Emma Garlett: Modern Australian businesses must embrace First Nations culture in order to evolve

In corporate Australia, diversity and inclusion is frequently reduced to check boxes — metrics to be met and buried in annual reports. This sterile approach misses the point. To truly evolve, companies must move beyond spreadsheets and into First Nations cultural immersion. This isn’t just a training module; it is a fundamental shift in how we perceive the land we occupy, the history we inherit, and the colleagues we work alongside. Every company, regardless of its size or sector, should integrate cultural immersion into its staff development for the betterment of its people and its bottom line. The unfortunate reality is that most corporate training occurs in windowless boardrooms. Cultural immersion, by contrast, takes place on-country. It moves the needle from knowing (intellectual awareness) to being (cultural capability). When employees sit in a yarning circle or walk the heritage of the land with Whadjuk or Yamatji traditional owners, they aren’t just reading a textbook. They are participating in the living, breathing continuity of the world’s oldest culture. This experiential learning builds a level of understanding, empathy and respect that a PowerPoint presentation simply cannot replicate. The case for immersion is as much about the bottom line as it is about social responsibility. Business benefits are tangible. A workplace that understands the nuances of First Nations culture — such as sorry business or the reality of cultural load — becomes a safer space for Indigenous staff. This reduces turnover and fosters a sense of belonging. First Nations world views often prioritise sustainability, community consensus, and long-term environmental stewardship — caring for country. These perspectives are invaluable for companies grappling with modern challenges like ESG targets and sustainable innovation. For sectors like mining, retail, or health care, cultural capability is a core skill. Understanding local protocols and engaging with traditional owners prevents accidental offence and builds the trust necessary for successful partnerships. Too often, the handful of Indigenous employees in a company are expected to be the resident Aboriginal expert — asked to organise NAIDOC events, deliver welcomes to country, or educate their peers on systemic racism. This is an unpaid, often invisible second job. When a company commits to immersing all staff, the burden of education shifts. It becomes the responsibility of all to be informed allies, rather than the burden of the few to teach. In 2026, the standard for corporate leadership is shifting. Cultural capability is no longer an extra, it is a performance metric and a core leadership trait.