Empowering women in leadership: Collaborating on the NSW EPA’s strategic initiative 

Organisations everywhere are increasingly recognising the value of diverse and inclusive leadership. As workplaces evolve to reflect broader societal shifts, prioritising gender equity and cultivating inclusive environments have become essential components of effective governance. In this context, the New South Wales Environment Protection Authority (EPA) recognised a critical need: fostering an inclusive, gender-balanced leadership team. 

This initiative was not about meeting diversity quotas, but about harnessing a wide array of skills and perspectives to drive meaningful outcomes. The EPA sought to invest in its leadership cohort, aligning with its commitment to gender equity more broadly. Central to this effort was its Women in Leadership program, designed and delivered by Nous, which targeted emerging and middle management roles within the organisation. 

“It was exciting to be able to move beyond surface‑level conversations about gender equity and design something that genuinely responded to women’s lived experiences at work,” says former Nous Manager Madeleine Buhagiar. “The challenge was creating a program that was both safe and stretching, acknowledging systemic barriers while still equipping participants with practical strategies to influence change within their control.” 

Our development of the Women in Leadership program was grounded in extensive consultation with EPA staff and informed by contemporary research on women in leadership. This research included an exploration of intersectional experiences of gender inequity – the way that factors like race, disability, age, and background combine with gender to shape each person’s unique experiences of discrimination – which ensured that the program was both comprehensive and inclusive.  

“This approach matters because women’s experiences of leadership are not homogenous,” says Buhagiar. “Designing with intersectionality in mind allowed us to avoid one‑size‑fits‑all solutions and instead create learning experiences that resonated across different roles, identities, and career stages.” 

The program was deliberately designed to balance individual capability development with organisational context and influence. Program content focused on themes such as inclusive and adaptive leadership, confidence and credibility, navigating organisational systems, building influence, and career progression within the EPA context. 

The design process itself was highly collaborative, drawing on insights from EPA stakeholders to reflect the organisation’s culture, leadership expectations, and broader workforce strategy. This ensured the content was not only theoretically robust, but also immediately applicable to participants’ day‑to‑day leadership challenges. 

Delivered online over a 12-week period, the program was a blend of interactive workshops, peer learning sessions, and self-directed activities. A sponsor launch set the tone, while sessions with executive and senior leaders focused on inclusive leadership and effective sponsorship. These elements were crucial in creating a supportive learning environment, engaging the Executive Leadership Team (ELT), Senior Leadership Team (SLT), and cohort managers in the process. 

The program’s success was evident in the feedback from participants. Ninety-one per cent reported gaining insights relevant to their leadership roles at the EPA. Motivation to pursue career advancement within the organisation saw an increase, too, from 79 per cent before the program to 82 per cent after it. This uptick, though modest, signals a positive shift in the participants’ career aspirations and confidence. 

Qualitative feedback further highlighted the program’s impact, particularly in strengthening peer networks. Participants valued the opportunity to connect with others facing similar challenges, fostering a sense of community and shared purpose. This aspect of the program laid a strong foundation for the EPA’s continued commitment to developing women leaders, with participants eager to apply their lessons and progress their careers. “These outcomes show that when organisations invest thoughtfully in women’s development, the impact goes beyond individual confidence. It strengthens connection, retention, and collective leadership capability”, says Buhagiar.  

The success of the EPA’s Women in Leadership program highlights the importance of tailored initiatives in promoting inclusivity and career progression. By focusing on the unique challenges and opportunities faced by women in leadership, and by co-designing and delivering the program in a way that allowed the EPA to own its future delivery, the EPA has set the standard for other organisations seeking to enhance diversity and inclusion within their ranks.  

“What mattered most about this project is that it demonstrated how targeted, evidence‑based programs can create meaningful momentum without positioning women as a problem to be fixed,” says Buhagiar. “Other organisations can learn the value of designing initiatives that combine individual development with active leadership sponsorship and organisational accountability.” 

By fostering connections and enhancing leadership motivation, the program not only advanced the EPA’s strategic priorities but also contributed to a more inclusive and dynamic organisational culture. As participants continue to apply their insights and pursue their career goals, the ripple effects of this initiative will undoubtedly be felt for a long time to come.