NAB's Accessibility Action Plan Improves Disability Inclusion

Our Accessibility
Action Plan
2012-2014

Contents
Words of action ...............................1
Mike’s story ......................................2
Action not reaction .........................3
Colleen’s story .................................6
Moving in one direction ................7
Amanda’s story ................................8
Planning for the long term ...........9
The people behind our plan ............12
Grant’s story .....................................13
Supporting you ...............................14
Glossary of terms ..............................15
Our business ....................................16

Our Accessibility Action Plan 2012-2014
Welcome Message
“At NAB we are committed to creating and maintaining a
workforce which is representative of our customers and
communities and where individual differences are valued,
respected and understood.
According to ABS statistics on disability, over four million
Australians, or almost one in every five people, have a
disability. Our goal is to provide effective services and
support at NAB, to meet their everyday needs.
At the heart of this is ensuring we are recognising
diversity and taking appropriate and timely action.
I am very pleased to launch our Accessibility Action Plan
for 2012-2014.
It demonstrates how we are developing an inclusive
culture at NAB to help remove the barriers to access that
exist for so many of our people and our customers who
have a disability.
In 1997, NAB was the first bank in Australia to lodge a
Disability Action Plan with the Australian Human Rights
Commission. The aim was then, and remains, to improve
access for all people who have a disability.
Together we will keep working hard to deliver the
initiatives we have identified in this Action Plan and build
a competitive and sustainable business for the long term,
where everyone in our community benefits.”
Cameron Clyne
NAB Group, Chief Executive Officer
Words
of action
“At NAB we are committed
to creating and maintaining
a workforce which is
representative of our
customers and communities
and where individual
differences are valued,
respected and understood.”
1 - According to figures from the 2009 Australian Bureau of Statistics Survey of Disability, Ageing and Carers.
1

Mike’s
Story:
“The Accessibility Action Plan says
to me that I am a valued employee
of NAB, not a burden, and that means
a lot to me, my family and to people
with disabilities generally.”
“I was diagnosed with Multiple
Sclerosis in December, 2003. Like
all people with MS, I experience
a variety of symptoms. The
progress of the disease is
unpredictable and as my balance
is limited, I am aided by a
walking stick. Fortunately, my
level of disability is relatively low,
but it may not always be this way.
The way I have decided to
fight back against my disability,
is to become involved in a
fundraising group to promote
and fund research into finding
the cause of, and a cure for,
MS. The Foundation 5 Million
Plus group has so far raised
almost $6.5 million towards
this cause. Raising funds has
been very empowering and
enabled me to feel some control
over a disease which I would
otherwise have no control over.
Through this group I’ve met
some astounding people. They
are “can do” people, positive
people, for whom no challenge
is too great. Their support and
camaraderie is another way we
fight back together.
The Accessibility Action Plan
2012-2014 is a statement from
NAB that its commitment to
diversity is real. To me, it says
NAB will facilitate and support
my efforts in continuing to work
for as long as my disability allows
me to. The Plan emphasises that
it’s not just the responsibility
of people with disabilities to
try and adapt, but everyone’s
responsibility to be inclusive.
If we want NAB to be the best,
we have to have the best people,
and this means including
people with disabilities who also
contribute greatly to the success
of the Bank.
The Accessibility Action Plan
says to me that I am a valued
employee of NAB, not a burden,
and that means a lot to me,
my family and to people with
disabilities generally.”
2

Action
not reaction
The genesis of our action plan
Playing by the rules
The Disability Discrimination Act
1992 (Cth) (DDA) is federal legislation
that prohibits discrimination on the
basis of disability. It regulates equality
of access and opportunity for people
with a disability, with objectives
that include:
• eliminating, as far as possible,
discrimination against people on
the grounds of disability in all areas
of public life including work, access
to premises, and in the provision
of goods and services; and
• promoting recognition and
acceptance of the principle that
people with disabilities have the
same fundamental rights as the
rest of the community.
The legislation provides a broad
definition of ‘disability’, including a
range of permanent and temporary
physical and mental ailments and
conditions. These can be actual and
imputed, total or partial, lifelong
or acquired, visible or invisible,
and could be caused by accident,
trauma, genetics or disease.
Our Accessibility Action Plan
2012-2014 considers a range
of developments, including
organisational change,
technology advancements
and changing demographics.
In line with the DDA requirements,
the Action Plan includes provisions
relating to:
• Policies and programs to achieve
the objectives of the DDA
The legislation
provides a broad
definition of ‘disability’,
including a range
of permanent and
temporary physical
and mental ailments
and conditions.
• Communication of these policies
and programs to our people
• Reviewing our practices to identify
and protect against potential
discrimination
• The setting of goals and targets,
against which the success of
the plan may be assessed
• Evaluating our policies and
programs
• The appointment of people to
implement these provisions.
This Action Plan will be provided
to the Australian Human Rights
Commission (AHRC), who will
make it publicly available.
3

Action not reaction (continued).
Actions in progress
As we continue to build momentum
in this area, the following initiatives
are already underway:
For Our People:
Reasonable Adjustments
Assessment Process
Integrated into our ‘business as usual’
activities, reasonable adjustments
allow us to change the workplace,
or the way a task is performed, to
allow our people to perform their
role effectively. They allow people
with a disability to pursue roles on
a more level playing field including
during the recruitment process.
Workplace assessments and
adjustments for people with
disabilities apply to all levels of
employment. These assessments
can lead to modifications to existing
equipment, or the provision of
specialist equipment, assistive
technology or furniture. We also
offer flexible work arrangements,
alterations to work environments,
changes to workplace practices
and training or retraining.
MYndhealth update
Having engaged and healthy people
at work is a key priority for us at NAB.
MYnd.Health@NAB is designed
to provide our people with access
to a comprehensive range of tools,
resources, services and programs
to help build personal resilience and
increase our people’s understanding
of mental health issues.
Consciously Addressing
Unconscious Bias Program
Our Consciously Addressing
Unconscious Bias Program helps
overcome barriers when it comes
to hiring, identifying and recognising
talent, as well as improving
development and reward outcomes.
Completed by more than 300 of our
senior leaders throughout 2011 and
2012, this program explores bias and
its impact on individual and group
decision-making.
Using a variety of rigorous, innovative
and engaging activities, the program
gives senior leaders access to the
tools they need to retain and realise
the talent of our people.
“Our Consciously Addressing
Unconscious Bias Program
helps overcome barriers when
it comes to hiring, identifying
and recognising talent, as
well as improving development
and reward outcomes.”
NABit
NABit provides a consistent source
of information, and is designed to
help with first contact resolution,
and to provide a faster and
more consistent experience for
our customers.
Similar to an internal search engine
for customer-related transactions and
queries, NABit includes content which
is specifically aimed at increasing the
knowledge and understanding of our
people so they can better assist our
customers who have a disability.
The Program has recently been
rolled out to the Personal Bank
Retail network and our Customer
Contact Centres.
Employee Volunteer Days
NAB has been a long term supporter
of efforts to help people in the
community where we live and work,
by giving our people access to a
minimum of 16 hours of volunteering
leave per year.
During 2012, 17,060 volunteering
days were conducted by our people,
with more than 450 community
organisations across the country.
196 volunteering activities were
completed by our people across
18 organisations that assist people
in the community with disabilities.
The NAB Employee Volunteering
team is focusing on growing skill-based
volunteering to better enable
us to make a significant impact in
the community.
4

Action not reaction (continued).
For Our Customers
and Our Community:
NAB Schools First
NAB Schools First is a National
Awards Program conducted in
partnership with the Foundation
for Young Australians (FYA) and the
Australian Council for Educational
Research (ACER).
The Program recognises and rewards
outstanding school and community
partnerships, which are having a
positive impact on students beyond
the classroom and are assisting young
people to realise their potential.
Since 2009, NAB Schools First has
awarded 440 school-community
partnerships with over $18 million
provided to support and sustain
their effective school-community
partnerships. We have invested
$1.38 million into 27 “special needs”
school-community partnerships
in Victoria, New South Wales,
Queensland, Western Australia
and Tasmania.
MLC Foundation
The MLC Community Foundation is a
charitable trust which was established
in September 2008, with a mission
to improve mental health outcomes
for all Australians. The Foundation
has chosen to focus on mental health
because of the significant impact
these issues have on our customers,
our people and our business. As a
result we have invested $4.5 million
over the last 5 years in grants towards
this cause1.
Lifeline Australia is the Foundation’s
largest and longest serving partner
and more than $1.7 million has
been donated to them. This is a vital
service and our donation is being
used to provide Lifeline’s Online Crisis
Support Chat service, which connects
people with trained workers via text-based
one-on-one online chat2.
In addition to providing financial
support, the MLC Community
Foundation has also supported
Lifeline Australia by assisting them
with business mentoring, developing
marketing and communication
plans, guiding them on strategy and
including them in NAB community
learning opportunities. Lifeline
Australia also provides training
to NAB Cares employees in
mental health identification and
referral processes, which further
demonstrates the strength and
quality of this partnership.
Customer Experience
Design Centre
The Design Centre is an internal
facility we use to design, evaluate
and observe the experience
that customers and our people
(including those with a disability)
have with our systems, products
and services.
Accessible Apps
NAB has made internet banking
available on supported web-enabled
mobile devices, including smart
phones and tablet computers.
This has helped many customers –
particularly customers with mobility
restrictions – have greater ease of
access to everyday banking, including
transferring funds, paying bills, and
keeping up with account activity
without needing to visit a branch.
ATMs
NAB ATMs within Australia are
audio-enabled and comply with
the Australian Banker’s Association
Accessibility standards (and other
industry standards) by featuring
a ‘pip’ on the five key to enable
keyboard navigation.
Many more initiatives and actions are
planned as part of our Accessibility
Action Plan 2012-2014, to better assist
our people, our customers and our
community for the long term at NAB.
1 - The 2007 National Survey of Mental Health and Wellbeing (conducted by the Australian Bureau of Statistics) found that 45% of
Australians aged 16-85 (or 7.3 million people) had at least once in their lifetime experienced at least one selected mental disorder.
2 - Only six percent of Lifeline’s callers on the phone were assessed as ‘high risk’ of suicide, whereas 57 percent of users of the
online service were considered high risk. (And more than a third of users of the online service said they wouldn’t use a telephone
crisis service.)
5

“My disabilities come in various
forms. My main disability is that
I am legally blind and I have
only 10% vision. I also have a
condition called Narcolepsy,
which is excessive daytime
sleepiness, so I get tired very
quickly and sometimes fall asleep.
I don’t remember doing this
when I wake up.
In early 2002, I was also
diagnosed with depression. It
was the hardest thing I have ever
had to deal with. I went from
having a normal working and
social life that I enjoyed, to not
being able to complete my work
properly and moving back home
with my mum.
Although I was still going to
work most days, I needed extra
support. This support started
from the training room. It
continued when I was moved
into a team at the Customer
Contact Centre where I started
working part-time, as I was not
able to manage a full-time load.
My Business Unit Manager took
the time to get to know me,
asked questions about what I
needed and at times suggested
what I should do, because I didn’t
know what I needed.
While this disability was new
for me too, I was always open
and honest about my illness
which meant the business was
able to plan around it and my
unplanned leave was low. I felt
supported at every step and was
able to progress through other
phone-based roles. By the end of
2004, I had completely overcome
my battle with depression.
To show my appreciation for the
support I have received for my
various disabilities, I nominated
NAB for a Diversity Award, which
we won.
Being part of a team that sees
my ability before my disability
is really important to me. They
value the work I do and are
happy to lend me their eyes and
help me out when I need them.
I didn’t think I would work for
one organisation for so long,
but because of the great support
and encouragement I have
received along the way at NAB,
I am still here.”
Colleen’s
Story:
‘Being part of a
team that sees
my ability before
my disability is
really important
to me. They value
the work I do and
are happy to lend
me their eyes and
help me out when
I need them.’
6

Moving in
one direction
Our accessibility objectives
As the Group Executive for People, Marketing and
Communications, I am delighted to be the Executive
Sponsor of NAB’s Accessibility Action Plan 2012-2014.
The Plan outlines a clear strategy for providing more
effective long-term support and access for our people
and customers with a disability.
Throughout this Plan our people have shared their personal
stories of how they have been impacted by various disabilities
and how we’re supporting them. Hearing these firsthand
experiences – and how they’ve overcome many incredible
challenges on a daily basis – is inspiring. They remind us why
improving access and being more inclusive and supportive of
our people and customers with a disability, must remain at the
forefront of our minds.
To put the Plan into action we have identified five key objectives
we’ll be working to deliver over the next two years.
These are to:
1. Improve access to our premises and financial services
for our customers and our people.
2. Consider the needs of people with disabilities in the
development of our products, services and marketing.
3. To increase awareness, knowledge and confidence of
our people to enable improved service for customers with
disabilities, and to provide a supportive and inclusive workplace.
4. Enable our people with a disability to realise their potential
by creating an inclusive and supportive culture.
5. Increase awareness of disability in the community, while
providing continued support through our community
engagement programs.
Our Accessibility Action Plan 2012-2014 will help us to
deliver a better outcome for our people, our customers
and our communities. (Refer pg 9-11 for a more detailed
Action Plan)
Andrew Hagger
Group Executive, People, Marketing
and Communications and Executive Sponsor
‘The Plan outlines a clear
strategy for providing more
effective long-term support
and access for our people and
customers with a disability.’
7

Amanda’s
Story:
“In 2006, I had to have major
surgery where my leg was
amputated. Being a NAB
employee, I was supported by
NAB’s Reasonable Adjustment
process with the Occupational
Therapists (OTs) at my hospital
liaising with the OTs provided
by NAB. I was impressed by the
level of communication between
them which ensured everything
was ready for my return to work.
Using a prosthetic leg I can only
walk short distances now and
I spend most of the day in a
wheelchair. I am about to have
my second leg amputated, a
decision I made with a view to
achieving a healthier and more
mobile life. This will pose new
and different challenges for
me as I learn to walk with two
prosthetic legs.
Over the years, I have had the
opportunity to work in many
different areas of NAB. My
experiences, with both people
and access relating to my
disability, have varied.
People with a disability are often
faced with options being taken
away from them, rather than
more options provided. I think
this is because those who are
often making the decision about
a change are not aware of how
it’s going to impact people with
a disability.
One of the strongest
commitments we’re making
to our people at NAB is the
creation of a Disability Employee
Network – NABility. The previous
successes of ‘Pride at NAB’ and
‘Connecting Women’ networks
have demonstrated that we can
all make a difference.
As an employee that has
struggled with ‘going solo’ on
many areas of disability, the
NABility network will be a great
way to positively and visibly
strengthen and support our
people and customers who have
a disability.
NABility will be a great way to
uplift the profile of our talent,
and raise awareness of the
individual and diverse needs of
our people and customers with
a disability. My hope is that it will
help to create even better ways
of doing things at NAB.
From the perspective of those
with a disability, what we do on a
day-to-day basis can help create
a more diverse, inclusive and
aware culture at NAB – adding to
our brand and employee value
proposition.”
“From the perspective of those
with a disability, what we do on
a day-to-day basis can help create
a more diverse, inclusive and aware
culture at NAB – adding to our brand
and employee value proposition.”
WE CAN ALL MAKE A DIFFERENCE
8

Planning for
the long term
Opportunities and initiatives for the future
Our Accessibility Plan 2012-2014
is a detailed plan focused on our
people and our customers, providing
many opportunities and initiatives
for the future.
For our Plan to be effective, we have
assigned timeframes to guide the
achievement of our objectives by
Year 1 (end of 2013) or by Year 2
(end of 2014).
What we aim to do By
when?
How we will
measure success
Consider the needs and accessibility requirements
of our customers and our people with a disability
when planning, designing and constructing all
new and refurbished branches and premises.
Ongoing By referring to anti-discrimination
and Building
Code of Australia standards
and other relevant accessibility
standards.
Develop and implement a process that supports
our people with a disability as part of relocation
planning.
Year 1 The process is developed
and implemented.
Develop a centralised process for gathering,
reporting and analysing customer feedback on
accessibility. This will enable us to better recognise
success and will highlight areas where we still need
to improve.
Year 1 The process is developed
and implemented.
To further improve customer access to ATMs,
EFTPOS and telephone banking services by
continuing to review and (where possible)
implement accessibility measures that conform to
industry best practice.
Ongoing New NAB ATMs, EFTPOS and
telephone banking systems are
equipped with industry best
practice accessibility features.
Improve access to our internal technology services,
as well as our customer facing online channels,
products and services. We will work towards content
displayed on these channels meeting Web Content
Accessibility Guidelines (WCAG) v2.0 level AA.
Year 1 A review is completed, and a
program of work to address
identified gaps is designed
and action has commenced.
Improve our knowledge of technology architecture
and development resources in regards to WCAG
v2.0 level AA, enabling them to be incorporated
into project design and build activities.
Year 1 Training is provided and
built into the induction of new
development / architecture
employees. A program to train
current employees with a focus
on Team Leaders is in progress.
Include WCAG v2.0 AA standards in the design and
development of new technology services.
Year 1
Year 2
By ensuring a communication
plan to reinforce WCAG v2.0 level
AA has been implemented.
By performing regular, random
audits of design documentation
and development code.
Objective
1.
Premises and
financial services
To improve access
to our premises
and financial
services for
our customers
and employees.
Who will help
implement these
actions?
• Property
• Product Divisions
of Business Units
• Technology
• Diversity & Inclusion
We’ve also identified those actions
which will need to be reviewed on
an ongoing basis.
There are five key objectives for our
Accessibility Action Plan 2012-2014,
as well as a continuous process of
monitoring and evaluation aimed
to ensure improvements to initiatives
are sustained over the long term.
These five key objectives are:
9

Our Accessibility Plan 2012-2014 is
a detailed plan focused on our people
and our customers, providing many
opportunities and initiatives for the future.
when?
How we will
measure success
Enhance training for our people and managers
to improve their confidence and understanding
of accessibility.
Year 1
Year 2
Training is updated and
implementation commences.
Training is ongoing.
Review and improve the resources available to our
managers so they can better support our people
with a disability.
Year 1 Managers demonstrate
understanding of their
responsibilities and know
where to access information
and support.
Increase employee awareness and understanding
of the Accessibility Action Plan 2012-2014 and its
relationship with our customers and our people.
Ongoing Our people demonstrate
increased awareness of the
Accessibility Action Plan 2012-
2014 and accessibility generally.
Continue to improve accessibility to our training
and development programs and consider
accessibility needs in the design of new training
programs.
Ongoing Our people with a disability
have access to training and
development programs.
Develop a reference guide in partnership with
the Australian Network on Disability to integrate
accessibility into various learning formats,
meetings and communications.
Year 1 A guide is developed
and published.
when?
How we will
measure success
Consider accessibility when reviewing existing
products and services, and when designing new
products, services and marketing.
Year 1 Our review processes include
these considerations.
Explore options to improve the accessibility
of essential information for customers with
disabilities.
Year 1 A review is completed, and
opportunities for alternative
formats are identified and
implemented.
Objective
2.
Products, services
and marketing
To consider the needs of
people with disabilities in
the development of our
products, services and
marketing.
Who will help
implement these
actions?
• Marketing
• Product divisions
of Business Units
Objective
3.
Information,
education and
communication
To increase awareness,
knowledge and
confidence of our people
to enable improved
service for customers
with disabilities, and to
provide a supportive and
inclusive workplace.
Who will help
implement these
actions?
• Talent & Capability
• Corporate Affairs
10

4.
Employment
and support
To enable our people
with a disability to
realise their potential
by creating an inclusive
and supportive culture.
Who will help
implement these
actions?
• Health & Safety
• Security Operations
• Recruitment
when?
How we will
measure success
Review our current community investment
initiatives and programs to identify opportunities
to further assist people in the community with
a disability.
Year 1 A review is completed and
opportunities are identified
and implemented.
Include accessibility considerations in our
sponsorship and events planning.
Year 1 Our NAB sponsorship
agreements and other
related communications
and materials include
these considerations.
5.
Community
engagement
To increase awareness
of disability in the
community, while
providing continued
support through our
community engagement
programs.
Who will help
implement these
actions?
• Corporate Responsibility
• Sponsorship & Events
when?
How we will
measure success
Audit existing “reasonable adjustments”
assessment process to identify opportunities
for improvement.
Year 1 Audit is completed and the
program for improvements
is designed.
Continue to improve the availability and quality of
mental health programs for our people to build
personal resilience and understanding of mental
health conditions.
Year 1 By monitoring, take-up
and evaluation of mental
health programs.
Increase awareness of Personal Emergency
Evacuation Plans.
Year 1 The process is established
and communicated.
Engage a dedicated recruitment consultant
to improve our processes for supporting
the recruitment and retention of people with
a disability.
Year 1 A consultant is engaged,
frameworks and processes
are reviewed and necessary
improvements are
implemented.
Include disability in our broader agenda of
diversity and inclusion.
Year 1 Our diversity messaging
includes our focus on disability.
Collect and analyse employee feedback on
accessibility in a more centralised manner in order
to improve the support available to our people
with a disability.
Ongoing Our people demonstrate
increased awareness of
processes to provide and
receive responses to feedback,
have issues resolved and
identify opportunities for
improvement.
Establish a Disability Employee Network to support
our people and/or advocates of people with
disabilities.
Year 1 A network established and
positive feedback received
in relation to support for our
people with a disability.
Objective
Objective
11

We should all recognise diversity
and be inclusive and accessible to
our people and customers with
a disability.
Responsibility for this Accessibility
Action Plan 2012-2014 sits with the
Advisory Committee, which reports
to the NAB Group Diversity Forum.
The Forum is comprised of our
business leaders, and is co-chaired
by our NAB Group CEO, Cameron
Clyne, and our Executive Director,
Finance, Mark Joiner. This further
demonstrates our leadership and
commitment to delivering on this
important priority for NAB.
The Advisory Committee is comprised
of senior business representatives
and subject matter experts from right
across the business. They will meet
regularly and are accountable for
monitoring the implementation
of particular areas of the Plan.
Each year, the Advisory Committee
will conduct a review of the overall
Accessibility Action Plan 2012-2014
to consider and report to the NAB
Group Diversity Forum on the
progress of the five key objectives
included in the Action Plan.
This will include consideration
of the following four key areas:
1. Engagement of an external party
to review the Plan for continued
relevance and effectiveness
2. Customer issues and complaints
relating to accessibility
3. Employees’ issues and feedback
relating to accessibility
4. Sustainability and effectiveness
of actions implemented.
The people
behind
our plan
We should all
recognise diversity
and be inclusive and
accessible to our
people and customers
with a disability.
12

“After a car accident left me a
paraplegic at the age of 16, I
knew life ahead would be
different from anything I had
previously imagined.
It was my love of sport and
competing that was instrumental
in guiding me back into an
active and positive lifestyle
via wheelchair basketball.
Surprisingly, opportunities
began to emerge including a
scholarship to play basketball
and study overseas. I was soon
selected as part of the Australian
Wheelchair Basketball team.
Although now happily retired
from international competition
after three Paralympic Games,
I can’t explain the positive
influence and amazing people
I have met throughout my
sporting pursuits.
I participated in two Paralympic
Games while I was working at
MLC. The commitment required
to reach the elite sporting level
is enormous and something I
could not have done without
the genuine and forthcoming
support from MLC.
From close colleagues to
senior management, there
was unequivocal support
which included flexible work
arrangements and even financial
support, among other things.
This help to fulfil my sporting
aspirations was not something
offered simply because it was
written in a policy document
somewhere, but rather because
people believed in what I was
endeavouring to do and wanted
to assist me however possible.
There is no doubt in my mind
that the support I received at MLC
contributed significantly to my
sporting successes. I also like to
believe that people throughout
the business enjoyed following
my journey through the
Paralympics, knowing they had
contributed to both me being
there and the outcome.
These actions will always
resonate with me as the practical
result of the cultural willingness
that exists within MLC to support
diversity. Seeing targeted efforts
to improve these endeavours
and apply them across the
business is very pleasing to me.
It is something I believe in time
NAB will be well rewarded for.
There is great value in diversity,
and as a people business, what
better to focus on than our
people. Diversity of thought
comes from people with differing
backgrounds, environments
and life situations. This seems
like a logical place to start, and
congratulations to NAB for
making this a priority.”
Grant’s
Story:
“Diversity of
thought comes
from people with
differing backgrounds,
environments and
life situations. This
seems like a logical
place to start, and
congratulations to
NAB for making
this a priority.”
13

Supporting
you
Sharing your feedback
We want to hear from you.
If you have questions or feedback
relating to this Accessibility Action
Plan 2012-2014 please:
• Email us at diversity@nab.com.au
• Phone us on
Feedback – Compliments,
complaints or suggestions:
1800 152 015
Deaf, hearing-impaired or speech-impaired
– The National Relay
Service:
TTY/Voice: 1800 555 677 and ask
for 1800 152 015
Speak and Listen: 1800 555 727
and ask for 1800 152 015
• Access our online form at
Compliments, complaints
or suggestions – NAB
• Speak to us in person at
your local branch
• Write to us at
National Australia Bank
Head of Customer Resolutions
Reply Paid 2870, Melbourne,
Victoria, 8060
Alternative access formats
Our Accessibility Action Plan
2012-2014 is available on our
NAB website at www.nab.com.au
Assistance with the provision of
the Plan in alternative formats
can be provided by making contact
as shown.
14

Glossary
of terms
To better understand some of
the terminology we have used
throughout this Accessibility
Action Plan 2012-2014, please
refer to our glossary as follows:
ABA Standards
Australian Bankers’
Association Industry Standards
for Accessibility (2002).
AND
The Australian Network on Disability
is a not for profit organisation funded
by its members to advance the
equitable inclusion of people with
disability in all aspects of business.
AHRC
The Australian Human Rights
Commission (formerly the Human
Rights and Equal Opportunity
Commission, HREOC).
DDA
Disability Discrimination
Act 1992 (Cth).
Disability
A range of physical and mental
ailments and conditions, permanent
and temporary, actual and imputed,
total or partial, lifelong or acquired,
visible or invisible. It could be
caused by accident, trauma,
genetics or disease.
NAB
[National Australia Bank and refers
to our Australian Franchise which
this Plan affects].
NAB Group
[National Australia Bank Group and
refers to the entire NAB audience in
Australia, NZ and the UK. This Plan
affects the Australian Franchise.
WCAG 2.0 Guidelines
Web Content Accessibility
Guidelines 2.0.
Web Content Accessibility Guidelines
(WCAG) are a set of internationally
recognised guidelines produced by
W3C (World Wide Web Consortium).
They’re used by web developers
and other interested audiences,
and define how to make web
content more accessible to people
with disabilities. This can include
information on a web page or web
application ranging from text, images,
forms, sounds and more.
The current version of WCAG is 2.0.
It’s comprised of 12 guidelines
that can be categorised into 4 key
principles: perceivable, operable,
understanding and robust. Each
guideline can be tested against
success criteria, resulting in a
conformance rating of either A,
AA, or AAA compliance where A is
the minimal level of conformance.
15

Our
business
Who we are
National Australia Bank is a
financial services organisation
with over 43,000 people,
operating more than 1800 stores
and business banking centres,
and is responsible to more than
480,000 shareholders1. While
our core franchise is Australian
based, we also have interests in
New Zealand, Asia, the United
Kingdom and the United States.
Each of our brands is built
with a common aim: to have
fair products and services, fair
fees and charges and world-class
relationships built on the
principles of help, guidance
and advice.
This Accessibility Action
Plan 2012-2014 specifically
impacts the Australian part
of our business.
Our goal
Our goal is to deliver sustainable
and satisfactory returns to our
investors. We believe that what
is good for our customers is also
good for business. So by focusing
on the customer, offering fair
products and services – and by
simply being a better bank for
our people and the community –
we can achieve great results for
all our stakeholders. We are not
just looking at the short term –
our strategy is about planning
for the future.
That’s why we will continue to
build on and deliver the strategy
we announced in 2009 to:
• Focus on our strong Australian
franchise and manage
international businesses
for value
• Maintain balance sheet strength
• Reduce complexity and cost
• Enhance our reputation.
Our responsibility
Our purpose is to do the right
thing and help our people and
customers realise their potential.
This is part of who we are and
guides how we do business.
Our corporate responsibility
(CR) approach is founded on
this purpose – It is focused on
getting the fundamentals right
for our customers, being a
good employer and addressing
our broader responsibility to
society. We believe that when we
get it right for our customers and
make NAB a great place to work,
our investors stand to benefit.
Put simply, our purpose and
commitment to CR is good for
our business.
‘Our purpose is to
do the right thing
and help our people
and customers realise
their potential.’
1 - These results are [As at 30 September 2012]
2 - For more information please refer to our About Us section on our NAB website at: http://www.nab.com.au
16

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