From Tokenism to Transformation: Building Culturally Strong Workplaces
- Michael Johnston
- Jul 7
- 3 min read
As the Committee for Geelong again rebrands to the Committee for Djilang for NAIDOC Week, it’ a timely moment to reflect on the journey we’ve taken—and the one still ahead.
Over the past two years, I’ve had the privilege of serving on the Geelong Aboriginal Employment Taskforce. It’s been a humbling experience. I’ve listened to First Nations business owners speak candidly about their aspirations and frustrations. A consistent message has emerged: they want to compete on merit, not be boxed into diversity quotas. They want to be seen as businesses first—capable, competitive, and ready to deliver.
That message has stayed with me. It’s challenged some assumptions and reinforced others. It’s reminded me that if we’re serious about equity, we need to move beyond tokenism and into the realm of structural change.
Too often, diversity strategies fall into the trap of symbolic action. But if we want real change, it has to be systemic. Procurement practices. Workforce reform. Training pathways. Safe and culturally aware workplaces. These aren’t line items on a checklist. They’ fundamental to building trust and delivering equity.
Through the Taskforce, I’ve attended summits and forums that have deepened my understanding of cultural differences for First Nations peoples—and the implications those differences have in the workplace.
We’ve all become more familiar with flexible work in recent years. But flexibility must go further than remote work or compressed hours. For First Nations peoples, cultural obligations, connection to Country, and community responsibilities are not peripheral—they’ central. If we want to unlock the full potential of our workforce, we need to design systems that reflect that reality.
If our workplaces are designed to the norm, then we get average. By designing to the edges we can get exceptional.
This isn’t about lowering standards. It’s about broadening our understanding of what excellence looks like—and who gets to define it.
And making our workplaces more culturally welcoming just makes good business sense.
As a city and region we need to think about how we attract and retain talent differently. Geelong is consistently experiencing unemployment rates below the national and state averages, and high job vacancy rates.
Over the next decade our region will need to increase our workforce by over 75,000.
We need to be accessing all of our available talent. And there is plenty of First Nations talent.
This work is also deeply personal. As a leader, I’ve had to face gaps in my own knowledge. I’ve dived deeper into the history of our region, understanding more about the Wadawurrung Traditional Owners and their enduring connection to this land. I’ve reflected on the impacts of colonisation, and the uncomfortable truths that still echo today in social and economic outcomes.
Learning in this space requires humility. First Nations peoples have shown immense generosity in sharing their knowledge and experiences. But they shouldn’t carry the burden of education alone. We—especially those in leadership—have a responsibility to stay curious, to ask better questions, and to actively challenge the norms we’ve inherited.
Because without curiosity, without a willingness to sit with discomfort, we limit our capacity to grow. What I’ve found is that First Nations peoples are willing to share their stories. The question is: are we willing to listen?
As the Taskforce formally wound up at the end of last year, it was an obvious next step to join some of Geelong's business leaders in signing up to a Statement of Commitment to continue this work. The Statement commits all signatories to forming a collaborative alliance, dedicated to advancing employment outcomes for First Nations peoples in this region.
This isn’t just another working group. It’s a pledge to do the work- to improve employment outcomes, enhance cultural safety, lift First Nations procurement, and support real career advancement.
Working with First Nations peoples. Being curious. Listening. Taking action. Improving our workplaces, while providing increased opportunities for First Nations employees.
This year’s NAIDOC theme—“ Next Generation: Strength, Vision & Legacy”—is a powerful reminder that the decisions we make today will shape the opportunities of tomorrow. It’ not enough to acknowledge the past. We need to build a future that reflects the strength and vision of the next generation.
At the Committee for Djilang, we’re committed to that future. We’re reviewing our own practices. We’re asking hard questions. And we’re making changes—not because we have to, but because we should.
There’s still a long way to go. But we’re on the path. And we’re walking it with purpose.
Michael Johnston is CEO of the Committee for Djilang