In today’s increasingly global and mobile workforce, diversity is no longer optional, it’s a given. For many Australian businesses, especially those in agriculture, construction, logistics, health and aged
care, food production and hospitality and recycling, international and migrant workers form the backbone of day-to-day operations. Yet while the diversity is obvious, the real leadership challenge lies in what comes next: fostering inclusion and creating a culture of belonging.
These aren’t buzzwords, they’re performance drivers. Inclusion and belonging directly affect morale, productivity, safety, innovation and retention. In industries that depend on labour-intensive roles, where high turnover and skills shortages are common, the business case for belonging is undeniable. When workers feel respected, understood and included, they give more, stay longer and contribute far beyond their job description.
So, how do we get there? In my experience in building and leading a fast growing organisation in the recycling industry and working with other industry leaders to discuss, share, explore and forge robust and resilient workforces, there are five strategies that go beyond surface-level inclusion and actively create connection and commitment.
These strategies have worked well and continue to work well in my businesses and I know, from having discussed the strategies and outcomes with my peers, that they are being used with great success in other businesses across other industries as well.
1. Create space for cultural storytelling
Every workforce is rich in experience but too often, it remains invisible. One of the most powerful ways to build connection is by giving people the chance to tell their own story. In a warehousing and distribution business with a high migrant workforce, monthly ‘Culture Conversations’ were introduced. One Samoan worker shared his background in leading disaster recovery teams, prompting leadership to tap into his skills for safety planning, something previously unknown. These conversations also helped break down divisions between long-term local staff and newer international recruits, building shared respect.
2. Adapt communication methods to meet workers where they are
Inclusion isn’t possible without understanding and that means clear, accessible communication. Many manual and shift-based workplaces operate with a workforce that speaks English as a second (or third) language. Relying solely on written notices or verbal instructions can lead to mistakes, confusion and exclusion.
One logistics company solved this by introducing visual task boards, multilingual signage and short video updates with subtitles in key languages. Participation in safety briefings improved and operational errors dropped significantly.
3. Design inclusive social engagement, not one-size-fits-all bonding
Belonging isn’t built at the pub. Many companies default to social traditions like Friday drinks or BBQs without realising they may alienate workers from different religious, cultural or personal backgrounds. In one regional manufacturing plant, leadership noticed low turnout at after-hours functions. After speaking with staff, they introduced shared lunch breaks with rotating international dishes, religious holiday recognitions and family-friendly weekend gatherings. This not only increased engagement but also helped build deeper cross-cultural understanding on the production floor.
4. Use mentorship to unlock hidden talent and encourage retention
Too many workers with high potential remain stuck in entry-level or manual roles simply because they don’t see a path forward. Mentorship programs are a powerful way to identify emerging leaders and build capability across cultures. One construction company paired long-term site supervisors with newly arrived migrant workers, not just to upskill them, but to create two-way learning. The result? Greater trust, improved communication and promotions from within, reducing the reliance on expensive external recruitment.
5. Co-create policies with those most affected
Policies that affect international or low-income workers should never be created without their input. One health care provider revised its rostering system after feedback from its multicultural team, many of whom needed to align shifts around prayer times, family obligations or second jobs. By co-designing the new schedule, absenteeism dropped, satisfaction rose and the business was able to better retain talent in a highly competitive sector.
Why inclusion and belonging matter more than ever
From a strategic standpoint, businesses that invest in inclusion gain a measurable competitive advantage. Studies show that inclusive companies experience:
– Higher morale: Employees who feel like they belong are 3.5 times more likely to be
engaged at work
– Increased productivity: Teams with inclusive cultures outperform others by up to 30%
– Stronger retention: Belonging reduces turnover intent by as much as 50%, a critical factor
in industries with labour shortages
– Greater innovation: Diverse teams that feel safe contribute more ideas, solve problems
faster and support continuous improvement
Yet despite these benefits, fostering inclusion remains a blind spot, particularly in labour-reliant sectors. Often, there’s no dedicated HR function on-site and line managers may lack the training or confidence to lead culturally diverse teams. Language barriers, shift work and transient workforces create further complexity. This is exactly where inclusion matters most, not in corporate head offices, but on factory floors, in farms, on construction sites and behind the scenes of our supply chains.
What leaders can do next
Inclusion must be intentional. It needs to be baked into onboarding, reinforced through peer networks, supported by practical tools and modelled by every level of leadership. Ask yourself:
– Do our systems make people feel like outsiders or insiders?
– Are our policies written for everyone or just the dominant group?
– Have we asked our frontline staff what belonging means to them?
Belonging isn’t an initiative, it’s a culture
Belonging doesn’t come from a handbook or a poster on the wall, it’s built in moments of trust, empathy and mutual respect. In every industry, but especially those built on the strength of diverse hands and minds, inclusion is not just the right thing to do, it’s the smartest investment a business can make.
About Manhari Recycling
Founded in 2007 by Maddy Gupta, Manhari Metals (also known as Manhari Recycling) is one of Victoria’s largest and most trusted scrap metal recycling companies. With operations spanning nearly five hectares across Tottenham, Campbellfield and Ararat, Manhari processes more than 250,000 metric tons of metal annually and exports to major manufacturing markets worldwide. The company provides comprehensive services including ferrous and non-ferrous recycling, auto and machinery recycling, whitegoods disposal, construction scrap recovery, e-waste processing, and dedicated tyre (RTR) and solar panel (RSR) recycling initiatives. Committed to innovation, sustainability and customer service, Manhari is evolving into a leader in circular economy solutions, helping industries and communities reduce waste, recover value and build a cleaner, greener future for Victoria.
