Partnering for prosperity - Westpac - Personal, … their Elders past, present and future. About Westpac Group Founded in 1817, Westpac Group is Australia’s first bank and first

Partnering for prosperityAustralia’s first bank and Australia’s First Peoples.

WESTPAC GROUP RECONCILIATION ACTION PLAN 2018–2020

Acknowledgement of Country and Traditional Owners

Westpac Group acknowledges the First Peoples of Australia and recognises their ongoing role as Traditional Owners of the land and waters of this country. We believe there is much work to be done to progress reconciliation and move forward together. We are proud to work alongside Aboriginal and Torres Strait Islander peoples, advancing opportunities for Indigenous customers and communities, celebrating their contributions and learning more about their rich histories and cultures. By recognising the past and investing in the future, Westpac hopes to help shape a nation in which all Australians can share social and financial equity. We pay our respects to this country’s First Peoples, and to their Elders past, present and future.

About Westpac Group

Founded in 1817, Westpac Group is Australia’s first bank and first company. Our history is closely entwined with the nation’s economic and social development over the past 200 years.

Our vision is to be one of the world’s great service companies, helping our customers, communities and people to prosper and grow.

We have almost 33,000 Australian based employees with over 4% (approximately 1,300) of our employees identifying as Aboriginal or Torres Strait Islander. Our structure includes five key divisions: Consumer Bank, Business Bank, BT Financial Group, Institutional Bank and Westpac New Zealand. The Consumer and Business Banks offer banking products and services under the Westpac, St.George, BankSA, Bank of Melbourne and RAMS brands. Through these five divisions we serve approximately 13 million customers and the Consumer Bank has a network of over 1,400 branches across Australia.

Terms used

Throughout this Reconciliation Action Plan (RAP), the terms Aboriginal and Torres Strait Islander peoples and Indigenous Australians are used interchangeably. Within our business we use the term Indigenous, but we recognise the limitations of this term. When we work within a specific region, we proactively seek guidance from local Traditional Owner groups and we respect appropriate regional protocols.

United Nations Declaration on the Rights of Indigenous Peoples

In line with our Human Rights Position Statement, we acknowledge the United Nations Declaration on the Rights of Indigenous Peoples. Through this RAP we apply the Declaration’s principles in advancing the rights of Indigenous peoples in Australia.

Weave

The Westpac Weave artwork was designed for Westpac Group by artist Lucy Simpson of Gaawaa Miyay. Representing the heart or base of a weave, this design was inspired by the notion of weaving, twining and bringing together the strands of prosperity, growth, independence, sustainability, knowledge, education and opportunity through its foundations of community. The fibres help to create and support a solid, beautiful, unique and inclusive structure. For more about Lucy Simpson and Gaawaa Miyay: www.gaawaamiyay.com

Feedback

We welcome feedback on our Reconciliation Action Plan. Please email us at [email protected]

Our suppliers

We are proud to have partnered with Indigenous Australian owned businesses certified by Supply Nation to design and print this document.

Our vision for reconciliationHelping our Indigenous Australian customers, communities and people to prosper and grow.

Westpac Group’s vision is to be one of the world’s great service companies, helping our customers, communities and people to prosper and grow. Through our Reconciliation Action Plan (RAP) we commit to realising this vision for Aboriginal and Torres Strait Islander peoples.

We recognise that it is important to frame our vision for reconciliation within the national context. As highlighted in the Australian Government’s 2017 Closing the Gap Report, our nation continues to face significant challenges with stark disparities between Aboriginal and Torres Strait Islander Australians and non-Indigenous Australians in key

areas including health, education and employment.

We believe that we have an important role to play in supporting reconciliation by addressing inequality and building respect between Indigenous and non-Indigenous Australians.

Through our products and service we can help Indigenous Australians build financial independence — personally, in business, and within communities. As an employer we are working to foster Indigenous talent in all areas and levels of our company — creating a workplace that understands and values Indigenous culture.

This is Westpac Group’s fourth RAP and we are proud of what we have achieved since we launched our first RAP in 2010. Key areas of progress include exceeding employment parity for Indigenous Australians, sharing over 100 years of our peoples’ time with Indigenous community organisations through the Jawun Indigenous Corporate Partnerships program, and building strong relationships with Indigenous business and suppliers to achieve a supply chain spend exceeding $3.5m in the last three years.

We believe our actions are contributing to Indigenous economic independence and are helping to change expectations

and perceptions within communities and in business. We will continue to reflect on and share our experiences, use our voice to drive change, set ambitious targets for ourselves, and listen to the needs of Aboriginal and Torres Strait Islander peoples.

This RAP builds on the strong foundations of our first three RAPs and is focused on four areas where we believe we can achieve the most significant outcomes.

Our reconciliation focus areas:

1. Meaningful careers

2. Better banking experiences

3. Backing Indigenous business

4. Prospering communities

WESTPAC GROUP RECONCILIATION ACTION PLAN / 2018–2020 // 1WESTPAC GROUP RECONCILIATION ACTION PLAN / 2018–2020 // 1

Partnering for prosperity As Australia’s first company, we understand the importance of celebrating major milestones more than most — having celebrated our own bicentenary this year.

2017 is also a significant milestone in Australia’s history of Indigenous relations — as we celebrate 50 years since the 1967 National Referendum and 25 years since the Mabo Decision.

Since I arrived in Australia over twenty years ago, it has been wonderful to see the rise of talented Indigenous Australians across the community and especially in the business world. And while this rise is good news, at Westpac Group, we think there’s more we can all do to make this story go from good to great.

It will mean closing the gap in wellbeing and prosperity between our First Australians and the broader population. And as a major financial institution, this is an area where we have the responsibility, scale, and business skills to make a material difference.

Last year the Westpac Group exceeded employment parity, with the number of Aboriginal and Torres Strait Islander employees in our workforce now greater than in the broader Australian population (around 3%). The changing nature of the future workforce means it is an ambitious standard to hold, but we are committed to maintaining it.

We are also aiming for Indigenous parity in leadership roles across the business, building on lessons learnt from reaching parity for women.

All of us at Westpac have the opportunity to contribute to reconciliation, whether it be through delivering great service to our Indigenous customers, sharing our skills to support Indigenous organisations, or celebrating the rich Aboriginal and Torres Strait Islander cultures.

At Westpac Group, our commitment is to work in partnership with Indigenous Australians to shape a more prosperous future together. We are particularly grateful to the people who have helped us understand Indigenous priorities, perspectives and approaches – including our Westpac Indigenous Advisory Committee, partner community organisations, customers and people across our business with the drive to be champions of change. It has, and will continue to be, a true partnership – Australia’s first bank and Australia’s First Peoples partnering for prosperity across the Aboriginal and Torres Strait Islander communities.

Warm regards,

Brian Hartzer Chief Executive Officer Westpac Group

Message from Reconciliation Australia – CEO Justin Mohamed Reconciliation Australia congratulates Westpac Group on its ongoing commitment to reconciliation as it implements its fourth Reconciliation Action Plan.

Westpac has taken reconciliation above and beyond ‘business as usual’ and embedded reconciliation into how it does business. It is clear this is the RAP of an organisation that values building relationships, demonstrating respect and creating opportunities for Aboriginal and Torres Strait Islander peoples.

The RAP program inspires social change in workplaces across Australia and seeks to create far-reaching economic

impacts through employment, backing Indigenous business and deeper cultural understanding. Westpac’s fourth RAP shows how the organisation is building reconciliation not only across its workforce, but also with its Aboriginal and Torres Strait Islander customers, with an emphasis on providing respectful, culturally appropriate and inclusive banking services for all Australians.

Westpac continues to focus on creating career pathways and training opportunities for First Australians - with a bold commitment to continue to exceed employment parity and work towards parity across business units and into leadership positions.

Throughout its reconciliation journey, Westpac has maintained a strong track record of delivering on in its RAP commitments, reporting outcomes and building meaningful partnerships with Aboriginal and Torres Strait Islander peoples and communities.

On behalf of Reconciliation Australia, I commend Westpac for its commitment to meaningful and sustainable outcomes for Aboriginal and Torres Strait Islander peoples and their communities. I congratulate the people of Westpac on this RAP and I look forward to following the organisation’s progress on reconciliation.

Message from the chair of the WIAC – Professor Robynne QuigginFor the past three years, I have chaired the Westpac Indigenous Advisory Committee (WIAC). Together with my colleagues we have brought first-hand knowledge of community needs and aspirations, advice on priorities and approaches, as well as analysis of issues relating to reconciliation.

When we commenced in 2014, the Westpac Group encouraged us to challenge and push boundaries. Over the past three years the WIAC members have done that – we believe that we owe Aboriginal and Torres Strait Islander people no less. We take a strengths-based approach that addresses issues among our most successful business people, our dedicated community leaders and those

still struggling to get a foothold in the economy.

Three years down the track, we have undertaken a significant knowledge exchange and are forging strong relationships across the business.

This RAP includes initiatives that build on the strengths of a financial institution and recognises broader social issues including employment, housing security and financial inclusion which are fundamental to reconciliation.

Westpac has committed to piloting place-based employment opportunities in addition to its current targeted recruitment. Housing security is an issue for all Australians, and Westpac will continue to explore ways to utilise our strong family connections, and diverse types of land holdings to increase home ownership and security. Funeral expenses have long burdened Aboriginal families for many reasons, including our ongoing poor health outcomes leading to lower life expectancy. Westpac will continue to explore and test options other than the current market offerings to help ease this burden.

These are complex challenges that require a long term view. However, we believe we have laid solid foundations and I am confident that with strong leadership and commitment to implementation, we will drive these outcomes in the coming years.

WESTPAC GROUP RECONCILIATION ACTION PLAN / 2018–2020 // 3

Our reconciliation story

1970Seconded an adviser to the Council for Aboriginal Affairs to assess loan applications for Aboriginal enterprises.

1972

Sponsored an Aboriginal

student to pursue a

Doctorate at the University of New York.

1994

Supported domestic violence education community project in Kimberley region.

1999

Funded 10 young Aboriginal people from rural NSW to attend the NSW Reconciliation Convention.

2000Westpac Foundation began funding projects that support Aboriginal and Torres Strait Islander people. To date, 98 grants with a total value of over $6 million have been provided.

Founding member of the NT Aboriginal Consultative Forum.

Sponsored First Australians’ Business, an initiative to develop entrepreneurial skills.

2001Founding partner of Jawun Indigenous Corporate Partnership.

Signed ‘Corporate Leaders for Indigenous Employment’ with the Department of Employment and Workplace Relations and Small Business.

2003

Established our first internal Indigenous Working Group.

2005Launched a remote account opening facility in consultation with ASIC to help remote communities.

Hosted the Trans-Tasman Forum, a meeting of Aboriginal and Torres Strait Islander and Maori leaders in Auckland (and again in Sydney, in 2007).

2006Welcomed the first group of school-based trainees, in partnership with the Aboriginal Employment Strategy (AES).

2008Commenced the Leon Davis Indigenous Cadetship.

Provided a funding grant to Reconciliation Australia’s cultural awareness website, Share our Pride.

2010Launched Westpac Group’s first RAP.

Supported Show Me the Way, a web-based mentoring program for Aboriginal and Torres Strait Islander students.

2011

Began partnership with CareerTrackers.

Founded Brothers and Sisters Employee Action Group.

2012

Launched our second RAP.

2014

Launched our third RAP.

Established Westpac Indigenous Advisory

Committee.

Established a dedicated Indigenous Business

Banking team.

Released research report, Enabling Prosperity:

success factors for Indigenous economic

development.

2015

Signed a 10 year commitment with CareerTrackers Indigenous Internship program.

Installed permanent Acknowledgement of Country signs across the Westpac branch network.

2016

Surpassed parity in Indigenous employment.

2017Celebrated our 800th

Jawun secondee.

Launched ECHO Indigenous

Mentoring program.

4 // WESTPAC GROUP RECONCILIATION ACTION PLAN / 2018–2020

Progress against 2015-17 RAP

Meaningful careers

400+Number of people identifying as Aboriginal or Torres Strait Islander who were recruited across the Group since 2015.

4%Proportion of Westpac employees who self-identify as Indigenous Australian – this is greater than the proportion in the broader Australian population.

96Number of new CareerTrackers interns since 2015.

Financial inclusion

$3.5 millionCumulative supply chain spend directed to Indigenous businesses since 2015.

400+Number of new Indigenous Australian business customers and suppliers since 2015.

$1 billionFootings for Indigenous customers and businesses owned/led by Indigenous Australians banked by the Indigenous Business Bank team.

600+Indigenous Australian businesses established or expanded with access to small loans via Westpac’s microfinance partner Many Rivers.

Strong and thriving communities

100+ YEARSTime contributed to Indigenous community organisations by Westpac employees on secondment since the Jawun Indigenous Corporate Partnership was founded in 2001.

800+Number of Westpac employees who have participated in Jawun Indigenous Community Secondments since 2001.

$1 million+Value of grants awarded since 2015 to organisations which support Indigenous Australians by our charitable foundations including Westpac Foundation, St.George Foundation, BankSA Foundation and Bank of Melbourne Neighbourhood Fund.

Recognition and advocacy

WIACEstablishment of Westpac Indigenous Advisory Committee.

36Number of Westpac senior leaders who have participated in Jawun executive visits since 2015.

4,612Number of employees who have undertaken Indigenous cultural awareness training since 2012.



How our RAP was developedOur RAP has been developed in consultation and collaboration with a range of internal and external stakeholders including:

• Westpac Indigenous Advisory Committee (WIAC)

• Westpac Indigenous Engagement Leadership Team (IELT)

• Brothers and Sisters Employee Action Group

• Community partners

• Reconciliation Australia

• Customers and suppliers committed to backing the success of Indigenous Australians

Our RAP has been informed by the lessons we have learnt since releasing our first RAP in 2010:

Lessons learnt1. Solving complex issues

requires sharing our skills and working in partnership

Indigenous prosperity involves working in partnership over the long term to share our skills with Aboriginal and Torres Strait Islander peoples. We have worked with CareerTrackers to create employment opportunities, transferred skills to Indigenous organisations through Jawun and assisted with finance and business mentoring for local enterprise with Many Rivers. These partnerships have helped us understand the role we can play to drive Indigenous prosperity.

2. Where possible embed Indigenous solutions within existing processes

In some situations, a solution designed around the needs unique to Indigenous communities is required, for example banking in remote Indigenous communities where language, technology, financial literacy and other barriers may exist. In many other situations, it is better to embed reconciliation into the ‘everyday’ business processes and programs. We learnt that by factoring in a reconciliation perspective, we can enhance our existing leadership programs for senior leaders across the business. And that we can create greater benefits for Indigenous Australians by improving financial understanding and accessibility to our existing products and services.

3. The best results often emerge from inter-connected initiatives

An action in one area can have positive flow-on effects in another. For example, providing employment opportunities leads to greater economic wellbeing in the broader community. Similarly, by identifying opportunities for inter-connected support through finance, skill sharing and access to customers, we have helped scale community outcomes with organisations like Bama Services and Yaru Water. Likewise, long term employee retention strategies are just as important as hiring strategies to create opportunities for Aboriginal and Torres Strait Islander people to enjoy lasting economic independence.

4. Developing meaningful careers goes beyond recruitment

A cornerstone commitment in our 2015-17 RAP was our target of employing an additional 500 Indigenous employees. While we made good progress on this target, we realised that increased focus on retention and career development will lead to greater impact. With the knowledge that we’ve surpassed employment parity we’re now adopting the concept parity as a guiding principle – in supporting the employment, and career growth of Indigenous Australians.

5. Sharing what we have learnt is important

We’ve made good progress on our reconciliation journey since we launched our first RAP in 2010 and we are frequently asked by other organisations to share our experiences and the lessons we have learnt. To advance the public debate further we will take a more visible leadership role to share our lessons learnt and work with others on their reconciliation journey, accelerating progress and building national momentum. Each year we will hold a Learning Circle to share our experiences, learn from others and generate solutions together.


Our focus areasOur 2018-20 RAP focuses on four areas where we believe we can achieve the greatest outcomes.

Reconciliation Australia’s pillars — Relationships, Respect and Opportunities — underpin all our RAP commitments and we have aligned these to our 2018-2020 focus areas.

Our focus areas also reflect our commitment to the UN Sustainable Development Goals and the UN Declaration on the Rights of Indigenous Peoples.

Focus areaReconciliation Australia’s pillars

UN Sustainable Development Goals

UN Declaration on the Rights of Indigenous Peoples

Meaningful careers

We are committed to creating meaningful career and employment opportunities for Aboriginal and Torres Strait Islander peoples. Our long term vision is to achieve employment parity across the organisation by creating an environment where our Indigenous employees can thrive and pursue their career path of choice.

Articles 17 and 21

Better banking experiences

We will continue to improve our service for Aboriginal and Torres Strait Islander peoples, because managing money and financial wellbeing are linked to overall economic independence. We will improve the banking experience for remote Indigenous customers and continue to partner with the community to better meet specific banking needs.

Articles 3, 5 and 21

Backing Indigenous business

Through backing Aboriginal and Torres Strait Islander businesses as customers, in our supply chain, and through our microfinance and business support, we are committed to helping the Indigenous business sector to prosper and grow.

Articles 20, 21 and 23

Prosperous communities

Partnering with Aboriginal and Torres Strait Islander communities to build prosperity is at the heart of our RAP. We will continue to drive employee connection and contribution to Aboriginal and Torres Strait Islander communities and organisations through skilled volunteering and microfinance opportunities.

Articles 9, 11, 21 and 23


1. Meaningful careers

We are committed to creating meaningful career and employment opportunities for Aboriginal and Torres Strait Islander peoples. Our long term vision is to achieve Indigenous employment parity across the organisation by creating an environment where our Indigenous employees can thrive and pursue their career path of choice.

In a significant employment milestone, in November 2016 we exceeded employment parity with 4% of our employees identifying as Indigenous Australians. This achievement reflects our continued focus to recruit and retain Indigenous Australians, and create an inclusive workplace environment in which people feel proud to share their diverse backgrounds and bring their whole self to work.

Looking ahead we will continue this focus, with a view to achieving parity across all levels of our business, including leadership roles, and improving retention rates. Some of the successful initiatives that we have learnt from and will look to develop further include our ECHO Indigenous Mentoring program which links Indigenous employees with mentors from across Westpac, the expansion of our dedicated Indigenous Careers team, and our continued partnership with CareerTrackers, with whom we have a 10 year agreement to provide internships for at least 40 Aboriginal or Torres Strait Islander university students each year to 2024.

A culturally intelligent workforce is key to the success of our RAP. We are committed to building a workplace where the history and culture of our First Australians is respected, understood, and celebrated by all of our people.

We seek to embed cultural protocols, and actively promote the practice of conducting a Welcome to Country or Acknowledgement of Country at all significant internal and external events, with a highlight being the Welcome to Country at our centrepiece bicentenary celebration this year in 2017. We also encourage our people to get involved in cultural events such as NAIDOC Week to help build awareness of the Aboriginal and Torres Strait Islander cultures that are represented in their local communities.

We recognise that cultural understanding can be supported through training. To date more than 4,500 of our people have completed cultural competency training and we are refreshing our learning modules to include role-specific training and, where appropriate, integrating cultural learning into our existing training programs.


Mentoring for success

“She said ‘set your goals, don’t think that you can’t get it’.” This was the advice Naomi Potter received from her mentor Avona Cox, which proved invaluable in helping her climb her career ladder within Westpac Group.

“I’d been working in various roles in the Customer Contact Centre for ten years. I knew I was ready for my next step professionally, but I’m a self-doubter,” said Naomi.

“When a great role came up in Westpac’s school of money – the Davidson Institute – Avona helped me prepare for the interview and I think it made all the difference. She told me to show my personal skills and my passion, as well as my work experience. It helped me realise that I have those attributes as well. And I got the job!”

Naomi and Avona were matched through Westpac’s ECHO Indigenous Mentoring program, which pairs Aboriginal and Torres Strait Islander employees who are motivated to take the next step in their career with leaders within the business who are eager to provide guidance.

The program was designed in partnership with Winangali, a Supply Nation-certified Indigenous mentoring consultancy. Following the successful Sydney-based pilot of 10 mentor pairs over a six month period, the program is set to expand, with the aim of offering the program nationally.

Besides helping with career development, Naomi says the program has also helped broaden her network.

“Working in the call centre I probably knew of one other Indigenous person. It has been great to connect with other Indigenous staff, we have a group chat, leverage each other’s skills and everyone is supportive of everyone else.”

Avona, Head of Customer Fairness – Business Bank is quick to point out that the benefits of the mentoring relationship flow both ways.

“I find mentoring young professionals energising and rewarding, and working with Naomi has been exactly this,” said Avona.

“Being involved with the ECHO program has provided me the opportunity to meet Indigenous employees within the bank and given me a way to stay involved following my recent Jawun secondment.”

Just as the program’s name suggests, Naomi is keen to come back to ECHO, next time as a mentor.

“Whatever I’ve been given the opportunity to learn, I’d like to pass on as well,” said Naomi.

Naomi Potter with her ECHO Indigenous Mentoring program mentor, Avona Cox.

Opening career doors

Last year, Tegan Burke, 18, became one of Westpac’s youngest ever personal bankers. She was also named North Queensland’s trainee of the year and, more recently, was selected as one of 50 young people to attend the Indigenous Youth Parliament.

Her stellar career trajectory started when she was just 14 years old and successfully applied for a School Based Traineeship at Westpac’s Aitkenville branch. Through the program, Aboriginal and Torres Strait Islander students in Years 11 and 12 gain paid work experience that counts towards their HSC or equivalent, and go on to complete financial and business certificates to kick start their banking and finance careers.

Over 150 school based trainees have been employed at Westpac since 2013.

Tegan jumps at opportunities to give young Indigenous Australians a voice and encourages more students to find career doors and open them, as she has done. She says, “The traineeship gave me a foot in the door, and I have a career now. I’m independent, I’ve bought my own car, I have my own house – things that my parents didn’t have.”

Tegan Burke, Westpac Personal Banking Advisor, attending the Indigenous Youth Parliament, Canberra.

Our commitments – Meaningful careers

Action Target

Timing

Responsibility2017-18 2018-19 2019-20

Employment

Continue to support parity of employment of Aboriginal and Torres Strait Islander people across Westpac Group.

4% or more of total Australian workforce new hires to be Aboriginal and Torres Strait Islander peoples, including employment through direct hires, school-based and full time traineeships, CareerTrackers Internships, and Graduate Program.

4% or more of total Australian workforce new hires to be Aboriginal and Torres Strait Islander peoples.



GM, HR Shared Services

Employment

Develop community-centred professional training.

Develop tailored traineeships or work experience programs in partnership with local community organisations to meet particular needs and challenges in certain regional and urban areas.

Scope and design in consultation with local communities.

Pilot with Redfern and La Perouse communities in 2018.

Assess pilot and determine next steps.

Evaluate for wider implementation.


Employment

Support employment and career pathways into more diverse roles across Westpac, with a particular focus on growing opportunities within Group Technology and Business Bank.

Provide a minimum of 5 opportunities each within Group Technology and Business Bank, per annum.

Minimum 10 opportunities.




Retention

Measure and understand retention and attrition.

Build reliable reporting mechanisms to better understand new starter retention rates, and attrition of Aboriginal and Torres Strait Islander employees.

Scope and design framework, and capture and report baseline data.

Implement and evaluate effectiveness and determine next steps.


Retention

Improve retention rates of Aboriginal and Torres Strait Islander employees.

Increase completion of traineeship qualifications Group-wide and measure transition into permanent employment with the Group.

Develop strategy in consultation with training partners and trainees.

Monitor and report on completions and transitions.




Engage Aboriginal and Torres Strait Islander employees and their managers in career planning conversations with Indigenous Careers team.

Increase internal mobility and promote career progression of Aboriginal and Torres Strait Islander employees engaged with Indigenous Careers team.

Invite all Indigenous employees to engage in career planning conversations with the Indigenous Careers team.

Track number of employees engaged in career planning conversations and report on outcomes.

Track number of employees engaged in career planning conversations and report on outcomes.


Our commitments – Meaningful careers (continued)

Action Target

Timing

Responsibility2017-18 2018-19 2019-20

Career progression

Strengthen our support for career progression.

Expand Westpac’s ECHO mentoring program across the Group to ensure access and participation opportunities nationwide.

Evaluate pilot outcomes and lessons learnt to determine next steps.

60 Indigenous participants.


Increase access and exposure to different career opportunities across the Group by introducing job shadowing or short secondment opportunities for at least 10 Aboriginal and Torres Strait Islander employees by 2020.

Scope job shadowing and short secondment opportunities.

Implement. At least 10 employees provided opportunities.

Support at least 5 Aboriginal and Torres Strait Islander employees to participate in further training or education (e.g. traineeship to qualification to university degree) by 2020.

Develop tailored support framework in consultation with employees identified through career planning discussions.

Continue to consult with employees, and commence supporting employees.

At least 5 employees supported.

Extending parity

Make progress towards parity for Aboriginal and Torres Strait Islander employees in leadership roles.

Engage Aboriginal and Torres Strait Islander employees in Westpac Group leadership programs.

Track and increase participation and transition into leadership roles.

Develop and implement engagement and participation strategy.

Establish baseline data and set target for participation.

Track number of employees engaged and report on outcome.




Acknowledgement

Empower all employees to demonstrate respect by embedding cultural protocols into the standard operations of the business.

Increase understanding and use of Welcome to Country and Acknowledgement of Country protocols by updating guidance and promoting the use of meaningful and personal adaptations, supported with regional contact details. Encourage the sharing of stories, promoting employee engagement and include Indigenous languages (where appropriate).

Consult with community and employees to update guidelines.

Publish and promote via intranet, internal social media, and enable senior leaders and people leaders to lead by example.

Ongoing promotion and guidance.

Embedded. GM Corporate Affairs and Sustainability

Cultural learning and celebration

Provide meaningful cultural learning opportunities to employees.

Hold four quarterly information sessions per year to share knowledge and visibility about Aboriginal and Torres Strait Islander matters.

4 quarterly sessions. 4 quarterly sessions. 4 quarterly sessions. GM, Corporate Affairs and Sustainability


Our commitments – Meaningful careers (continued)

Action Target

Timing

Responsibility2017-18 2018-19 2019-20

Cultural celebrations

Recognise National Reconciliation Week (NRW) to strengthen and maintain relationships between Indigenous and non-Indigenous Australians and between our employees and the local community.

Hold internal NRW events annually, across major office sites and register events at Reconciliation Australia’s NRW website.

Events to be held 27 May – 3 June.



GM, Corporate Affairs and Sustainability

Encourage employees to consider using their volunteering leave to support external NRW programs.

May-June annually. May-June annually. May-June annually.

Cultural celebrations

Celebrate NAIDOC Week to strengthen and maintain relationships between Indigenous and non-Indigenous Australians, and between our employees and the local community.

Hold 30 internal NAIDOC Week events nationally per year.

30 events in July. 30 events in July. 30 events in July. GM Corporate Affairs and Sustainability

Encourage employees to consider using their volunteering leave to support external NAIDOC Week programs.

During July. During July. During July.

Cultural competency

Continue to support the development of the cultural competency of our people to build stronger relationships with Aboriginal and Torres Strait Islander customers, communities and people.

Develop a cultural competancy framework that will:

• Cultivate relationships and connections between our people and Indigenous communities; and

• Create a workplace where our Aboriginal and Torres Strait Islander employees feel their cultures and experiences are respected and celebrated.

Scope, design and establish baseline metrics.

Pilot and implement.

Implement. Group Head of Sustainability and Head of Inclusion and Diversity

As part of Westpac’s ILEAD Inclusive Leadership Training program for senior managers, develop specific Indigenous cultural competency and unconscious bias content – and include relevant scenarios addressing the specific needs of Indigenous customers.

Scope, design and pilot.

Implement. Implement.

Bank Managers in regional and remote locations (where appropriate) to complete cultural competency training by 2019.

Determine branches for training.

Complete. Group GM, Westpac Retail and Premium Bank

Westpac Group Executive Team to complete ILEAD and provided opportunities to participate in cultural immersion opportunities such as Jawun executive visits.

Develop ILEAD module.

Complete ILEAD training.

Maintain training and opportunities.

Group Head of Sustainability and Head of Inclusion and Diversity

Senior leader engagement

Support senior staff working on RAP initiatives to visit communities and build relationships.

12 senior leaders to attend Jawun executive visits each year to increase their understanding of reconciliation and advocate for Jawun participation.

12 visits. 12 visits. 12 visits. Group Head of Sustainability


2. Better banking experiences

We will continue to improve our service for Aboriginal and Torres Strait Islander peoples, because we know that managing money and financial wellbeing are linked to economic independence. We will improve the banking experience for remote Indigenous customers and continue to partner with the community to better meet specific banking needs.

Our vision is to be one of the world’s great service companies and our people are working to provide superior service experiences for all our customers. Through consultation with our WIAC and partnering with community organisations, we are committed to continually evaluating new ways to make our products and services more accessible, relevant and engaging for our Indigenous customers.

Customers in remote areas can find it difficult to access a branch or ATM, and often don’t have access to our digital channels such as online or mobile banking. To address this we are examining how we can improve our phone-based customer contact support and the customer identification and verification process, which can be a pain point due to lost information and the cultural norms around sharing money and wealth.

A recent initiative, Banking Story, uses imagery to explain how banking works. This helps to build greater financial knowledge which we believe leads to better longer term economic outcomes. Banking Story can be especially helpful for customers for whom English is not their first language. Following trials in a number of remote Indigenous communities, we plan to expand the program to other remote locations and will explore building in additional content.

Planning for funeral costs is an area highlighted as an expressed need for our Indigenous customers. We have explored various solutions and found a preference towards extending existing savings products. This process of customer centred design and consultation is key to developing tailored solutions for specific needs.

Home ownership is a challenge faced by many Australians and even more so for Aboriginal and Torres Strait Islander peoples, with home ownership rates at 37%, compared to 70% for the broader population. Over the past three years we have been examining this issue and working on solutions to address key barriers such as land tenure, market valuations and serviceability.

We have worked closely with forward thinking corporations – such as Lhanaphuy Homelands, a community of about 2,000 people, to develop a bespoke funding approach for the construction of seven homes in their communities. This solution protects and grows their capital long term, utilising their income streams and building homes. We are providing a strong governance framework to support and grow the board’s capability for the future and are looking at how we can replicate and scale this type of place-based offering with other Indigenous customers.

Underpinning all our work to provide better banking experiences for Indigenous customers is the continued drive to ensure our employees have the skills and understanding to provide respectful and culturally appropriate service to our Indigenous customers.

Telling the Banking Story Banking Story uses iconography and a story telling flow to explain banking and how to use bank accounts.

Banking Story evolved from a simple challenge: how might we ensure that our customers understand banking products when English is not their first language?

“For many remote Indigenous customers, English may be their fourth or fifth language,” said Alinta McGuire, Manager - Indigenous Business NT and Personal Banker, Darwin Branch.

“This can make it challenging for customers to understand their banking products and communicate with the bank effectively, leading to difficulties meeting account identification verification processes and understanding terms and conditions and associated charges.”

To find a solution, Alinta worked alongside Westpac’s Marketing, Customer Centred Design and Davidson Institute teams to ask people in remote communities what would make things easier for them.

“We spoke to remote Indigenous customers, community representatives, Indigenous organisations, and Westpac employees,” said Christian Dalle Nogare, Head of Westpac’s

Lean Transformation, Lean and Customer Centred Design.

“We found that what works best is iconography, which is used by many other service providers. Stories, rather than instructions, are also important.”

As a result, the team created Banking Story – a printed brochure that uses iconography and a story telling flow to explain banking and how to use the bank account. It includes information on how to get money into and out of the account, passwords, fees and using ATM cards.

“This tool gives our Community Representatives something they can use to better explain to customers how banking works in a way they will understand,” said Alinta.

Piloting Banking Story in APY Lands, said Alinta, was an important part of the process, as “what might make sense to a banker, doesn’t necessarily make sense to a customer.”

“During the pilot, I watched a banker using the tool in Alice Springs. It got the customer asking questions and at one point he literally jumped back

in surprise that there was a cost when using another bank’s ATM. He didn’t know that before, so now he will avoid that fee.”

Alinta has also used Banking Story as the basis for community workshops on financial fundamentals.

“I recently presented to Year 7 boys at Katherine High School in conjunction with Clontarf Foundation. Banking Story hit every point on the head, got the kids asking questions and built their understanding of how banking and bank accounts work.”

The ease with which Banking Story helps customers understand banking products means it can be used not just in remote Indigenous communities, but for other customers whose first language is not English.

“We are excited to see how Banking Story evolves,” said Martine Jager, Westpac Group Chief Marketing Officer. “It has the potential to clearly and simply explain banking to so many different audiences.”


“Westpac Group acknowledges the Traditional Owners as the custodians of this land, recognising their connection to land, waters and community. We pay our respects to Australia’s First Peoples and to their Elders, past, present and future.”

Acknowledging Traditional Owners

We know that acknowledgement of Traditional Owners plays an important, symbolic role in cultivating greater recognition and respect of Indigenous culture.

That’s why major Westpac Group sites and Westpac bank branches across the country display a permanent sign which acknowledges the traditional custodians of the land on which they’re located.

Developed in consultation with Reconciliation Australia and the WIAC, the sign integrates the ‘Westpac Weave’ design by artist Lucy Simpson of contemporary Aboriginal design studio Gaawaa Miyay.

These signs let our Aboriginal and Torres Strait Islander customers know that Westpac’s workplaces and branch network are places where Indigenous Australian culture is recognised and valued.

An Acknowledgement of Country plaque at Westpac Group’s head office.

Our commitments – Better banking experiences

Action Target

Timing

Responsibility2017-18 2018-19 2019-20

Remote banking

Improve accessibility and experience for remote and regional Indigenous customers.

Design inclusive identification and verification processes.

Design and test. Implement. Evaluate effectiveness. Group GM Westpac Retail and Premium Bank

Home ownership

Support increased home ownership.

Partner with community organisations to create better home ownership solutions.

Scope and clarify requirements including community consultation, to understand needs.

Assess viability of potential solutions and where appropriate, take forward into co-design phase.

Co-design and test service and business proposition with community and internal stakeholders.

Share lessons learnt. GM Product, Consumer Bank

Improve access to home ownership products and services by meeting the needs of Indigenous Australians.

Scope and clarify requirements including community consultation, to understand the needs of remote, regional and urban communities, to determine where we can focus to have the greatest impact.


Determine if proposition is to progress to pilot.

Share lessons learnt.

Address inter-generational family home ownership. Scope and clarify requirements including community consultation, to understand needs.



Share lessons learnt.

Funeral savings plan

Provide Indigenous customers with a fair and culturally appropriate funeral cost savings service.

Design solutions to meet the needs of Indigenous families.

Scope and clarify requirements including community consultation, to determine if solution options meet needs.

Assess viability of potential solutions and where appropriate, take forward into co-design phase.



Share lessons learnt. GM Product, Consumer Bank and Chief Product Officer, Product Business Bank


Our commitments – Better banking experiences (continued)

Action Target

Timing

Responsibility2017-18 2018-19 2019-20

Inclusive customer research

Improve understanding of the needs of Indigenous customers.

Customer research policies and procedures include guidelines and protocols for engaging Indigenous customers and community representation.

Review current policies and procedures to identify gaps.

Develop a strategy to address gaps, in consultation with the community and Indigenous customers.

Co-design and test revised policies and procedures, with community and internal stakeholders. Pilot with representative stakeholders.


Chief Marketing Officer, Consumer Bank

Inclusive design execution

Design execution of new product and service initiatives within digital and major transformation programs take into account the needs of Indigenous Australians.

Product and service design policies and procedures include guidelines and protocols for engaging Indigenous customers in our design process.

Develop strategy and protocols for engaging Indigenous customers in design activities, e.g. testing designs with customers.

Pilot with representative stakeholders.


Chief Customer Officer and Customer Contact Centres and General Manager, Westpac NextEnsure that ‘design personas’ are reflective of

Indigenous customers.Draft and review with community / customer input.

Implement. Monitor.

Inclusive and accessible service through marketing

Improve understanding and better banking habits.

Continue to improve understanding of banking through testing the effectiveness of, and expanding Banking Story – a tool for communicating banking with remote Indigenous customers.

Evaluate effectiveness and whether there is a need in any additional remote / semi urban regions.

Evaluate engagement model with stakeholders to determine effectiveness for future delivery.

Further roll-out and potential expansion to cover other potentially relevant banking services, such as savings.

Chief Marketing Officer, Consumer Bank

Include Aboriginal and Torres Strait Islander representation in marketing collateral.

Update national and local area marketing design and campaign briefs for all brands to be inclusive and representative of the diversity of our customers and communities.

Continue to grow our image libraries and design assets.

Review effectiveness and determine next steps.

18 // WESTPAC GROUP RECONCILIATION ACTION PLAN / 2018–2020 18 // WESTPAC GROUP RECONCILIATION ACTION PLAN / 2018–2020

3. Backing Indigenous business

Through backing Aboriginal and Torres Strait Islander businesses as customers, in our supply chain, and through our microfinance and business support, we are committed to helping the Indigenous business sector to prosper and grow.

Indigenous-led businesses play a critical role in providing not just revenue, but local employment, leadership and economic independence. Indigenous-owned businesses are 100 times more likely to hire Indigenous Australians than non-Indigenous businesses.

Since forming the Westpac Indigenous Business Banking team in 2014, we’ve built a strong Indigenous banking capability with specialists who understand that helping Indigenous business to thrive requires respect for culture and community. We plan to continue growing this team and expand our geographic coverage. Through more than 30 community visits per year including financial literacy and board governance workshops, we can assist more Indigenous business customers to improve their financial knowledge and skills.

Since 2009, we’ve supported the establishment or expansion of over 600 Indigenous businesses through our partnership with Many Rivers, providing microfinance and development support to business owners that may not be able to access mainstream bank finance. To continue this success we will continue to support Many Rivers’ microfinance and grow participation in mentoring programs.

As one of Australia’s largest companies we have a significant procurement spend. For over a decade we’ve engaged with our suppliers to drive positive social change and in 2016 launched our Supplier Inclusion and Diversity Policy, which includes a commitment to purchasing from Indigenous suppliers. Through our partnership with Supply Nation we continue to add new Indigenous businesses to our supply chain, share best practice and measure progress. Since 2015 our cumulative spend with Indigenous Australian businesses has exceeded $3.5m and we aim to achieve $10m by 2020.

An important part of backing Indigenous business is advocating for national policy to support economic development opportunities. Our CEO Brian Hartzer is a member of the Business Council of Australia’s (BCA) Indigenous Engagement Taskforce which advocates for the social and economic conditions in which Aboriginal and Torres Strait Islander people can reach their potential. We also participate in national surveys and reports such as BCA’s Aboriginal and Torres Strait Islander Engagement Survey to increase awareness of the role of business in supporting Indigenous economic development.

Water of life

Bruce McQualter, Westpac Indigenous Business Manager with Paul Dodd and Shaun Martin of Yaru Water, at Yaru’s bottling facility.

As Australia’s first Indigenous bottled water, Yaru Water has a higher purpose than just commercial success, with a percentage of all profits going to the Yaru Foundation.

An Indigenous-owned business, Yaru Water was formed in 2011 as a partnership between the Mount Warning Spring Water Company and the Budjalung people, and has been Westpac’s bottled ‘water of choice’ since 2015.

“Yaru is a social enterprise that tells an important cultural story whilst working to enhance the health and wellbing of Indigenous Australian communities via the Yaru Foundation,” said Paul Dodd, Director of Yaru Water.

“Through sales of Yaru Water and vital donations we are able to establish projects that lead to health improvements, cultural awareness, and sustainable outcomes.”

Westpac has worked to integrate Yaru Water products into our supply chain as part of our commitment to supplier inclusion and diversity. Stocking and promoting the water at major Westpac office locations is helping contribute to Westpac Group’s target of $10 million spend with Indigenous suppliers by 2020.

“Studies have shown that for every $1 that goes into an Indigenous business, $4.41 in economic and social value flows back into the community,” said Paul.

Westpac’s relationship with Yaru extends beyond our supply chain to include support for the long-term development of the business.

“It’s a deepening relationship based on mutual respect,” said Westpac’s Indigenous Business Manager Bruce McQualter. “It’s our role to walk alongside Indigenous businesses and help them grow in a sustained fashion.”

In fact Bruce played a key role in bringing the partners of Yaru Water together.

“He facilitated a session for myself and the owners of Mount Warning Spring Water, the original founders and partners in Yaru Water, and thought it would add value to Yaru, so he put us together,” said Paul.

“Bruce has had a long history of working with Aboriginal people, communities, business and organisations. He’s very engaged, very committed, and genuinely wants to support the growth of Indigenous business in Australia,” said Paul.

“If I think of Yaru, and the potential of Yaru, I think of the legacy we’ve created. Yes, an Aboriginal business can be in the board rooms of corporate Australia, bring Indigenous culture to the forefront of Australia and create sustainable social change.”


Support through our supply chain

Westpac Group recognises the significance of our supply chain to support Indigenous-owned business and is proactively seeking to increase the number of businesses from which we directly source products and services. We know that by supporting Indigenous suppliers we are also supporting Indigenous employees and their communities.

We work with our Indigenous suppliers to build strong relationships that support greater understanding of our supply chain processes and create business development opportunities through partnering with other Westpac suppliers.

We also encourage our employees to support Indigenous businesses with their personal and business purchases through product promotion, our Indigenous Supplier Catalogue, and by holding Aboriginal and Torres Strait Islander supplier expos to directly link suppliers and customers.

Westpac Group’s Aboriginal and Torres Strait Islander Supplier Expo connects employees with suppliers for both personal and business purchases.

Our commitments – Backing Indigenous business

Action Target

Timing

Responsibility2017-18 2018-19 2019-20

Indigenous Business Banking

Strengthen the financial capabilities of our customers and their communities.

Increase the reach and capacity of Westpac’s Indigenous Business Banking team by appointing a Partnerships Manager to support Indigenous business customers to improve their financial governance and capacity.

Appoint. GM Commercial Banking

Supplier diversity

Increase procurement from Aboriginal and Torres Strait Islander businesses.

Increase our cumulative spend with Supply Nation certified or registered Indigenous suppliers to $10m by 2020.

$10m cumulative spend.

Group GM, Group Operations, Property and Commercial Services

Increase the number of Indigenous suppliers and contracts by 10% year on year.

Increase from 23 suppliers (tier 1 and 2) to 31. From 7 contracts to 9.

10% increase. 10% increase. 10% increase.

31 suppliers (tier 1 and 2).

9 contracts.

Supplier capacity building

Strengthen our suppliers’ capabilities to work with large corporate buyers.

Make it easier for Indigenous businesses to work with us through building the capability of our Indigenous suppliers.

Deliver capacity building training sessions on how to work with large corporate buyers.

Scope and clarify requirements.

Design and test service and business proposition.

Pilot with representative community engagement.

Implement. Group GM, Group Operations, Property and Commercial Services

Supplier capacity building

Increase economic participation of tier 1 partnerships.

Develop direct relationships with at least 5 direct suppliers (tier 1), with a focus on joint promotion and supporting them in their work with their suppliers (tier 2).

Scope and test. Pilot. Embedded. Group GM, Group Operations, Property and Commercial Services

Increase employment programs

Collaborate with our suppliers to create employment opportunities.

Build upon our experiences of piloting the Warrigal Apprenticeships program in 2015-16. In FY18, pilot a refreshed trainee and employment program and roll out with three direct suppliers (tier 1 partners).

Develop refreshed program.

Pilot with at least 1 direct supplier (tier 1 partner).

Implement rollout with 3 direct suppliers (tier 1 partners).

Group GM, Group Operations, Property and Commercial Services

Supporting micro-business

Increase access to capital and non-financial support for Indigenous micro-businesses, in partnership with Many Rivers Microfinance.

Expand the Westpac/Many Rivers business microfinance program (currently in 24 locations) nationally by providing support to 330 Indigenous businesses to set up or expand their operations.

110 organisations supported.



Chief Executive, Business Bank

Expand our participation in the Many Rivers Mentoring program, working with Many Rivers clients – from 11 mentors to 20.

3 new mentoring relationships.



Pilot secondment of Westpac employees to work directly with Many Rivers.

Scope secondment opportunities, including number of secondments.

Pilot first round of secondments.

Review.


4. Prospering communities

Partnering with Aboriginal and Torres Strait Islander communities to build prosperity is at the heart of our RAP. We will continue to drive employee connection and contribution to Aboriginal and Torres Strait Islander communities and organisations through skilled volunteering and microfinance opportunities.

On the advice of our WIAC and Brothers and Sisters Employee Action Group, as well as through the lessons of many years of experience, our approach is based on finding opportunities to build trust and relationships between our employees and Indigenous communities through skill sharing, investing and partnering.

We are proud to be a co-founder of Jawun and this year Westpac Group will be the first Australian company to place its 800th Jawun secondee. The Jawun secondment model is based on partnering with Indigenous communities to share skills and expertise which contribute to sustainable outcomes. It is a two-way exchange with our employees benefiting from an immersive experience that builds their leadership and understanding of Indigenous cultures and ways of doing business. We now support Indigenous organisations in six regions across the country – Cape York, Goulburn-Murray, Inner Sydney, NPY Lands, Lower River Murray and the NSW Central Coast.

Westpac Group has five charitable foundations which award grants and scholarships within the community. Since 2015 over $1m in grants has been awarded to organisations that support Indigenous Australians. This includes $10,000 grants for grass roots community organisations, all the way up to Westpac Foundation’s Social Scale-up grants, which offer grants of $300,000 over three years to social enterprises that create jobs and career pathways.

Financial education is key to building strong economic foundations and through Westpac’s Davidson Institute we are working in partnership with Aboriginal and Torres Strait Islander organisations to provide financial wellbeing training tailored to local organisations’ needs. We are also working with business customers in offering financial capability programs for their Indigenous employees — such as the Financial First Steps program designed for young adults entering the workforce who want better understanding and control of their finances. Topics include goal setting and budgeting, getting paid, tax and super basics, using bank accounts, renting and borrowing.

The common denominator

Andrea Mason, CEO, NPY Women’s Council with a previous Jawun secondee to NPY Women’s Council Justin Moses, Westpac Group Head of Knowledge and Development, Compliance, Legal and Secretariat.

“We come to the relationship as equal partners,” said Andrea Mason, CEO of NPY Women’s Council.

Andrea is talking about the relationship that has formed between NPY Women’s Council and Westpac Group through participating in the Jawun Indigenous Corporate Partnerships secondment program.

Jawun allows Westpac employees to share their skills with Indigenous communities in 6-12 week placements in either an urban, regional or remote Indigenous community.

Since 2001 Westpac has placed over 800 secondees with Indigenous community organisations, including 50 with NPY Women’s Council, a community based organisation that delivers a range of cultural, family and advocacy services across the Ngaanyatjarra, Pitjantjatjara and Yankunytjatjara lands, an area of 350,000km² in the tri-state region of NT, SA and WA.

“My experience with Jawun so far has been absolutely positive,” said Andrea.

“We learn together, we are on a journey together. Westpac secondees get an insight into the complexities of working in remote Indigenous communities and we get an understanding of the approaches and thinking from the business community.”

“It’s a relationship of trust and of empowerment and it goes to Westpac’s ambition to be a great service organisation,” Andrea said.

For Justin Moses – a 30 year veteran at Westpac Group and current Head of Knowledge and Development in Compliance, Legal and Secretariat in Sydney – the experience of being a Jawun secondee with NPY Women’s Council has been enriching from many perspectives.

“I spent six weeks at NPY Women’s Council working on the implementation of the Empowered Communities Indigenous Reform Framework,” said Justin.

“I learnt that the ‘resilience’ that we increasingly admire in the corporate world is not in the same ball game as the resilience required to live in a

physical environment where making the right decision can be a life or death proposition,” said Justin.

“And that the true meaning of humility becomes much easier to discern when you see it embodied in the wisdom and presence of Aboriginal Elders.”

“I also learnt that Westpac, and this function, does facilitate us developing truly transferable – and highly commercial – skills.”

“These lessons have been incredibly important to me both personally and professionally, and that’s why I’ve encouraged many of my direct reports to also undertake Jawun secondments,” said Justin.

“Westpac’s commitment to be a great service company is the same vision that NPY Women’s Council has for its own organisation,” said Andrea. “The common denominator here is creating prosperous communities.”


Supporting the organisations that drive change

Bama Services is an Indigenous-owned civil construction, building and landscaping services social enterprise based in Cairns that employs local Indigenous Australians.

Through Westpac Foundation’s 2016 Social Scale-Up grant program, Bama will receive $300,000 over three years, as well as non-financial support through the bank’s skilled volunteering program. This mix of financial and non-financial support aims to help the organisation to become more financially sustainable, with the intention of scaling up the number of jobs and employment pathways it can offer to local Indigenous Australians.

“The Westpac Foundation has been a part of Bama since its inception, and it has been integral in making Bama what it is today,” says Adam Dunn, Executive General Manager, Bama Services.

Westpac Foundation Social Scale-up grant recipient, Bama Services.

Our commitments – Prospering communities

Action Target

Timing

Responsibility2017-18 2018-19 2019-20

Skilled volunteering and secondments

Support Aboriginal and Torres Strait Islander organisations with skilled volunteering and secondments.

Provide at least 40 secondees each year through Jawun Indigenous Corporate Partnerships.

40 secondees. 40 secondees. 40 secondees. GM Corporate Affairs and Sustainability

Provide 3 secondees each year for 12-week Jawun Empowered Communities secondments.

3 secondees. 3 secondees. 3 secondees.

Embed Jawun as a recognised talent and leadership experience across the Group.

Scope. Implement. Embed.

Increase the number of employees that contribute their skills through skilled volunteering by 10% by 2020.

Establish baseline. 10% increase.

Financial wellbeing training

Deliver financial wellbeing training through Westpac’s Davidson Institute.

The Davidson Institute offers a range of money management topics for individuals, businesses, not for profit organisations and community groups.

Deliver personal financial capability seminars through 30 community visits to regional, remote and urban communities.

30 visits. 30 visits. 30 visits. GM Commercial Banking

Develop program to be delivered through a local train the trainer model.

Scope and design. Implement. Implement. Chief Marketing Officer

Deliver Financial First Steps program to Indigenous employees of business customers, including members of the Barangaroo South Community Partnership, reaching 5 organisations and 50 Indigenous employees.

Scope and design. Pilot and commence wider rollout.

50 employees trained.

Share insights

Share our lessons learnt with the RAP community.

Partner with Reconciliation Australia to host at least 1 Learning Circle per year to share insights on key RAP issues with other organisations.

1 learning circle. 1 learning circle. 1 learning circle. GM Corporate Affairs and Sustainability

Develop and implement a strategy to communicate our RAP to all internal and external stakeholders.

Develop and implement strategy.


Governance

We have a formalised governance structure to ensure effective delivery of our RAP commitments.

Sustainability Council

Decision making and accountability

Executive Team

Oversight and endorsement

Board

Oversight and monitoring

Indigenous Engagement

Leadership Team

Implementation, advice and reporting

Westpac Indigenous Advisory

Committee

Independent advice and guidance

Westpac Indigenous Advisory Committee

44% of our WIAC members are Aboriginal and/or Torres Strait Islander. The Committee is made up of the following people:

External Members• Chair: Professor Robynne Quiggin, University of Technology Sydney

• Kerry Graham, Collaboration for Impact

• Cristilee Houghton, Indigenous Business Australia (Emerging Leader)

• Brendan Littlechild, Maxima Group

• Andrew Olsen, KPMG (Emerging Leader)

• Shane Philips, CEO Tribal Warrior

Internal Members• Deputy Chair: Carolyn Hoy, Chief of Staff, CEO’s Office

• Amara Barnes, Manager, Indigenous Careers (Emerging Leader)

• Adam Buxton, Head of Talent Acquisition

• James Cudmore, State General Manager Regional NSW and ACT

• Brendon Grigg-Harriot, Manager, Ongoing Advice Review Investigations (Emerging Leader)

• Suzi Hullick, State General Manager SA/NT, Head of Indigenous Business Banking Team

• Siobhan Toohill, Group Head of Sustainability

Secretariat• Felicity Calvert, Head of Social Impact

• Jade Clarke, Senior Manager Government and Industry Affairs

• Tiffanie Ireland, Senior Manager Indigenous Engagement

• Marianne Jaques, Senior Manager Sustainability Communication

• Anthony Quinn, Senior Manager Indigenous Engagement

Indigenous Engagement Leadership Team

50% of our Indigenous Engagement Leadership Team (IELT) members are Aboriginal and/or Torres Strait Islander. Our IELT is made up of the following internal stakeholders:

• Amara Barnes, Manager, Indigenous Careers

• James Cudmore, State General Manager, NSW Regional and ACT

• Suzanne Grech, Indigenous Business Manager

• Suzi Hullick, State General Manager SA/NT, Head of Indigenous Business Banking Team

• Tiffanie Ireland, Senior Manager Indigenous Engagement

• Naomi Potter, Content Development and Delivery Manager

• Anthony Quinn, Senior Manager Indigenous Engagement

• Sam Turner, Head of Inclusion and Diversity

Westpac Indigenous Advisory Committee

WIAC is made up of independent Indigenous and non-Indigenous leaders, and emerging Indigenous leaders. Internal leaders from across Westpac are also represented on the Committee. The Committee acts as a guiding body and provides advice to Westpac Group’s Indigenous Engagement Leadership Team and Sustainability Council on implementing commitments, and ongoing monitoring and evaluation of the RAP. The Committee also provides advice on Indigenous issues as they relate to business activities, including opportunities for Westpac’s advocacy.

Indigenous Engagement Leadership Team

IELT consists of internal leaders from across Westpac Group with direct responsibility for managing the development and delivery of the commitments contained within our RAP. This team regularly reports to the Sustainability Council on progress against RAP commitments and provides advice on Westpac’s broader Indigenous engagement program.

Sustainability Council

Our Sustainability Council brings together senior leaders from across Westpac Group with responsibility for managing our sustainability agenda and performance, including our RAP. The Council has overall accountability for the development and implementation of actions for endorsement by the Executive Team and Board. Westpac Group Board has overall responsibility for considering the social, ethical and environmental impact of our activities, setting standards and monitoring compliance.

Our RAP Champions

Supporting Indigenous prosperity is woven into how we do business every day. We believe there are clear actions every employee can take, whether it’s service leadership, contributing skills to Indigenous organisations, mentoring, finding innovative solutions to customer needs or celebrating our shared history. We encourage our employees to contribute in all these areas.

Our Chief Executive Officer, Brian Hartzer and Group Executive Strategy and Enterprise Services, Gary Thursby are the RAP’s Group Executive sponsors. Our IELT, Brothers and Sisters Indigenous Employee Action Group and the Jawun Alumni champion our RAP and together lead the delivery of programs across the business.

Action Target

Timing

Responsibility2017-18 2018-19 2019-20

Reporting

Report on the progress of the RAP internally and externally.

Continue to implement systems and capabilities to track, measure and report on RAP activities and outcomes.

Quarterly RAP scorecard provided to WIAC and Sustainability Council.



GM Corporate Affairs and Sustainability

Report half-yearly progress on RAP commitments to Westpac Group’s Executive Leadership Team and Board.

Half yearly reporting.



Publicly report on our RAP in Westpac Group’s Annual Sustainability Review.

Performance against key RAP actions and targets independently assured through annual sustainability reporting at the end of each financial year.

Annual reporting. Annual reporting. Annual reporting.

Report on progress to Reconciliation Australia via the RAP Impact Measurement questionnaire.

Annually in September.



Participate in the biennial RAP Barometer. Participate in survey in May.

Participate in survey in May.

Communicate quarterly updates on RAP progress to all staff via intranet and other internal communication channels.

Quarterly. Quarterly. Quarterly.

RAP monitoring

IELT and WIAC actively monitor RAP development and implementation.

WIAC to contribute to the development, endorsement and launch of the RAP.

Launch 26 June 2017.


IELT to meet quarterly to report on progress against RAP targets and to prepare RAP scorecard for WIAC.

Quarterly meetings and review.



WIAC to meet quarterly and to review RAP scorecard to be submitted to Sustainability Council.

Quarterly meetings and review January March July October.



Review and update terms of reference for WIAC and IELT to ensure they remain current and relevant.

Scope, design and implement.

Monitor. Monitor.

Review, refresh and update RAP Liaise with Reconciliation Australia to develop a new RAP based on lessons learnt, challenges and achievements.

Send draft RAP to Reconciliation Australia for feedback.

Submit draft RAP to Reconciliation Australia for formal endorsement.

Begin RAP refresh process in 2019.

Launch Refreshed RAP mid 2020.



Documents

Partnering for prosperity - Westpac - Personal, … their Elders past, present and future. About Westpac Group Founded in 1817, Westpac Group is Australia’s first bank and first