Indicator of Strategic Sustainability

This document discusses the indicator of strategic sustainability in the context of NAB (National Australia Bank). It explores the evidence of senior level support, sustainability principles, incorporation of Sustainable Development Goals, performance reporting and assurance, formalized governance, and more in NAB's strategic sustainability practices. The document also highlights NAB's initiatives and programs for employee knowledge and commitment, sustainable supply chain process, innovations for zero or net positive impact, and new business models.

Indicator of Strategic Sustainability Evidence
Explicit senior level support, for example
demonstrated
thought leadership
NAB Care Aligns Customer Prosperity with
Bank Success- NAB seeks competitive benefits
by providing considerable proposition to its
clients.
NAB has successfully set-up NAB Care that is
identified as an initiatives of offering financial
privation advisory and loan reimbursement
opportunities for consumers experiencing
stressful situations. This effort has shown great
divergences from other CSR-driven financial
education programs. NAB Care has been
effective which 40% of the bank’s clienteles
voluntarily seek advice before collection
events thus saving NAB around $7.2 million in
outlays (NAB.com 2019).
Sustainability principles incorporated into
vision, purpose or similar
NAB culture as well as vision are based on 5
core values- passion for clienteles, win
together, be bold, deference for individuals and
perform the right thing (Cairns 2017)
Clearly articulated sustainability strategy
ideally linked to business strategy with clear
externally stated objectives
NAB has been taking method to handle its
business and serving customers accomplish the
same.
A clearly articulated logic for sustainability,
e.g. the
‘business case’ and specified drivers, or
another framing
Digital disruption, Economic conditions,
Regulatory policy and competition have been
considered as primary drivers for NAB’s
sustainable development and practices (Rashidi
and Cullinane 2019)
Incorporation of the Sustainable Development
Goals
SDG 1 ( No Poverty.), 3 (Good Health and
Well-being), 7 (Affordable and Clean Energy) ,
8 (Decent Work and Economic Growth) , 9
(Industry, Innovation and Infrastructure) ,10
(Reduced Inequality), 12 (Responsible
Consumption and Production), 13 (Climate
Action), 14 (Life Below Water), 16 (Peace and

Justice Strong Institutions)
Performance reporting and assurance, ideally
with a materiality process
Employee engagement: Aims to be in the top
quartile internationally, with 68% engagement
assessment
Volunteering: 50% upsurge in volunteering
days before 2020
Indigenous Inclusion: Around 70 Indigenous
Australian traineeships per year (Insight 2015)
Formalised stakeholder engagement Consumer Support Organisations
Climate Change Engagement- NAB has been
working with advocacy and stakeholder
organizations on ecological issues related to
revelation TCFD climate-change situation
examination outcomes and funding of the
fossil fuel sectors.
Human Rights Referring number of
stakeholders on Human Rights subjects, which
involves grievance mechanisms as well as
modern slavery.
Formalised governance of sustainability
performance, e.g. C-suite/board-level oversight
For Climate change governance NAB has
board-level oversight for ESG risks
(Environmental, Social and Governance)
which includes climate transformation. Board
obtains regular reports on array of climate-
related issues as well as performance goals,
which includes advancement contrary to our
climate change policy, promises, happenings
and stakeholder response (Carè 2018).
Evidence of a formalised operating model to
coordinate sustainability issues and
performance across functions
Strategic Planning is considered as formalized
operating model, which is used by NAB to
manage sustainability problems and
performance across all levels of functions.
Significant strategic alliances or other
partnerships targeting sustainability outcomes
In 2018, NAB has built strategic associations,
initiating payment via cloud-accounting
software provider Xero reinforcing the NAB or
Xero advancing suggestion and supporting the
Xerocen event.

Launching in-market with realestate.com.au
and permitting clients to examine and finance
from one place.
In an Australian first, clients can relate for
conditional home finances from NAB.
Sustainable supply chain process NAB has shown great assurance towards
sustaining Supplier Sustainability Program in
order to monitor as well as manage
Environmental, Social And Governance (ESG)
risks within NAB’s supply chain and
drive sustainability performance improvement.
Focus on innovations for zero or net positive
impact
NAB has been taking leadership role in
combining stakeholders to discuss and surpass
obstacles to volunteering. In 2019, NAB has
collaborated with Victoria’s volunteering peak
body known as Volunteering Victoria in order
to run a four-part event sequences campaigning
the interpretations of community organisations
regarding challenges and opportunities of
volunteering in order to drive innovation
(Adams et al. 2016).
Adoption/experimentation with new business
models
NAB has been adopting Environmental cost
leadership-strategy and Eco-efficiency strategy
to drive greater environmental sustainability.
These business models will be significantly
based on specific external conditions; to be
called sustainable, those situations that must
align with prospering economy that is
distributing social development within
environmental restrictions.
Programs to build employee knowledge and
commitment – initiatives to create supportive
organisational culture
Career U- This program aims to offers
dynamic and continuing process for staffs’
career development. NAB provides tools,
which will assist employees to outshine in their
current role and prepare for future. Employees
through this programme can take benefit of
self-assessments, templates to generate
personal career portraits, advance an Individual
Development Plan (IDP) as well as partake in
online learning (NAB.com 2019).

WorkLife- This programme is known as
NAB’s most preferable employee welfares
program, with array of regime and financial
products as well as facilities. There can be
found various benefits to help students attain a
program partner. Some of NAB’s partner
packages include Open Universities Australia,
Microsoft e-learning as well as Learning &
Life Australia.
Flexible workplace structures with a focus on
innovation and cross-functional teams
NAB’s employee flexibility program continues
to develop and back up the retention and
development of various capacity.
Inclusion Promotion- NAB recognizes that
optimising differences and treasuring is
imperative for continuing organisational
performance as well as sustainability.
Employment Directions- NAB aids people
facing hassles or economic distress to attain
accessibility to mainstream employment
NAB- NAB has award-winning African
Australian Inclusion Program (AAIP) which is
recognized as an alliance with Jesuit Social
Services that offers trained African Australians
with a six-month paid work placement at NAB.
Employee and community well-being
programs
NAB has recognized value of client and
communal trust and can attain this by giving
customers, employees as well as communities
with utmost reverence and justice.
Risk Culture and Conduct framework has been
revised in 2019.
For NAB, conduct risk is understood as the
‘risk that any action of employees will lead to
unfair consequences for clients’. This
recognizes that this risk tend to arise through
any of activities of staffs or clients.
Other NAB is visiting 13 towns in order to listen
directly from customers regarding improved
provisions. NAB also launched a Drought

Assistance Package for affected customers in
Queensland as well as New South Wales,
accessible Farm Management Deposit balances
and renounced penalty dues for qualified
consumers. A community relief package of
over $280,000 was contributed to the Country
Women’s Association NSW as well as QLD.

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