As an outsider coming in, it gave me confidence that Woolworths Group was genuine in its remorse and desire for reform, rather than just being “gammin” as we would say back home.

What I have since found is a business that is taking a good hard look at its failings, and not only asking how we can resolve them, but how we can embed structural and cultural change to ensure it doesn’t happen again.

Furthermore, asking what role we can play by working collaboratively with Indigenous communities, leveraging our reach and unique strengths to contribute towards closing the many gaps that still exist between Indigenous and non-Indigenous Australians.

The deep regret from Darwin had ignited a genuine drive to redefine the relationship between Woolworths Group and Indigenous Australia.

Recently, we have witnessed many examples of “corporate shame” from businesses who fail in their obligations to First Nations customers and communities. There are notable examples across Australia in recent years.

At Woolworths Group, we have felt that shame and what we got wrong was there for all to see in the independent review.

We learned we had failed to listen to - and properly hear - Indigenous perspectives. The regret around what happened is immense, however, it’s led to valuable lessons and immeasurable growth - with more to come.

That shame has become a vehicle to inspire tangible action towards a better tomorrow. And there is no doubt, some parallels to be drawn to the shame so many Australians feel around the treatment of First Nations people throughout their colonial experience. But we mustn’t let that shame paralyse us from taking action.

Increasingly, there are calls for companies to use their vast resources and considerable individual and collective influence to help drive greater economic, social, cultural, and political empowerment of Indigenous Australia, and to throw their weight behind the calls for an Indigenous voice to Parliament.

As a company that supports the Uluru Statement from the Heart, we have already taken the step to embed an Indigenous voice in our own management decisions through the creation of a First Nations Advisory Board.

The Advisory Board is made up of Indigenous team members, external Indigenous advisors and senior executives. Its role is to guide our engagement with Indigenous team members, customers and communities, inform where our business plans intersect with Indigenous interests and to help us continue to make a meaningful contribution towards Closing the Gap and Reconciliation.

Our business is a microcosm of Australian society. Our team of more than 180,000 are at the centre of communities across the country, and we’re truly proud to be one of the largest employers of Indigenous Australians.

While Indigenous Affairs roles are not new, their relevance is certainly growing in line with expectations from investors and society. These roles are now finding their way into executive leadership, directorships and commercial business strategy.

As part of our renewed focus on Indigenous Affairs, we are dialling up our efforts to increase the number of Indigenous businesses within our supply chain and subsequent sustainable spending with them.

We’re committed to helping address food security and affordability issues across remote Indigenous communities, working with our partners to make a meaningful difference - and living up to our promise as the fresh food people for all Australians.

As Woolworths Group continues its long road back from Darwin and seeks to bring the many facets of Reconciliation and Closing the Gap into the decisions of everyday business, we’re hopeful that - true to our purpose - we will create better experiences together for a better tomorrow.

Adam Bray is General Manager, Indigenous Affairs and Strategy - Woolworths Group.