Sarah Banda began her career in HR in Zimbabwe before retraining as a civil engineer in Australia, where she has lived and worked in some of the country’s most remote regions.
Here, she shares some of her observances of differing cultural and workplace practices as an engineer in Australia.
Reflecting on work culture in Zimbabwe
In Zimbabwe, workplaces are strongly influenced by hunhu/ubuntu — a value system centred on humanity, dignity and community. We treat colleagues like extended family.
One of the most significant differences I’ve observed between workplaces in Zimbabwe and Australia is the cultural foundation that shapes how people relate to one another. My experience in Zimbabwe was strongly influenced by hunhu/ubuntu — a value system centred on humanity, dignity, and community.
In Zimbabwe, there is a deep-rooted culture of respect for every individual, regardless of their position in the organisational hierarchy. People interact in a way that is warm, familial and genuinely caring.
Colleagues often treat each other like extended family, and there is a strong emphasis on humane treatment and looking out for one another. This creates a work environment where trust is high, relationships are strong, and generally no one is ‘out to get anyone’. The sense of community fosters psychological safety and collaboration.
Observations on work culture in Australia
In contrast, Australian workplaces operate from a more individualistic and task-focused culture. Respect is still present, but it is expressed differently. Communication tends to be more direct, boundaries between personal and professional life are clearer, and interactions are friendly but not necessarily familial.
In Australia, hierarchies are flatter, and interpersonal connections are often expressed through informality rather than relational closeness. The environment is efficient, structured, and performance-driven, with a strong emphasis on accountability and measurable outcomes.
Overall, Zimbabwean workplaces emphasise community, humanity, and relational warmth, while Australian workplaces emphasise clarity, efficiency, and individual responsibility. Both cultures have strengths, but the contrast in interpersonal dynamics is one of the most striking differences I’ve experienced.
Being valued in the workplace
At the prersent time, despite just 15% of engineers in Australia being female, I have not personally encountered barriers as a woman in engineering. My managers have consistently been considerate of my responsibilities as a mother, and the support that I have received has always been based on my capability and performance.
Ideas to encourage more females to become engineers
It would be great to see more women turning to engineering as their profession too.
In order to increase the number of women in engineering, the real challenge lies earlier in the pipeline: encouraging girls in school to develop interest in STEM subjects and helping them see engineering as an exciting and viable career path.
By the time women reach the workforce, many of the barriers have already taken effect simply because fewer girls choose engineering degrees in the first place.
I would encourage managers to focus on practical, everyday initiatives that make the profession more accessible, supportive and attractive to women. Based on my experience, several actions can make a real difference:
- Flexible work arrangements — Flexibility around start and finish times, remote work options, and predictable scheduling helps retain women, especially those balancing parenting responsibilities. This isn’t about lowering standards; it’s about enabling talented engineers to contribute sustainably.
- Structured mentorship and sponsorship — Pairing early-career women with experienced mentors provides guidance, advocacy, and a sense of belonging. Sponsorship, in particular, helps ensure women are considered for stretch assignments and promotions.
- Support for career progression after parental leave — Clear return-to-work pathways, phased reintegration, and performance evaluations that account for leave periods help ensure women don’t lose momentum in their careers.
- Ensuring all voices are heard — Creating an environment where every voice is heard, interruptions are managed, and contributions are acknowledged helps women feel valued and confident participating fully in technical discussions.
