Date submitted: 19-May-2015 09:48:04 Unique report number: xq3zfwfuhf Page 1 of 23 2014-15 public report form submitted by National Australia Bank Limited to the Workplace Gender Equality Agency Organisation and contact details Legal name National Australia Bank Limited ABN 12004044937 Organisation registration ANZSIC 6221 Banking Trading name/s ASX code (if relevant) NAB Postal address Level 1, 800 Bourke Street DOCKLANDS VIC 3008 AUSTRALIA Organisation details Organisation phone number 61475830604 Ultimate parent National Australia Bank Limited Number of employees covered in this report submission 29,754 Reporting structure Other organisations reported on in this report National Wealth Management Services Limited
Transcript
Date submitted: 19-May-2015 09:48:04Unique report number: xq3zfwfuhf
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2014-15 public report form submitted by National Australia Bank Limited to the Workplace Gender Equality Agency
Organisation and contact detailsLegal name National Australia Bank LimitedABN 12004044937
Standalone policy Policy is contained within another policy Standalone strategy Strategy is contained within another strategy
No No, currently under development No, insufficient human resources staff No, don't have expertise No, not a priority
1.11 You may provide details of other formal policies or formal strategies that specifically support gender equality that may be in place:
1.12 Should you wish to provide additional information on any of your responses under Gender equality indicator 1, please do so below:In August 2014, the Board approved an updated enterprise Diversity and Inclusion Strategy for 2015-2017, including an updated Diversity and Inclusion Policy. The Executive Leadership Team has direct accountability for execution of this strategy. The Board receives regular updates on diversity and inclusion from senior executives of the Group.
Gender equality indicator 2: Gender composition of governing bodies
2 Does your organisation, or any organisation you are reporting on, have a governing body/board?
Yes No
2.1 Please complete the table below. List the names of organisations on whose governing bodies/boards you are reporting. For each organisation, enter the gender composition (in numbers, not percentages) of that governing body/board; and where in place, include what percentage target has been set relating to the representation of women, and the year the target is to be reached.
IMPORTANT NOTE: where an organisation name has been entered in the table, you must enter the gender composition NUMBERS of that governing body/board. If no target has been set for that particular governing body/board, please enter the number 0 in the '% Target' column and leave the 'Year to be reached' column blank. Otherwise, please enter a number from 0-100 in the '% Target' column and a date in the format of YYYY in the ' Year to be reached' column.
Gender and NUMBER
(NOT percentage) of chairperson/s
Gender and NUMBER (NOT percentage) of
other board members
% target for representation of women on each board
Year to be reached
Organisation name
F M F M
(enter a percentage
number from 0-100)
(in YYYY format; if no target has been set,
leave blank)
1
National Australia
Bank Limited0 1 2 8 30 2017
2 National Wealth
1 0 1 1 35 2017
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Organisation name
Gender and NUMBER
(NOT percentage) of chairperson/s
Gender and NUMBER (NOT percentage) of
other board members
% target for representation of women on each board
Year to be reached
(enter a percentage
number from 0-100)
(in YYYY format; if no target has been set,
leave blank)
F M F M
Management Services Limited
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
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Organisation name
Gender and NUMBER
(NOT percentage) of chairperson/s
Gender and NUMBER (NOT percentage) of
other board members
% target for representation of women on each board
Year to be reached
(enter a percentage
number from 0-100)
(in YYYY format; if no target has been set,
leave blank)
F M F M
26
27
28
29
30
2.1a If you have reported a large number of governing body/board members (over 17) for any organisation listed as having a governing body/board in the table in question 2.1, please tick the box confirming this is an accurate NUMBER, and NOT a PERCENTAGE.
Yes, the data provided in question 2.1 reflect numbers not percentages.
2.2 For any governing bodies/boards where a target relating to the representation of women has not been set, you may specify why below:
Governing body has gender balance (e.g. 40% women/40% men/20% either) Currently under development Insufficient human resources staff Don’t have expertise Do not have control over board appointments (provide details why):
Not a priority Other (provide details):
2.3 Do you have a formal selection policy or formal selection strategy for governing body/board members for ALL organisations covered in this report?
Yes Standalone policy Policy is contained within another policy Standalone strategy Strategy is contained within another strategy
No No, in place for some governing bodies No, currently under development No, insufficient human resources staff No, do not have control over board appointments (provide details why):
No, don't have expertise No, not a priority No, other (provide details):
2.4 Partnership structures only: (do NOT answer this question if your organisation is an incorporated entity (i.e. Pty Ltd, Ltd or Inc)). For partnerships, please enter the total number of female and male equity partners (excluding the managing partner) in the following table.
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Details of your managing partner should be included separately in the CEO row of your workplace profile. If you have a separate governing body/board of directors, please enter its composition in question 2.1.
Full-time
females
Part-time
females
Full-time
males
Part-time
malesEquity partners who ARE key management
personnel (KMPs) (excluding your managing partner)
Equity partners who are NOT key management personnel (KMPs)
2.5 Should you wish to provide additional information on any of your responses under Gender equality indicator 2, please do so below:One of the measurable objectives set by NAB is to increase the proportion of women on NAB Group subsidiary boards from 14 per cent to 30 per cent by 2015 and 35 per cent by 2017. NAB has actively encouraged women to join Group subsidiary boards during the year. One initiative that NAB is particularly proud of, that has resulted in improved outcomes to support this objective, is NAB Board Ready.
NAB Board Ready is a program designed by NAB women for NAB women to educate and prepare women executives and managers at NAB to become directors. The program focuses on building competence and confidence by providing the education, training and development opportunities needed to successfully pursue board positions on NAB subsidiary boards as well as non-profit boards. The program addresses the technical and behavioural components that are critical to building the skills needed to become an effective director, while also working as a tool to assist NAB in meeting its subsidiary board diversity target. In 2014, 257 women participated in the program, which brings the total number of participants to over 900 since the program was formally launched in 2011.
When NAB Board Ready commenced in late 2010, women held 14 per cent of seats on NAB Group subsidiary boards. As at 30 September 2014, women's representation on NAB Group subsidiary boards had increased to 32 per cent.
Gender equality indicator 3: Equal remuneration between women and men
3 Do you have a formal policy or strategy on remuneration generally? Yes
Standalone policy Policy is contained within another policy Standalone strategy Strategy is contained within another strategy
No No, currently under development No, insufficient human resources staff No, included in workplace agreement No, don’t have expertise No, salaries set by awards or industrial agreements No, non-award employees paid market rate No, not a priority No, other (provide details):
3.1 Are specific gender pay equity objectives included in your formal policy or formal strategy?
Yes (provide details in questions 3.2 and/or 3.3 below) No
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No, currently under development No, insufficient human resources staff No, don’t have expertise No, salaries set by awards or industrial agreements No, non-award employees are paid market rate No, not a priority No, other (provide details):
3.2 You have answered yes to question 3.1. Please indicate whether your formal policy or formal strategy includes the following gender pay equity objectives (more than one option can be selected):
To achieve gender pay equity To ensure no gender bias occurs at any point in the remuneration review process (for
example at commencement, at salary, out-of-cycle pay reviews, and performance pay reviews)
To be transparent about pay scales and/or salary bands To ensure managers are held accountable for pay equity outcomes To implement and/or maintain a transparent and rigorous performance assessment
process Other (details provided in question 3.3 below)
3.3 Provide details of other gender pay equity objectives that are included in your formal policy or formal strategy including timeframes for achieving these objectives:In FY14 our Board Remuneration Committee charter was updated to include a commitment by the Board Remuneration Committee to review and make recommendations to the Board where appropriate in relation to gender and remuneration.
2014 Enterprise Agreement was amended to include under clause 8.7, 8.9 and 8.10 specific reference to the need for pay equity considerations to be taken into account when settingremuneration.
4 Has a gender remuneration gap analysis been undertaken? Yes. When was the most recent gender remuneration gap analysis undertaken?
Within last 12 months Within last 1-2 years More than 2 years ago but less than 4 years ago Other (provide details):
No No, currently under development No, insufficient human resources staff No, don’t have expertise No, salaries for ALL employees (including managers) are set by awards or industrial
agreements, AND there is no room for discretion in pay changes (for example because pay increases occur only when there is a change in tenure or qualifications)
No, salaries for SOME or ALL employees (including managers) are set by awards or industrial agreements and there IS room for discretion in pay changes (because pay increases can occur with some discretion such as performance assessments)
No, non-award employees are paid market rate No, not a priority No, other (provide details):
4.01 Should you wish to provide details on the type of gender remuneration gap analysis that has been undertaken (for example like-for-like, organisation-wide), please do so below: An organisation-wide gender remuneration gap analysis has been undertaken within the last 12 months.
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A like-for-like gender remuneration gap analysis across two separate areas (Retail and Senior Leaders) has also been under taken within the last 12 months.
4.1 Were any actions taken as a result of your gender remuneration gap analysis? Yes - please indicate what actions were taken (more than one option can be selected):
Created a pay equity strategy or action plan Identified cause/s of the gaps Reviewed remuneration decision-making processes Analysed commencement salaries by gender to ensure there are no pay gaps Analysed performance ratings to ensure there is no gender bias (including
unconscious bias) Analysed performance pay to ensure there is no gender bias (including
unconscious bias) Trained people-managers in addressing gender bias (including unconscious bias) Set targets to reduce any like-for-like gaps Set targets to reduce any organisation-wide gaps Reported pay equity metrics to the board Reported pay equity metrics to the executive Corrected like-for-like gaps Conducted a gender-based job evaluation process Implemented other changes (provide details):
No No unexplainable or unjustifiable gaps identified No, currently under development No, insufficient human resources staff No, don’t have expertise No, salaries set by awards or industrial agreements No, non-award employees are paid market rate No, unable to address cause/s of gaps (provide details why):
No, not a priority No, other (provide details):
4.2 Should you wish to provide additional information on any of your responses under Gender equality indicator 3, please do so below:Organisational analysis shows overall gender remuneration gap continues to reduce.
Organisation wide analysis was reported to the Board Remuneration Committee in March 2015 and included key focus areas such as increased reporting and continued process improvement.
Like-for-like comparison showed no systemic underlying issues in focus areas. It is intended that similar like-for-like comparisons will be undertaken across other areas of the organisation.
Gender equality indicator 4: Flexible working and support for employees with family and caring responsibilities
5 Do you provide employer funded paid parental leave for PRIMARY CARERS, in addition to any government funded parental leave scheme for primary carers?
Yes No No, currently being considered No, insufficient human resources staff No, government scheme is sufficient No, don’t know how to implement
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No, not a priority No, other (provide details):
5.1 Please indicate the number of weeks of employer funded parental leave that are provided for primary carers.12
5.2 How is employer funded paid parental leave provided to the primary carer? By paying the gap between the employee’s salary and the government’s paid parental
leave scheme By paying the employee’s full salary (in addition to the government’s paid scheme),
regardless of the period of time over which it is paid. For example, full pay for 12 weeks or half pay for 24 weeks
As a lump sum payment (paid pre- or post- parental leave, or a combination)
6 Do you provide employer funded paid parental leave for SECONDARY CARERS, in addition to any government funded parental leave scheme for secondary carers?
Yes, one week or greater Yes, less than one week No No, currently being considered No, insufficient human resources staff No, government scheme is sufficient No, don’t know how to implement No, not a priority No, other (provide details):
6.1 Please indicate the number of weeks of employer funded parental leave that are provided for secondary carers.2
7 How many female and male managers, and female and male non-managers, have utilised parental leave (paid and/or unpaid) during the past reporting period?
Primary carer's leave Secondary carer's leaveFemale Male Female Male
Managers 151 3 2 119
Non-managers 1461 6 5 524
8 What proportion of your total workforce has access to employer funded paid parental leave?
Primary carer's leave Secondary carer's leave
% 100 100
9 Do you have a formal policy or formal strategy on flexible working arrangements? Yes
Standalone policy Policy is contained within another policy Standalone strategy Strategy is contained within another strategy
No No, currently under development No, insufficient human resources staff No, included in workplace agreement No, don’t have expertise No, don’t offer flexible arrangements
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No, not a priority No, other (provide details):
10 Do you have a formal policy or formal strategy to support employees with family and caring responsibilities?
Yes Standalone policy Policy is contained within another policy Standalone strategy Strategy is contained within another strategy
No No, currently under development No, insufficient human resources staff No, included in workplace agreement No, don’t have expertise No, don’t offer flexible arrangements No, not a priority No, other (provide details):
11 Do you have any non-leave based measures to support employees with family and caring responsibilities?
Yes No No, currently under development No, insufficient human resources staff No, don’t have expertise No, not a priority No, other (provide details):
11.1 To understand where these measures are available, do you have other worksites in addition to your head office?
Yes No
11.2 Please indicate what measures are in place and in which worksites they are available (if you do not have multiple worksites, you would select 'Head office only'):
Employer subsidised childcare Head office only Other worksites only Head office and some other worksites All worksites including head office
On-site childcare Head office only Other worksites only Head office and some other worksites All worksites including head office
Breastfeeding facilities Head office only Other worksites only Head office and some other worksites All worksites including head office
Childcare referral services Head office only Other worksites only Head office and some other worksites All worksites including head office
Internal support network for parents
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Head office only Other worksites only Head office and some other worksites All worksites including head office
Return to work bonus Head office only Other worksites only Head office and some other worksites All worksites including head office
Information packs to support new parents and/or those with elder care responsibilities Head office only Other worksites only Head office and some other worksites All worksites including head office
Referral services to support employees with family and/or caring responsibilities Head office only Other worksites only Head office and some other worksites All worksites including head office
Targeted communication mechanisms, for example intranet/forums Head office only Other worksites only Head office and some other worksites All worksites including head office
None of the above, please complete question 11.3 below
11.3 Please provide details of any other non-leave based measures that are in place and at which worksites they are available:
12 Do you have a formal policy or formal strategy to support employees who are experiencing family or domestic violence?
Yes Standalone policy Policy is contained within another policy Standalone strategy Strategy is contained within another strategy
No No, currently under development No, insufficient human resources staff No, included in workplace agreement No, not aware of the need No, don't have expertise No, not a priority No, other (provide details):
13 Other than a policy or strategy, do you have any measures to support employees who are experiencing family or domestic violence?
Yes - please indicate the type of measures in place (more than one option can be selected):
Employee assistance program Access to leave Training of human resources (or other) staff Referral to support services Other (provide details):
The 2014 Enterprise Agreement contains specific provisions setting out how the organisation provides domestic violence support for employees and the responsibilities of managers to assist staff in accessing such support.
No
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No, currently under development No, insufficient human resources staff No, not aware of the need No, don’t have expertise No, not a priority No, other (provide details):
14 Please tick the checkboxes in the table below to indicate which employment terms, conditions or practices are available to your employees (please note that not ticking a box indicates that a particular employment term, condition or practice is not in place):
14.1 If there are any other employment terms, conditions or practices that are available to your employees, you may provide details of those below:Volunteer leave -NAB provides 2 days paid volunteer leave to encourage and support employees to make a contribution to the community through participating in a community event or a not-for-profit project that requires volunteer involvement.
Primary Carers Leave (paid) - In response to changing family dynamics, NAB has made its 12-week paid parental leave entitlement more accessible to new dads and other non-birth parents. NAB employees can now take paid primary carers’ leave anytime within the first twelve months of a child’s life – previously only available to the primary carer for 12 weeks upon the birth or adoption of a new child (or 24 weeks at half pay).
Sporting Activities - Sporting activities leave is available for employees who participate in major sporting activities at a state or national level.
Religious Holidays - Religious holiday leave recognises NAB’s diverse workforce and the need for some employees to participate in religious activities that are not declared public holidays. Employees may be granted up to 3 working days (up to 24 hours) paid religious holiday leave per calendar year to enable them to observe certain days as religious holidays.
Defence Service leave - Defence Leave may be granted to employees to undertake defence service, including defence training. Employees are entitled to two weeks paid Defence Leave per calendar year.
14.2 Where employment terms, conditions or practices are not available to your employees for any of the categories listed above, you may specify why below:
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Currently under development Insufficient human resources staff Don't have expertise Not a priority Other (provide details):
14.3 Should you wish to provide additional information on any of your responses under Gender equality indicator 4, please do so below:
Gender equality indicator 5: Consultation with employees on issues concerning gender equality in the workplace
15 Have you consulted with employees on issues concerning gender equality in your workplace?
Yes No No, not needed (provide details why):
No, insufficient human resources staff No, don't have expertise No, not a priority No, other (provide details):
15.1 How did you consult with employees on issues concerning gender equality in your workplace (more than one option can be selected)?
Survey Consultative committee or group Focus groups Exit interviews Performance discussions Other (provide details):
1. Internal NAB intranet: is NAB's communications netwok allowing the group to share information for employees, provide an opportunity for employees to provide feedback and commentary on information provided.
2. Yammer- Yammer is NAB's own private social network, that operates in a consulting capacity. It allows employees to share and connect with co-workers, collaborate in teams, see what colleagues are working on, share ideas and get feedback, create and edit content, and find experts - all in one place.
3. Finance Sector Union (FSU) - The FSU represents the industrial interests of all NAB employees.
15.2 What categories of employees did you consult? All staff Women only Men only Human resources managers Management Employee representative group(s) Diversity committee or equivalent Women and men who have resigned while on parental leave Other (provide details):
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15.3 Should you wish to provide additional information on any of your responses under Gender equality indicator 5, please do so below:
Gender equality indicator 6: Sex-based harassment and discrimination
16 Do you have a formal policy or formal strategy on sex-based harassment and discrimination prevention?
Yes Standalone policy Policy is contained within another policy Standalone strategy Strategy is contained within another strategy
No No, currently under development No, insufficient human resources staff No, included in workplace agreement No, don't have expertise No, not a priority No, other (provide details):
16.1 Do you include a grievance process in any sex-based harassment and discrimination prevention policy or strategy?
Yes No No, currently under development No, insufficient human resources staff No, don't have expertise No, not a priority No, other (provide details):
17 Does your workplace provide training for all managers on sex-based harassment and discrimination prevention?
Yes - please indicate how often this training is provided (‘At induction’ AND one of the other options can be selected):
At induction At least annually Every one-to-two years Every three years or more Varies across business units Other (provide details):
No No, currently under development No, insufficient human resources staff No, don’t have expertise No, not a priority No, other (provide details):
17.1 Should you wish to provide additional information on any of your responses under Gender equality indicator 6, please do so below:NAB is committed to providing a healthy and safe work environment where positive working relationships are promoted and employees and customers are treated with respect and dignity. Complaints of discrimination, harassment or workplace bullying are taken very
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seriously and handled in a timely manner by NAB’s Workplace Relations team impartially and independently of the relevant business unit.
Employees are encouraged to utilise NAB’s internal complaints procedure and may use the NAB Confidential Alert Line. A Contact Officer is available to provide advice, in confidence, on any matter which an employee believes may relate to discrimination, harassment or workplace bullying. The employee’s ability to lodge a complaint with an external tribunal is not affected by their decision to utilise internal procedures.
Additionally, employees may access the NAB Employee Assistance program for support as required.
Other
18 Should you wish to provide details of any initiatives that you feel are particularly outstanding, or that have resulted in improved gender equality outcomes in your workplace, please enter this information below. (As with all of the questions in this questionnaire, any information you provide here will appear in your public report.)DIVERSITY AND INCLUSION
NAB remains focused on creating and maintaining an inclusive culture and a diverse workforce that represents our customers and communities, and which values and respects individual differences.
In August 2014, the Board approved an updated enterprise Diversity and Inclusion strategy for 2015-2017, including an updated Diversity and Inclusion Policy.
The Group’s Diversity and Inclusion strategy is aligned with our business strategy in order to recognise the changing needs and expectations of our customers and shareholders and focuses on inclusion, life stage and gender equity. We see leadership and flexibility as key enablers of this strategy, which the Executive Leadership Team has direct accountability for.
The Board receives regular updates on diversity and inclusion from senior executives of the Group. Gender diversity continues to be a key priority for the Group as NAB works towards building strong female representation at all levels within NAB, including executive management.
NAB continues to offer the ‘Realise’ and ‘Senior Realise’ programs, which aim to equip female employees with the skills, knowledge and tools to transition into senior and executive management roles. A virtual Realise program is also offered to support regional Australia. For the second year a tailored program has been extended to not-for-profit and business customers with limited access to development programs.
The NAB Board Ready program is a program designed to educate and prepare women in management positions to become directors of Group companies. The program focuses on building competence and confidence by providing the training and development needed to successfully pursue positions on Group subsidiary boards as well as not-for-profit boards. During 2014 the Company was recognised by Catalyst, a global organisation that supports the advancement of women, as a Catalyst 2014 Practices Recognition Program Organisation for NAB Board Ready.
The revised Group Diversity and Inclusion Policy is available in the Corporate Governance section of the Group’s website at www.nabgroup.com. The measurable objectives for achieving gender diversity which have been set by the Board in accordance with the Group Diversity and Inclusion Policy are described in more detail on page 71 of NAB’s 2014 Annual Financial Report.
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SUPPORTIVE LEAVE POLICIES
In response to changing family dynamics, NAB has made its 12-week paid parental leave entitlement more accessible to new dads and other non-birth parents. NAB employees can now take paid primary carers’ leave anytime within the first twelve months of a child’s life – previously only available to the primary carer for 12 weeks upon the birth or adoption of a child (or 24 weeks at half pay).
To further support employees whilst they are on Parental Leave, NAB has introduced the following two initiatives for all Australian employees under the 2014 NAB Enterprise Agreement: 1. Upon returning from parental leave, employees receive a remuneration review to ensure the terms of the Agreement have been applied; and2. Up to 40 weeks of unpaid primary carer’s leave which continues to attract employer superannuation contributions and is recognised for Long Service Leave accrual.
NAB has also introduced a newsletter for those on parental leave in Australia called ‘Keeping in Touch’.
In a direct response to the serious issue of domestic violence that exists in our community. NAB has taken action to ensure that those affected feel confident and supported at work. We have introduced a formal Domestic Violence Policy and we are one of only a handful of Australian employers to do so. Our policy is designed to develop a better support structure within NAB to encourage victims of domestic violence to come forward to their employer and seek assistance.
When assisting an employee who has suffered domestic violence:1. Our People Leaders must always contact Workplace Relations to consider if any workplace changes need to be made, including consulting with security services where appropriate; and2. We offer leave if an employee needs to seek medical or legal assistance or for court appearances, counselling, and/or relocation. The amount of leave will be determined by individual circumstances and in consultation between the employee, People Leader and Workplace Relations.
SUPPORTING THE MENTAL HEALTH AND WELLBEING OF OUR PEOPLE
In recent years it has become evident that, consistent with greater community awareness of mental health issues and NAB’s focus on mental health and wellbeing, there is an increasing need to support our employees, their families and the community in understanding and managing mental health issues.
At NAB we place a priority on the wellbeing of our people; we want to ensure that they are engaged and productive, and in good health when they are at work. All employees have access to a range of tools, resources and training to improve their wellbeing.
Our MLC Community Foundation’s primary focus is mental health and in the past five years has invested more than $6.1 million in grants and programs, including over $2.6 million of philanthropic capital to Lifeline Australia.This year we worked with one of our partners, the R U OK organisation, to develop a mental health conversation guide which can be used to empower more people to navigate a difficult conversation in the workplace.
BUILDING FINANCIAL CONFIDENCE IN WOMEN
We believe we have a role to play in providing women with the opportunity to build self-confidence in managing money through every stage of life. NAB has recently launched Start Counting; a behavioural change program about life and money wisdom that recognises the economic significance women play. The program empowers women with the knowledge,
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confidence and tools to understand their financial position, establish good money habits and improve their life and wellbeing.
Places on the Start Counting program are currently being offered to NAB customers and suppliers who are focused on retaining, rewarding and recognising female talent and demonstrating a commitment to gender diversity. Launched with a business to business focus, the five week program is being offered for the first time externally in 2015. More information can be found on NAB’s website at www.nab.com.au/opportunity.
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Notification and accessList of employee organisations Finance Sector Union of Australia
CEO sign off confirmationName of CEO or equivalent Andrew Thorburn
![[trainer] [email/contact details]](https://static.documents.pub/doc/80x56/568139f0550346895da1a89e/trainer-emailcontact-details.jpg)
