GLOBAL UNION ENGAGEMENT
CONFERENCE – JUNE 2006
A global union conference with all relevant
unions was held in Glasgow, Scotland in
June 2006. The aim of this conference
was to create a greater understanding
between the participants and to provide
an opportunity to build on the existing
relationships. Representatives were present
from each region (Australia, UK and NZ),
and from both NAB and the unions. The
conference included presentations by John
Stewart, Group Chief Executive Officer and
Lynne Peacock, Chief Executive Officer UK.
The key outcome of the conference saw
all parties commit to sign a Global Union
Engagement Agreement. This Agreement
will contain the principles and framework for
constructive global relationships. In addition,
Neil Leitch, Head of Workplace Solutions – People and
Culture – UK talking with conference delegates.
FSU STATEMENT
The Finance Sector Union has been a key
stakeholder in NAB and its predecessors since
1919. As the representative of Australian staff,
we are supportive of NAB’s continuing work on
socially responsible business management.
CSR must be seen to be much more than
a public relations opportunity to promote an
organisation. It means being prepared to challenge
the organisation to rigorously apply the values and
standards it espouses to all business decisions
and stakeholder relationships.
Recognising the importance of maintaining
genuine dialogue and consultation with
stakeholders at all times is an important test of
CSR commitment. We do not agree with NAB on
all matters, but we recognise NAB’s commitment
to the rights of employees and maintaining
dialogue with their union.
Paul Schroder
National Secretary
the launch of the Workplace Representatives
Scheme was agreed between the UK region
and Amicus.
EMPLOYEE CONSULTATION AND
FEEDBACK PROCESSES
Providing feedback opportunities for our
employees to have their say is very important
to the Board, senior management and people
leaders at NAB. Our people are a source of
valuable and innovative ideas, which help
us to improve the way we do business,
our customer experience, our products and
services and our working environment.
We encourage our people to look for
and suggest ways to improve all aspects of
their working life at NAB. We are committed
to continuous improvement. Across the
Group, our people have a number of
channels through which they can provide
ideas and feedback.
In Australia, myVoice, is used to
facilitate employee feedback and ideas.
It is an intranet-based feedback tool that
enables employees to share opinions,
propose new ideas, suggest solutions and
raise issues. In 2006, 5,647 comments, ideas
opinions and feedback comments were
recorded – up from 4,996 in 2005. This year,
1,663 of the responses were ideas, of which
176 were implemented.
Through a series of ‘Let’s Talk’ employee
briefings in 2006, John Stewart, Group
Chief Executive Officer, visited NAB people
across Australia. He highlighted how the
organisation was performing, including:
share price, winning Bank of the Year, giving
back to the community through community
partnerships, and cultural transformation.
These sessions encouraged a two-way
conversation on how NAB is doing and
provided an opportunity for employees to
give their views on our performance.
NAB has a policy in place with
respect to consultation on significant
organisational change. In each region, as
part of our collective agreements, there
are commitments to consult employees
regarding significant organisational change
prior to the implementation of that change.
In Australia, as part of the EA, the
provisions relate to consultation of both
employees and the union. This arrangement
is similar in the UK. UK employment law
stipulates minimum consultation periods
for redundancy and outsource situations. In
New Zealand, good faith provisions of the
Employment Relations Act 2000 are reflected
in the collective agreement under the
consultation policy.
EMPLOYEE GRIEVANCE PROCESSES
There are several channels for employees
to raise grievances, and we recognise
the benefit of providing both formal and
informal mechanisms for our people to raise
issues and complaints. The processes are
consistent throughout the Group.
Across the Group, we offer a confidential
helpline. This is part of our Whistleblower
Protection Program, see page 11.
In Australia and the UK, our people can
also contact the People Advisory Centre to
raise their concerns whether it is a policyrelated question, or a matter of personal
concern in the workplace. If the concern is
more complex, or sensitive in nature, the
matter can be escalated to a dedicated case
management team within the Workplace
Relations Unit. In Australia, our dispute
resolution procedure is also included in the
recently negotiated Enterprise Agreement
2006-2009, which recognises the right for
employees to seek representation from their
union.
In New Zealand, in addition to the
confidential helpline, the employment
agreement directs employees with a
grievance to independent legal advisers,
union representatives, the Department of
Labour, Human Rights Commission and the
Employment Relations Authority.
MOVING FORWARD
Planned actions for 2007 include:
➤ continuation of culture change
implementation
➤ taking actions to further our diversity
strategies and delivering on our
diversity action plan
➤ introduction of childcare vouchers for
employees with children up to the age
of 15 and a review of current maternity,
paternity and adoption policies in the UK
➤ continuous improvement of our health and
safety performance
➤ continuation of learning campus rollout as part of our ongoing training and
development program in the UK.
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PEOPLE
of association and protection of the Right
to Organise and Collective Bargaining
Convention and relevant local regulatory
requirements. The unions that represent
our employees are important stakeholders
to our business.
This year, we negotiated employment
agreements with each of the key regional
unions. In Australia, we finalised a new
Enterprise Agreement (2006-2009) with
the FSU, which includes leave and other
entitlements for employees who are also
union representatives.
In New Zealand, during the year, we
renegotiated the Bank of New Zealand’s
Collective Employment Agreement with
Finsec (the union). A new agreement is now
in place for the period (1 November 2005 to
31 October 2007).
In the UK, the union Amicus has
representational rights for all our employees,
except executives and those working in
nabCapital. In 2006, consolidated salary
negotiations were successfully concluded
with Amicus for the first time. Previously
separate negotiations were made for the
three different parts of the UK business.