Maintaining an open and constructive dialogue with stakeholders is essential for business. It's how we understand community expectations, identify issues and discover opportunities to improve.
Why is this important?
NAB views Corporate Responsibility as a critical component of executing our strategy, backing our communities to succeed, and achieving our new vision to become Australia’s leading bank, trusted by customers for exceptional service. This means we assess and balance risks and opportunities to drive long-term value to our customers, employees, shareholders and the communities in which we operate.
What do we do?
We’re focused on taking action on the issues that matter, and those we can have the greatest impact on. We’re sticking to what we’re good at – aligning our Corporate Responsibility Strategy to how we go about our core business. We aim to keep our customers at the centre of everything we do, and use our strengths as a bank, a major employer and an active member of the community to make a difference in the following areas:
Financial inclusion and resilience
Helping people access fair and affordable financial services. Our goal is to assist Australians and New Zealanders in building financial resilience to recover from financial shocks.
Working with our partners to address big societal issues to help build stronger, more connected communities. This includes gender equality, domestic and family violence, supporting Indigenous success and exploring our role in affordable housing.
Addressing climate change risks and the opportunities arising from the transition to a low-carbon economy; minimising our environmental footprint by adopting a sustainable approach to managing our business - and helping our customers do the same.
How we do it?
We apply a range of tools and approaches including philanthropy, corporate responsibility and, increasingly, shared value – leveraging our core assets and expertise as a bank to address social and environmental challenges at scale.
Our values guide the way we behave and the decisions we make. We set ourselves apart by acting responsibly, inclusively and driving social innovation.
We embed Corporate Responsibility management and reporting into governance structures and internal communications to ensure Corporate Responsibility is understood by all our people.
Oversight of Corporate Responsibility rests with the NAB Board, who are provided with updates at least bi-annually on our positive societal impact as well as environmental, social and governance risks, and other related matters.
We actively engage with a wide range of external stakeholders to get their input and feedback to help inform our decisions. We conduct an annual materiality assessment to identify and prioritise the environmental, social and governance (ESG) themes that matter most to our stakeholders and to establish where we can drive the greatest impact. This assessment process is detailed in our 2018 Sustainability Report, which is available on our website.
Supporting global cooperation on the Sustainable Development Goals
We’re committed to the Sustainable Development Goals (SDGs) set out by the United Nations General Assembly as part of its 2030 Agenda. As a large bank, the finance we provide spreads across almost all activities – which means we have an impact on each of the SDGs, whether directly or indirectly. These impacts are both positive and negative.
We use the SDG framework in two key ways to:
- Innovate and create products and services that meet our customers’ needs. (See SDG bond case study).
- Guide our strategy to prioritise the headline Goals where we can play a transformative role.
How we prioritised the Goals
We mapped our broad alignment against the SDGS. This involved rating ourselves against each Goal and five criteria:
- Alignment with our CR strategy
- Influence (direct/indirect)
- Alignment with business priorities (as determined by business-wide goals and targets)
- Impact (positive/negative)
- Business opportunity (potential to innovate, commercialise or create value for customers).
This methodology gave us an overall rating score to determine whether and how the Goal was material. We also compared our own targets and progress against the SDG indicators. Comparing our performance data to the indicators showed whether we could make a clear link to contributing to the Goal.
Finally, we shared the findings and validated priority Goals with a group of internal employees who were using the SDGs. The following Goals were identified as the main priorities for 2018:
- #7 Affordable and clean energy
- #8 Decent work and economic growth
- #9 Industry, innovation and infrastructure
- #11 Sustainable cities and communities
- #15 Life on land.
These headline Goals were areas where NAB has already made bold commitments to invest in the systems and infrastructure to achieve transformative impact. All the Goals are important and we impact them all to varying degrees, but the five priorities are ones where we think we can play a transformative role based on our strategy, core business capabilities and partnerships. The SDGs are a collective impact framework and partnerships are at the heart of solving these global challenges. We will regularly review these priorities as our operating context changes.
1. A document outlining our approach to measuring our progress against our $55bn is available on our website Prepared in accordance with NAB’s methodology (based upon the 1993 ANZSIC standard). Excludes exposure to counterparties predominantly involved in transmission and distribution. Vertically integrated retailers have been included and categorised as renewable where a large majority of their generation activities are sourced from renewable energy.