Value Chain

Managing our impacts on customers, employees and partners

We recognise our business decisions can have a significant impact throughout our value chain. This section provides a snapshot of our management approach and performance in relation to our customers, employees and partners.


We are committed to helping our customers achieve their goals because we understand that life is about more than money. Our customers’ success defines our success. For more than 150 years we have been helping our customers with their money. We provide financial products and services to nearly 10 million customers globally. These customers are supported through over 1,000 branches and business banking centres – and we connect with them every day through our call centres and social media. We continue to strengthen the relationships we have with our customers by listening and providing fair products and services that help them get more from their banking.

2016 Performance

  • Provided a total of over $300 billion in home lending and $200 billion in business lending.
  • Achieved the leading Net Promoter Score across our priority customer segments compared to peers, though we know we still have work to do.
  • Resolved over 100 customer pain points, positively contributing to over 4.6 million customers’ experience of NAB, since 2014.
  • Announced our involvement in the Australian Bankers Association plan to improve transparency and trust in financial services in Australia.
  • Enhanced disclosure of our exposure to climate-sensitive industries and our plan to support the orderly transition to a low-carbon economy.
  • Our investment consultancy business JANA became a signatory to the Principles for Responsible Investment.
Customer Photo
As an indigenous Australian, Marcus has a special commitment to reconciliation – and he works with his partner, Donna to create bespoke artworks for companies who share this passion. He loves places that feel wild, getting away from his home and his studio to enjoy the outdoors whenever he can.
Marcus Lee

Net promoter score in priority segments

Value Chain
Net Promoter®, and NPS®, are registered trademarks and Net Promoter Score and Net Promoter System are trademarks of Bain & Company, Satmetrix Systems and Fred Reichheld. Priority segments NPS is a simple average of the NPS scores of five priority segments: Mortgage customers, Debt free, Micro Business (<$1m), Small Business ($1m-<$5m) and Medium Business ($5m-<$50m). The Priority Segments NPS data is based on six month moving averages from Roy Morgan Research and DBM BFSM Research.


To achieve our vision of becoming Australia and New Zealand’s most respected bank, we need to have a values-led culture, with high performing people supported by great leaders, who can deliver great customer experiences and respond to business challenges and opportunities. To help support this, we have refreshed our people strategy.

2016 Performance

  • Continued to increase overall employee engagement score, NAB is now placed above the global high performing organisation benchmark.
  • Continued to make progress against our gender equality targets:
    • 38% of Executive Management roles held by women, against a 2016 target of 34%.
    • 54% of the Australian talent population are women, against an ongoing target of 50%.
    • 43% of those who have accepted roles in our 2017 Graduate program are women, against an ongoing target of 50%.
  • 87% of our employees (male and female) in Australia return to work following parental leave.
  • Gained support for our latest Enterprise Bargaining Agreement in Australia. Covering all employees, the proposal received 87% approval from the vote and includes changes such as:
    • Removal of individual product targets from performance component for annual remuneration review for some employee groups.
    • Allowing sick leave to be taken for preventative health leave requirements.
    • Simplification of long service entitlement calculations.
  • Re-structured our business and executive leadership team to create a simpler, stronger, customer-focused structure.

NAB Employee Engagement Score

Value Chain
Value Chain Legend
This chart shows NAB’s employee engagement score improving steadily from 44 in 2014, to 56 in 2015 and finally to 61 in 2016. The 2016 score exceeds the global ‘high performing organisation benchmark of 60. All scores as measured by NAB’s employee engagement survey "Speak Up, Step Up" conducted by Right Management.


At NAB, we consider our supply chain to be an extension of our operations. We work actively with our suppliers and contractors to go beyond the contract and deliver the best outcomes for NAB, the supplier and the communities in which we operate.

2016 Performance

  • Worked with over 1,700 contracted suppliers.
  • Secured 91% of our material suppliers as signatories to our Group Supplier Sustainability Principles, achieving our target of 90%.
  • Supported 68 diverse suppliers, spending over $900,000, including $470,000 with Indigenous-owned businesses.
  • Completed our first offset purchase from a Supply Nation certified supplier in Australia: the Aboriginal Carbon Fund, demonstrating alignment with both our environmental agenda and our Reconciliation Action Plan.
  • Working with our property services supplier, we have strengthened tender and contract requirements relating to fair pay, sham contracting, reasonable working hours and the treatment of subcontractors.
  • We also joined the Cleaning Accountability Framework (CAF) Advisory Committee. CAF is an organisation working to develop an industry wide standard for the commercial cleaning and property services sector, relating to the fair payment and treatment of workers. CAF is driven by and counts among its members a number of large property service providers and also the Fair Work Ombudsman.
Man working in professional kitchen
  1. Net Promoter® and NPS® are registered trademarks and Net Promoter Score and Net Promoter System are trademarks of Bain & Company, Satmetrix Systems and Fred Reichheld.
  2. Net Priority Segment Net Promoter Score (NPS) is a simple average of the NPS scores of five Priority Segments: Mortgage Customers, Debt Free, Micro Business (<$1m), Small Business ($1m-<$5m) and Medium Business ($5m-<$50m). The Priority Segment NPS data is based on six month moving averages from Roy Morgan Research and DBM BFSM Research.
  3. Executive Management positions (also known as senior executive positions) are those held by Executive Leadership Team members, Executive Leadership Team members’ direct reports and their direct reports. Support roles reporting in to these roles (for example, Executive Manager and Executive Assistant) are not included in the data.