Towards 2020: NAB's Road to Gender Equality (2019) · Towards ˜˚˜˚: NAB’s road to gender equality 4 4 These targets are enterprise targets, include operational and non-operational

TOWARDS 2020:NAB’s road to gender equality

2019 | nab.com.au

2Towards 2020: NAB’s road to gender equality

NAB publicly announces its gender targets on March 8th, 2011 – the 100th anniversary of International Women’s Day. The targets were to:

increase the number of women in executive management roles from 23% to 33% by 2015

increase the number of female non-executive directors on the Board of directors with the aim of achieving a representation of at least 30%

increase the percentage of NAB Group subsidiary board positions held by women from 14% to 30% by 2015

create a 50/50 gender balance in our graduate program – while making sure women and men are equally represented in our core talent development programs30%

NAB increases its executive management targets to

39%

Executivemanagement

33%

39%

NAB Groupsubsidiary

boards

25%

Non-executivedirectors on NAB Board

23%

56%

Australian 2018 graduate

intake

59%

Australian talentpopulation1

2011

2014

Australian talentpopulation1

41%

Australian 2019 graduate

intake

46%

Non-executivedirectors on NAB Board

33%

30%

14%

Seniormanagement

(Salary Group 5)

32%

2017results

GENDEREQUALITYAT NAB

34% by 2016

35% by 2017

Committed togender equality

by 20202

2017 20202018results

2020 commitment outlined on next page.

Executive management (Salary Groups

6&7)2

31%

NAB Groupsubsidiary

boards

39%

1 The Australian Talent population includes all employees who were identi� ed against evidence based criteria and selected by Divisional Leadership Teams as having upward potential.

2 The de� nition of ‘Executive Management’ adopted for the measurable objectives adopted for FY18-FY20 is di� erent to the de� nition adopted for the measurable objectives for FY15-FY17. For the measurable objectives for FY18-FY20, Executive Management positions are all employees within NAB’s Salary Groups 6 & 7. For the measurable objectives for FY17, the Executive Management positions are those held by Executive Leadership Team members, Executive Leadership Team members’ direct reports and their direct reports. Support roles reporting in to these roles (for example, Executive Manager and Executive Assistant) are not included in the data.

3 Gender Equality is de� ned as 40% - 60% of either gender represented.

THE ROAD SO FAR…

DRAFTDRAFTNAB increases its executive DRAFTNAB increases its executive management targets toDRAFTmanagement targets toDRAFTDRAFTDRAFTDRAFTDRAFT39DRAFT39%DRAFT%

ExecutiveDRAFTExecutivemanagementDRAFTmanagementDRAFT39DRAFT39%DRAFT%

NAB GroupDRAFTNAB GroupsubsidiaryDRAFTsubsidiary

boardsDRAFTboardsDRAFT25DRAFT25%DRAFT%

Non-executiveDRAFTNon-executivedirectors on DRAFTdirectors on NAB BoardDRAFTNAB BoardDRAFT56DRAFT56%DRAFT%

Australian DRAFTAustralian 2018 graduate DRAFT2018 graduate

intakeDRAFTintakeDRAFT59DRAFT59%DRAFT%Australian talentDRAFTAustralian talentpopulationDRAFTpopulation1DRAFT1DRAFT

2014

DRAFT2014

DRAFT2017

DRAFT2017results

DRAFTresults

34DRAFT34%DRAFT% by 2016DRAFTby 2016

35DRAFT35% DRAFT% by 2017DRAFTby 2017DRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFT

40-60%by 2020, after achievingour previous target of 30%by 2018.


“As a major bank, NAB has an obligation to make a positive contribution to the lives of its customers, employees and to societymore broadly. One key way we can do thisis by backing gender equality.

At NAB we have already driven promisingchanges such as increasing female representation within NAB Group subsidiaryboards from 14% in 2010 to 39% in 2016. This is a great achievement, but there isstill more to do. We want to lead the wayfor others to follow.

I am committed to doing my part toenable gender equality at NAB and inthe community.”

Ken Henry AC, Non–Executive Director and NAB Board Chairman

We recently increased theNAB Group Board target to

A NOTE TO THE READERGender diversity continues tobe a key priority for NAB – notonly because it’s the right thingto do, but also because it makesgood business sense and hasclear alignment to NAB’s values.This document articulates thecommitment NAB has made togender equality and how weplan to get there.

DRAFTI am committed to doing my part to

DRAFTI am committed to doing my part toenable gender equality at NAB and in

DRAFTenable gender equality at NAB and inthe community.”

DRAFTthe community.”

DRAFTKen Henry AC,

DRAFTKen Henry AC, Non–Executive Director

DRAFTNon–Executive Director and NAB Board ChairmanDRAFTand NAB Board ChairmanDRAFTDRAFTA NOTE TO THE READERDRAFTA NOTE TO THE READER

Gender diversity continues toDRAFTGender diversity continues tobe a key priority for NAB – notDRAFTbe a key priority for NAB – notonly because it’s the right thingDRAFTonly because it’s the right thingto do, but also because it makesDRAFTto do, but also because it makesgood business sense and hasDRAFTgood business sense and hasclear alignment to NAB’s values.DRAFTclear alignment to NAB’s values.This document articulates theDRAFTThis document articulates thecommitment NAB has made toDRAFTcommitment NAB has made toDRAFT


4 These targets are enterprise targets, include operational and non-operational employees but exclude � xed term contractors and casuals. Non-operational employees are employees on any speci� ed absence type for greater than 90 days.

5 The target for NAB board non-executive directors was recently increased to 40-60% by 2020, after having achieved our previous 2020 target of 30% in FY18.6 The Australian Talent population includes employees who have been objectively assessed against evidence-based criteria, and selected by Divisional Leadership Teams as having upward potential.

7 In FY17 Australian Talent population numbers only re� ected a small portion of the population due to the � ow of assessment and Talent selection, and were not a true re� ection of � nal numbers, which explains the variance between 2017 and 2018 female representation in the Talent Population.

8 As at 30 September 2018, 46% of the graduates who have accepted positions in NAB’s 2019 Australian graduate program are female. At o� er stage of the 2019 Graduate Program, female representation was 50.7%. Due to the lead time between acceptance and start, graduates may withdraw which can change the composition of this group.

OUR 2020 COMMITTMENTThroughout our business, from entry level roles to our executives and board, we are committed to every level having 40%-60% of either gender represented by 2020.

The table outlines NAB’s gender equality measurable objectives and how we’ve performed against them in FY17 & FY18.

Measurable objective4 Fy17 actual female representation

(As at 30 sep 2017)

Fy18 actual female representation

(As at 30 sep 2018)

Fy18 target female

representation

Fy19 target female

representation

Fy20 target female

representation

NAB Board (non-executive directors)5

25% 33% - - 40-60%

NAB Group Subsidiary Boards 39% 39% - - 40%

Executive Management (Salary Group 6 & 7)

31% 31% 35% 37% 40%

Senior Management (Salary Group 5)

30% 32% 34% 37% 40%

Management (Salary Group 4) 38% 38% - - 40-60%

Non-management (Salary Group 1 – 3)

59% 57% - - 40-60%

Australian Talent population6, 7 59% 41% 50% 50% 50%

Australian graduate program intake8

56% 46% 50% 50% 50%

Total organisation 54% 52% - - 40-60%DRAFTDRAFTManagement (Salary Group 4)

DRAFTManagement (Salary Group 4) 38%

DRAFT38% 38%

DRAFT38% -

DRAFT- -

DRAFT- 40-60%

DRAFT40-60%

Non-management (Salary

DRAFTNon-management (Salary Group 1 – 3)

DRAFTGroup 1 – 3)

59%

DRAFT59% 57%

DRAFT57% -

DRAFT- -

DRAFT- 40-60%

DRAFT40-60%

Australian Talent population

DRAFTAustralian Talent population6, 7

DRAFT6, 7 59%

DRAFT59% 41%

DRAFT41% 50%

DRAFT50% 50%

DRAFT50% 50%

DRAFT50%

Australian graduate program

DRAFTAustralian graduate program intakeDRAFTintake8

DRAFT8

56%

DRAFT56% 46%

DRAFT46% 50%

DRAFT50% 50%

DRAFT50% 50%

DRAFT50%

Total organisationDRAFTTotal organisation 54%DRAFT54% 52%DRAFT52% -DRAFT- -DRAFT- 40-60%DRAFT40-60%DRAFT


With over 33,000 employees, some 9 million customers globally and more than half a million shareholders, we have a responsibility to our people – and to the whole Australian community – to make equality a reality. And it’s a responsibility that our leaders take very seriously, as is demonstrated through the roles they play in the community.

• Diversity & Inclusion Steering Committee – Led by Sharon Cook, Chief Legal and Commercial Counsel, and Gary Lennon, Chief Finance O� cer, the Committee provides a voice for inclusion at NAB and removes barriers that might get in the way of equality. It has senior representation from each business area.

• Executive Leadership Group – All NAB Executive Leaders are held accountable on their progress towards gender equality in their performance goals.

• NAB Leaders – Our leaders have committed to a ‘Panel Pledge’ – that whenever our people are invited to be involved in or sponsor a panel or conference, we’ll ask about the organiser’s e� orts to ensure women are represented.

INCLUSION AND GENDER EQUALITY STARTS WITH OUR LEADERS

Shane Conway, Executive General Manager,Deposits & Transaction Services & Gender Balance Co-Chair

“Considered one of the world’s most successful investors, Warren Bu� ett acknowledges that, part of his success over a number of decades is due to the fact that he was only competing with half the population: men. If we truly want to be Australia’s leading bank, we need to double the talent in the organisation and

ensure we are a well-represented and diverse workforce, o� ering outstanding products and exceptional service to our customers.”

“Gender equality is a strategic imperative for leading Australian businesses who aspire to outperform. In a world increasingly demanding more balanced sustainable leadership, harnessing the full potential of our nation’s most precious resource – our people – by providing equal opportunity for our best and brightest, is a keystone to realise a sustainably prosperous future.”

Drew Bradford, Executive General Manager, Markets, Corporate & Institutional Banking & NAB Pride Executive Sponsor

DRAFTDRAFTplay in the community.

DRAFTplay in the community.

•

DRAFT• Diversity & Inclusion Steering

DRAFTDiversity & Inclusion Steering Committee

DRAFTCommittee – Led by Sharon

DRAFT – Led by Sharon

Cook, Chief Legal and Commercial

DRAFTCook, Chief Legal and Commercial Counsel, and Gary Lennon, Chief

DRAFTCounsel, and Gary Lennon, Chief Finance O� cer, the Committee

DRAFTFinance O� cer, the Committee provides a voice for inclusion at DRAFTprovides a voice for inclusion at NAB and removes barriers that DRAFTNAB and removes barriers that might get in the way of equality. DRAFTmight get in the way of equality. It has senior representation from DRAFTIt has senior representation from each business area.DRAFTeach business area.

• DRAFT• Executive Leadership GroupDRAFTExecutive Leadership Group – DRAFT – All NAB Executive Leaders are held DRAFTAll NAB Executive Leaders are held accountable on their progress DRAFTaccountable on their progress towards gender equality in their DRAFTtowards gender equality in their performance goals.DRAFTperformance goals.

• DRAFT• NAB LeadersDRAFTNAB Leaders – Our leaders have DRAFT – Our leaders have committed to a ‘Panel Pledge’ – that DRAFTcommitted to a ‘Panel Pledge’ – that whenever our people are invited to DRAFTwhenever our people are invited to be involved in or sponsor a panel DRAFTbe involved in or sponsor a panel DRAFTDRAFTDRAFTShane Conway, DRAFTShane Conway,

Executive General Manager,DRAFTExecutive General Manager,Deposits & Transaction Services & DRAFTDeposits & Transaction Services & Gender Balance Co-ChairDRAFTGender Balance Co-ChairDRAFTDRAFT“Gender equality is a strategic imperative for leading Australian businesses who DRAFT“Gender equality is a strategic imperative for leading Australian businesses who

aspire to outperform. In a world increasingly demanding more balanced sustainable DRAFTaspire to outperform. In a world increasingly demanding more balanced sustainable leadership, harnessing the full potential of our nation’s most precious resource DRAFTleadership, harnessing the full potential of our nation’s most precious resource – our people – by providing equal opportunity for our best and brightest, is a DRAFT– our people – by providing equal opportunity for our best and brightest, is a keystone to realise a sustainably prosperous future.”DRAFTkeystone to realise a sustainably prosperous future.”


Getting started with usWe want to be an organisation that doesn’t just attract, retain and develop the best people – but makes everyone feel included and valued as well. So we’ve made sure our recruitment process is as fair and open as possible. As part of that, our gender commitment is:

• All people at NAB are able to work � exibly. This can include part-time roles, varying hours, job share arrangements, and working from home or various locations. The right option depends on a balance between the needs of the customer, the business, the team and the individual

• Employees on parental leave (paid and unpaid) are considered for a promotion or any job vacancies

• All interview panels, for both internal and external candidates, will be conducted by both male and female employees in similar positions of authority where possible

• We strive to have 50:50 gender representation on the recruitment shortlist for all roles at all levels, with the exception of volume based recruitment which already has steps in place to reduce gender bias

• We review our recruitment systems and processes regularly to keep bias out of the framework.

Equality is serious business2020 isn’t far away so big steps need to be taken for us to achieve gender equality. To support this, NAB’s gender talent commitment is to:

• Continue to maintain 50:50 representation of those employees identi� ed as key talent

• Aim for a minimum of 1 female and 1 male as ‘ready now’ for each succession plan, and an overall 50% female representation across senior management succession plans

• Continue to have 50:50 representation in our graduate positions

• Continue to promote � exibility and genuine inclusive leadership.

WE’RE WELCOMING TALENTED WOMEN

50/50representationin our graduate positions

The � nancial services industry is full of hard–working, talented women and men. And to make sure we can welcome as many of those people to NAB, we’ll always try to spot talent early, hire well, and give them plenty of room to grow – with useful learning, and on–the–job career development.

DRAFTGetting started with us

DRAFTGetting started with usWe want to be an organisation that DRAFTWe want to be an organisation that doesn’t just attract, retain and develop DRAFTdoesn’t just attract, retain and develop the best people – but makes everyone DRAFTthe best people – but makes everyone feel included and valued as well. So we’ve DRAFTfeel included and valued as well. So we’ve made sure our recruitment process is as DRAFTmade sure our recruitment process is as fair and open as possible. As part of that, DRAFTfair and open as possible. As part of that, our gender commitment is:DRAFTour gender commitment is:

• DRAFT• All people at NAB are able to work DRAFTAll people at NAB are able to work � exibly. This can include part-time DRAFT� exibly. This can include part-time roles, varying hours, job share DRAFTroles, varying hours, job share arrangements, and working from DRAFTarrangements, and working from home or various locations. The right DRAFThome or various locations. The right option depends on a balance between DRAFToption depends on a balance between the needs of the customer, the DRAFTthe needs of the customer, the

Equality is serious business

DRAFTEquality is serious business2020 isn’t far away so big steps need to be DRAFT2020 isn’t far away so big steps need to be taken for us to achieve gender equality. DRAFTtaken for us to achieve gender equality. To support this, NAB’s gender talent DRAFTTo support this, NAB’s gender talent commitment is to:DRAFTcommitment is to:

• DRAFT• Continue to maintain 50:50 DRAFTContinue to maintain 50:50 representation of those employees DRAFTrepresentation of those employees identi� ed as key talentDRAFTidenti� ed as key talent

• DRAFT• Aim for a minimum of 1 female DRAFTAim for a minimum of 1 female and 1 male as ‘ready now’ for each DRAFTand 1 male as ‘ready now’ for each succession plan, and an overall 50% DRAFTsuccession plan, and an overall 50% female representation across senior DRAFTfemale representation across senior management succession plansDRAFTmanagement succession plans

• DRAFT• Continue to have 50:50 representation DRAFTContinue to have 50:50 representation DRAFTWE’RE WELCOMING DRAFTWE’RE WELCOMING TALENTED WOMENDRAFTTALENTED WOMEN

The � nancial services industry DRAFTThe � nancial services industry is full of hard–working, talented DRAFTis full of hard–working, talented women and men. And to make DRAFTwomen and men. And to make sure we can welcome as many DRAFTsure we can welcome as many of those people to NAB, we’ll DRAFTof those people to NAB, we’ll always try to spot talent early, DRAFTalways try to spot talent early, hire well, and give them plenty DRAFThire well, and give them plenty of room to grow – with useful DRAFTof room to grow – with useful


Career progressionWe o� er career development programs for women at all di� erent stages in their careers. From building self-awareness, career clarity and con� dence, right through to developing a personal brand, breaking down self-limiting mindsets and leveraging networks, all of the programs have career progression at their core.

And our women can enjoy the bene� ts of our ruby membership of Women in Banking & Finance – a not-for-pro� t organisation that creates smart and innovative business opportunities for its members. Through our membership, our women can access a range of programs and a network that assists them in achieving meaningful leadership roles in the industry.

Creating insightful, inclusive leadersCreating an inclusive culture starts with our leaders. They’re accountable for encouraging their people to be their best – and making sure they feel valued for the great work they do, and the qualities that make them unique.

Which is why in 2018 we embedded inclusive leadership into our core leadership development programs for Group 2-5 leaders. Through these programs, our leaders will master inclusion concepts, focus on shifting mindsets and encourage the behavioural change that leads to a more inclusive workplace.

Bringing more female participation to our BoardsWe actively encourage our talented women to join NAB Group subsidiary and not-for-pro� t boards, through education, training and development opportunities that are focussed on becoming a skilled director and a fantastic leader. This includes providing direct access to formal learning through the AICD Company Director’s Course, and a broad range of education and development opportunities through our partnerships with Women on Boards and Women in Banking and Finance.

Support for our employees in the early stages of parenting Whether you’re becoming a parent for the � rst time, or gearing up for the second, third or � fth time, we’ll be here to support you during the transition. Online tools, best practice policies and coaching are all available to our people – so that juggling work and your new or growing family is made easier.

GIVING OUR WOMEN THE SUPPORT TO SUCCEED

No matter which stage of their career or their lives they’re at, our women all have one thing in common – our support in enabling them to perform and reach their full potential. And we have a range of targeted programs and practices in place to break down the barriers, and give women the platform to reach their full potential.

DRAFTbreaking down self-limiting mindsets and

DRAFTbreaking down self-limiting mindsets and leveraging networks, all of the programs

DRAFTleveraging networks, all of the programs have career progression at their core.

DRAFThave career progression at their core.

And our women can enjoy the bene� ts

DRAFTAnd our women can enjoy the bene� ts of our ruby membership of Women in

DRAFTof our ruby membership of Women in Banking & Finance – a not-for-pro� t

DRAFTBanking & Finance – a not-for-pro� t organisation that creates smart and

DRAFTorganisation that creates smart and innovative business opportunities for its DRAFTinnovative business opportunities for its members. Through our membership, our DRAFTmembers. Through our membership, our women can access a range of programs DRAFTwomen can access a range of programs and a network that assists them in DRAFTand a network that assists them in achieving meaningful leadership roles DRAFTachieving meaningful leadership roles in the industry. DRAFTin the industry.

Creating insightful, DRAFTCreating insightful, inclusive leadersDRAFTinclusive leadersCreating an inclusive culture starts with DRAFTCreating an inclusive culture starts with our leaders. They’re accountable for DRAFTour leaders. They’re accountable for encouraging their people to be their best DRAFTencouraging their people to be their best – and making sure they feel valued for the DRAFT– and making sure they feel valued for the great work they do, and the qualities that DRAFTgreat work they do, and the qualities that make them unique.DRAFTmake them unique.

that are focussed on becoming a

DRAFTthat are focussed on becoming a skilled director and a fantastic leader.

DRAFTskilled director and a fantastic leader. This includes providing direct access

DRAFTThis includes providing direct access to formal learning through the AICD

DRAFTto formal learning through the AICD Company Director’s Course, and a broad

DRAFTCompany Director’s Course, and a broad range of education and development

DRAFTrange of education and development opportunities through our partnerships

DRAFTopportunities through our partnerships with Women on Boards and Women in

DRAFTwith Women on Boards and Women in Banking and Finance.DRAFTBanking and Finance.

best practice policies and coaching are all

DRAFTbest practice policies and coaching are all available to our people – so that juggling

DRAFTavailable to our people – so that juggling work and your new or growing family is

DRAFTwork and your new or growing family is made easier.

DRAFTmade easier.

DRAFT


Gender Balance

We’re passionate about supporting capable women into leadership positions at NAB – and making sure both men and women know exactly why it’s so important. Gender Balance, our employee-led resource group, helps to engage our people – so that female leaders are as successful as possible. With chapters in all major states and our global o� ces, Gender Balance strives to create an inclusive workplace where women can grow their careers as leaders in NAB.

Connecting Women in Technology and Operations We’re serious about being an employerof choice – not just for women, but forwomen in technology and operations.And we’re actively introducing newinitiatives to support womenthroughout their technology andoperations career, with opportunitiesto develop, experience, connect andcontribute to the community.

“I believe gender equality results in better decision making, which in turn will make us a stronger organisation with more loyal customers and a more engaged workforce. Diverse and inclusive teams are key to long term sustainable success.”

Raechelle Binny, General Manager, Consumer and Business Banking Legal & Gender Balance Co-Chair

Glenda Crisp,EGM Enterprise Data CDO and Connecting Women in Technology and Operations Executive Sponsor

“I believe that NAB, and Technology and Operations speci� cally, is stronger when we have diversity of skills, experience & thought. This is why I took on the sponsorship of Women in Technology and Operations e� orts. We are looking to build o� of the success that the Connecting Women in Technology has had over the last several years, expanding to include the Operations and Shared Services functions.”

“I’m incredibly proud of the work NAB and Gender Balance are doing to build a more inclusive culture through a commitment to gender equality. Our success in this area is testament to the passion, boldness and tenacity of both the men and women in our business who champion gender equality and rightfully insist women have an equal place in not only our business, but our communities as well.”

David Gall, Chief Customer O� cer, Corporate and Institutional Banking & Gender Balance Executive Sponsor

GENDER BALANCE OUR EMPLOYEE RESOURCE GROUP

DRAFTDRAFTDRAFTDRAFTDRAFTDRAFT


CASE STUDYParental leave in action

Abby Mackenzie, Retail Customer Executive, Brisbane West

Whilst working as a Retail Customer Executive for the Perth South Market in 2015, I was blessed to � nd out I was 3 months pregnant. Whilst it was such fantastic news, it was very important to my family that I be back in QLD to have our baby boy and raise him where I had the family support to continue on with my career. Through conversation with the QLD leader, NAB went out of its way to support and accommodate my family with this move. In 2015 NAB not only supported my move back to QLD, but they also found a perfect � t for me in the front line as the Branch Manager in Brisbane for my � nal 3 months prior to starting parental leave. The Branch Manager role was a perfect role, as it allowed me to travel less and be closer to home. My career has always been, and will continue to be very important to me, so upon going on parental leave my People Leader at the time stayed in regular contact with me regarding career opportunities. I was very grateful to come back to NAB in February 2016 as a Retail Customer Executive into Brisbane West market where I could continue my career whilst raising a family. When required, I have � exibility around my working hours and location, which enables me to balance the needs of my family and the business I run. NAB has worked with me every step of the way to have a family, and smoothly transition back to work. I’m proud to work for an organisation that has supported me in so many ways.

DRAFTthe family support to continue on with

DRAFTthe family support to continue on with my career. Through conversation with

DRAFTmy career. Through conversation with the QLD leader,

DRAFTthe QLD leader, NAB

DRAFTNAB went out of its

DRAFT went out of its

way to support and accommodate my

DRAFTway to support and accommodate my family with this move. In 2015

DRAFTfamily with this move. In 2015 NAB

DRAFTNAB not

DRAFT not

only supported my move back to QLD,

DRAFTonly supported my move back to QLD, but they also found a perfect � t for me

DRAFTbut they also found a perfect � t for me in the front line as the Branch Manager

DRAFTin the front line as the Branch Manager in Brisbane for my � nal 3 months prior DRAFTin Brisbane for my � nal 3 months prior to starting parental leave. The Branch DRAFTto starting parental leave. The Branch Manager role was a perfect role, as it DRAFTManager role was a perfect role, as it allowed me to travel less and be closer DRAFTallowed me to travel less and be closer to home. My career has always been, DRAFTto home. My career has always been, and will continue to be very important DRAFTand will continue to be very important to me, so upon going on parental leave DRAFTto me, so upon going on parental leave my People Leader at the time stayed in DRAFTmy People Leader at the time stayed in regular contact with me regarding career DRAFTregular contact with me regarding career opportunities. I was very grateful to come DRAFTopportunities. I was very grateful to come back to DRAFTback to NABDRAFTNAB in February 2016 as a Retail DRAFT in February 2016 as a Retail Customer Executive into Brisbane West DRAFTCustomer Executive into Brisbane West market where I could continue my career DRAFTmarket where I could continue my career whilst raising a family. When required, DRAFTwhilst raising a family. When required, I have � exibility around my working DRAFTI have � exibility around my working DRAFT


• Parental leave is available to all permanent NAB employees – no matter how long they’ve worked for NAB

• Permanent NAB employees who’ve been with NAB for a year or longer are entitled to up to 12-weeks paid primary carer’s leave (or 24 weeks half pay), regardless of their gender

• Up to 40 weeks of unpaid parental leave will still be recognised for long service leave accrual

• Up to 40 weeks of unpaid primary carer’s leave will still accumulate superannuation contributions

• When employees come back to work from parental leave they’ll take part in a remuneration review – so we can make sure they’re getting paid the appropriate amount. We’ve included this as a commitment in our Enterprise Agreement.

• We stay in contact with our employees whilst they are on Parental Leave through our “Stay in Touch” communications – which gives our people information on parenting, age appropriate activities, developmental milestones, strategies for securing childcare, how to make a successful transition back to work and business updates.

• Our employees can choose to be part of ‘Parents at NAB’. This is a group created on Workplace – NAB’s private social network – where parents can access support tools, articles and info snippets. This also provides a place for parents to keep in touch, connect, share anecdotes and generally support each other through the journey of parenthood, including before and after parental leave.

• We’ve also developed a comprehensive childcare strategy – so that many of our employees have access to quality, convenient and cost-e� ective childcare.

When someone from the team is coming back to work from parental leave, it’s important to have open conversations about managing their work and life priorities. Providing � exible work options is an essential way of making sure we can retain talented working parents – and attract new people too.

A PLACE FOR PARENTS

From the moment you announce the big news, to the day you return to work, we want everyone’s parental leave experience to be a good one. And here’s how we can make that possible:

“In 2016 I had the opportunity to spend 3 months at home as a full time dad with my son Jackson. The opportunity NAB gave me to do this was amazing. I was able to spend quality time with him, rather than just the 1 hour after work before bedtime each day. It has helped me appreciate what is involved in parenting as well as bond with my son in these early days.”

Jamie Grixti, Manager, People Team

PRIMARY CARER’S LEAVEPermanent NAB employees who’ve been with NAB for a year or longer are entitled to up to 12-weeks paid primary carer’s leave (or 24 weeks half pay), regardless of their gender

In 2019, NAB partnered with Care Corporate to deliver our working parents a comprehensive child care solution. The NAB Child Care Program provides access to a range of useful services including:

Child care vacancy alert pro - A child care referral service that provides a personalised report of child care services with current vacancies that match your requirements and emailed alerts when spots become available in your preferred location.

Emergency child care program - Access to back up carers who can help if your child is too sick to go their regular service or your usual arrangements fall through.

Child care job ad posting - Advertise for a nanny, au pair or babysitter on ChildcareJobs. com.au, Australia’s only dedicated child care job board, for free.

Weekly child care and parenting news - Advice and assistance on work and child care as well as parenting tips.

DRAFTprimary carer’s leave (or 24 weeks

DRAFTprimary carer’s leave (or 24 weeks half pay), regardless of their gender

DRAFThalf pay), regardless of their gender

•

DRAFT• Up to 40 weeks of unpaid parental

DRAFTUp to 40 weeks of unpaid parental leave will still be recognised for long

DRAFTleave will still be recognised for long service leave accrual

DRAFTservice leave accrual

•

DRAFT• Up to 40 weeks of unpaid primary

DRAFTUp to 40 weeks of unpaid primary carer’s leave will still accumulate DRAFTcarer’s leave will still accumulate superannuation contributionsDRAFTsuperannuation contributions

• DRAFT• When employees come back to work DRAFTWhen employees come back to work from parental leave they’ll take part DRAFTfrom parental leave they’ll take part in a remuneration review – so we DRAFTin a remuneration review – so we can make sure they’re getting paid DRAFTcan make sure they’re getting paid the appropriate amount. We’ve DRAFTthe appropriate amount. We’ve included this as a commitment in our DRAFTincluded this as a commitment in our Enterprise Agreement.DRAFTEnterprise Agreement.

childcare, how to make a successful

DRAFTchildcare, how to make a successful transition back to work and business

DRAFTtransition back to work and business updates.

DRAFTupdates.

•

DRAFT• Our employees can choose to be part

DRAFTOur employees can choose to be part of ‘Parents at NAB’. This is a group

DRAFTof ‘Parents at NAB’. This is a group created on Workplace – NAB’s private

DRAFTcreated on Workplace – NAB’s private social network – where parents can

DRAFTsocial network – where parents can access support tools, articles and DRAFTaccess support tools, articles and info snippets. This also provides a DRAFTinfo snippets. This also provides a place for parents to keep in touch, DRAFTplace for parents to keep in touch, connect, share anecdotes and DRAFTconnect, share anecdotes and generally support each other through DRAFTgenerally support each other through the journey of parenthood, including DRAFTthe journey of parenthood, including before and after parental leave.DRAFTbefore and after parental leave.

• DRAFT• We’ve also developed a DRAFT We’ve also developed a comprehensive childcare strategy – DRAFTcomprehensive childcare strategy – so that many of our employees have DRAFTso that many of our employees have access to quality, convenient and DRAFTaccess to quality, convenient and cost-e� ective childcare.DRAFTcost-e� ective childcare.

attract new people too.

DRAFTattract new people too.

DRAFT“In 2016 I had the opportunity to

DRAFT“In 2016 I had the opportunity to spend 3 months at home as a full

DRAFTspend 3 months at home as a full time dad with my son Jackson. The DRAFTtime dad with my son Jackson. The opportunity NAB gave me to do this DRAFTopportunity NAB gave me to do this was amazing. I was able to spend DRAFTwas amazing. I was able to spend quality time with him, rather than DRAFTquality time with him, rather than just the 1 hour after work before DRAFTjust the 1 hour after work before bedtime each day. It has helped DRAFTbedtime each day. It has helped me appreciate what is involved in DRAFTme appreciate what is involved in parenting as well as bond with my DRAFTparenting as well as bond with my son in these early days.”DRAFTson in these early days.”DRAFTJamie Grixti, DRAFTJamie Grixti,

Manager, DRAFTManager, People TeamDRAFTPeople TeamDRAFTDRAFTDRAFT


Flexible working is available to our people. From job sharing, working from home, � exible start and � nish times to extended leave – our employees can utilise the � exible working option that best works for them, their team and the business.

These options have the potential to make each team member more productive. They can also make them feel more supported to live life on their terms. In 2018, our employee engagement survey told us that over 84% of our employees feel that they have the � exibility needed to accommodate their priorities at work, at home and in the community.

We’re just as committed to breaking down the barriers to equal pay between men and women as we are to o� ering equitable remuneration that’s consistent with the market and performance framework. The Workplace Gender Equality Agency’s analysis (2017-2018) indicates that the gender di� erential in base salaries at NAB has reduced from 22.7% to 21.1%. It should be noted that base salaries are annualised and issues such as hours worked are not included in the analysis.

At NAB, we regularly review gender pay equity.

THE FREEDOM TO WORK IN A WAY THAT SUITS YOUR LIFE, THE BUSINESS AND OUR CUSTOMERS

PROVIDING EQUITABLE REMUNERATION TO OUR EMPLOYEES, REGARDLESS OF GENDER

We’re committed to:

• Managing our gender representation at all levels

• Conducting regular reviews of similar roles and the organisation as a whole

• Setting variable reward targets for gender consistency and alignment

• Making sure any annual remuneration recommendations for speci� c roles are kept gender neutral

• Looking into any performance outcomes on a yearly basis to spot any potential gender bias

• Focussing on gender pay equity on an organisation-wide, level-by-level and like-for-like basis.

“Over the 9 years that I have been with NAB I have experienced a variety of formal and informal � exible working arrangements - from 2 days, 3 days and 4 days a week; 2 di� erent job shares, and I am currently full time based in Brisbane, with a team in Melbourne. This demonstrates that if you are � exible with � exible working then it can be a really powerful enabler of your career, to on ramp and o� ramp as your personal and work priorities change.”

“Six years ago, Jenny and I were both on parental leave with our � rstborns and we would chat and joke during our postnatal pilates class how it would be awesome to job share when we both returned to NAB. We now have been job sharing for 5 years in a variety of roles at Docklands and love the � exibility that it provides our families. It allows me to switch o� from work during my days o� and spend time with the kids. Job sharing has also enabled us to pursue interesting and challenging roles within the bank. I truly believe that NAB makes � exible working “real” for it’s employees.”

Kristy Macfarlane,Head of Diversity & Inclusion

Lydia Cesana, Manager Reporting Support & Governance, with job share partner Jenny Hodsman

“We’ve been working on gender pay equity for many years now and have made great progress. But there is more work to do – and as a working woman and a leader I am proud to be working at an organisation where breaking down the barriers to pay equality is a priority.”

Lynda Dean, Executive General Manager, Performance & Reward

DRAFTDRAFTThese options have the potential to make

DRAFTThese options have the potential to make each team member more productive. They

DRAFTeach team member more productive. They can also make them feel more supported

DRAFTcan also make them feel more supported to live life on their terms. In 2018, our

DRAFTto live life on their terms. In 2018, our employee engagement survey told us

DRAFTemployee engagement survey told us that over 84% of our employees feel

DRAFTthat over 84% of our employees feel that they have the � exibility needed to

DRAFTthat they have the � exibility needed to accommodate their priorities at work, at DRAFTaccommodate their priorities at work, at home and in the community.DRAFThome and in the community.

We’re just as committed to DRAFTWe’re just as committed to breaking down the barriers to DRAFTbreaking down the barriers to DRAFTPROVIDING EQUITABLE REMUNERATION TODRAFTPROVIDING EQUITABLE REMUNERATION TOOUR EMPLOYEES, REGARDLESS OF GENDERDRAFTOUR EMPLOYEES, REGARDLESS OF GENDER

We’re committed to:DRAFTWe’re committed to:

• DRAFT• Managing our gender representation DRAFTManaging our gender representation

employees.”

DRAFTemployees.”

DRAFTHead of Diversity

DRAFTHead of Diversity & Inclusion

DRAFT& Inclusion

DRAFTDRAFTLydia Cesana,

DRAFTLydia Cesana, Manager Reporting

DRAFTManager Reporting Support & Governance,

DRAFTSupport & Governance, with job share partner

DRAFTwith job share partner Jenny Hodsman

DRAFTJenny Hodsman

DRAFT“We’ve been working on gender DRAFT“We’ve been working on gender pay equity for many years now DRAFTpay equity for many years now and have made great progress. DRAFTand have made great progress. But there is more work to do DRAFTBut there is more work to do DRAFTDRAFT


The NAB AFL Women’s Competition has played a key role in contributing to an outstanding increase in females playing the game, now representing 32 per cent of all participation.

BRINGING SOCIAL CHANGE TO THE COMMUNITY

The need for gender equality stretches beyond the walls of our organisation. And we’re just as driven to bring about change on a social level.

NAB AFL Women’s Competition We don’t just want to sponsor AFL. We want to see it grow – to become a more diverse, more enjoyable game for more people. And giving every child in Australia the opportunity to play AFL is a great way to start.

Through our support of the NAB AFL Auskick program and the NAB AFL Women’s Competition, we’re now giving every boy and every girl across the country

a chance to nurture their love of the game, creating role models along the way.

We’re proud to give more women the chance to participate in one of our country’s favourite sports, providing a pathway for women from the grassroots to the elite level through our support of the NAB AFL Women’s Rising Star Program.

32%DRAFTNAB AFL Women’s Competition DRAFTNAB AFL Women’s Competition

32DRAFT

32DRAFT


Keeping our people safeIn 2013, we were the � rst major bank in Australia to introduce a formal Domestic Violence Support Policy for our employees – and in 2014, we included domestic violence support within our Enterprise Agreement. The support includes uncapped paid special leave based on a person’s speci� c needs. We have a range of support strategies in place, relating to safety and security, access to specialist external resources, counselling, and emergency � nancial assistance.

In 2018, we expanded our policy to include reasonable paid leave to support family or immediate household members experiencing domestic and family violence.

We know that we have a duty to help keep employees safe from domestic and family violence, and we are continuously working on ways to do this.

Our support extends beyond our own employees In 2016, we were the � rst Australian bank to o� er Family Violence Assistance Grants for our customers experiencing domestic and family violence.

The NAB Domestic & Family Violence Assistance Grant helps our customers take steps towards � nancial independence – and provides support for those who are struggling to leave violent relationships or homes. We’ve also partnered with Uniting Kildonan and their ‘CareRing’ Program to o� er our customers a whole range of support services, beyond just � nancial.

Any NAB customers who are experiencing � nancial hardship can get in touch with NAB Assist on 1800 701 599 to � nd out more.

Mon-Fri 8am-8pm (AEST/AEDT) or 9am-1pm on Saturdays

Bringing change to the communitySince 2017, NAB’s philanthropic arm, the NAB Foundation have granted $1.8 million to social purpose organisations working to implement innovative solutions in domestic and family violence prevention, early intervention and improvement in support of victims. The focus of these organisations includes:

• Preventing violence, including the cultivation of respectful relationships or consideration of cultural requirements within certain communities

• Stopping the cycle of violence within families and communities through focus on intergenerational change

• Innovative approaches to early intervention focused on people who are at-risk of becoming perpetrators of domestic and family violence

• Collaboration between service groups to improve access and delivery of support services to victims

• Technology solutions to facilitate the safe and secure access to information and support as well as the use of data to improve support of victims

• Survivor advocacy work, by enabling women who have experienced violence to share their stories with the public through the media, as a way to build a shared understanding of violence against women.

NAB is proud to be a corporate leader in supporting the elimination of domestic and family violence. We continue to explore new initiatives and approaches that will help to create real change and ultimately see an end to violence.

Find our more at nab.com.au/endtoviolence

PUTTING A STOP TO DOMESTIC AND FAMILY VIOLENCE

As a signi� cant Australian employer we have a responsibility – and a platform – to tackle the big issues that impact our people, customers and the community.

This includes domestic and family violence. We’re committed to playing an active role in raising awareness and providing critical support to see the end of domestic and family violence in the community.

“To create real change, organisations need to be bold and ambitious, and focus our e� orts in the areas we can have the greatest impact. That’s why I am proud of the role NAB continues to play in shaping community attitudes on domestic and family violence. We have a role and opportunity to help our customers, people and our communities to escape and re-emerge from violence. I am proud of the work we have achieved to date, but there is more to be done and we will continue to play a leadership role on this important issue.”

Nathan Goonan, Executive General Manager, Group Strategy and Development

DRAFTAgreement. The support includes

DRAFTAgreement. The support includes uncapped paid special leave based on a

DRAFTuncapped paid special leave based on a person’s speci� c needs. We have a range

DRAFTperson’s speci� c needs. We have a range of support strategies in place, relating to

DRAFTof support strategies in place, relating to safety and security, access to specialist

DRAFTsafety and security, access to specialist external resources, counselling, and

DRAFTexternal resources, counselling, and emergency � nancial assistance.

DRAFTemergency � nancial assistance.

In 2018, we expanded our policy to DRAFTIn 2018, we expanded our policy to include reasonable paid leave to support DRAFTinclude reasonable paid leave to support family or immediate household members DRAFTfamily or immediate household members experiencing domestic and family DRAFTexperiencing domestic and family violence.DRAFTviolence.

We know that we have a duty to help DRAFTWe know that we have a duty to help keep employees safe from domestic and DRAFTkeep employees safe from domestic and family violence, and we are continuously DRAFTfamily violence, and we are continuously working on ways to do this. DRAFTworking on ways to do this.

The NAB Domestic & Family Violence

DRAFTThe NAB Domestic & Family Violence Assistance Grant helps our customers take

DRAFTAssistance Grant helps our customers take steps towards � nancial independence –

DRAFTsteps towards � nancial independence – and provides support for those who are

DRAFTand provides support for those who are struggling to leave violent relationships or

DRAFTstruggling to leave violent relationships or homes. We’ve also partnered with Uniting

DRAFThomes. We’ve also partnered with Uniting Kildonan and their ‘CareRing’ Program

DRAFTKildonan and their ‘CareRing’ Program to o� er our customers a whole range of DRAFTto o� er our customers a whole range of support services, beyond just � nancial. DRAFTsupport services, beyond just � nancial.

Any NAB customers who are DRAFTAny NAB customers who are experiencing � nancial hardship can get DRAFTexperiencing � nancial hardship can get in touch with NAB Assist on DRAFTin touch with NAB Assist on 1800 701 599DRAFT1800 701 599to � nd out more.DRAFTto � nd out more.

Mon-Fri 8am-8pm (AEST/AEDT) DRAFTMon-Fri 8am-8pm (AEST/AEDT) or 9am-1pm on SaturdaysDRAFTor 9am-1pm on Saturdays

family violence prevention, early

DRAFTfamily violence prevention, early intervention and improvement in

DRAFTintervention and improvement in support of victims. The focus of these

DRAFTsupport of victims. The focus of these organisations includes:

DRAFTorganisations includes:

•

DRAFT• Preventing violence, including

DRAFTPreventing violence, including the cultivation of respectful

DRAFTthe cultivation of respectful relationships or consideration DRAFTrelationships or consideration of cultural requirements within DRAFTof cultural requirements within certain communitiesDRAFTcertain communities

• DRAFT• Stopping the cycle of violence within DRAFTStopping the cycle of violence within families and communities through DRAFTfamilies and communities through focus on intergenerational changeDRAFTfocus on intergenerational change

• DRAFT• Innovative approaches to early DRAFTInnovative approaches to early intervention focused on people who DRAFTintervention focused on people who are at-risk of becoming perpetrators DRAFTare at-risk of becoming perpetrators of domestic and family violenceDRAFTof domestic and family violence

• DRAFT• Collaboration between service groups DRAFTCollaboration between service groups to improve access and delivery of DRAFTto improve access and delivery of support services to victimsDRAFTsupport services to victimsDRAFTDRAFT


Support for our customers

• Financial and personal counselling, delivered through the United CareRing

• Extra privacy and security measures on banking products and services

• Family Violence Assistance Grants to provide � nancial support for customers � eeing violence

• NAB’s Financial hardship support includes options like:

– a break from payments for a period of time

– reduced payments for a � xed period

– more time to catch-up on missed payments

– restructure of the loan facility – refund of interest and fees – waiving part of a debt – or in

some cases, the full amount.

Support for our people

Our Domestic Violence Support Policy incorporates:

• Paid leave for medical and legal assistance, court appearances, counselling, relocation, or to make other safety arrangements. The amount of leave that’s given will be determined by every individual’s situation

• Strategies to assist employees at risk

• Flexible working rosters and a change of work location if needed

• Linking employees to external organisations, such as 1800 RESPECT, as well as providing counselling through Employee Assistance Program and Manager Assist

• Emergency � nancial assistance if and when it’s needed

• Treating any information around domestic and family violence con� dentially

• Access to emergency � nancial support through the Dibbs and Massie Foundation.

SUPPORTING OUR COMMUNITYThe NAB Foundation grant supports domestic and family violence prevention and intervention

DRAFTDRAFT–

DRAFT– refund of interest and fees

DRAFTrefund of interest and fees

–

DRAFT– waiving part of a debt – or in

DRAFTwaiving part of a debt – or in some cases, the full amount.

DRAFTsome cases, the full amount.

Assist

DRAFTAssist

•

DRAFT• Emergency � nancial assistance if

DRAFTEmergency � nancial assistance if and when it’s needed

DRAFTand when it’s needed

•

DRAFT• Treating any information around

DRAFTTreating any information around domestic and family violence

DRAFTdomestic and family violence con� dentially

DRAFTcon� dentially

• DRAFT• Access to emergency � nancial DRAFTAccess to emergency � nancial support through the Dibbs and DRAFTsupport through the Dibbs and Massie Foundation.DRAFTMassie Foundation.


© 2019 National Australia Bank Limited ABN 12 004 044 937 AFSL and Australian Credit Licence 230686. A149612-0419

Making socially responsible investmentsAs one of Australia’s leading � nancial organisations, we have a real opportunity to � nd innovative new ways to promote gender equality in the workplace. Which is one of the key reasons we launched Australia’s � rst Social Bond (Gender Equality).

NAB Social Bond (Gender Equality) are � xed income obligations of NAB that o� er investors the opportunity to make a Socially Responsible Investment – by helping to � nance companies that are cited by the Workplace Gender Equality Agency as Employer’s of Choice for Gender Equality.

The proceeds of the Bond have been earmarked for � nancing or re-� nancing businesses, projects and assets that we’ve funded. Only organisations that hold the Employer of Choice for Gender Equality citation and meet the requirements detailed in the NAB Social Bond Framework will be eligible.

Delivering a more diverse supply chainWe started the Australian Supplier Diversity Program in 2012 to promote diversity in our supply chain, build sustainable enterprises, and support communities through the power of purchasing.

By incorporating businesses owned by women, Indigenous people, people with disability and social enterprises into our supply chain, we can increase their exposure to corporate procurement – creating more employment and training opportunities, sustainable growth and social and � nancial inclusion.

For more information, or for an alternative format email:diversity.&[email protected]

SUPPORTING SUSTAINABLE CHANGE

DRAFTMaking socially responsible DRAFTMaking socially responsible investmentsDRAFTinvestmentsAs one of Australia’s leading � nancial DRAFTAs one of Australia’s leading � nancial organisations, we have a real opportunity DRAFTorganisations, we have a real opportunity to � nd innovative new ways to promote DRAFTto � nd innovative new ways to promote gender equality in the workplace. Which DRAFTgender equality in the workplace. Which is one of the key reasons we launched DRAFTis one of the key reasons we launched Australia’s � rst Social Bond (Gender DRAFTAustralia’s � rst Social Bond (Gender Equality). DRAFTEquality).

NAB Social Bond (Gender Equality) are DRAFTNAB Social Bond (Gender Equality) are � xed income obligations of NAB that DRAFT� xed income obligations of NAB that

Delivering a more diverse DRAFTDelivering a more diverse supply chainDRAFTsupply chainWe started the Australian Supplier DRAFTWe started the Australian Supplier Diversity Program in 2012 to promote DRAFTDiversity Program in 2012 to promote diversity in our supply chain, build DRAFTdiversity in our supply chain, build sustainable enterprises, and support DRAFTsustainable enterprises, and support communities through the power DRAFTcommunities through the power of purchasing.DRAFTof purchasing.

By incorporating businesses owned by DRAFTBy incorporating businesses owned by women, Indigenous people, people with DRAFTwomen, Indigenous people, people with disability and social enterprises into DRAFTdisability and social enterprises into DRAFTDRAFTFor more information, or for DRAFTFor more information, or for

an alternative format email:DRAFTan alternative format email:diversity.&[email protected].&[email protected]

SUPPORTING SUSTAINABLE CHANGE

DRAFTSUPPORTING SUSTAINABLE CHANGE

Documents

Towards 2020: NAB's Road to Gender Equality (2019) · Towards ˜˚˜˚: NAB’s road to gender equality 4 4 These targets are enterprise targets, include operational and non-operational