a champion for inclusion and views belonging as the essential ‘next step’ for organisations and team cultures.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
As a senior leader at CleanCo and a woman of Indian heritage, I understand the importance of belonging and the profound impact it can have on an individual. I champion inclusive and diverse teams as a core pillar of my leadership and organisational culture.
To me, belonging means feeling valued, seen, and celebrated for who you are. It’s the difference between simply having a seat at the table and feeling confident that your voice matters. Belonging is critical to our success because when employees feel safe being themselves, they contribute their best ideas, collaborate authentically, and drive innovation, ultimately benefiting both our business and our customers
What steps has your organisation taken to foster a culture of belonging?
One of the most powerful moments that reinforced the importance of fostering a culture of belonging came during our Diwali celebration. I encouraged everyone to celebrate their own cultures by dressing in traditional clothing and bringing a traditional dish to share. A team member later shared that they had never before worked somewhere that recognised their culture and religion in such a meaningful way.
For the first time, they felt truly seen and celebrated in their work environment. This feedback reaffirmed my belief that fostering belonging isn’t about policies, checkboxes, or metrics — it’s about creating meaningful experiences that build genuine connection.
How do you and your leadership team hold each other accountable for inclusion?
Building a culture of belonging is not a ‘one-and-done’ initiative; it’s an ongoing commitment. I take deliberate steps, including serving as an active member of CleanCo’s Diversity, Equity, Inclusion and Belonging (DEIB) Committee, supporting the launch of our listening circles, and celebrating culturally significant days throughout the business.
I hold my leadership team accountable by encouraging them to champion DEIB within their teams. I urge them to create spaces for genuine, open conversations and to build the trust needed for people to feel safe and bring their whole selves to work.
“Respectful engagement and ensuring we all have fulfilling work that we believe in.”
Lesley Phinn, Executive Manager, Conduct Investigations Unit, Relations and Standards at Queensland Fire Department (QFD), shares what belonging means in such a dynamic, team-centred environment.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
Belonging in the workplace is having respectful engagement and ensuring we all have fulfilling work to do that we believe in. This is critical to the success of our organisation if we, as employees, can see that what we do has an impact on the department and the individuals who work here.
As a leader within Relations and Standards, I can see the real impact on the people we deal with on a daily basis as a work unit. Regardless of who we deal with, they can be confident that my team and I are there to assist and support them, ultimately contributing to a department with an improved, capable workforce.
What steps has your organisation taken to foster a culture of belonging?
My career spans 30 years with the Queensland Police Service, with the last 2.5 years with the Queensland Fire Department. Throughout my career, I have taken a person-centred approach with my priority being my people and their wellbeing. My approach involves focusing on whether the employee is ok first before trying to meet organisational objectives. For example, in my team, we currently schedule lunch together every Friday. Whether you bring your lunch with you or decide to buy lunch, this is an opportunity to put down tools and sit and talk. It is the one time during the week when we make a conscious effort to sit together as a team and take a moment to breathe and reconnect with each other.
How do you and your leadership team hold each other accountable for inclusion?
As the Conduct Investigations Unit, we are looked upon as the people you don’t want to talk to. I have made a personal commitment to meeting face-to-face rather than on the phone, regardless of who you are. I strive to cultivate a great relationship with everyone I encounter, regardless of their role within the department. I am proud to say some of the staff who have been involved in complaint matters still reach out to the team from time to time, irrespective of the outcome. I believe this is due to the engagement they have had with our team.
The team and I are here to make things better for everyone and provide people with an opportunity to learn from mistakes or how to better work through particularly challenging times when they felt they were unable to cope. I encourage an open-door policy and invite anyone to stop by, grab a seat and help themselves to the lolly jar on my desk. I would rather spend an hour discussing an issue or complaint with someone and finding a way to resolve it than have them believe the only option is to file a complaint. If you put some hard work in at the very beginning, this could mean the difference between someone escalating it to an investigation or being able to come to a resolution.
“People-centric factors create a powerful force: a sense of belonging.”
Forum Metpally, Head of Project Office, Business Operations & Strategy at Ericsson, explains how excelling in the workplace has moved beyond tangible benefits and the ways people are seeking a more connected, purpose-led environment.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
In today’s evolving corporate environment, what truly motivates people to excel at work extends beyond financial stability. It is the collective impact of people-centric factors—such as role clarity, accountability, an inclusive environment, and shared successes—that creates a powerful force: a sense of belonging. Belonging is fundamental to fostering a high-performing workplace where individuals feel valued, included, and empowered to contribute toward shared goals without fear of exclusion or bias.
Given the massive changes my unit is currently navigating, my own sense of belonging has been tested—an experience that has made me even more conscious of the importance of psychological safety. I’ve heard this echoed across the team, which reinforces my commitment to creating an environment where feedback is welcomed, collaboration is encouraged, and everyone has the space to express concerns without fear.
What steps has your organisation taken to foster a culture of belonging?
To support ongoing transformation, our organisation has begun implementing measures based on clear role definitions, consistent communication, and strong follow-through. Regular business updates, bi-monthly all-employee meetings, and transparent progress reports against unit KPIs ensure everyone is informed and aligned. Celebrating small successes and seeking employee feedback through surveys fosters continuous improvement and strengthens engagement.
Employee resource groups further reinforce this sense of belonging. Globally, initiatives like ‘Women of Ericsson’ build inclusive communities that connect and empower women across Southeast Asia, Oceania, and India. In Australia, a vibrant Young Professionals network helps early-career individuals establish strong connections and navigate their career journeys. These communities not only create safe spaces for personal and professional growth but also contribute to a broader organisational culture where employees can thrive.
How do you and your leadership team hold each other accountable for inclusion?
Ultimately, a deep-rooted sense of belonging is vital for driving high performance, especially during times of change. It ensures that employees feel seen, heard, and valued, which inspires them to go the extra mile every day.
“Everyone has the opportunity to contribute their best abilities.”
Paul Graham, CEO of The Perth Mint, views belonging as a deeply held commitment among their Executive Team – one they all strive to uphold for themselves and each other.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
Belonging in the workplace means that everyone can feel comfortable being themselves when they come to work. When people feel they belong, they are motivated to contribute, become more resilient , and want the best for themselves and the people around them. This leads to better outcomes for the individual and the organisation.
What steps has your organisation taken to foster a culture of belonging?
The Perth Mint is a values-led organisation. The behaviours and attitudes we expect are clearly outlined and role-modelled, not just by leaders but by all employees.
We are also a purpose-led organisation and have engaged with employees to define our purpose and why we exist. This helps ensure that each individual understands how their work is connected to and contributes to the success of the business.
Finally, we are inclusive – everyone is welcome at the Mint. We have a culturally diverse workforce, representing a wide range of national, cultural, and ethnic backgrounds, and we work hard to ensure that everyone has the opportunity to contribute to the best of their abilities.
How do you and your leadership team hold each other accountable for inclusion?
Our Executive Team have endorsed a statement of intent that outlines our commitment to inclusion. This lists the expectations we hold for ourselves and each other.
We ensure our commitment is visible in the way our leaders present themselves at events and meetings. Our leadership team understands our presence has an impact, and we use this influence to demonstrate our commitment to inclusion.
“It’s critical to our success that people feel they belong.”
Terry Hill, General Manager of Electronic Solutions, and Sarah Mackenzie, General Manager of HR and Safety, at Rheinmetall Defence Australia (RDA), share how belonging shapes their leadership approach and their ‘why’ for their teams.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
Terry: Belonging in the workplace means that every team member feels they are in the right place, valued, included, and able to contribute to the team’s goals meaningfully. It’s about feeling seen and heard, and knowing that your presence matters. We demonstrate belonging when we actively encourage and invite one another to share ideas and participate in shaping the journey we’re on together. It’s critical to our success because when people feel they belong, they are more engaged, motivated, and committed to achieving shared outcomes.
Sarah: As leaders, an ability to inspire and clarify means every person we lead knows how they contribute to our collective success. Moreover, they recognise that they matter to the team and the business. If every person feels they have a valued place here, we can achieve so much.
What steps has your organisation taken to foster a culture of belonging?
Terry: We foster a culture of belonging by encouraging contributions from everyone, regardless of their role or level within the organisation. We create space for people to speak up and step forward when they have something valuable to share. Inclusion is embedded in the way we make decisions, we involve people in the process and ensure they feel heard, valued, and part of the journey.
Sarah: We seek feedback and acknowledge where changes are needed. Then we look for passionate people to help us make the decisions that can make a meaningful difference. We want every person to be a part of our growth, and we give them a voice to contribute to it.
How do you and your leadership team hold each other accountable for inclusion?
Terry: I make it a priority to regularly engage with my team and actively seek their input and perspectives. People want to know their voice matters, and that their contributions, no matter how big or small, help shape the direction we take. Accountability is achieved by creating channels for honest and meaningful feedback and ensuring that these insights inform our leadership approach. It’s about listening, adjusting, and making sure everyone has the opportunity to influence the outcome.
Sarah: Every person’s experience at RDA is important, from beginning to end, we’re all responsible for that. As a leader, creating a safe environment where people can speak up, share, grow, learn, and do great work is the ultimate goal. And if I’m not genuine, trusting and open, I can’t expect that from anyone else. Ultimately, I aim to lead by example, and if I fail in that, my team are welcome to let me know!
“Belonging is feeling that you can be yourself, have a space and a voice at work.”
Debra Coady, Legal Director at Softcat, understands that at the heart of belonging is the deep human need for community, and it’s something Softcat prioritises across the board.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
‘Belonging’ is feeling that you can be yourself and you have a space and a voice, at work. This enables people to be happier at work, perform better, and feel empowered to raise constructive challenges.
None of us can do our best work if we’re distracted by worrying about how we’re perceived and/or hiding parts of who we are, so this is important to get the best out of our people on an individual basis, and to reap the benefits of diverse viewpoints and experiences across our business. At Softcat, we frequently discuss the importance of our unique culture, so it’s essential that we consistently deliver on that promise to our people.
What steps has your organisation taken to foster a culture of belonging?
Our company values include “Community” and “Fun”, which are reflected in our charity fundraising and volunteering events, mentoring schemes, and a variety of social events.
Our incredible employee networks make a significant contribution to our culture, bringing people together through shared experiences and interests, raising awareness and understanding of the challenges faced by different communities, and advising on the inclusivity of our events and HR policies.
We also conduct regular training sessions on allyship and inclusive cultures, and as a leadership team, we spend a significant amount of time considering feedback from our employee surveys.
How do you and your leadership team hold each other accountable for inclusion?
Spending time with people across the business, really listening to their feedback, and then working to change anything that doesn’t align with our values is crucial to protect and evolve an inclusive culture. That includes being open to having my own personal views challenged or changed, and encouraging my peers to do the same. I’m the exec sponsor for our Pride Network and firmly believe that, as part of our SLT, I have a responsibility to represent the views of those who may not otherwise have a voice.
“Belonging goes beyond representation and fairness.”
Hans Alzein, Operations Director at Thales, was led to explore the concept of belonging when he realised things were missing in his team. The journey has been eye-opening and incredibly rewarding.
As a leader, how do you define ‘belonging’ in the workplace, and why is it critical to the success of your organisation?
The concept of belonging began to resonate with me when I started exploring ways to enhance employee engagement, productivity, and overall job satisfaction. I realised that a sense of isolation was a major contributor to low morale and lack of engagement, especially in environments lacking diversity or collaboration. To address this, I began exploring ways to foster a sense of belonging within our teams.
What steps has your organisation taken to foster a culture of belonging?
One of the biggest challenges was ineffective communication. Misunderstandings and feelings of exclusion were common when communication channels were unclear. We improved this by implementing transparent and regular communication practices (e.g., town halls, monthly newsletters, social events, and skip meetings), ensuring everyone felt informed and connected.
Another challenge was the physical and social isolation that resulted from remote work and dispersed teams. Building connections and camaraderie was tough. We addressed this by leveraging technology to create virtual interaction spaces and organising regular check-ins and team-building activities, making sure every member felt part of the community.
How do you and your leadership team hold each other accountable for inclusion?
Belonging goes beyond representation and fairness; it ensures everyone feels genuinely included, respected, and valued. It is about creating an environment where employees feel safe to express their authentic selves.
However, true belonging shouldn’t be viewed as fitting in or conforming to organisational norms. It involves employees being authentic to themselves, even if it means occasionally standing out or having different viewpoints. This requires self-acceptance and the courage to be vulnerable.
By fostering an atmosphere where differences are celebrated, we build a resilient and diverse workforce that enhances innovation and creativity, as varied perspectives contribute to unique solutions and ideas. These benefits are critical in today’s fast-paced and ever-changing business landscape, making belonging an essential component for sustained organisational success.
