2019-2021 NAB ELEVATE RECONCILIATION ACTION PLAN
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NAB ELEVATE RECONCILIATION ACTION PLAN 2019-2021
NAB Elevate Reconciliation Action Plan 2019-2021 1
ACKNOWLEDGEMENT
National Australia Bank recognises Aboriginal and Torres
Strait Islander peoples as Australia’s First Peoples, and the
Traditional Custodians of the land where we live and work.
We pay our respects to Elders, past, present and emerging,
and we are proud to live in a country which is home to the
world’s oldest living cultures.
NAB’s Indigenous icon
NAB’s Indigenous icon that features on the front cover The four outer circles represent collaboration,
and throughout this RAP was developed by a group of connection, and the importance of community, with
NAB’s Emerging Indigenous Leaders, in partnership with the customer being at the centre of everything we do.
a Bundjalung Elder from Fingal Heads. The Emerging And the boomerangs facing inward depict a positive
Indigenous Leader cohort derived the icon from the and open partnership between Aboriginal and Torres
Banaam Cultural Framework, introduced during a Strait Islander people and NAB. The boomerangs feature
cultural immersion session on Country. The icon, the colours of both the Aboriginal and the Torres Strait
featuring two boomerangs and a circular framework, Islander flags, and our own corporate colours. We
represents our commitment to working together with brought these striking colours together to illustrate our
Indigenous Australia and the community. shared journey. It’s a powerful visual reminder of what
we stand for and why.
The Bundjalung relational framework is part of a
reciprocal structure that differs from the corporate Our Indigenous icon has been artistically reimagined
hierarchal structure. This framework focusses on by Marcus Lee, and our RAP features both the original
expertise and support, with the aim of benefiting the Indigenous icon, and these artistic interpretations.
whole community; an apt description for how we see
our role for collaborating with Aboriginal and Torres
Strait Islander people.
NAB Elevate Reconciliation Action Plan 2019-2021 2
NAB’S VISION FOR
RECONCILIATION
We see a reconciled Australia where the To assist in driving meaningful change in
gaps between Aboriginal and Torres Australia, we’ve chosen to target areas
Strait Islander and non-Indigenous where we can leverage our expertise.
Australians are closed. It’s a future where This means focusing on how we provide
Aboriginal and Torres Strait Islander support, banking, and capability
people have the same access to finance building across the financial spectrum.
and employment—where Indigenous This includes extending our microfinance
and non-Indigenous Australians and work to ensure more people have access
organisations work together to build to fair and affordable financial products,
healthy, inclusive and sustainable promoting growth in the Indigenous
communities. Reconciliation means all business sector, and exploring how
Australians acknowledge, respect, and we are better able to contribute to
take pride in the diverse histories and Indigenous prosperity. Economic
cultures of Aboriginal and Torres Strait participation is key to creating better
Islander people, can speak to our shared outcomes for Indigenous Australia,
past, and know how to contribute to a and subsequently all of Australia.
shared future. This must be achieved hand in hand with
developing the cultural competency of
Our vision is led by NAB’s purpose to
non-Indigenous Australia, as we can
Back the Bold who Move Australia
achieve more together than we
Forward. We believe a prosperous
can apart.
and resilient future includes a strong
relationship with Australia’s First Peoples.
To achieve this, we continue to focus a
core part of our business on working
with Aboriginal and Torres Strait Islander
people, businesses, and communities.NAB Elevate Reconciliation Action Plan 2019-2021 3
Gary Lennon, Karen Mundine
Chief Financial Officer and member of NAB Indigenous Advisory Group Chief Executive Officer, Reconciliation Australia
I have the pleasure to announce NAB’s eighth Reconciliation Australia congratulates the National
Reconciliation Action Plan, and our fourth with Elevate Australia Bank (NAB) on its past successes and ongoing
status. We launched our first RAP in 2008 and are commitment to advancing reconciliation as it adopts its
committed to our ongoing partnership with Indigenous eighth Reconciliation Action Plan (RAP); its fourth at the
Australia. At NAB, our purpose is to ‘back the bold Elevate level.
who move Australia forward’ and the partnership with
The RAP program inspires social change in workplaces
Australia’s First People – to forge a better way forward –
across Australia, generating economic and behavioural
is critical to living this purpose.
transformation. By raising the bar of its RAP ambitions
All Australians, including our own employees, should be proud we are part of the once again, NAB continues to lead national reconciliation action in the finance sector.
oldest continuing cultures in the world. We recognise that NAB buildings and branches
NAB is very well-positioned as one of Australia’s four largest financial institutions
lie on traditional lands around Australia, and we are honoured to contribute to the
to make a positive and far-reaching impact on reconciliation in our nation. The
ongoing recognition and celebration of Aboriginal and Torres Strait Islander cultures.
organisation has an excellent track record of delivering on targets pertaining to
We’re also continuing to make NAB a place where Aboriginal and Torres Strait Islander
relationships, respect and opportunities; essential aspects of reconciliation.
employees, customers, and communities feel respected and celebrated – and we’re
determined to do more. In 2013, NAB became the first organisation to develop an Elevate RAP, and has achieved
great feats since; from its fantastic supplier diversity program to its partnership with
As a large business bank, we see potential in delivering powerful change through
the Centre for Social Impact and First Nations Foundation, with the aim to conduct
economic participation, and we’re excited about the opportunity to bring this
research to better understand the financial resilience of Aboriginal and Torres Strait
expertise as we work with Indigenous Australia. Achieving equality requires long
Islander Australians.
term commitment, and we look forward to building on our workforce of more than
200 Indigenous employees, our support for more than 6,000 Indigenous Australians In this RAP, NAB is dedicated to continuing to provide and sustain its support for
accessing microfinance, and our business banking relationships, to contribute to this Aboriginal and Torres Strait Islander peoples, communities and businesses through its
future. leadership, ensuring that First Nations peoples can participate equally and equitably in
Australia’s economy.
We also understand that where we can work with others, our impact is often
magnified. This is critical in our relationships with, and support for, Aboriginal and On behalf of Reconciliation Australia, I congratulate NAB on adopting this Elevate RAP,
Torres Strait Islander Australians. By partnering with other financial services and and look forward to continuing to follow its achievements into the future.
RAP Elevate organisations, we have developed meaningful programs and initiatives to
increase financial inclusion.
Together, we must keep working to create an Australia where respect, relationships,
and opportunities are shared and experienced by all Australians.NAB Elevate Reconciliation Action Plan 2019-2021 4
OUR
BUSINESS
We provide financial products, advice and services to Our RAP governance To emphasise the integrity of our RAP reporting, each
more than 9 million customers across Australia, and year we employ Ernst & Young to assure NAB’s RAP
around the world. Our organisation has approximately We developed our fourth Elevate RAP through results independently. The process allows us to refine
30,000 people, with around 1% of our employees collaboration and input from internal and external the results, and assists in holding ourselves accountable
identifying as Indigenous, over 900 branches and stakeholders, and strong leadership within NAB. to our commitments. Our shareholders, customers,
business banking centres globally and more than We maintain multiple stages of governance over employees and communities take comfort with the
520,000 shareholders. our RAP: reliability of our results, and we include them in our
Sustainability Report.
Our common purpose unites all our people: Back the • NAB Indigenous Advisory Group—comprised of
bold who move Australia forward. We’re motivated to external Aboriginal and Torres Strait Islander and non-
make a positive and sustainable impact on the lives of Indigenous leaders, as well as NAB senior executives,
our customers and communities. We do this through who advise NAB on the direction of our work in
quality products and services with fair fees and charges Indigenous affairs. Our RAP provides structure for our
– and by building a business that delivers excellent work over the next three years, but
returns to shareholders. • Internal RAP Steering Committee—comprised of senior
NAB leaders across key business areas, the Steering equally important is our reporting
At the foundation of our business is a commitment Committee provides feedback into RAP development, over this period. Targets that focus
to creating more of what matters most to people, oversees ongoing performance against targets, and
communities and the economy. It’s a belief that is accountable for achieving many RAP commitments.
on building collective impact and
motivates us to do the right thing, show passion for Both the Steering Committee members and the NAB implementing recommendations will
customers and win together, be bold and show respect senior executives on the Indigenous Advisory Group allow us to create and take advantage
for people. Our responsibility is integral to our strategy, are champions for NAB’s Indigenous affairs work.
and a core commitment is supporting Indigenous of opportunities. We encourage all
success to help create stronger communities. • Internal RAP Working Group—this group is comprised stakeholders to follow our progress
of Aboriginal and Torres Strait Islander and non-
Indigenous employees from across our business. on key commitments via our yearly
The Working Group ensures the ongoing performance public reporting on this work.
against targets, and that a wide range of NAB
employees engage in Indigenous affairs.NAB Elevate Reconciliation Action Plan 2019-2021 5
Our fourth Elevate Reconciliation Action Plan reflects on NAB’s
OUR eleven years of work in reconciliation. We’ve achieved significant
milestones along the way, have developed relationships, and faced
RECONCILIATION challenges—all while our business experienced significant changes.
The following milestones represent some of the achievements along
our reconciliation journey:
JOURNEY
• 2012:
• 2010: Development
Commissioned of NAB’s new
independent supplier diversity
research into program
the financial to include
• 2008: Indigenous
services needs of • 2015: • 2017:
Released businesses in our
remote Aboriginal Published Over $15
first RAP supply chain • 2017:
communities in 2015-2017 million in fair 45 NAB people
Northern Australia Elevate RAP, and affordable participate
our first three- loans accessed in Jawun
year RAP by Indigenous secondments
Australians
between 2015-
2017
• 2009: • 2010:
Jawun Seven
partnership Indigenous
established Money Mentors • 2013:
recruited Published the • 2017:
to provide first Elevate Launch of the
practical RAP, under Emerging Indigenous • 2018:
• 2016:
assistance with Reconciliation Executive Leaders Research in
Ten-year
money issues Australia’s new Program, developed in partnership
partnership
RAP framework partnership between with CSI and
agreement with
NAB and other Elevate FNF to better
CareerTrackers
RAP partners understand the
financial resilience
of Indigenous
AustraliansNAB Elevate Reconciliation Action Plan 2019-2021 6
Over a decade ago, NAB became At the conclusion of our first
OUR 2019–2021
actively involved in Indigenous three-year RAP, we took the
affairs. We have a responsibility opportunity to reflect on how our
to be concerned with important work in reconciliation changed
issues critical for the future the shape of our business.
success of our nation and We know that our leading
ELEVATE
contribute to Australian society. microfinance programs, improved
One of the ways we do this is Indigenous employment
by supporting the success of outcomes, more diverse
Aboriginal and Torres Strait procurement approaches and an
Islander people, organisations, increasingly better understanding
and communities. We seek to of Aboriginal and Torres Strait
RECONCILIATION
contribute to solutions which Islander cultures has made us
confront the relationship more aware and inclusive. In
between Indigenous and non- turn, this has allowed us to
Indigenous Australia and help deliver better outcomes for our
to address the entrenched Indigenous customers. In this
disadvantage experienced by RAP we continue to embed core
ACTION PLAN
many Aboriginal and Torres Strait elements of our work into the
Islander people. way we do business. Improving
employment, increasing our
Being committed to
cultural understanding, and
Indigenous affairs also offers
establishing reconciliation
us opportunities as a business.
initiatives across our business
JOURNEY
Meaningful engagement provides
are non-negotiable. NAB believes
us with a better understanding
that to do business well, we
of our customers, allows us to
must continue delivering on this
better engage our workforce,
work so it becomes embedded
and provides us with an avenue
as usual practice. The core
to develop new and creative
commitments in these areas are
thinking.
refined to ensure they’re focused,
meaningful and integral to our
business.NAB Elevate Reconciliation Action Plan 2019-2021 7
The landscape in Indigenous affairs had These three themes have informed this
significantly changed since developing RAP, and take shape in our focus areas:
our previous RAP, so our approach to Economic Participation, including
A key social issue NAB seeks to help address
reconciliation has also evolved. financial inclusion initiatives and business is support for the economic development and
As part of this process, we spoke to partnerships, People, and Cultural participation of Aboriginal and Torres Strait
five Indigenous leaders external to our Intelligence. To raise the bar, we’ve
organisation who shared their thoughts looked across each of our commitments
Islander Australians. Currently, Indigenous
on the future of reconciliation, and and considered where and how we Australians are 2.5 times more likely to be
how large corporate organisations can could to do more: this includes more financially excluded, but over the past ten years
contribute and encourage progress. From loans to support financial inclusion,
these conversations, three key themes more jobs, and increased spending with
have also driven a 72% increase in the number
emerged: Indigenous businesses. We are applying of Indigenous business. This has added $2.2-
the spirit of letting go in how we support $6.6 billion to Australia’s GDP. We want to see a
1. Raising the bar, which challenges community-identified projects in the
country in which Indigenous Australians have the
corporates to be doing more in the Indigenous Money Network and creating
areas of procurement, employment opportunities for our Indigenous same financial opportunities and resilience as
and improved visibility of support in employees’ voices to be heard. non-Indigenous Australians. Over the next three
Indigenous affairs; Finally, we have an ongoing commitment years of this RAP, NAB is well-placed to keep
to building a cultural connection within
2. Letting go, which encourages the
NAB, through practices at formal working towards this long-term aspiration. Each
redress of power imbalance in
events, training, visual symbols, and our of our RAP focus areas contributes to this goal,
relationships between Indigenous
Employee Resource Group. through microfinance, businesses development,
people and institutions, particularly
around how institutions can support Looking at previous years’ work, we meaningful careers, and creating an inclusive
the philosophy of self-determination; combined Financial Inclusion and
work place.
Business Partnerships into our Economic
3. Cultural connection, which focuses
Participation commitments. This aligns
on truth-telling and the creation
better to our holistic approach, strengths
of a common Australian narrative
of our core business, strategic objectives,
where non-Indigenous people talk
and purpose to Back the Bold who Move
proudly about Australia’s Indigenous
Australia Forward.
histories and cultures. Part of this is
demonstrating that NAB is a good
place for Aboriginal and Torres Strait
Islander people to work, because
we understand and talk about
Indigenous cultures and histories.NAB Elevate Reconciliation Action Plan 2019-2021 8
Each of our RAP pillars plays a significant role
in contributing to our vision for reconciliation,
and each pillar contains key goals:
ECONOMIC CULTURAL
PARTICIPATION PEOPLE INTELLIGENCE
1. Drive financial inclusion and resilience with 1. Build for the future by providing 1. Show respect and build understanding
Aboriginal and Torres Strait Islander people Indigenous employees with clear pathways for Aboriginal and Torres Strait Islander
in NAB from entry level to senior roles cultures and traditions
2. Create a supportive ecosystem for
Aboriginal and Torres Strait Islander 2. Support the Indigenous leaders of 2. Build knowledge and increase employee
business tomorrow by creating an inclusive engagement with Aboriginal and Torres
workplace, with career pathways Strait Islander Australia
3. Be a bank for Indigenous businesses underpinned by targeted development
and organisations opportunities 3. Build cultural capability of NAB staff
across the business
4. Partner with organisations in the RAP 3. Ensure we build engagement with
community to identify, explore, and Indigenous initiatives and organisations
implement opportunities for collective throughout our business
value
4. Practice self-determination and highlight
Indigenous Australian experience and
expertise in corporate AustraliaNAB Elevate Reconciliation Action Plan 2019-2021 9 OUR RAP LOOKING FORWARD Our RAP commitments were developed Our Elevate RAP aims to develop our through an internal and external work in reconciliation further. Over the consultation process with NAB next three years, we’re committed to leadership, our IAG, the RAP Steering strengthening our position as a leader Committee, and RAP Working Group in reconciliation, creating meaningful along with NABs business areas. change in Australia in our sector and The RAP includes 11 goals relating to others. Between 2019–2021 we’ll Economic Participation, People, and continue to align with Reconciliation Cultural Intelligence, with 51 measurable Australia’s five interrelated dimensions performance indicators. Additionally, of reconciliation: race relations, equality our two goals relating to governance and equity, institutional integrity, unity, and reporting ensure we remain and historical acceptance. on-track and accountable. The RAP goals contribute to the realisation of the United Nations Declaration on the Rights of Indigenous Peoples, and the Sustainable Development Goals. The table at the end of this RAP shows how our RAP commitments sit across these international and domestic frameworks. We won’t achieve these goals in three years; they’re long-term and aspirational. However, we’ll keep building on the substantial work already done and continue moving forward towards our reconciliation vision.
NAB Elevate Reconciliation Action Plan 2019-2021 10
Ten years of insights, reflections, experiences and As one of the largest financial service organisations in
ACHIEVEMENTS, knowledge has allowed us to share information to help
build the reconciliation community.
Australia, we see opportunities to support the growing
Indigenous business sector. Through increasing our
procurement, by providing supportive banking services,
CHALLENGES,
Our financial inclusion programs continue to lead the
and by exploring support for Indigenous business
way in helping Aboriginal and Torres Strait Islander
growth, we’re committed to building on our success to
Australians take control of their finances. Through our
drive business change in Australia. This approach unites
partnership with Good Shepherd Microfinance (GSM),
AND LESSONS between 2015-2017 we provided more than 16,000
fair and affordable loans to Indigenous Australians,
equating to over $15 million. We’ll continue to build on
our RAP leadership with NAB’s core business, which
we’ve learnt enables greater success. NAB embraces a
shared value approach, and this focus on Indigenous
LEARNED
business allows us to see the shared value of our
this partnership and the number of loans we provide to
Indigenous affairs work.
Indigenous Australians.
Our experience shows our strengths in creating
Notwithstanding the impact of our financial inclusion
employment opportunities. While we’ve been effective
programs, we haven’t had an evidence-based
at bringing Aboriginal and Torres Strait Islander
understanding of Indigenous Australian’s financial
employees into our business, we must continue to
resilience. Financial resilience includes four key areas:
support career growth and tenure within NAB.
access to financial capital, understanding finance, access
This means doing what we can to help retain our talent.
to financial products and services, and access to financial
We started to address this in 2016 when we partnered
social capital.1 Understanding financial resilience and
with leading RAP organisations, Reconciliation Australia
creating initiatives to address financial exclusion is
and the Australian Graduate School of Management to
integral to our work. As such, we’ve partnered with the
develop the Emerging Indigenous Executive Leaders
Centre for Social Impact and First Nations Foundation
Program (EIELP). The program was designed to help
to undertake significant research to better understand
Indigenous leaders break through the ‘cultural glass
the financial resilience of Aboriginal and Torres Strait
ceiling’ and advance their careers towards executive-
Islander Australians. The findings of this research will be
level roles.
used to inform our ongoing work in this area.
The development of the EIELP speaks to another key
learning—we amplify our impact when we partner
with other like-minded RAP organisations. So we’re
committed to working with partners, particularly within
the Elevate RAP community, who allow us to create a
more significant impact.
1 For a more detailed explanation of financial resilience, as it is understood and used to inform NAB programs, please refer to the research into financial
resilience in Australia, available from nab.com.au/financialresilienceNAB Elevate Reconciliation Action Plan 2019-2021 11
ECONOMIC
PARTICIPATION
“We don’t want handouts, NAB is Australia’s leading business bank, and in this supporting our Indigenous clients around Australia and
we want a hand up. capacity we aim to support the economic participation
of Indigenous Australians, grow businesses, and back
growing programs to reach over 6,000 clients each year.
Following our commitment to improve financial equality
Help us build capability, their success. By changing how we do business, and and equity, we’ll release unique research exploring
help us through procuring through our economic participation commitments, we the financial resilience of Indigenous Australians.
have the potential to drive reconciliation in Australia. We encourage all financial services to learn from, and
with us and help us build Supporting Indigenous self-determination and the integrate, the findings from this research.
something of our own Indigenous business sector aligns with NAB’s core focus,
On top of increasing access to microfinance, we’re
that we can own.” and we see potential to have a significant positive
re-imagining how we support communities and
impact at every level – from those on low incomes
– Adam Goodes to start-ups and small businesses, through to large
Indigenous service providers to design appropriate
solutions for their communities. Our first step is
companies and investments.
trialling the re-imagined Indigenous Money Network.
Access to fair and affordable finance is essential to Through community-focused grants, this program
creating a strong future—it can break the cycle of helps organisations and communities around Australia
bad credit, enable people to make healthy financial to implement self-determined solutions addressing
decisions, and give someone back their quality of life. local Indigenous financial resilience. Additionally, we’ll
As the leading provider of microfinance to Indigenous hear more from the microfinance workers that support
Australians, NAB aims to continue growing the reach Indigenous clients through a community of practice.
of our financial inclusion programs—including among By encouraging communities to design solutions that
Aboriginal and Torres Strait Islander customers. work for their circumstances, we’re actively ‘letting go’
Indigenous Australians are around 2.5 times more and backing self-determination.
likely to be excluded from mainstream finance, so to
reach a truly reconciled Australia we must continue to
address the gap. Through our partnership with Good
Shepherd Microfinance, we’re maintaining a focus onNAB Elevate Reconciliation Action Plan 2019-2021 12
To advance the reconciliation dimensions of Equality
& Equity and Institutional Integrity, we’re also
committed to providing support for a viable and BUILDING OUR UNDERSTANDING
to create a better future
growing Indigenous business sector. We continue to
increase our purchases from Indigenous organisations
and businesses, having spent over $1.4 million with
Indigenous organisations between 2015-2017.
Our purchasing has a direct and positive impact on
Indigenous economic participation. Using a shared
value framework, we will focus on our people and place
Since 2015, NAB has helped Australia and relational context money plays for
an increased emphasis on the benefits of working with
better understand and improve Indigenous people was essential, which is
Indigenous businesses, while improving our capability
financial resilience. We know that a why we are proud to have partnered with
to do so. On top of this, we’ll look beyond the walls
person’s economic resources, financial First Nations Foundation on this research,
of our organisation for collective action opportunities
knowledge, financial social capital and and have had the oversight of a separate
with other RAP organisations, particularly those in the
access to services all matter and impact Indigenous advisory group. Through
financial services sector. Our experiences in the past
on how they can create a safe financial an extensive mixed-research approach
have shown that by working with other members of the
future. Unfortunately, Indigenous comprising online, face to face, and focus
RAP communities, our impact can be more significant.
Australians are 2.5 times more likely to group research, we will be able to make
experience financial exclusion than non- recommendations aimed to support
Indigenous Australians, and while our fair better financial resilience for Indigenous
and affordable microfinance loans have Australians.
For years, NAB has been actively an immense impact on the lives of many
supporting and increasing the We’re pleased to have evolved our
of our Indigenous clients, we did not
financial resilience research to be
financial resilience of Aboriginal have a full understanding of the financial
inclusive of Indigenous Australians, to
resilience of many Aboriginal and Torres
and Torres Strait Islander Australians Strait Islander people.
help all those involved in the financial
through our partnerships and services industry to better understand
As a result, in partnership with the Centre barriers and enablers that impact
programs. Between 2015—2017, for Social Impact and the First Nations financial outcomes for Aboriginal and
over 16,000 Indigenous Australians Foundation, we have adapted our Torres Strait Islander Australians.
accessed over $15 million in fair financial resilience research to capture
the financial experiences of Indigenous
and affordable finance. On top of Australians in different contexts and
this, we have ongoing commitments circumstances. In order for the research
to supporting financial inclusion to be relevant and accurate, having
expertise to understand the cultural
through fee-free ATMs and alternative
forms of identification, to actively
address forms of exclusion and
continue to progress reconciliation.NAB Elevate Reconciliation Action Plan 2019-2021 13
HELPING OUR CUSTOMERS
to thrive
Arnhem Land Progress Aboriginal Our bankers agree: “By working with
(ALPA) Corporation is Australia’s largest ALPA, NAB supports those who know the
Indigenous business, and NAB has helped best way to work in remote Indigenous
ALPA grow over the past ten years. communities”, Paul Chin reflects.
Established in 1972 as a co-operative “By helping ALPA to continue to thrive,
of community stores in Arnhem Land, we have a direct and positive impact on
ALPA has grown to operate in 27 remote the lives of many Aboriginal and Torres
locations across the NT and Queensland Strait Islander Australians”.
and helps remote Indigenous
Matt Tybell, Client Coverage Corporate
communities and customers to be
and Institutional Banking, agrees:
healthy, successful, and happy. ALPA’s
“Our banking relationship with all our
mission is operating successful and
Indigenous business customers, including
responsible businesses that emphasise
ALPA, is of high importance to NAB.
local employment, training, career
In our relationships with Indigenous
pathways, customer service
enterprises throughout the Northern
and safety.
Territory and Australia, we support
Jeffrey Danydjati, of Arnhem Land Progress Aboriginal Corporation, is part of “Since 2013 ALPA has been looking these organisations to represent,
the growing 1,100 team members. for innovative approaches to business deliver services, and develop solutions
that better support the prosperity that create positive outcomes in the
of communities where we work”, communities where they work.”
say ALPA Deputy Chairman Mr
Continuing to support Indigenous
Micky Wunungmurra. “As a Yolngu
business and economic participation
organisation, we’re driven by a mission
promotes reconciliation. These goals
to operate businesses that support
connect closely to NAB’s purpose of
better futures for the Yolngu people in
backing the bold, and we believe that
northern Australia. By working with us,
a solid financial future for Indigenous
by understanding our business, and by
Australians is crucial to a better
supporting us to make bold decisions,
Australia for all.
NAB has helped us continually achieve
positive outcomes.”NAB Elevate Reconciliation Action Plan 2019-2021 14
RAP commitments Performance indicator Timeline and tracking Responsibility
Drive financial inclusion and resilience with Aboriginal and Torres Strait Islander people
1 Continue being the leading Provide 19,000 microfinance loans to Aboriginal and Torres Strait 6,100 Sep 2019 Head of Financial
provider of microfinance Islander customers 6,300 Sep 2020 Inclusion and
services and products to Indigenous Affairs
6,600 Sep 2021
Indigenous Australians, (Head of FI&IA)
and increase the number
of microfinance loans
accessed
2 Support financial resilience 10 projects supported annually through the Indigenous Money September annually Head of FI&IA
and self-determination Network
of organisations and
communities Indigenous finance advocacy forum created through the Sep-21 Head of FI&IA
Indigenous Money Network
3 Better understand the Release results of research into financial resilience of Indigenous Sep-19 Head of FI&IA
financial resilience and Australians and share with the financial services sector
exclusion of Aboriginal
and Torres Strait Islander Identify practical applications of the Indigenous financial resilience Sep-20 Head of FI&IA
Australians research
Progress one identified recommendation within NAB or financial Sep-20 Head of FI&IA
services industry
Create a supportive ecosystem for a viable and growing Aboriginal and Torres Strait Islander business sector
4 Commit to diversification of Achieve $2.6 million spend with Indigenous businesses $600k September 2019 EGM Enterprise
NAB supply chain and grow $800k September 2020 Property & Strategic
procurement opportunities Sourcing
$1.2m September 2021
with Indigenous business
Update and refine Aboriginal and Torres Strait Islander Sep-19 Develop Head of Enterprise
procurement strategy, including ways to increase our spend. Sep-20 Implement Sustainability
For example identifying an under-developed area of spend with
Indigenous businesses and assist in addressing this gap via
procurement and capacity building where necessary
Continue to purchase carbon credits from Indigenous organisations September annually Head of Enterprise
Sustainability
5 Support infrastructure for Maintain membership of Supply Nation September annually Head of Enterprise
the Indigenous business Sustainability
sector
Review the benefits of diverse procurement at annual sessions with September annually Head of Enterprise
Supply Nation representatives and NAB procurement teams SustainabilityNAB Elevate Reconciliation Action Plan 2019-2021 15
RAP commitments Performance indicator Timeline and tracking Responsibility
Be a bank for Indigenous businesses and organisations
6 Provide market leading Increase cultural capability of NAB business bankers when working Sep-19 Develop Customer Executive
financial opportunities for with Indigenous businesses or organisations Emerging Sectors
Indigenous businesses and
organisations Develop capability building tools and approaches to work with Sep-20 Customer Executive
Indigenous businesses Sep-21 Emerging Sectors
Conduct internal research to identify gaps and barriers to support Sep-19 Research Customer Executive
and access to financing for Indigenous business Sep-21 Pilot findings Emerging Sectors
7 Understand NAB’s role in Research the extent of NAB’s historical involvement with Sep-20 RAP working group
historical lending with a establishing, funding, and growing Indigenous community
view to improving future organisations. Equally, explore to what extent the 1992 Mabo
practice decision, and subsequent Native Title Act, have been taken into
account in NAB lending decisions
Report findings to NAB’s Indigenous Advisory Group Sep-21 RAP working group
Partner with organisations in the RAP community to identify, explore, and implement opportunities for collective value
8 Participate and lead Where appropriate, contribute insights to, and participate in, the September annually Associate Director
innovation with Australian Bankers’ Association, the Business Council of Australia, Indigenous Affairs
organisations in the RAP the Australian Institute of Superannuation Trustees, Diversity (ADIA)
community Council of Australia, or Indigenous finance forums
Advocate and create forums to discuss partnership opportunities September annually ADIA
Support the creation of collaborative projects advancing Sep-21 ADIA
reconciliation in the financial services sectorNAB Elevate Reconciliation Action Plan 2019-2021 16
PEOPLE
“Reconciliation is about our shared At NAB, we’re creating an environment where Our aspirational target is parity employment relative
Indigenous employees are supported to succeed, to the Australian population—however, this is a longer-
history and honesty about this,
moving forward together. and where all employees value the contributions of
Aboriginal and Torres Strait Islander people.
term goal that extends beyond a three-year RAP. At the
beginning of this RAP, we will redesign our Indigenous
In a practical sense for places like We’re challenging ourselves to promote the principles employee roadmap to ensure that our short and long
of self-determination and to better understand the term strategies are focused on achieving employment
NAB, it is about jobs with a path experiences of Indigenous Australians in corporate parity. In the life of this RAP itself we will strive to
to the highest parts of the Australia. increase the number of Indigenous employees at NAB to
organisation. Benefits from this 2%, double our current representation. At a minimum,
The People commitments in our RAP provide
we will maintain 1% Indigenous employment.
will go to all parts of our opportunities for talented Indigenous Australians to
pursue careers in financial services. We’re opening Through our internal leadership program NAB continues
community.” – Natalie Walker, the doors at all levels of the Bank, from high school to support the career development of our Aboriginal
Co-Chair NAB Indigenous to university students, and those changing jobs to and Torres Strait Islander employees. We also encourage
Advisory Group those looking to extend their current career. Each of senior Indigenous employees to participate in the
these commitments contributes to the reconciliation Emerging Indigenous Executive Leaders Program (EIELP)
dimensions of Equality and Equity, as well as Institutional at the Australian Graduate School of Management
Integrity by advancing an Australian workforce in which (AGSM). We are challenging ourselves to better
Aboriginal and Torres Strait Islander people understand the needs and experiences of our own
participate equally. Indigenous employees. Doing so provides active support
of Indigenous self-determination, and allows our people
leaders and business to make decisions informed by
Indigenous perspectives.NAB Elevate Reconciliation Action Plan 2019-2021 17
The more employees that become involved in
Indigenous affairs, the greater the value to our business
and impact of our work. Building on existing work GROWING OUR PEOPLE,
growing our communities
aims to grow the number of champions for Indigenous
affairs by utilising our Diversity & Inclusion resources.
To make our RAP more effective, we continue to embed
Indigenous affairs across our business to help our people
act with passion and integrity.
Our Bourke Street offices might be Dearna wanted to take part in Jawun to
thousands of kilometres away from “understand the purpose and importance
There remain significant challenges Broome, but each year our people have of Aboriginal organisations and the
in the financial services industry to the opportunity to swap the concrete complications they face; and to bring
increasing the number of Indigenous and glass of the city for the red dirt of knowledge back to NAB”. However, after
the Kimberley. In partnership with Jawun, six weeks at the Gelganyem Trust in
employees within our business, but high performing NAB staff can undertake Kununurra, supported by the Traditional
we’re committed to achieving this a six week secondment, working on Owners and experiencing the strength of
in a sustainable manner across all projects with Indigenous organisations Indigenous culture, she began exploring
and leaders to facilitate skills transfer, how she could stay. We backed her to
levels of NAB. We aspire to be an capacity building and two way learning. become the local NAB Branch Manager,
employer of choice for Aboriginal and and a few weeks later she moved her
Since 2010, over 180 people from across
Torres Strait Islander people, and a our business have taken part to bring IT,
life from the city to lead the Kununurra
branch.
true indicator of our success in this strategy, finance, and marketing skills
area is ensuring that our Indigenous to Aboriginal organisations across the Dan Lawlor, a 2017 secondee who
Kimberley. The program also gives NAB worked at the Nirrumbuk Aboriginal
colleagues are supported in creating an opportunity to build a deeper cultural Corporation in Broome, reflects that the
meaningful careers. Our measure of understanding, as our people gain Jawun program offers “the opportunity
success for this is via outcomes in our insights into Indigenous cultures, and can to challenge yourself…it was great to be
help to deliver outcomes that are ‘more able to use my skills to lend a hand to
engagement survey—we want to create than money’. an organisation stretched for resources.
an environment at NAB where our This forced me to think differently, and
Developing a connection with Aboriginal
Indigenous employees are engaged at show initiative. The opportunity Jawun
communities and organisations has
and NAB provides is to step out of your
a level equal to our general cohort, and had a direct and tangible impact on
comfort zone, to really understand that
that this engagement is increased year some of our peoples’ careers. With 17
family is crucial, relationships are vital,
year’s banking industry experience in
on year alongside top quartile employee Australia and overseas, Dearna Stojansek,
and trust is needed to work together”.
NAB is proud to offer opportunities
engagement. By increasing employee former Associate Director in Lending
that deliver positive impact for our
engagement, our people are more likely Administration and Agency Operations,
communities and people.
applied for a Jawun secondment.
to establish long-term careers.NAB Elevate Reconciliation Action Plan 2019-2021 18
GROWING EARLY-CAREER
talent at NAB
Since 2009, our Indigenous traineeship recognising the women in our community
programs have brought talented who are doing really great things, and
Indigenous Australians into our business. I think Indigenous reconciliation just
These programs have seen trainees join means recognising culture and that we
branches around the country, and in are all equal.”
2018, Taleiyah Minniecon commenced
Taleiyah’s commitment to inclusion and
a school-based traineeship with NAB,
her passion for moving Australia forward
which sees her work at our Mackay
was cemented further by her time as
branch every Thursday during the school
the Youth Member for Mackay in the
term, plus at least one week full-time
Queensland Youth Parliament, where
over the holidays.
she landed some time at Queensland’s
As well as a host of new friends at the Department of Aboriginal and Torres
branch, Taleiyah will also come away Strait Islander Partnership. “I want to be a
from the program with a Certificate II role model to other Aboriginal and Torres
or III in Business, and many transferable Strait Islander young people to encourage
skills. “There are a lot of different things them to participate in opportunities like
Taleiyah Minniecon, part of NAB’s 2018 Indigenous school-based trainee cohort, I’ve learnt by working here. I’ve got a lot Youth Parliament,” she said. “I want to be
in the NAB Mackay branch more confidence and I’ve learnt problem part of change, especially for Indigenous
solving, teamwork skills and working people. I think that’s what keeps me
with customers” Taleiyah reflects. going, my motivation for change”
“When I first started I couldn’t even
On Australia Day this year, Taleiyah got
pick up the phone, but now I’m more
the surprise of her life when she received
confident!”
a Young Citizen of the Year Award.
Taleiyah has had some impressive “I was really shocked at first, and it took a
“I want to be part of change achievements in her young life so far.
She’s been part of the Indigenous Student
while to settle in,” she said. “There were
so many other young people there that
especially for Indigenous people.” Ambassador Network, and in 2016 was night who did so many amazing things.
active in Harmony Day activities to raise I’m thankful for all the support I’ve had,
money for cyclone-affected Fijians. “A lot and for all the people who nominated
of the things I get involved in are cultural- me.” NAB is excited to work with
based things,” said Taleiyah. “Equality inspiring young Indigenous Australians
of gender and equality of race are my through our employment programs.
ultimate goals. I think we should beNAB Elevate Reconciliation Action Plan 2019-2021 19
RAP commitments Performance indicator Timeline and tracking Responsibility
Build for the future by providing Indigenous employees with clear pathways in NAB from entry level to senior roles
9 Strengthen employment Implement an Aboriginal and Torres Strait Islander roadmap that Sep-19 Develop People team
pathways and career outlines how we will attract, retain and develop our Aboriginal Sep-20 Implement
development for Aboriginal and Torres Strait Islander employees. Updates on targets will be
and Torres Strait Islander communicated to Reconciliation Australia annually.
employees so that
employment representation Ensure early career Indigenous employees are supported in their Sep-21 People leaders
continues to increase. Our career aspirations by implementing and enabling Individual
long-term aspiration is that Development Plans
we achieve Indigenous
Maintain a minimum 1% employment representation of Indigenous September annually Head of Talent
employment parity, and
employees across the NAB Australian employee base but aim for Acquisition
aim for 2% by 2022
2% by 2022
Maintain engagement scores amongst Indigenous employees that November annually People leaders
are at least equivalent to the NAB engagement score in Australia
Increase engagement scores amongst Indigenous employees year November annually People leaders
on year alongside top quartile employee engagement
10 Support a range of Provide 20 internships annually to Indigenous Australians currently Sep-19 Head of Talent
employment options for completing tertiary study Review according to Acquisition
Aboriginal and Torres Strait employment strategy
Islander employees across
the NAB business Offer 70 flexible traineeships annually across both school-based Sep-19 Head of Talent
and adult trainees Review according to Acquisition
employment strategy
Offer ongoing positions to 100% of all trainees who successfully Sep-19 Hiring managers
complete the trainee program Review according to
employment strategy
Achieve an 80% completion rate of trainees on programs Sep-19 Head of Talent
Review according to Acquisition
employment strategyNAB Elevate Reconciliation Action Plan 2019-2021 20
RAP commitments Performance indicator Timeline and tracking Responsibility
Support the Indigenous leaders of tomorrow by creating an inclusive workplace, with career pathways underpinned by
targeted development opportunities
11 Ensure Aboriginal and Create the Indigenous Employee Peer Support Network as a Refresh Sep 2019 Head of D&I
Torres Strait Islander community where Indigenous employees can share and connect September annually
employees are supported
in their career development Refresh internal leadership program for NAB Aboriginal and Torres Relaunch Sep 2019 Head of D&I
and leadership aspirations Strait Islander employees to be run, at a minimum, every two years, Sep-21
targeting a group of at least 8 young Indigenous leaders
Identify and support one person per year to participate in the March annually Head of D&I
Emerging Indigenous Executive Leaders Program
Ensure we build engagement with Indigenous initiatives and organisations throughout our business
12 Invest in Aboriginal and 75 volunteer days contributed by our employees to supporting 25 days annually Head of Engagement
Torres Strait Islander Indigenous initiatives and organisations (in addition to Jawun
organisations and secondments)
communities through our
people 45 NAB secondees complete projects with Indigenous organisations Approx 15 secondees Head of Engagement
through Jawun September annually
13 Increase understanding Develop and implement a strategy to communicate our RAP to Sep-19 ADIA
of the NAB RAP and RAP internal and external stakeholders
commitments
Utilise NAB Cultural Inclusion Employee Resource Group to September annually Head of D&I
showcase Indigenous role models, educate our employees on
how to create an inclusive and respectful environment, and build
champions for reconciliation
Practice self-determination and highlight Indigenous Australian experience and expertise in corporate Australia
14 Share insights from Create avenues for Indigenous employees to connect with NAB September annually ADIA
Indigenous Australians senior leaders to build self-determination and develop employee
with NAB leadership and perspectives
corporate Australia
Conduct research on Indigenous Australians’ careers and Sep-20 Share results Head of D&I; ADIA
experiences in corporate Australia, to develop corporate pathways Sep-21 Implement
and to better understand and reframe leadership with an findings
Indigenous cultural overlay, and share with Reconciliation Australia
Advocate and lead impact review of the EIELP in collaboration with Sep-21 ADIA
partner RAP organisationsNAB Elevate Reconciliation Action Plan 2019-2021 21
CULTURAL
INTELLIGENCE
“My hope, always, is that we end up NAB aims to be a workplace where cultural
understanding is part of how we work. This creates
in a place where all Australians value a safe and respectful workplace that empowers our
NAB’s a big business, with a large
and feel a sense of ownership and Indigenous employees to feel welcomed, acknowledged, national footprint. We know that
respect for our shared cultures and respected. All our employees should be proud
of Australia’s unique cultural history, and creating
opportunities for engagement in
and past.” – Natalie Walker, Co-Chair this atmosphere contributes to the reconciliation
their local communities are important
NAB Indigenous Advisory Group dimensions of Race Relations, Historical Acceptance, and for our staff members, and building
Institutional Integrity. Importantly, it helps establish a local connections are important
common cultural connection within NAB.
for reconciliation. As such, we’ve
NAB is working towards a future where Australians supported our branch network to
can speak with knowledge and understanding about
Aboriginal and Torres Strait Islander cultures, histories,
celebrate National Reconciliation
and peoples. As a financial institution, NAB has a vital Week through the creation of event
role to play in economic development and opportunities packs. These packs contain collateral
to educate and shape attitudes. We’ve created an
ongoing cultural learning framework to drive increased
and items to hold a community BBQ,
cultural awareness across our organisation. This includes morning tea, or other event that
online learning for our customer-facing staff, face to engages our staff and community
face learning for our people leaders, and immersion
opportunities for our executives.
members. Supporting and celebrating
National Reconciliation Week in our
In addition, we celebrate National Reconciliation Week
throughout our retail network and banking business branches goes a long way to building
centres, and respecting Indigenous protocols has support for reconciliation.
become standard practice at important NAB events,
including our Annual General Meeting of shareholders.NAB Elevate Reconciliation Action Plan 2019-2021 22
SUPPORTING AND CELEBRATING
meaningful careers
Since our first Reconciliation Action effectiveness and communicating with
Plan in 2008, NAB has concentrated on influence. Now a Managing Partner in
welcoming Aboriginal and Torres Strait South Australia, she learned through
Islander employees to our organisation. the EIELP to value what her Indigenous
We want to ensure that Indigenous culture brings to the boardroom,
employees have opportunities for and recognise the challenges and
growth and development, and along opportunities that come from ‘having a
with other Elevate RAP organisations foot in both worlds’. Similarly, growing
we discussed how to help address the from the graduate program in 2009,
‘cultural glass ceiling’. In 2016, this lead to being a Senior Consultant in our
to the development of the Emerging Customer Journeys team, Adam Fletcher’s
Indigenous Executive Leaders program experience with the EIELP in 2018 was
(EIELP) in partnership with Reconciliation equally valuable. Working with an
Australia, Elevate RAP organisations, inspirational group of executive leaders
and the Australian Graduation School from the Public and Private sector,
of Management. For the past two years, Adam learned persuasive story telling
the EIELP has focussed on developing the techniques that leverage his Indigenous
next generation of Aboriginal and Torres identity to engage and connect the
Strait Islander leaders, and bringing more audience with his message.
Indigenous executives into the C-suite.
By backing programs that assist in
From joining NAB as an agribusiness bringing more Indigenous Australians
By backing programs that assist graduate in 2001, Madeleine Harris was into executive roles, the EIELP hopes to
in bringing more Indigenous NAB’s inaugural participant in the EIELP, help create leadership change across
Australians into executive and undertook the nine-month program Australia. NAB is proud to be part of the
focusing on strategic thinking, leadership journey.
roles, the EIELP hopes to help and identity, innovation, personal
create leadership change across
Australia. NAB is proud to be part
of the journey. Adam Fletcher, Wonnarua man and NAB EIELP participant 2018 wearing his family’s ceremonial
possum skin cloak at the EIELP graduation ceremony.
Photo credit: Joseph MayersNAB Elevate Reconciliation Action Plan 2019-2021 23
RAP commitments Performance indicator Timeline and tracking Responsibility
Show respect and build understanding for Aboriginal and Torres Strait Islander cultures and traditions
15 Continue assisting Welcome to Country conducted at key events including the Annual December annually ADIA
employees to understand General Meeting of Shareholders and official functions
and use appropriate
protocols for Welcome Display Acknowledgement of Traditional Owners in all NAB Sep-19 EGM Property and
to Country and branches Strategic Sourcing
Acknowledgement of
Maintain and/or update internal protocol document for Welcome September annually ADIA
Country
to Country and Acknowledgement of Country with relevant
regional specific information, and make available for all staff on the
intranet
Engage with executive managers, executive assistants, and internal September annually ADIA
communications teams to include an Acknowledgement of Country
in appropriate briefs
Build understanding and increase employee engagement with Aboriginal and Torres Strait Islander Australia
16 Celebrate NAIDOC and 40 NRW events held and registered with Reconciliation Australia, June annually ADIA
National Reconciliation and retail branches supported to participate
Week (NRW) and provide
opportunities for Aboriginal Hold or support an internal or external NAIDOC Week event July annually ADIA
and Torres Strait Islander
Review HR policies and procedures to ensure there are no barriers May-19 Head of D&I
staff to engage with culture
to staff participating in NRW/NAIDOC Week
and community during
NAIDOC and NRW Employees encouraged and supported to participate and attend May/July annually Head of D&I
events in NAIDOC and NRW annuallyNAB Elevate Reconciliation Action Plan 2019-2021 24
RAP commitments Performance indicator Timeline and tracking Responsibility
Build cultural capability of NAB staff across the business
17 Improve cultural awareness Implement mandatory completion of Indigenous cultural e-learn Sep-19 Head of D&I
of all NAB staff with a for customer-facing roles in the Australian business
series of training and
development offerings Implement recommended completion of Indigenous cultural Sep-19 Head of D&I
e-learn for other Australian staff supported by leadership
320 NAB and/or partners leading Indigenous employees complete 100 by Sep 2019 Head of Talent
face to face cultural awareness training, to increase the level of 110 by Sep 2020 Acquisition
their understanding and awareness of Indigenous Australia 110 by Sep 2021
All RAP Working Group members to have completed cultural September annually RAP Working Group
learning activities during RAP timeframe
18 Senior leadership to NAB to host a group at the Garma festival each year as a cultural August annually ADIA
experience cultural immersion experience
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