The redundancy was part of a broader deindustrialisation wave that swept through the Hunter Region where Fletcher grew up. He is also heavily involved in NAB’s reconciliation agenda, driven by the belief that economic empowerment and financial inclusion are key drivers of Indigenous self-determination.Īt least part of that belief can be traced back to the hardship his family went through when his father lost his job as a crane driver in the 1990s. “They basically said: ‘Adam, we want this to be an authentic Indigenous proposition, we’re not going to give you too many guardrails, just figure out what the community needs, what the most viable proposition would look like, and then we’ll support you to grow from there’,” Fletcher recalls.īased on extensive consultation with Indigenous communities across Australia, Fletcher helped put together a strategy that led to the creation of the bank’s national Indigenous banking and community team, helmed by colleague Noel Prakash, in 2022.įletcher runs the NSW, ACT, Victorian and Tasmanian arms of the business, which provides specialised banking services to Indigenous businesspeople and community organisations. He joined as a graduate in 2009 and gained experience across auditing, project governance, strategic development and customer experience before being invited to help set up the bank’s Indigenous banking arm about four years ago. Gringai Wonnaru man Adam Fletcher has worked for National Australia Bank for more than 14 years. This week, BOSS talks to six Indigenous executives making their mark in corporate Australia.Īdam Fletcher – Associate Director, Indigenous banking and community at NAB “And I think that’s a huge step for Indigenous Australia.” “ what we’re starting to see now is a generation that actually sees as being real, and the reason they see that as being real is they can point to someone they know, or a relative, that actually is working ,” Brennan tells BOSS. It is clear there is still a long way to go – particularly around increasing Indigenous representation on company boards and in senior leadership teams to ensure First Nations people have a say in the decisions that affect them. We’re starting to see a generation that actually sees working in corporate Australia as being real. Mr Tobler-Williams, Mr Roberts and Ms Ansey are doing something that KPMG partner and Gomeroi man Glen Brennan didn’t believe was achievable while growing up in Narrabri, New South Wales.īrennan says the introduction of RAPs in 2006 was a significant moment in the history of Indigenous advancement, as it forced major employers to move beyond symbolism and take steps to hire more Indigenous Australians. According to the latest Australian Indigenous Employment Index, Indigenous Australians account for 5 per cent of the workforce, but they fill only 0.7 per cent of senior management positions. Jessica HromasĪll three are among a still small group of Indigenous executives successfully climbing the corporate ladder, as the number of Australian companies signing reconciliation action plans (RAPs) rises. Gringai Wonnarua man Adam Fletcher is an emerging leader at NAB. KPMG’s Heath Roberts beat the odds to achieve professional success after growing up in a single-parent household close to the poverty line.Īnd, at age 12, Stockland’s Maree Ansey left her family in Broome to attend high school in Perth because her mother wanted to give her “a better future”. Rohan Tobler-Williams, who runs a business services firm, grew up in south-west Sydney and was asked to leave high school when only in year 10.
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