From Foundations to a Ctions

From Foundations to Actions

Measuring the Achievements of Phase One of the Financial Inclusion Action Plan (FIAP) Program

Part Two — Action Plans Financial Inclusion Actions Plans (FIAPs) are commitments made by organisations to take action to realise financial inclusion and resilience within their own sphere of influence. They address problems of exclusion faced by their customers, staff, suppliers and community partners.

The Report ‘From Foundations to Actions: Measuring the Achievements of Phase One of the Financial Inclusion Action Plan (FIAP) Program’ is divided into two parts. Part One contains an overview of the Financial Inclusion Action Plan (FIAP) program, Phase One Evaluation and Quality Assurance, and next steps relating to the future of the program. Part Two contains detailed information on the Foundation Financial Inclusion Action Plans of the 30 Trailblazer organisations who have joined the program to date. Both parts of this report are available for download at www.fiap.org.au

Proudly supported by Contents

Progress Against Commitments: Foundation FIAPs: The Founding Trailblazers 18 Trailblazers who joined in 2017

AnglicareSA 4 10thousandgirl 65 ANZ 8 AGL 66 Bank Australia 14 Ashurst 68 BaptistCare 20 Australian Ethical 70 Commonwealth Bank 24 Australian Unity 72 EnergyAustralia 30 City West Water 75 HESTA 34 Corrs Chambers Westgarth 77 NAB 38 Flight Centre Travel Group 79 Queensland Government 46 Good Shepherd Microfinance 85 Suncorp 50 Indigenous Consumer Assistance Network (ICAN) 87 Swinburne University 56 MoneyBrilliant 90 Westpac Group 60 Origin 91 The Salvation Army 93 UNSW Sydney 95 VicSuper 97 Wannon Water 99 Women’s Information and Referral Exchange (WIRE) 101 Yarra Valley Water 104

FIAP: From Foundations to Actions, Part Two — Action Plans iii FIAP: From Foundations to Actions, Part Two — Action Plans 1

A framework for change

The Financial Inclusion Action Plan In joining the FIAP program, these (FIAP) program provides a framework for organisations receive support to develop What is a FIAP? organisations to enable financial inclusion plans that match their own strategies, and the and resilience for their employees, customers opportunity to join in collaborative forums A Financial Inclusion Action Plan (FIAP) and the wider community. This framework and work together with other trailblazers to recognises that collaborative actions are key develop and strengthen the FIAP program. is an agreed strategy of practical actions to addressing complex problems and enables The FIAP program also provides a robust that an organisation will undertake to participating organisations to develop plans framework for monitoring, quality assurance, improve financial inclusion in Australia. that address financial inclusion. and evaluation of actions undertaken by A FIAP provides an opportunity for participating organisations. this organisation to take real action to To date, 30 organisations, referred to as These actions are publicly reported, and enable financial inclusion and resilience. Trailblazers, have joined the FIAP program and monitored as part of the FIAP program to launched their Financial Inclusion Action Plans. ensure the commitments are enacted and to These Trailblazers represent a diverse group measure the outcomes of these actions. including financial services companies, utilities, This report marks the completion of the FIAP not-for-profits, universities, and more. program’s first phase of development, which was focused on a ‘Try, Test and Learn’ approach. Together, the 30 organisations participating in the program have identified more than 580 actions documented in this report. These actions represent practical and tangible actions that are currently underway to address problems of financial inclusion in Australia. Progress against commitments:

Twelve Trailblazers committed to Financial Inclusion Action Plans in 2016, together representing more than 240 actions The founding to address financial inclusion and resilience in Australia. At the end of 2017, these trailblazers undertook an evaluation process led by EY. This process evaluation was developed not only Trailblazers to track the status of the committed actions, but also to provide valuable feedback for the future development of the FIAP Program.

Completed Partially Completed Not commenced No longer planned

ZZAn activity has been completed ZZA start has been made on the ZZThe planned activity has not ZZThe activity has not been that clearly satisfies the full letter planned activity and it is progressing commenced, but may be commenced, and is no longer and intent of the action statement toward completion/output, e.g. undertaken in future planned for the future and outputs research done and a plan is agreed ZAn activity has been completed that but not implemented, or materials Z ZAn action is ‘ongoing’ but the satisfies the intent but not the letter Z are drafted but not finalized. This appropriate activities for this of the action statement or output, i.e. includes actions with timeline period have been completed plans were changed and a different beyond December 2017, but not action/output was done instead to ZAn activity has been completed ‘ongoing’ activities. Z achieve the same/similar outcome that satisfies the letter but not the ZZA start was made on the planned intent of the action statement, i.e. activity, however activity has the action didn’t entirely achieve the stopped or stalled and the action intended outcome (the activity is still remains incomplete, regardless of complete, and the Trailblazer may the intention to continue this action wish to discuss the outcomes / next in the future steps identified in the comment) ZZAn activity has been completed that satisfies part of the action statement and outputs, e.g. if the statement is two parts joined by an ‘and’ or part of the policies/programs/staff have been covered by an activity but not Completed 72% all is complete Partially complete 21% Not commenced / no longer planned 7%

FIAP: From Foundations to Actions, Part Two — Action Plans 2 FIAP: From Foundations to Actions, Part Two — Action Plans 3 Financial Counselling for Bhutanese Migrants

AnglicareSA is a proud advocate for financial inclusion, as one of the twelve Trailblazers of the Financial Inclusion Action Plan (FIAP) program. Through their financial counselling services, AnglicareSA has been able to advise and support more than 750 individuals and families in their quest for financial independence in the last six months alone.

Among AnglicareSA’s success stories is a Over several appointments they were able to young family who recently emigrated from start applying for private rental properties Bhutan. Living with significant disabilities, in and allocate savings towards driving lessons. addition to a language barrier and illiteracy, While their counselling is ongoing, they have the couple had no capacity to understand or now successfully secured a new home and use Australian currency upon their arrival. As a their increased financial literacy has helped result, they were susceptible to financial abuse. them connect with their new community. With the help of AnglicareSA’s financial 750 the number of individuals and counsellors, along with their bank and families advised and supported by interpreters, the family was able to put AnglicareSA in the past 6 months processes into place to understand and make over the counter withdrawals as well as learn simple budgeting techniques.

FIAP: From Foundations to Actions, Part Two — Action Plans 4 FIAP: From Foundations to Actions, Part Two — Action Plans 5

AnglicareSA

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment Customers Improve hardship responses for Streamlined Consistent response Risk and Not This policy review process has not commenced. AnglicareSA customers organisational policy options for customers Quality complete ssReview our Hardship and Bad Debt for people experiencing experiencing hardship. policies across AnglicareSA’s fee hardship based services. Customers Customer-first process for Financial Strategies to increase Increase number of Community Complete AnglicareSA has a central phone and email intake service for clients. Counselling customers service access and uptake Aboriginal customers Services It was identified that some of our most vulnerable clients may not ssEstablish a single-entry point for by Aboriginal customers. accessing financial be comfortable using these services and would prefer a face to face customers accessing financial inclusion services. point of contact. To meet this need, the service offers multiple drop in services. outreach locations as well as supports a worker to be available at the Elizabeth Mission Food Barn each day. The Food Barn provides Adelaide 2020 metro northern community members a free lunch on week days. This initiative has engaged Aboriginal clients in accessing Financial Services. All AnglicareSA staff complete 2 day training in Developing Respectful Service Responses in Working with Aboriginal People. Community Financial Services hold an annual stall at a community NAIDOC event held in partnership with Tauondi Aboriginal College.

Customers ssImprove access to technology for Barrier-free access to Increase number of Community Complete Charging stations installed at 4 locations across metropolitan Adelaide in people with barriers to mainstream technology. AnglicareSA customers Services December 2017. service access. accessing technology Public Kiosk is in scope of new facility builds and acquisitions. ssExplore installing charging stations with dignity. and public kiosks in ‘community hub’ offices.

Customers ssImprove evaluation and quality of Improved measurement Improved evidence- Community 2019 Partially New RBA tools implemented across the service from July 2017. Impact financial services. and outcomes tools base to understand Services complete survey snapshot - data collected for period July to September 2017 - data ssImplement RBA based evaluation across Community impact of, and improve is now being collated and scheduled to be analysed early 2018. framework across community Financial Services. the quality of financial financial services. counselling for those accessing the service.

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Customer-first process for Financial New processes to Increased quality, Community Complete A single entry point supported by a centralised phone number and Counselling customers support single-entry and consistency and Services email address has streamlined access for community financial service ssEstablish a single-entry point for streamlined responses timeliness of support customers. All customers receive a consistent initial assessment. This customers accessing financial for Community financial for customers. assessment ensures customers are booked into the earliest available services. service customers. appointment at a location convenient for them. Ensuring access to the most appropriate finanical service. 2020 Staff Increase financial competency Deliver Money Minded More staff and Community Complete Money Minded has been delivered to staff from Emergency Relief, and literacy across target services training to priority customers receive Services Community Financial Services, Tenancy Services, Homelessness and and staff. services across housing, financial support within Foster Care programs within AnglicareSA in 2017. Further training is ss Deliver Money Minded training homelessness and their existing service scheduled for internal and external stakeholders in 2018. to staff and services with high disability. delivery. exposure to financial stress. Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Improved early intervention and Strategy to promote Increased range of financial Community Partially Intake staff and financial counsellors are promoting the Money Smart app visibility of financial support services: Money Smart App, service options from early Services complete and website to clients. Affordable SA app requires updated material on ssExtend services to include self- promote AnglicareSA intervention to when services AnglicareSA offers. start tools and support people in on Affordable SA someone is in crisis to their waiting periods. app etc. better support financial resilience. 2020 Suppliers Standardise our ethical procurement Embed local Increase the number (or Finance and Not Existing Procurement Policy will be reviewed in 2018. process. and Indigenous % of total procurement) Procurement complete ssProcurement targets with local and procurement of local and Indigenous Indigenous businesses. business targets into businesses that organisational policies. AnglicareSA procures from.

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Community ssIncreased awareness of financial Publish and promote Increased number of Strategy and Not Partnership and promotion strategy to be finalised and implemented and inclusion as a social justice issue FIAP via media and customers and stakeholders Marketing complete in 2018. Partners in South Australia. advocacy campaign. aware of FIAP principles, including increased awareness between financial inclusion and social justice.

Community Enhanced FIAP partnerships and Leverage networks Increased awareness and Community Not Partnership and promotion strategy to be finalised and implemented and awareness to promote financial (ie. SACOSS and uptake of FIAP by other Services complete in 2018. Partners inclusion across South Australia. FADVAN) to promote agencies in South Australia. FIAP and financial inclusion in SA. 2020 Customers ssImprove access of financial services Interpreter training Increased participation in Community Partially Short training to portfolio staff regarding CALD cultural awareness for CALD and Aboriginal clients conducted with financial counselling by Services complete completed. Full day CALD training to be delivered in 2018. Working ssConduct interpreter training for 100% of all financial Culturally and Linguistically with Interpreters training to be delivered in 2018. Intake staff collecting financial counselling staff. counselling staff. Diverse customers. statistics of number of CALD and Aboriginal clients engaging with the service.

Customers ssImprove access of financial services Communication Increased participation in Community Partially Partnering Agreement in place with Aboriginal Family Support Services. for CALD and Aboriginal clients plan for developing financial counselling by Services complete New relationship in establishment phase with AMES Australia as the new ssPartner with Aboriginal and partnerships with Culturally and Linguistically provider of Settlement Services in South Australia. Communication plan CALD organisations to promote Aboriginal and CALD Diverse customers. to be finalised in 2018. AnglicareSA services. agencies to raise awareness of our financial services.

FIAP: From Foundations to Actions, Part Two — Action Plans 6 FIAP: From Foundations to Actions, Part Two — Action Plans 7

AnglicareSA

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Staff Review Workplace policies to ensure Benchmarked family Maintaining/increasing People and Partially AnglicareSA has family support leave in place which is flexible and they are financially inclusive and friendly and financially the staff survey results Culture complete confidential. Issues with Payroll overpayments are discussed and empowering for all staff, particularly inclusive HR policies, for wellbeing, related flexible payment options are offered. Super is paid on all applicable those who are at risk of vulnerability. including Family Support to flexibility and family leave, including paid Maternity Leave. Staff are able to 'cash out' their Leave, Payroll Flexibility, friendly workplace HR available leave if required and case by case assessment is undertaken Super on maternity options. for requests outside of policy. AnglicareSA asks staff to complete a staff leave etc. survey periodically and uses these results to inform changes in practice to improve overall wellbeing and satisfaction. The 2017 survey has been completed and results are being released to Senior Management in late 2017 with further evaluation of results in 2018.

Community ssEconomic transition supports Extend community Increased number Community Complete AnglicareSA has experienced a slight increase in numbers of community and in Northern Adelaide (Holden response to include of people accessing Services members accessing financial counselling services who are directly or Partners closure). financial counselling financial counselling indirectly affected by the Holden closure. It is expected these numbers ssParticipate in and provoke supports for workers services via Holden will increase further in 2018. GMH Holden have undertaken a gold star thoughtful responses from affected by Holden closure. 2020 HR transition process, with reportedly up to 80% of retrenched staff Government and the local closure. obtaining employment within 12 months. AnglicareSA has participated on community. the Automotive Executive Group and the Beyond Auto Service Providers Group. These forums have connected GMH Holden, the Auto Supply chain businesses with community organisations enabling exchange of information and initiation of activity such as Job Fairs and Expo's.

Staff ssPromote internal access to Monitor financial Increased number People and Complete Employee Assistance Program (EAP) is offered for all staff and volunteer Financial Counselling supports counselling uptake of AnglicareSA staff Culture concerns or issues. EAP reports provided unfortunately do not provide ssPromote financial counselling as through EAP providers accessing Financial us with the numbers of staff attending specific services via EAP such as an Employee Assistance Program to ensure uptake is in line Counselling services financial counselling. (EAP) option via preferred supplier with industry benchmarks. through EAP services (Acacia). and are subsequently more financially resilient. MoneyMinded Jenny’s story Jenny, a MoneyMinded facilitator, was asked to adapt MoneyMinded for a workshop with young people with The 2017 MoneyMinded Impact Report included an in-depth learning disabilities. It covered all the essential principles study focusing on financial wellbeing in a disability services of MoneyMinded, allowing participants to confidently express their own views on money and learn basic context, one of the very first to explore financial management skills to help them with their future goal planning. issues for people living with disability and their carers. The experience was also a learning opportunity for their parents, who were heartened by how their The research found that the introduction of the National Disability Insurance children opened up about their goals, as well as Scheme (NDIS) has heightened the need for people with disability to have the their capacity to consider spending priorities. opportunity to acquire financial skills to promote independence, enable effective financial decisions and minimise risk of exploitation and financial abuse. "… one [participant said] that he will write a book, … he had never told his parents about that, and it all came out in the MoneyMinded workshop ... It was like, Oh my goodness, he's put a real lot of thought into this and he's never really told his carer or parents about it. … [The parents] were really surprised about the responses of the students."

Encouraging carers to support, and not take total Insights from the research control of financial decision-making is potentially and expertise from community an important outcome of MoneyMinded for young partners such as Brotherhood of adults with disability and their carers. St Laurence and The Benevolent Society will inform how ANZ "It just really brought them back to realise that they can can contribute to building the easily take over and not necessarily according to what capacity of NDIS clients and their carers. the child's priority is, but more so what they think is priority."

FIAP: From Foundations to Actions, Part Two — Action Plans 8 FIAP: From Foundations to Actions, Part Two — Action Plans 9

ANZ

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment Customers Develop a consistent, bank- ssVulnerable Customer framework Recognition and MD, Retail Complete Guidelines have been provided to staff on how to support vulnerable Staff wide approach to supporting developed and embedded for appropriate support Distribution customers. Customers experiencing family violence are now managed vulnerable customers application across Australia Division for vulnerable Head of Product centrally by our hardship team to ensure a consistent approach. ANZ & Wealth customers Services launched our Financial Independence guide for customers potentially affected by family violence in July 2017; now available in branches and on ssEasy to follow guidelines for staff Senior Manager, anz.com. Further training materials are being developed for frontline staff supporting vulnerable customers Customer & in FY2018. across Australia Division &Wealth, Quality underpinned by agreed framework Customers Enhance the support ssRegular financial difficulty Empathetic and Senior Manager, Complete ANZ engaged Kildonan UnitingCare (now Uniting Vic/Tas) to facilitate Staff provided to vulnerable awareness events conducted, appropriate Customer & awareness sessions on financial difficulty and to survey staff attitudes customers by improving staff including education sessions and engagement Quality to financial difficulty. This work continues with further training sessions capability and understanding external guest speakers where with bank staff developed in FY2018 examining Dealing with Difficult Situations and Staff of financial difficulty appropriate for vulnerable Resilience. The first session for FY2018 was held in November 2017. ssInternal survey results outlining staff customers attitudes to financial difficulty ssPlan for future training and awareness initiatives

Customers Provide effective point of ssFinancial Counsellor Liaison team Efficient and Head of Complete ANZ held engagement sessions with financial counsellors in QLD and Suppliers specialist contact for financial available to engage with financial effective resolution Collection & NSW and with Consumer Action Law Centre. Further sessions are planned counsellors working with counsellors from all States and of customer Fraud Operations Oct 2016– in 2018 with Victorian financial counsellors. ANZ customers Territories issues by financial Operations Sept 2017 ssFeedback from regular engagement counsellors Manager, workshops with financial counsellors Customer from all States and Territories Connect Customers Expand the CareRing ssCareRing service for ANZ customers Vulnerable Head of Complete ANZ has referred 905 customers to the CareRing program since program to support available in Vic, NSW, ACT and Qld, customers Customer inception; 106% of target. The program is piloting the referral of CareRing vulnerable customers in including over the phone service experiencing Resolution clients to the MoneyMinded program. ANZ is continuing our involvement hardship in partnership with ssMoneyMinded financial literacy hardship supported Deliver with CareRing in FY2018. Kildonan UnitingCare delivery integrated into the CareRing to resolve their Operations financial difficulties model Manager, Customer Connect Customers Refer hardship customers to ssReport of customers referred to Customers in Head of Complete ANZ has been actively referring our hardship customers to MoneyMinded MoneyMinded training and MoneyMinded hardship supported Customer online. A review of this process analysed the completion rates of conduct a review to assess ssInternal report reviewing referral with financial skills Resolution customers referred, highlighting that only a small number went on the contribution of financial outcomes and impact of financial and tools to build Deliver to complete the course. We are continuing to refer customers to literacy support to improving literacy training for customers their resilience Operations MoneyMinded online but are examining more effective methods to customer and business support customers to complete the course. (completion, anecdotal feedback Manager, outcomes from participating customers Customer regarding value and application) Connect Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Community Expand the reach and ss3,750 participants recruited to Increased savings, Head of Complete In 2017, 4,074 participants enrolled in Saver Plus, setting goals to save and partners accessibility of Saver Plus for Saver Plus financial skills and Financial over $2 million collectively. This was above our agreed target with the eligible participants ssEvaluation report of pilot for resilience for lower- Inclusion Australian Government (Note that our FIAP contained a typographical remote service delivery model income Australians error. The correct target for FY2017 was 3,750). An evaluation report of the pilot for a remote service delivery model was conducted for 15 ssOver 400 ANZ branches involved remote sites. This evaluation will be ongoing to improve participant in community engagement to experience, efficiency and governance. We have moved two major support Saver Plus processes online in FY2017 - the matching process and the application process. In FY2017 we engaged RMIT University to conduct research into the impact of Saver Plus, with the report to be published in early 2018. We have extended ANZ branch involvement in supporting Saver Plus to 398 branches. The number of branches involved in Saver Plus is impacted by broader decisions regarding ANZ's distribution network.

Community Support community ssFunding, training and materials Improved capacity Head of Complete ANZ funded 6 MoneyMinded partners in FY2017 under licence to deliver and partners organisations to integrate provided to 6 MoneyMinded for community Financial Oct 2016– MoneyMinded facilitator training and participant workshops. Mid-year financial literacy into partners to conduct facilitator sector to support Inclusion Sept 2017 reviews were held with partners in April-May 2017. Strategic partnership their service delivery with training and deliver direct to clients their clients with reviews were held with partners in July-Sept 2017 to develop approaches MoneyMinded ssReviews of practice outlined in money issues for FY2018. FY2018 implementation plans and licences have since been regular MoneyMinded reporting developed with each partner focusing on delivery in areas consistent with their organisational focus.

Community Continue to support lower- ss39,000 participants reached Increased financial Head of Complete An estimated 49,306 people participated in MoneyMinded workshops in and partners income Australians to build through a community partnership skills and resilience Financial Australia in FY2017. A further 1,268 participants completed MoneyMinded financial skills and capability model for lower-income Inclusion online. These figures were based on RMIT University analysis of our annual with MoneyMinded ssSurvey of accredited MoneyMinded Australians survey of facilitators conducted in August 2017 and published in the 2017 facilitators to demonstrate reach MoneyMinded Impact Report in November 2017. The report included a focused study of financial wellbeing in a disability services context, in light ssPublication of MoneyMinded of the increasing challenges and opportunities of the National Disability impact report with RMIT University Insurance Scheme. ANZ also supported RMIT University and Autism CRC to conduct a companion case study into the financial wellbeing of Autistic individuals, one of the first studies to explore this issue.

Community Lead and fund research into ssResearch into financial literacy Data to inform Head of Partially The ANZ Financial Wellbeing Survey external advisory committee and partners financial literacy in Australia and capability conducted with and influence Financial complete has been consulted and the research organisation (Galaxy Research) input from independent advisory financial inclusion Inclusion conducted the survey in December 2017. The research aims to present committee and financial the next wave of comparable data about levels of financial literacy in ssPublication of research results literacy policy and Australia and how this transitions into the broader context of financial for discussion with stakeholders programs wellbeing. Reflecting this shift in international thinking on the relationship involved in financial services, of financial literacy to financial wellbeing has required more detailed regulation and policy-setting development of our survey instrument through 2017. The results of the Adult Financial Wellbeing Survey will be published in 2018. We are also Oct 2016– extending this research to New Zealand for the first time. Sept 2017 Community Research the role of financial ssPublication of research report in Better financial Head of Complete The 2016 MoneyMinded Impact Report focusing on the impact of and partners literacy and the role of banks conjunction with RMIT University outcomes and Financial MoneyMinded in a family violence context was published in November in addressing family violence ssPilot program rolled out using support for people Inclusion 2016. The report included details of the Berry Street Pilot as a case and economic abuse MoneyMinded in Berry Street affected by family study, including evaluation of the pilot and recommendations. ANZ is family violence services violence responding to the recommendations through developing a specialist module of MoneyMinded for use in a family violence context. ssPublication of an evaluation report of Berry Street pilot with RMIT University

FIAP: From Foundations to Actions, Part Two — Action Plans 10 FIAP: From Foundations to Actions, Part Two — Action Plans 11

ANZ

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Community Continue to support ss$75,000 funding provided to State Professional and Head of Complete ANZ provides funding each year to Financial Counselling Australia and partners the financial counselling Associations under head agreement well-resourced Financial to support this critical service. ANZ's specialist financial counsellor Suppliers sector in Australia through with Financial Counselling Australia financial Inclusion liaison attended and presented about MoneyMinded and ANZ's funding for professional (FCA) counselling sector Oct 2016– hardship process at the 2017 FCA conference and each State financial Financial Sept 2017 development and State ssParticipation in State and Territory to support clients Counsellor counselling conference. Associations Association conferences and the in hardship Liaison FCA National conference

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Develop and implement a ss2017-2019 RAP launched in Improved Executive Complete ANZ's 2017-2019 Reconciliation Action Plan (RAP) was launched in Community Reconciliation Action Plan conjunction with Reconciliation economic and Sponsor RAP December 2016. Progress against the RAP was reported in our 2017 and partners outlining commitments Australia social participation Inclusion Corporate Sustainability Review. Highlights included: supporting the financial for Indigenous Program Staff ssReport of progress against RAP ssincreasing our spend with Indigenous suppliers by 65%; and inclusion of Aboriginal and Australians Manager commitments ssexceeding our target to increase the number of employees Suppliers Torres Strait Islander peoples completing our online Indigenous Cultural Awareness training courses.

Community Continue to support MoneyBusiness facilitator training and Increased savings, Head of Complete ANZ continues to support MoneyBusiness training, holding training and partners Aboriginal and Torres Strait materials provided to money workers financial skills Financial sessions in Kununurra, Darwin (twice), Halls Creek and Alice Springs Islander peoples to develop in NT, WA, SA and Queensland and resilience Inclusion throughout FY2017. Anglicare SA also held MoneyBusiness workshops financial skills and resilience for Indigenous in South Australia under licence. through MoneyBusiness Australians Oct 2016– Sept 2017

Community Build on successful refugee Refugee work placement program Greater Executive Complete In FY2017 our participation in the Given the Chance program with and partners work placement program operating in NSW, Victoria, Queensland employment Sponsor, the Brotherhood of St Laurence enabled us to offer 41 refugees Staff to provide employment and Tasmania through partnerships opportunities refugee work placements in Australia, a 24% increase on our FY2016 intake. opportunities for refugees with Brotherhood of St Laurence and and pathways programs The diversity of roles has expanded to include support roles across other community agencies to economic Inclusion Operations, Technology and Institutional banking. ssEmployment opportunities for participation Program ANZ has committed to expanding Given the Chance with Brotherhood refugees in frontline (ABN, ANZ for refugees Manager of St Laurence in FY2018. Direct) roles and across other in Australia business functions ss34 refugee candidates placed in employment programs Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Staff Implement an Accessibility Report of progress against 2016-2018 Accessibility Senior Manager, Complete Progress against the 2016-2018 Accessibility & Inclusion Plan (AIP) Customers & Inclusion Plan outlining Accessibility & Inclusion Plan of mainstream Diversity & was reported in our 2017 Corporate Sustainability Review. commitments supporting banking products Inclusion Highlights included: Community the financial inclusion of and services for and partners sssponsoring the #apps4autism hackathon hosted by Autism CRC, people with a disability people with a where teams of autistic adults, developers and designers and service Suppliers disability providers worked together during the three-day event to translate Oct 2016– evidence-based research into real life solutions for the autistic Sept 2017 community; and ssthe ANZ Spectrum Program, in partnership with DXC.technology to support autistic individuals gain entry to the workplace. The three-year program will initially select talented individuals to work in cyber security and testing roles in technology, supporting them with training and the development of a thriving and rewarding career at ANZ and elsewhere.

Staff Promote successful ssDevelopment and implementation Increased number Executive No longer Following the release of the FIAP, the decision was made not to management careers for of a new career development of Indigenous Sponsor, RAP planned continue with the Indigenous Career Advancement Program approach. Aboriginal & Torres Strait initiative (Indigenous Career employees Inclusion Alternative ways to meet our Career progression commitment are Islander candidates Advancement Program – ICAP) progressing to Program being examined. ssReport of longitudinal impact management roles Manager assessment of the effectiveness of ICAP in promoting and retaining candidates to successful management careers (FY17-20)

Community Support people with low ssOffer a package of financial advice Bridge the gap in GM, Financial Complete In FY2017, ANZ offered free financial advice to people who have less and partners levels of Superannuation for people who demonstrate <$50k retirement savings Planning than $50,000 in superannuation savings. 139 customers took up the Customers with free financial advice Superannuation savings for women offer in FY2017, the majority being women. The offer of free financial ssAdvice sessions conducted for advice sessions is promoted through the ANZ Women’s website at 100 women with a review of the http://www.women.anz.com/the-conversation/equal-future outcomes/benefits of free financial Oct 2016– advice Sept 2017 ssPromotion of the free financial advice offer through Wealth marketing and campaigns associated with #equalfuture

Community Promote economic ss#equalfuture and other campaigns Raised community GM, Group Complete Each week, two articles are published supporting the #equalfuture and partners participation and financial in support of women’s financial awareness about Marketing campaign on the ANZ Women's website (http://www.women.anz.com). Customers equality of women wellbeing gender inequity Head of Engagement with the site has continued to grow in FY2017 with 158,287 leading to a change Marketing, page views (to Aug 2017) and 88,337 unique visitors. ANZ has increased Staff ssReport of customer response and intention in response to campaign in attitudes relating Wealth the profile of the website through releasing an ebook – Money & Life – activity to women’s rights on iTunes publishing the most popular content on the ANZ Women to full economic website; the Equal Future e-newsletter; and regular advertising ssIncreased profile and hits to participation campaigns. The ANZ Women's equal future campaign won the 2017 women.anz.com website Marketing, Advertising & Sales Excellence awards for Financial Literacy campaign of the Year.

FIAP: From Foundations to Actions, Part Two — Action Plans 12 FIAP: From Foundations to Actions, Part Two — Action Plans 13 Building the financial confidence of Big Issue Vendors

Bank Australia began a series of budgeting and saving workshops with The Big Issue magazine vendors in Adelaide and Brisbane. The purpose of the workshops is to help build the financial confidence of vendors and provide them with some useful tips to help manage their money.

Matt Stedman, The Big Issue’s vendor support Bank Australia will run follow up sessions manager in Adelaide said the workshop with the vendors in Adelaide and Brisbane delivered a lot of useful information to and continue to roll out the workshops to support vendors in an easily digestible way. vendors in other parts of the country. “Alex from Bank Australia facilitated a Bank Australia is the vendor support brilliant workshop for eight of our vendors. partner of The Big Issue magazine, He tailored each of his financial tips to the a fortnightly, independent magazine context of selling magazines on the street that is sold on the streets by homeless, which meant the vendors could easily marginalised and disadvantaged people. relate to what he was saying and see how it could assist their financial future.” 2018 Workshops will begin The workshops have been well received across other parts by vendors, with a Brisbane vendor commenting, “That for me so far has of Australia. been the most informative, insightful and educational budgeting workshop I've personally been involved with attending.”

FIAP: From Foundations to Actions, Part Two — Action Plans 14 FIAP: From Foundations to Actions, Part Two — Action Plans 15

Bank Australia

Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Continue offering the Number of customers Eligible customers have Retail Complete ssPension Access Accounts are available to customers who are in Pension Access Account for with a Pension Access access to fee-free banking, receipt of an aged, disability or veteran government pension. our customers on an aged, Account to be: >8,000 enabling them to more ssBranches and contact centre staff are encouraged to identify disability or veteran’s pension efficiently manage their eligible customers who may be paying fees and ensure they have finances and increase their fee free banking. financial inclusion and ssPension Access Account holders are steadily increasing — 8289 resilience (March 17), 9542 (November 17)

Customers Continue offering a ssReferrals from Fitzroy Customers have access Retail Complete ssThe Fitzroy branch directs customers to Good Money Collingwood responsible referral pathway branch to responsible to affordable, safe when appropriate. to microfinance institutions microfinance credit options thereby ssWe will continue to look at options for microfinance for customers when we decline small institution(s) avoiding inappropriate Ongoing – who are not eligible for our personal loans but have a genuine need personal loans from our ssNo-interest and irresponsible lending monitored to fund living essentials. Fitzroy branch emergency alternatives annually microloans ssData collection on number of referrals and loans

Customers Continue increasing uptake Basic Access Account Eligible customers have Retail Complete ssThe Basic Access account was introduced in late 2016 to ensure of Basic Access Account for offered to eligible access to fee-free banking, customers with heath care cards or receiving Centrelink could bank eligible customers on a low customers enabling them to more with Bank Australia fee free. income efficiently manage their ssBranch staff are continuing to identify eligible customers and are finances and increase their encouraged to find ways to help all customers avoid fees. financial inclusion and ssIn 2018, we plan to increase our efforts to transition eligible resilience customers to the Basic Access Account.

Customers Better communicate A hardship Customers know what to Corporate May 2017 Complete A hardship communications plan was developed. Key actions Staff availability of financial communications plan do if they are unable to Affairs undertaken or underway, include: hardship services by meet their loan repayments Marketing ssChanges made to financial hardship information on Bank Australia presenting information more and feel more confident Credit website and internet banking saw a marked increase in customers comprehensively and clearly about managing their Integrity viewing hardship page and downloading the hardship application to customers financial situation form. Average monthly page visits increased from 37 to 196. Retail ssNow recording additional detail around hardship applications to better determine effectiveness of communication. ssReview of lending materials underway to ensure conversations regarding hardship support happen at the time the loan is given. ssRecommendations made around customer default letters to build trust and approachability with the customer and ensure they contact the hardship team sooner.

Customers Review suitability of existing Recommendation Low-income insurance Insurance and June 2017 Partially ssReview commenced, no formal recommendations have been made low-income insurance product paper on how the bank product supports Wealth complete to date. can best provide a customers by protecting ssLow-income insurance is included as part of a recommendation low-income insurance their assets and increasing paper on Exploring products that promote financial inclusion product their financial resilience Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Pilot a coordinated approach Recommendation People vulnerable to ssCorporate Recommendation Complete While exploring the best way to deliver a best practice, coordinated Community to financial inclusion in Fitzroy paper on how the bank financial exclusion have Affairs for pilot: approach to financial inclusion for our customers, we concluded we and Latrobe branches (Moe, can best provide a increased access to ssRetail August 2017 would need to focus on reviewing and developing four areas: Morwell,Traralgon), which coordinated approach suitable financial products ssCredit ssProducts — Offering a suite of products that promote financial includes: to assist people and services increasing Integrity inclusion and wellbeing; vulnerable to financial their financial inclusion and ssResponsible referrals to ssCapability — Improving the financial capability of our customers and exclusion resilience and reducing microfinance institutions members of disadvantaged communities in which we operate; financial inequalities ssNo interest emergency loans ssHardship — Ensuring we have effective hardship services, policies ssLow-income insurance and procedures; ssMatched savings programs ssAdvocacy and engagement — Advocating for those who are at risk ssReferrals to financial of financial exclusion and engaging with partners, customers and counsellors stakeholders to address financial exclusion. The pilot we have developed to run in 2018 will address number 2 — financial capability. Recommendation for a pilot focused on the financial capability of Bank Australia customers was developed and has received support from the Retail Management team to progress in 2018.

Testing of model Pilot run: 2017/18 Partially We have commenced the community aspect of pilot, holding a complete budgeting workshop with The Big Issue vendors in Adelaide in September 2017.

Customers Use data to better inform: Data that informs Products and services Marketing Scope and Partially Relevant data has been used to make recommendations and decisions complete ssThe products and services actions for future FIAPs increase the financial Corporate source data set: around hardship communication, the provision of financial literacy we provide to customers Identification of inclusion and resilience of Affairs November 2017 information and product offerings related to financial inclusion. material actions for the customers We are currently looking at new indicators that can help progress and ssHow we engage customers Business bank and its customers measure the impact of FIAP actions such as the banks approachability around financial hardship Support for customers facing hardship. ssWhat financial literacy information we provide to customers

Customers Continue following Low level of delinquent Customers are not put in a Retail Ongoing — Complete Bank Australia maintains its Responsible Lending approach. In FY17 responsible lending practices: loans (target <0.06% of situation that causes them Product and monitored and we saw a small increase in hardship requests and delinquent loans, but ssOnly lend to customers total loan portfolio) financial hardship Credit reported annually our credit quality performance remains well above the average for all other banks. who have the capacity to Lending repay debt Operations Current level of delinquent loans are 0.04%. ssAssess capacity to repay using cost-of-living calculator ssNot offer unsolicited credit card increases ssNot pay staff commissions on product sales

FIAP: From Foundations to Actions, Part Two — Action Plans 16 FIAP: From Foundations to Actions, Part Two — Action Plans 17

Bank Australia

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Staff Further our participation in financial ssParticipation in Approach to financial inclusion Corporate Ongoing Complete ssPrior to developing the FIAP the bank had had limited Community inclusion networks such as committing financial inclusion improves through listening Affairs engagement with organisations in the financial to Australia’s National Financial Literacy initiatives and learning from others and inclusion space. Strategy and supporting the Australian ssEngagement modelling best practice ssFrom January 2017 we completed significant Bankers’ Association position on with the financial stakeholder engagement and attended related Financial Inclusion inclusion sector conferences and events to better inform our approach to financial inclusion and build relationships with like- minded organisations.

Staff Explore ways to formalise and increase ssIdentification Staff are better able to support Retail Plan developed: Partially ssFor the first time in 2018 all customer facing staff complete the sharing of knowledge on how to of training and customers facing financial People and July 2017 will receive comprehensive training to build their help customers facing financial exclusion development needs exclusion Culture Implementation: capability to identify and support vulnerable ssPlan developed to 2017/18 customers. In the past this has been limited to the increase capacity, hardship team with general training provided to other attitude and staff. behaviours of ssCurrently finalising plan, content and provider to roll staff to support out 2018 staff training plan. customers facing financial exclusion

Customers Explore ways to offer high quality Recommendation Customers have enhanced levels Corporate Recommendation Partially ssSee above (line 12) regarding Financial Capability financial literacy information to paper on how the of financial literacy Affairs paper: May 2017 complete pilot in branches. customers bank can best provide Marketing Implementation: ssIn 2017 we published 27 articles across the banks financial literacy July 2017 onwards online channels covering themes related to financial information to literacy, including saving, lending, banking safety customers and money lessons. These articles are written by an independent financial writer. ssA full website redevelopment in 2018 will include the development of a hub that houses information, articles, tools and tips and managing money. Customers will be consulted as part of this process. ssCurrently exploring money management solutions with our IT provider to incorporate in the banking app and internet banking.

Customers Continue implementing Reconciliation ssStaff cultural ssAwareness of and respect for RAP working Ongoing — Complete ssIn FY17 two trainees from a Aboriginal and Torres Staff Action Plan (RAP) actions, focusing on awareness training Aboriginal and Torres Strait group monitored and Strait Islander background were employed at the bank. areas including: Islander peoples increases reported annually Community ssEmployment People and ssCultural Awareness activities, including a compulsory employment opportunities for ssFinancial inclusion for Culture as per RAP staff e-training module from Reconciliation Australia, cultural awareness program Aboriginal and/ Aboriginal and Torres Strait Corporate was rolled out during Reconciliation Week in May or Torres Strait Islander peoples is increased Affairs 2017 across the bank. Islander people through employment ssMandatory Staff Cultural Awareness training will be ssAcknowledgment opportunities rolled out as part of standard online training in 2018. to country at Bank ssAccess to financial products Australia-owned and services for Aboriginal properties and Torres Strait Islander customers is increased Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customer Continue to provide employment ssEmployment A more diverse workforce is People and Ongoing — Complete Bank Australia's traineeship program included one Staff opportunities to refugee trainees opportunities for better able to serve a range of Culture monitored and indigenous participant and four from an asylum seeker and other people with culturally and refugees customers with diverse attitudes Retail reported annually or refugee background. linguistically diverse backgrounds ssEncouragement of to money and financial issues diversity among there by reducing the potential employees for financial inequality to occur

Customers Improve staff awareness of available Communication Frontline staff are better able People and April 2017 Partially ssStaff languages spoken have been collected to form an complete Staff interpreter services for linguistically to frontline staff to assist linguistically diverse Culture organisation wide language register. diverse customers informed about customers thereby reducing the Retail ssThe bank registered an account with the National interpreter services potential for financial inequality Corporate Translating and Interpreting Service. to occur Affairs ssGuidelines and internal communications plan in development.

Customers Increase focus on financial inclusion Identification of new Aboriginal and Torres Strait RAP working November 2017 Complete A new RAP has been developed to launch in early 2018 in development of next Reconciliation financial inclusion Islander customers receive group with a commitment to explore how we can consider the Action Plan (RAP) related actions greater support from the Product and financial inclusion of Aboriginal and Torres Strait Islander for next Bank bank aimed at increasing their Credit people, including: Australia RAP financial inclusion Retail ssDevelop a minimum of one relationship related to our Financial Inclusion Action Plan (FIAP). ssDevelop a recommendation paper around financial inclusion for Aboriginal and Torres Strait Islander people and organisations for presentation to the FIAP Working Group

Customers Continue with Disability Action Plan Clear actions to Customers with a disability DAP working September 2017 Partially A new staff member was employed in the bank's (DAP) to improve customers’ access to improve accessibility receive greater support from the group complete Corporate Affiliates team in August 2017 who has taken the bank’s products and services for customers with a bank aimed at increasing their responsibility of progressing the DAP. disability financial inclusion

Customers Develop a response which helps address A response that Refugee customers receive Corporate Recommendation Partially The banks refugee and asylum seeker policy complete Staff the issue of treating refugees fairly and considers how to greater support from the Affairs paper: June 2017 development framework is currently in draft and a humanely which the banks customers increase financial bank aimed at increasing their recommendation will be developed by early 2018. Community have identified being an issue of inclusion for refugees financial inclusion importance to them

Staff Continue encouraging gender equality in Demonstrated gender Women and men have equal People and Ongoing — Complete We undertook a gender pay gap analysis in September the workplace equality at all levels of opportunities for career Culture monitored and 2015. The next formal review with take place in late 2017 the bank progression and remuneration Managers reported annually as part of our ongoing effort to achieve gender pay thereby reducing the potential equality. The current higher than average salaries for for financial inequality to occur men reflect a larger number of men currently employed at higher role classifications. The next formal review will examine the factors influencing the gap, as well as experience and qualifications, to inform where we need to close gaps.

FIAP: From Foundations to Actions, Part Two — Action Plans 18 FIAP: From Foundations to Actions, Part Two — Action Plans 19

Bank Australia

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Community Continue supporting Youth Collective impact ssEducation and employment Corporate Complete The Latrobe Youth Choices program continues to progress. Choices collective impact program to engage outcomes improve for Affairs In May 2017, we supported the program's launch of Just One project in the Latrobe Valley disadvantaged young young people Thing, a public campaign to engage individuals and the business funded from the Bank Australia people in the Latrobe ssBank Australia takes a community to make a difference to the lives of young people. Impact Fund Valley Bank Australia leadership role encouraging actions to reach young financial literacy in an effort people in the Latrobe to reduce inequality and Valley with financial increase financial inclusion literacy information and resilience

Community Continue investing in programs Young people supported ssEducation and employment Corporate Complete In 2017 $196,500 was allocated to programs and initiatives through the Bank Australia to remain in education outcomes improve for Affairs that support the education of young people. Projects/partners Impact Fund that address through scholarships, young people include: educational disadvantage and support to purchase ssBank Australia takes a ssState Schools Relief calculator program support young people from equipment etc. leadership in an effort Ongoing — ssIllawarra Housing Trust Scholarship disadvantaged backgrounds to to reduce inequality and monitored and ssQUT Learning Potential Fund obtain an education increase financial inclusion reported annually and resilience ssZoe Support young mothers program

Community Continue to lend to projects Level of lending to Increase in safe, secure and Retail Complete ssIn 2017 loans that benefited people represented 4.1% of which increase safe, secure and community housing affordable housing for those our lending portfolio at $178.2 million. They were mostly affordable housing for those sector to be: >$100m in need thereby reducing loans for affordable housing, and to support the social and in need financial inequality disability housing sector. ssLending to the community housing sector specifically was $145 million. ssOne example is our relationship with Women's Property Initiatives. Through our lending to develop and provide good quality long term, affordable housing, we've helped build a secure future or women and children in need.

Staff Better promote financial literacy Communication to staff Staff have access to resources People and Recommendation Partially We are in the process of exploring options for staff in line information to staff about financial literacy to improve their own financial Culture paper: March 2017 complete with addressing the needs of our customers (our staff are resources literacy Corporate Implementation: all customers). Affairs June 2017 onwards

Customers Develop a response which helps ssResponse will consider Customers and staff who Corporate Partially We will look at this response more thoroughly in 2018, complete Staff address the issue of reducing how to increase have experienced family Affairs specifically a Family Violence policy to support customers. family violence and its impacts financial inclusion of violence will receive greater Progress to date includes: Community which the banks customers people impacted by support from the bank aimed ssBudget allocated for Family Violence staff training for 2018. have identified being an issue of family violence at increasing their financial ssEngaged with CEO of WIRE (Women's Information Referral importance to them inclusion ssThis will include a Service) to explore response. range of supportive November 2017 ssLaunch of a revised staff leave policy that includes Family internal policies to Violence leave (release May 2017) support staff ssRecommendation for Emergency Account for customers impacted by Family Violence (part of recommendation paper 'Exploring products that promote financial inclusion'.) Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Micha el Kick-starts his car .... and repayed Michael’s story his loan Michael was referred to BaptistCare by a caseworker at Darcy House — he was living in his car, the registration and Compulsory Third Party insurance on which early. was about to expire. He had just secured employment at a local mechanic and needed to keep his car on the road to get to and from work. Homelessness makes accessing financial services such as NILS (No Interest Loans) more difficult, however BaptistCare was able to assist Michael accessing this service. The local caseworker sent through his supporting documents and Michael’s budget was completed over the phone. He borrowed $800 for registration and CTP insurance renewals. Michael made three repayments from his Newstart allowance and then chose to repay his loan early. He is currently still working and is grateful for a loan to enable him to continue to participate in the workforce.

FIAP: From Foundations to Actions, Part Two — Action Plans 20 FIAP: From Foundations to Actions, Part Two — Action Plans 21

BaptistCare

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Improve access to financial ssReview of internal ssIncrease in customers and Service Jun-17 Complete Customer Engagement Centre CEC) has Staff products for people on low communications staff accessing appropriate and Development streamlined processes that facilitate better incomes by increasing awareness affordable financial products to Manager response to customer enquiries; increased loan Volunteers ssReview and development of and improving processes brochures & forms suit their needs Marketing and volume in last 6 months; ssIncrease in access to Communications appropriate and affordable financial products due to improved processes

Customers Review and develop, as needed, ssReview and development Customers experience increased Community Services Aug-17 Complete Marketing collateral developed for consistent materials for events at of marketing materials confidence in managing their Leadership Team community events community centres that provide ssAgreed timetable of events with finances as well as understanding Marketing and effective education regarding marketing collateral available of financial products and services Communications financial well-being, with a special focus on people living on low incomes

Customers To increase awareness of financial ssReview and report on materials Increase in financial resilience and Service Jul-17 Partially The BaptistCare FIAP working group has services for women escaping assisting women escaping wellbeing for women escaping DV Development complete identified, written draft P&P's and is working domestic violence (DV) living in domestic violence Manager towards an added specialist financial program our accommodation facilities ssDevelopment of materials as Housing & for women escaping domestic violence. identified in reports Retirement Living Division

Customers Develop and implement processes Increase in customers accessing Customers develop clear insights Community Services Ongoing Not complete Expansion of wifi to additional sites under to assist customers at community financial status/information via into their financial status through Leadership Team (annual consideration. centre locations to increase their personal devices increased financial capability and Community Centre review) financial capabilities through digital inclusion Managers digital technology Service Development Manager

Customers Broaden the range of ssNILS & StepUP marketing Streamlined access to products Service Ongoing Complete Expansion into new areas linked to our microfinance products material available to promote and services resulting in increased Development (annual community centres available across NSW & ACT products and respond to uptake of appropriate products by Manager review) through promotion via our enquiries from staff, volunteers those who are eligible Marketing and facilities, website and internal and customers Communications communication channels

Customers Develop and promote materials ssBrochures / posters displayed ssCustomers accessing gambling Service Dec-17 Complete Gambling counselling staff referencing NILS, for our gambling counselling ssStaff trained in breadth of counselling have an increased Development StepUP and Essentials products in customer customers to increase financial service options awareness of our wrap around Manager conversations. capabilities support services HopeStreet ssIncreasing staff awareness of our Gambling suite of products and services Counselling Services

Staff Collaborate with FIAP Trailblazers Quarterly meetings with Co-ordinated activities across Service Ongoing Complete Positive relationships forged with FIAP trail to identify early indicators for Trailblazers to review actions and regions that promote financial Development (annual blazers especially through working group financial exclusion and test early build collective expertise inclusion and resilience Manager review) collaboration intervention strategies

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Establish a FIAP working Quarterly meetings of Financially excluded staff, Service Ongoing Complete Constructive meetings bringing focused Staff group and monitor ongoing representatives of organisation customers and volunteers access Development (annual opportunities for our customers living on the implementation of the FIAP including customers appropriate and affordable Manager review) margins. Volunteers actions to ensure actions are financial services effective in enabling vulnerable customers, staff & volunteers

Customers Identify and review relevant ssReview of policies and All relevant policies and Service December Complete Clear practical financially empowering Staff organisational policies and procedures procedures in BaptistCare are Development 2018 (plus programs communicated to all personnel procedures, through consultation, designed to improve financial Manager annual Volunteers ssPolicies and procedures to ensure that BaptistCare amended as recommended in inclusion of staff and volunteers review) activities are supporting those who review may be at risk of financial exclusion

Staff Implement and review staff Training for staff that builds Increase in financially excluded and Service Complete Multiple training opportunities held for our staff training that improves the awareness of key referral pathways vulnerable customers accessing Development and volunteers capacity, attitude & behaviours of and strengthens budgeting appropriate services due to Manager staff (incl cultural awareness) to conversations improved frontline staff capability, Community Centre support those who are financially attitudes and behaviours Managers excluded and vulnerable groups Ongoing (annual Customers Recruitment and support of key Appointment of at least 1 peer Customers experiencing increased Service review) Not complete A high commitment maintained by site customers from our community mentor per community centre site understanding of their financial Development managers to this activity constrained by centres as advocates for their status Manager complexity of customer demands vulnerable colleagues/ customers Community Centre Managers

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Review appropriateness of Review of all brochures / posters Increase understanding of both Service Oct-17 Complete Previous marketing collateral was reviewed and Staff microfinance products and products and access to financial Development will be replaced by materials from GSM collateral for CALD / ATSI products and services for CALD/ Manager Volunteers customers, staff and volunteers ATSI customers, staff and Microfinance volunteers personnel

Customers Increased collaboration with Meetings with key agencies Increase links with stakeholders Service Complete Cross sector collaboration yields greater clarity Staff other key stakeholders to identify (government agencies, NGO’s) to that work to build financial Development on referral pathways. appropriate pathways of support identify pathways and measure capacities, resilience of customers Manager for customers effectiveness of pathways and staff Community Centre Managers Ongoing (annual review) Customers Develop and review financial skills Training for front line staff that People with emergency needs Service Not complete A high commitment maintained by site Staff for staff engaging in emergency builds competencies engage in broader financial Development managers to this activity constrained by relief delivery to increase conversations that build resilience Manager complexity of customer demands effectiveness in working with ATSI Community Centre / CALD customers Managers

FIAP: From Foundations to Actions, Part Two — Action Plans 22 FIAP: From Foundations to Actions, Part Two — Action Plans 23

BaptistCare

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Staff Increase awareness of status Review of current status of staff in Increase in financial well-being Service Complete Report from HESTA for whole org of women (e.g. single mothers, Community Services Division for staff Development highlighting trends over 55, people approaching Manager retirement) in Community HR Services Division to identify Payroll possible future actions

Staff Gather data on Community ssReview current policies and Female staff increasing financial Service Complete Organisational high commitment to equity Services female staff regarding procedures capabilities and accessing Development Dec-17 across all divisions maintained proportion who have salary ssLiaison with HR appropriate benefits Manager packaging, increased super ssLiaison with Payroll HR contributions, received scholarships, pay gaps especially Payroll those working part time ultimately leading to appropriate action that encourage gender equality

Staff Staff and volunteer induction Staff and volunteers induction New staff and volunteers are Service Complete A variety of communication tools have been Volunteers processes reviewed to include manual reviewed and updated aware of financial options that Development used to communicate financial options to staff financial inclusion options promote / encourage Manager and volunteers to ensure staff who may be financial inclusion financially excluded are aware of available support Ongoing (annual review) Customers Continue to offer transition to Case management facilitates Women impacted by DV Service Complete Case workers embedding financial stable housing for women and financial stability and experience increased financial Development conversations with women impacted by children impacted by DV competencies stability and capability as part of Manager domestic violence. Strong commitment by their goal achievement Case workers BaptistCare to stable housing continues with projected growth to occur.

Customers Maintain White Ribbon Workplace Accreditation application for BaptistCare staff recognise General Manager December Partially Development of educative domestic violence complete Staff Accreditation for Community aged care operations submitted the forms of domestic violence Community Services 2017 collateral for staff, volunteers and the broader Services sites and Head Office to White Ribbon Workplace including financial abuse, respond (aged care community developed and distribution Volunteers Service and expand accreditation to Accreditation Program appropriately and refer to Development accreditation commenced. remainder of organisation, in specialist support, both in the submission) Manager order to increase awareness workplace and community Ongoing Senior Leadership of financial abuse and improve BaptistCare staff, volunteers and training access to financial services for customers experience safety and Group vulnerable cohorts well-being, including financial safety and wellbeing

Toolkits for Family Violence

The Commonwealth Bank has had a long standing focus on the issue of domestic and family violence, with a strategy to ensure it is part of a whole-of- community movement to end domestic and family violence in a generation.

The Bank’s program centres around financial launch in NSW the guide is now available in state abuse, a very common, destructive and often specific versions for every state and territory. It forgotten form of domestic violence that has also provided a support package to Financial affects many women around Australia, and Counselling Australia and the Jan Pentland focuses on five key areas — providing a safe Foundation to improve the skills of the financial place to work, supporting customers in crisis, counselling industry, and has delivered training championing gender equality, promoting financial for over 800 Commonwealth Bank Wealth Advice independence and influencing public policy. Financial Planners to help tailor advice models and promote the value of advice for women. As part of its commitment, Commonwealth Bank has introduced a series of initiatives which include Fiona Guthrie, CEO of Financial Domestic and Family Violence leave and advanced Counselling Australia, said: training for employees, as well as an emergency assistance package to provide immediate, practical “Helping clients affected by domestic and support for employees and customers wanting family violence requires specific skills Moo Baulch (CEO Domestic Violence NSW), Beth Mathison, The Hon to leave a domestic or family violence situation. and knowledge. We’re now able to provide Pru Goward MP (Minister for the Prevention of Domestic Violence and Sexual Assault) and Janelle Weissman (Executive Director, UN The bank has also partnered with Domestic practical, face-to-face training to financial Women National Committee Australia) at the launch of the NSW Violence NSW to launch a booklet for support counsellors in cities, and in rural and remote Addressing Financial Abuse Guide. workers to help affected people establish financial areas. We have never been able to do independence as a key step in leaving an abusive anything of this nature before, so this is relationship. The booklets were shared with truly ground-breaking.” domestic and family violence organisations across the state, including financial counsellors through Financial Counselling Australia. After a successful

FIAP: From Foundations to Actions, Part Two — Action Plans 24 FIAP: From Foundations to Actions, Part Two — Action Plans 25

Commonwealth Bank

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Train selected retail bank staff Selected frontline staff undertake Where a Financial Health Check Group Sales & Jun-18 Complete Financial health check workshop to conduct quality, needs-based the Financial Health Check (FHC) is conducted customers disclose Service – Retail All staff in customer facing roles required to conversations with customers training and accreditation module. goals and needs enabling Banking Services have quality conversations with customers focused on identifying customer customer centric suggestions have been identified and completed training. goals and needs. being offered to provide All new to Bank or New to Role staff are being convenience, save them money identified quarterly and added to workshop list. and time, make them money or

protect their assets or income. Needs based conversations We have facilitated the NBC workshop to all Third Party Banking Teams Nationally. Retail Learning have been engaged and trained to facilitate the NBC workshop in all Frontline Induction Programs

Customers Continue to offer monthly If applicable, monthly account People on eligible pensions, Deposits and Ongoing Complete In place in our Terms and Condition and account and withdrawal fee and assisted withdrawal fees are young people and people with a Transactions – Retail and systems waivers for eligible low-income waived on a range of eligible disability have access to the basic Banking Services reviewed Australians, according to product accounts if the customer: means of safely participating in annually terms and conditions. ss Receives Australian War the economy. Veteran, Aged or Disability Pension directly credited to an account; or ss Is under 21; or ssRelies on over-the-counter services because of a disability which prevents e-banking facility usage.

Customers Continue to assist customers Customer Assist continues to work Customers are provided support Collections and Ongoing Complete We continue to work with customers in experiencing financial difficulties with customers in difficulty. to get their finances back on track. Customer Solutions financial hardship ranging from short to long through CommBank’s financial – Retail Banking term and support with debt waivers, partial hardship team, Customer Assist. Services reductions, contract variations and extensions

Customers Continue to provide over-the- Provision of CommBank’s banking Customers can access over-the- Branch and Self Reviewed Complete We continue to provide CBA customers access counter banking services to services via Australia Post outlets counter banking in areas where Service Distribution annually across 3,600 Australia Post outlets nationally customers outside of major cities. across Australia. a stand-alone branch is no – Retail Banking longer viable. Services

Customers Remove unnecessary complexity ssRecommendations made for ssIncrease in customer Retail Banking Ongoing Complete A new Car Insurance PDS was taken to market in the design of basic personal product design changes. understanding of product. Services in April of this year which uses plain English. banking products and prioritise ssImplementation of design ssReduce number of customers CommInsure - use of plain English in general changes. experiencing unintended Wealth Management We have launched new tools and features for insurance policies to make adverse outcomes as a result of credit cards to empower customers to manage it simpler for customers to complex product design." their spending and avoid fees and charges understand what is covered.

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Build capability of frontline staff Develop and deliver appropriate More people who are experiencing Group Customer 2017–2018 Complete Domestic and Family Violence awareness that specialise in complex and domestic violence training for staff. domestic violence and/or Relations, training has been rolled out for staff in Group sensitive matters, to deal with economic abuse are identified and Collections Customer Relations and Direct Banking customers experiencing domestic assisted on a journey to financial & Customer violence through development of safety and independence. Solutions — Retail appropriate training. Banking Services

Customers Increase visibility of our financial Customer Assist message present More customers and intermediaries Digital Sales Ongoing Complete Guidance article features permanently on the hardship program, Customer on CommBank homepage and know that assistance is available. & Publishing, and CommBank website homepage Assist. internet banking. Greater numbers of customers who Collections reviewed are struggling financially seek help & Customer annually via Customer Assist. Solutions — Retail Banking Services

Customers As part of our School Banking More than 250,000 reward items Young Australians earn financial School Banking Annual and Complete 315,696 rewards have been ordered via the program, young Australians are distributed to young Australians. literacy skills from an early age and and Youth — Retail ongoing School Banking Program YTD 2017 encouraged to save regularly and develop regular savings habits. Banking Services are rewarded for doing so.

Customers Continue to teach young School Banking program delivered Young Australians, including those School Banking Annual and Complete 3,982 schools participating in the program as Australians the importance of to over 3,900 schools across from low socio-economic areas, & Youth — Retail ongoing at 17 November 2017 saving regularly and lifelong Australia, including 730 schools learn financial literacy skills from Banking Services money skills through our School within low socioeconomic areas. an early age and develop regular Banking program. savings habits.

Community Continue to deliver Start Smart More than 2,000 financial literacy Increase in financial capability Corporate 2016–2018 Complete Start Smart financial education continues to be financial literacy workshops workshops delivered to students in of children and youth in Responsibility — delivered across Australia with all targets met to children and youth across schools in the most disadvantaged disadvantaged areas. Group Corporate and over 550,000 Australian students receiving Australia, including in 20 per cent of postcodes. Affairs financial education in the last financial year disadvantaged areas. More than one-third of Start Smart sessions are delivered in regional and rural areas.

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Continue to provide specialist Provision of the Indigenous Indigenous customers have Direct Banking — Ongoing Complete In FY17 our Indigenous Customer Assistance banking services for Aboriginal Customer Assistance Line (ICAL) access to, and are able to operate, Retail and line (ICAL) received 168,218 calls, providing and Torres Strait Islander to enable access to funds, their bank account and are not Banking Services reviewed tailored banking service to customers in over customers in remote Australia. replacement cards and free negatively impacted by their annually 150 remote communities across Australia balance enquiries remote geographical location.

Customers Support Indigenous business Indigenous businesses supported. More Indigenous businesses Not-for-Profit Ongoing Partially Our transactional banking offer has been owners to create sustainable become financially sustainable and sector — Business and complete finalised and we are in the process of finalising businesses through the provision prosper. and Private reviewed our lending offer. Two Indigenous start- up of specialised Indigenous banking. Banking annually business workshop conducted last year with another 5 planned for 2018.

FIAP: From Foundations to Actions, Part Two — Action Plans 26 FIAP: From Foundations to Actions, Part Two — Action Plans 27

Commonwealth Bank

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Community Provide scholarships to At least 10 Indigenous and 10 More Indigenous and CALD clients Indigenous Affairs December Complete On 16 October 2017, ICAN commenced its third Indigenous Consumer Assistance CALD financial counsellors trained. have an option to seek a financial – Group Corporate 2017 Mentorship Program for Indigenous students Network (ICAN) to fund two counsellor from within their own Affairs nationally, with fifteen scholarship winners from financial counselling scholarship community if they need assistance Victoria, New South Wales, Western Australia, programs for Indigenous and to get their finances back on track. South Australia and Queensland. Culturally and Linguistically Diverse (CALD) people. In October, the inaugural Multicultural Scholarship Program, for culturally and linguistically diverse students commenced in Melbourne with 14 students from diverse backgrounds. Program interest from across Australia led to multicultural participants from Alice Springs, Derby and Cairns also joining the new initiative via online modalities.

Staff Develop cultural diversity More than 1,000 CommBank staff Staff and customers from Learning and 2017–2018 Complete We have reached the target of 2,000 Mosaic and awareness ‘champions’ per year complete the MOSAIC culturally and linguistically diverse Development – Champions trained by June 2017. throughout the business Champion cultural diversity and backgrounds do not feel excluded Human Resources awareness training. and their needs are better served.

Customers Develop a refugee assistance Package available to HSS Refugees are able to receive Specialist Retail 2016–2018 Complete A new process aimed at providing immediate package offered via Humanitarian providers, including fee-free government or other payments Distribution – banking assistance to newly arriving Refugees Settlement Services (HSS) transaction accounts set up for and participate in the economy. Retail Banking has been developed. Successful implementation providers to assist newly arrived each newly arrived adult. Services of this process at the Fairfield Branch NSW Syrian refugees set up their in conjunction with Settlement Services banking. International (SSI), the largest Humanitarian Services Provider in NSW has already allowed us to facilitate bank accounts and banking orientation for more than 600 refugees since May-17. The Refugees are provided fee-free transaction accounts and banking orientation in- language where possible at the Fairfield Branch. We are now aiming to introduce the Financial Literacy Toolkits for Refugees.

Customers Provide accessible bank branches ss97% branches wheelchair Customers with a disability are Branch and Self- 2016–2018 Partially All new branches are accessible. Existing and ATMs for people with a accessible. able to access a range of banking Service Distribution complete non accessible branches are upgraded when disability. ss100% of ATMs are audio-enabled. services. – Retail Banking requested and approved in consultation with Services building owners, local councils and heritage Design and Delivery authorities. Currently in excess of 98% of CBA – Financial Services sites are provided with access for a person with a disability.

Customers Where demand exists, provide ssProduct and service information Greater numbers of culturally and Consumer Ongoing and Partially We have other foreign language services Bank product and service is available in multiple languages, linguistically diverse customers are Marketing – reviewed complete such as: information in languages other when required. included in the financial system Marketing and annually ssStaff who can translate in branches or over than English. ssATM screens display other and have a better understanding Strategy the phone of the products they sign up to. languages where appropriate ss Brochures may be available in selected to the area. languages at some branches ssATMs with foreign language capabilities. Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Community Work with Humanitarian Deliver financial literacy Newly arrived refugees better Corporate 2016–2018 Complete Case worker guide and participant workbook Settlement Services (HSS) worksheets for refugees to HSS understand the cost of living Responsibility – both completed, with both available in English providers to develop financial providers along with guidance for and financial system in Australia, Group Corporate and Arabic literacy modules for refugees. case workers to implement. reducing the risk of financial Affairs hardship.

Community Support young Indigenous Work with the Australian Increase in financial capability of Indigenous Affairs 2017–2018 Complete As at the end of 2016, AIME grew to 6686 students to develop life skills and Indigenous Mentoring Experience Indigenous students. – Group Corporate mentees, 2255 mentors, 340 partner schools achieve their goals. (AIME) to build financial literacy of Affairs and 18 university partners. AIME students. Greater numbers of Indigenous students graduate high school, As at end of 2016, there were 532 AIEF Provide financial support to increasing opportunities for future scholarship students from 261 communities. 97 Indigenous students through study and employment. scholarship students graduated high school in scholarships with the Australian 2016 and 31 AIEF alumni have graduated from Indigenous Education Foundation university as at the end of 2016 (AIEF).

Economic participation and status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Train financial advisers on financial All CommBank-employed advisers Women customers have a better Women and June 2017 Complete We ran module one of the program as a face to issues that impact women. have completed training in quality experience and receive Advice – Wealth face training for all employed (CFP) Planners financial advice for women. advice that understands the Management in October 2016 with further training via our structural disadvantages they face. Digital Learning Space (DLS) throughout 2017. These learning modules are also now incorporated into the orientation and induction program for new Financial Planners

Customers Support customers affected Selected banking fees & charges Customers are able to get back on Retail Banking As Complete At times of major large weather events by natural disasters by waiving waived. Loan and repayment their feet faster after the financial Services – required throughout the year, Commonwealth Bank banking fees and charges and restructuring. Emergency shock of a natural disaster. CommInsure activates its Emergency Assistance Package where appropriate, restructuring accommodation support for for customers and businesses affected loans. CommInsure customers where by bushfires, floods and storms. Special their homes have been so arrangements are put in place to provide extensively damaged that it support to our Commonwealth Bank and makes them unlivable. CommInsure customers should they need it, and our people are ready to assist them promptly with their financial concerns and enquiries

Staff Continue to pay superannuation All eligible staff on parental leave CommBank staff who take parental Performance and Ongoing Complete Since 2012 we have paid superannuation to to eligible staff on paid and unpaid continue to receive superannuation leave may not be financially Reward – Human eligible staff parental leave. entitlements (up to 40 weeks). disadvantaged in retirement by Resources having children now.

Staff Continue to engage with managers Gender diversity strategy in More women move into jobs of Organisational Ongoing Partially In 2015, Commonwealth Bank set a new target to provide female employees with place including development greater responsibility and influence Development – and complete for gender diversity in leadership, having opportunities for professional and opportunities for women. and are paid equally to their peers. Human Resources reviewed achieved the previous target, set in 2010. We leadership development. annually made good progress against this target in FY17.

FIAP: From Foundations to Actions, Part Two — Action Plans 28 FIAP: From Foundations to Actions, Part Two — Action Plans 29

Commonwealth Bank

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Staff Develop policies to assist and ssSelect HR staff and management Employees who are victims or Diversity & Ongoing and Complete We have established and continue to educate support staff experiencing are trained in domestic and supporting family members, or Inclusion – Human reviewed and build capability in our staff to support domestic and family violence. family violence issues. members of their household, Resources annually employees who have or are experiencing ssEligible staff have access to experiencing domestic and family domestic violence. domestic violence leave. violence have access to paid time off work.

Suppliers Support Supply Nation to provide A new business coaching app Increased number of Indigenous- Indigenous Affairs Ongoing and Partially CBA and Supply Nation have brought on targeted and timely business to connect Indigenous business certified businesses in the supply – Group Corporate reviewed complete Microsoft to continue the development of the coaching to their Indigenous owners to skilled volunteers. chains of Supply Nation members. Affairs annually JumpStart app. certified suppliers.

Suppliers Encourage Supply Nation suppliers CommBank increases the number Increased number of sustainable Group Ongoing and Complete Over 20 direct Indigenous business to tender in Group Procurement of introductions of Supply Nation Indigenous businesses in the Procurement – reviewed introductions to category manager or budget led tender events. suppliers to relevant Group buyers Group’s Financial Services annually holders and over 15 introductions to existing or decision makers, within their supply chain. non-Indigenous suppliers. All introductions relevant spend categories. made within categories with strong opportunities for the business.

Suppliers Use our influence and purchasing ssSignatory to the Male Champions More women are employed in the Group Ongoing and Complete ssSignatory to MCC Supplier Multiplier power to make a positive impact of Change, Supplier Multiplier senior positions of our suppliers. Procurement – reviewed Initiative. on the diversity and inclusion initiative. The employees of our suppliers Financial Services annually ssSCOC built into the standard procurement practices of our supplier base. ssGroup’s Supplier Code of reflect the rich diversity of the practices including for on-boarding of Conduct widely distributed community. suppliers, contracts and tender documents. Tender documents request Also publicly available on CBA website supplier evidence of good diversity and inclusion practices. On the front line

Being on the front line helping vulnerable customers is a responsibility that Michael Smith and Sophie Kitchener from EnergyAustralia’s EnergyAssist team relish.

“Providing tailored assistance to clients EnergyAustralia’s commitment to FIAP is and helping to grow their understanding of shaping its business approach to inclusion electricity usage goes beyond a telephone and support for people in hardship. A cross interaction,” explains Sophie, who has worked referral collaboration with Yarra Valley in Vulnerability for nearly four years. “We speak Water’s hardship team Watercare to support with vulnerable people in difficult situations shared customers has recently started. “I including family violence and people with hope our collaboration with other FIAP long-term disabilities,” continues Michael, a partners will lead to new partnerships, relative newcomer to the EnergyAssist team providing a holistic approach,” says Michael. at just over a year. “We are a supportive “One company can’t do it on its own.” company, and that’s what is needed.” Michael and Sophie regularly interact with “ I believe that, through EnergyAustralia’s financial counsellors, and acknowledge commitment to the FIAP, we are providing the vital role they play in giving a voice to vulnerable customers. “Counsellors provide support and resources to light the way more than advice; they are a voice of reason toward a more inclusive society,” and support to people who just don’t know Sophie Kitchener & Michael Smith what to do next,” explains Michael. — Sophie Kitchener

FIAP: From Foundations to Actions, Part Two — Action Plans 30 FIAP: From Foundations to Actions, Part Two — Action Plans 31

EnergyAustralia

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Review existing EnergyAustralia Report outlining the suitability Appropriateness and affordability Vulnerability Team December Partially Ongoing activity but review still in products and services to of EnergyAustralia products of EnergyAustralia’s products and 2017 complete progress. Vulnerability team represented on evaluate their appropriateness and services and areas for services is considered. internal review/approval forum for all new and affordability for vulnerable improvement. EnergyAustralia products/services customers.

Customers Identify and explore a new Informed product and service Customers have access to Vulnerability Team December Partially Product development under way. A complex product or service (or existing recommendations are taken to the appropriate and affordable and Sales Team 2018 complete piece of work impacted by regulatory changes product improvement) to help Product and Design team. products and services. vulnerable customers.

Customers Identify and explore a joint ssDevelopment of a FIAP Customers have access to Vulnerability Team December Complete A partnership has been formed with co- initiative with another FIAP partnership. complementary products and and Sales Team 2018 Trailblazer Yarra Valley Water. Discussions trailblazer for an integrated ssRecommendations for an services within and outside of are underway with YVW and another FIAP service or product for vulnerable integrated service or product. EnergyAustralia that address trailblazer to ultimately develop an integrated customers. financial exclusion. service between the three companies. Other discussions with trailblazers are occurring in an ongoing sense, eg we will be working with Swinburne University on delivering a 'Bring your Bill' day

Customers Advocate for policy and Engagement with government Regulatory frameworks support Reputation Team Monitored Complete Ongoing work. Advocacy with the federal regulatory structures that: and peak bodies on policy and customers having access to yearly government as well as the various state ssdemonstrably support financial regulation relevant to financial appropriate and affordable governments and regulatory bodies. inclusion inclusion. products and services within and outside of the energy sector. sspromote access to appropriate and affordable products and services.

Customers Continue to work with regulatory Engagement with regulators and Regulatory frameworks support Reputation Team Monitored Complete Ongoing work. Advocacy with the Essential bodies on current and future reports outlining the impact of our customers. yearly Services Commission. regulations and consider how regulations on EnergyAustralia’s these affect EnergyAustralia’s customers. financial inclusion actions.

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Staff Review and evaluate the way Financial inclusion learning and EnergyAustralia’s employees have Vulnerability Team December Not Focus has been on developing the longer term EnergyAustralia supports development plan. a better understanding of the 2017 commenced Vulnerability plan. This activity will be actioned employees to learn about issues that affect financial inclusion in 2018. financial inclusion and the issues and how to better address these that lead to it. issues.

Staff Develop a project specification Report setting out the parameters Intelligence to implement a project Vulnerability December Not Dependent on internal project which will result and scope to review and evaluate for a review and update of data to better support and identify Team and Social 2019 commenced in changes in technology systems, bringing an EnergyAustralia’s ability to administration. vulnerable customers. Enterprise Team enhanced capability. Note timing expectation. collect financial inclusion data on administration systems. Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Staff Expand and maintain Quarterly FIAP Working Group Evolve EnergyAustralia’s FIAP Working Monitored Complete Ongoing work which has been completed for Customers EnergyAustralia’s FIAP Working meetings and annual FIAP commitment to financial inclusion Group annually year 1. Working Group meets quarterly and tracks Group to drive delivery, evolution reporting. and support of vulnerable action. Reports to line management Executive and monitoring of FIAP actions. customers. sponsor and Executive Management Team.

Community Continue to build strong Engagement with financial ssBuild the financial security of Vulnerability Team Monitored Complete Ongoing work which has been completed relationships with financial counsellors from different areas of customers supported by financial annually for year 1. Continuing engagement with counsellors in the community the community. counsellors. financial counsellors and relevant Associations. to identify ways we can work ssAdvocate on behalf of customers Engagement with key personnel during a recent together to address financial in the community. stakeholder engagement round. exclusion.

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Continue to work with Delivery of the Restoring Financial Improve the financial security of Vulnerability Team December Complete Pilot project has been completed. WEstjustice on the Restoring Safety pilot project. victims of family violence. 2017 Family Safety pilot project for victims of family violence

Customers Review EnergyAustralia’s Informed recommendations to Financial inclusion needs RAP Working December Complete RAP action relating to research of 'access Reconciliation Action Plan (RAP) update EnergyAustralia’s RAP are considered as part of Group 2017 to energy' for Indigenous peoples identified in a financial inclusion context and to include reference to financial EnergyAustralia’s RAP. areas which if actioned could improve financial consider areas for improvement. inclusion. inclusion of this cohort. Will be dealt with in EA's second RAP in 2018.

Customers Identify and explore financial Informed recommendations for the Female customers and their Vulnerability Team December Not To be considered as part of the longer-term inclusion education campaigns development of female focused families better understand financial 2018 commenced vulnerability investment planning targeted to female customers of education campaigns. inclusion topics and tips. EnergyAustralia.

Customers Continue to work with Legal Aid Delivery of the initial debt waiver Contribute to alleviating the Vulnerability Team Monitored Complete Pilot project has been completed. NSW on the debt waiver pilot for pilot program in NSW. financial burden of people in long- annually closed accounts of customers term financial hardship. experiencing high stress and vulnerability.

Customers Continue to collaborate with energy Develop and implement the Refugees and asylum seekers Vulnerability Team Monitored Partially Recommenced working group led by Consumer and water retailers on initiatives refugees and asylum seekers targeted have improved education annually complete Action Law Centre (CALC) and advocating and education to help refugees initiatives. and access to financial hardship for concession changes for asylum seekers on and asylum seekers access utility support. bridging visa financial hardship services.

Community Evaluate new opportunities Review and evaluation of new Supporting the community to Vulnerability Team Monitored Complete EA publicly committed to contribute an extra Customers to work with community and initiatives in the community. improve their financial security. annually $10m in funding to support our vulnerable advocacy groups on financial customers. Wide stakeholder engagement has inclusion initiatives that support taken place, an internal project team appointed, vulnerable groups in the and we are progressed on identifying financial community. inclusion initiatives. Planning should have us beginning to implement the new initiatives in Q1, 2018

FIAP: From Foundations to Actions, Part Two — Action Plans 32 FIAP: From Foundations to Actions, Part Two — Action Plans 33

EnergyAustralia

Economic participation and status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Identify and evaluate the ways Review policies and practices Policies and practices that better Vulnerability Team March 2017 Complete Research paper written which reviews EnergyAustralia’s policies and and make recommendations for support those experiencing and EA's policies and practices and makes practices support customers improvement. exiting abusive relationships. recommendation for improvement. experiencing and exiting abusive relationships.

Customers Identify and evaluate the ways Report reviewing policies and Policies and practices support Vulnerability July 2017 Not Recognition that the Hardship Policy needs to EnergyAustralia’s policies and practices and recommendations those experiencing financial Team and Social commenced be updated. Regulatory changes may impact its practices support financial for improvement. difficulties. Enterprise Team final form. inclusion (e.g. credit, selling debt, Will be explored during 2018. data storage, administration fees, communications).

Customers Continue to run and evolve Regular review and development Customers are supported to: Vulnerability Team Monitored Complete All of these parts of our EnergyAssist EnergyAustralia’s existing of existing financial hardship ssreduce costs and encourage annually programme have continued to be run. However, programs for customers programs to ensure ongoing regular payments as part of the additional investment recently experiencing financial hardship: suitability. announced, we will be reviewing and improving sslimit or remove debt in one-off these core aspects ssPayment match program. events ssDebt assistance program. ssown energy efficient home ssAppliance swap program. appliances ssUnrecoverable debt program. sschange behaviours to reduce ssEnergy efficiency visits. electricity bills.

Customers Continue to work with partners to Community engagement program. Contribute to improving the Vulnerability Team Monitored Complete This forms part of our EnergyAssist programme. deliver a community engagement financial security of vulnerable annually program on energy efficiency, customers. affordability and financial inclusion. Demanding fairer super for victims of family violence

Why is it that in 2017, women still retire with on average half the super balance of men? Time out of the workforce to care for a loved one, lower wages than male counterparts, or earning less than $450 per month from each employer, are all barriers to equity.

In 2016 HESTA told a Senate inquiry into Confronting Family Violence financial security in retirement how we can make super fairer for women. This One woman dies at the hands of a partner or includes scrapping the rule that means former partner in Australia every week and employers don’t have to pay super if money is often used as a method of control. you earn less than $450 per month. In 2017 HESTA approached the Federal Government to change current super rules to “Women working in health and community give victims and survivors early access to up services can often have more than one to $10,000 of their super as a last resort. $450 part-time role,” HESTA CEO Debby Blakey earning less than said. “Their salary from each employer “It’s entirely appropriate super $450 per month is a can fall under the $450 per month regulations extend compassion to barrier to equity super threshold, totally excluding them survivors of family violence to empower from super.” people with the financial means to escape abusive relationships,”

HESTA CEO Debby Blakey states.

FIAP: From Foundations to Actions, Part Two — Action Plans 34 FIAP: From Foundations to Actions, Part Two — Action Plans 35

HESTA

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Community Continue to strengthen Development of referral pathways Increased access to appropriate Executive – December Partially Hosted round table discussion with community and partners partnerships within health and to external providers. financial products and services Engagement 2017 complete sector partners on family violence and financial community services to explore for members to promote financial Strategy abuse, advocating for changes to early release of best practice referral processes resilience and financial inclusion. super rules. to external providers including: ssGood Shepherd Microfinance (GSM) ss10thousandgirl ssFinancial Counsellors of Australia (FCA)

Suppliers Ensure that as a part of continuing Third party commitment to Targeted and market-leading Chief Operating Ongoing Complete Successfully completed insurance tender improvements in our insurance financial resilience outcomes as a products and services for members Officer process, with an enhanced insurance offering products we understand the impact part of insurance provision. most at risk of financial exclusion available to members after March 2018. on potential financial exclusion and through access to low-cost Income resilience. Protection (IP) Cover, Death Cover and lump-sum Total and Permanent Disablement (TPD) Cover.

Customers Explore innovative ways that help Develop analysis using data and Access to products and services Executive – Ongoing Complete Introduced an innovative Member Segmentation members to proactively contribute insights identifying potential that are geared to build the Marketing Program to their retirement savings - innovations. financial capabilities of our Strategy particularly those on low incomes. members, particularly those on low incomes.

Employees Maintain above-industry standard Continue to offer provisions Empower employees to access Executive – Ongoing Complete Incorporated within HESTA's Collective employee benefits. to employees that promote professional and responsible advice People Strategy Agreement (EBA) responsible personal financial that’s in their best interest. management.

Employees Maintain a culture that promotes High employee engagement; annual Continuous opportunities for Executive – Ongoing Complete Incorporated within HESTA's Training Policy and values continuous professional analysis of the uptake of employees professional development to People Strategy (Professional Development) and HESTA's development and education by accessing financial planning and empower and build employees Collective Agreement. All staff must complete an annual individual professional other additional benefits; current confidence. a minimum CPD hours to maintain compliance development budget and diversity and inclusion strategy. status. opportunities for all employees to develop broader business capability.

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Survey the HESTA Insights Report that builds analysis which We as a Fund will have a greater Executive – Create and Partially An insights community survey has not been Community to develop an focuses on details of experiences of understanding of what is causing Marketing conduct complete required at this stage. understanding of how and where hardship and financial exclusion. financial exclusion among our Strategy surveys – our members are facing financial members, as well as the common June 2017 exclusion, including the causes and behaviours or actions they are effects of their financial exclusion. taking during.

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Employees Use the insights to generate Informed scripting for contact Increased capacity of contact Executive – December Partially Ongoing – presently under review. informed scripting for our contact centre employees. centre employees to identify and Marketing 2017 complete centre, including but not limited to support members who are facing Strategy building a resource which contains financial exclusion. common trigger words or themes General Manager that consultants can use to identify – Administration moments when they may be and Insurance speaking with a member who is facing financial exclusion.

Customers Build our understanding of the Analysis to aid our processes and Greater understanding of how and General Manager December Partially Ongoing – analysis and potential survey with drivers of financial hardship claims. capability. why members are presenting with – Administration 2017 complete members who have received these claims to be financial hardship claims, as well and Insurance investigated. as a consistent referral channel for members who need further assistance to escape financial hardship.

Customers Maintain traditional member-facing Deliver 3,000 member facing visits Members feel confident in Executive – July 2017 Complete Member facing presentations, general advice and visits with members through to approximately 55,000 members attending these sessions and feel Engagement workplace visits target has been achieved. workplaces to combat risks FY 2016/17. empowered to ask questions and Strategy associated with digital exclusion. make enquiries about their own These visits range from formal personal circumstances. education sessions, informal workplace visits, workshops including our Money Makeover workshop, external seminars, industry conferences and employee orientation sessions.

Employees Review member interactions, to Assessment framework and Improved capacity to address General Manager December Complete Ongoing – Training for customer first and ensure empathy and respect are training. members’ needs in an efficient and – Administration 2017 empathy training organised. central themes particularly for empathetic manner. and Insurance those who may be facing financial hardship or exclusion.

Employees Review and streamline process so it Improved financial hardship process Providing individuals in financial General Manager March 2017 Complete Ongoing is easier for individuals when facing for individuals. hardship a greater level of support – Administration potential financial hardship. when making a financial and Insurance hardship claim.

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Continue to engage with members Communication which focuses Appropriate products and education Executive – December Complete Successfully completed insurance tender aged between 30-40 to promote on insurance, savings plans and opportunities that meet the needs Member Advice 2017 process, with an enhanced insurance offering insurance as part of their other relevant concepts including of this cohort of members, ensuring available to members after March 2018. superannuation, particularly those a webinar. they have access to professional and Executive – from culturally and linguistically responsible advice that’s in their best Marketing diverse (CALD) backgrounds. interest. Strategy

Customers Continue to deliver financial literacy Deliver 530 orientation sessions to Increase confidence, knowledge Executive – December Complete Over 800 orientation sessions delivered so far to students graduating or having approximately 15,000 attendees. and engagement levels of younger Engagement 2017 this year. recently graduated in health and women. Strategy community services based courses.

FIAP: From Foundations to Actions, Part Two — Action Plans 36 FIAP: From Foundations to Actions, Part Two — Action Plans 37

HESTA

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Continue to deliver financial literacy Deliver 10 mature aged workshops. Mature-aged members who Executive – December Complete 61 Mature Age Workshops conducted this year. to mature-aged members who may understand the options Engagement 2017 be approaching retirement. that are available to them Strategy as they contemplate retiring or transitioning out of the workforce.

Community Develop our Innovate Reconciliation ssAnnual report on HESTA RAP Reduce the gap that Reconciliation Developed Complete Developed our Innovate RAP and supported/approved and partners Action Plan (RAP), the purpose of implementation. exists between the Action Plan in June and endorsed by Reconciliation Australia. which is to reduce the gap between ssContinued participation in average super balances Working Group 2017 the average super balances of the Australian Institute of of Indigenous and non- Executive – Indigenous and non-Indigenous Superannuation Trustees (AIST) Indigenous Australians. Engagement Australians. Indigenous Super Working Group. Strategy

Customers Develop a deeper understanding Deeper analysis of claims history and Members have access to General Manager December Not Further analysis still to be completed in this space. of the mental ill-health across the HESTA insights survey data, overlaid holistic support networks – Business 2017 complete HESTA membership and understand with broader insight data which can to address not only Development how it contributes to financial inform potential new partnerships financial wellness but also and Policy exclusion. with organisations who demonstrably mental ill-health. target the drivers of mental ill-health.

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Suppliers Commit to drive meaningful change Ongoing participation in Industry Create a legacy for multi- General Manager Ongoing Partially ssContinuing to advocate for this change to occur and in terms of gender equity issues that Super Australia and Australian generational change – Business complete the removal of the $450 Threshold. Made a submission may currently be resulting in financial Institute of Superannuation Trustees aimed at empowering Development into the Insurance in Superannuation Code of Practice. exclusion. These conversations working group meetings. members for financial and Policy Launched a campaign to assist victims of family will include, but not be limited to, resilience and ultimately violence by allowing access to superannuation early on the introduction of a Low Income wellbeing in retirement. General Manager compassionate grounds. Superannuation Tax Offset (formerly – Stakeholder ssLaunched the Fair Super Split campaign in Western Low Income Superannuation Marketing Australia which aims to bring change for de facto couples Contribution) and the removal of the who currently can't split their superannuation when their $450 threshold. relationship breaks down. ssHave continued to campaign for gender equity in pay and super. ssWrote directly to ASX200 listed companies to encourage greater board diversity.

Suppliers Continue to seek new direct and Delivering both sound Chief Investment Ongoing Complete Continuing to make direct and significant investments in indirect investments that can have financial returns and Officer social impact initiatives. measurable social impact through a demonstrable social the Social Impact Investment Trust impact in sectors such General Manager established by HESTA and Social as health, housing and – Unlisted Assets Ventures Australia. community services.

Customers Develop a deeper understanding of Home ownership report that overlays Maintaining an informed General Manager March 2018 Not Further analysis and data to be collected in this space. potential home ownership data of our understanding of members’ view of the overall financial – Business complete HESTA members. assets to build resilience. position of HESTA members Development which will help shape future and Policy advocacy efforts. Small loan with a big purpose

In 2016, 2.4 million Australians faced some level of financial stress, and about a Gary quarter lack access to a credit card or personal loan1. For 15 years, NAB’s partnership Katselas with Good Shepherd Microfinance has seen more than $212 million in no and low interest loans provided to over half a million people in Australia doing it tough.

But working people with middle or casual "I participated in the project as part of NAB's incomes who need a small loan often slip skilled volunteering program. By being able through the cracks. To help address this need, to directly apply my subject area expertise NAB has backed Good Shepherd Microfinance I could see how my personal contributions to create Speckle, a fast online cash loan (of up to $2000) that's 50% cheaper than most small mattered to the project. It’s a game changing cash loans. It's the first of its kind to be run by proposition that really focuses on people." a not-for-profit and backed by a major bank. Several of our people volunteered their time and skills to help deliver this better alternative. Senior Consultant Quantitative, 50% Gary Katselas, who advised on the automated Cheaper than most loan decisioning strategy for Speckle says small cash loans

1. Financial Resilience and Access to Financial Products and Services 2016, Centre for Social Impact (supported by NAB)

FIAP: From Foundations to Actions, Part Two — Action Plans 38 FIAP: From Foundations to Actions, Part Two — Action Plans 39

NAB

Products and Services Stakeholder Committed Action Statement Output Outcome/ Impact Timeframe Completion Comment

Customers Continue to support our customers Supporting customers Ongoing and Complete There were 298 direct referrals to the Kildonan CareRing in FY17. Uniting Our People experiencing hardship with additional in hardship to better monitored CareRing survey a percentage of clients that are referred into the program assistance through direct referrals to the respond to financial annually and ask what vulnerabilities they are facing that have led to their hardship. Suppliers Kildonan CareRing shocks and become As customers can face more than one vulnerability at a time, this may differ ssNumber of referrals more financially resilient from the original reasons for referral. The percentage of customers exhibiting Domestic and Family Violence as a factor to their hardship from this survey has been used to understand the impacts of the program on this issue. The calculation used to determine this was Number of Referrals to CareRing X (Domestic and Family Violence Vulnerabilities / Clients Surveyed).

Customers Continue to provide and improve the Improved access Ongoing and Complete There were 4877 webpage visits, calculated as unique page visits to https:// Our People Customer Care Kit for self-help and referral to information for monitored www.nab.com.au/personal/help-and-guidance/financial-hardship/customer- for financially vulnerable people or people customers in hardship, annually care-kit using Adobe Experience Manager. at risk of financial hardship resulting in earlier access ssNumber of web page visits and/or to NAB Assist and other downloads support services

Customers Continue to provide timely response to Supporting customers Ongoing and Partially In FY17, NAB had 21,677 customers request hardship assistance, assistance complete Our People financial hardship requests in hardship to better monitored was provided to 19,652 of these customers, with an approval rate of 91%. Due ssNumber of customers to receive respond to financial annually to a system upgrade NAB is not able to accurately report the timely approval hardship assistance shocks and become of financial hardship assistance across the full customer data set for FY17. Support customers more financially resilient 97% of the 10,422 customers surveyed agreed that their enquiry had been experiencing financial resolved on their first call and gave the NAB financial hardship team a Net hardship through a hardship Promoter Score (NPS) of +70. NPS Measures how likely a customer would be assistance program to recommend NAB to a friend or colleague on a scale of 0 - 10. The overall score is calculated by subtracting the percentage of customers that answer 6 or below ('detractors') from the percentage of customers that answer 9 or 10 ('promoters').

Customers Continue to provide the Family Violence Supporting customers Ongoing and Complete In FY17, 20 Family Violence Assistance grants valued at $36,569 were provided Community Assistance Grant to customers in violent in hardship to better monitored in FY17 and 5 transaction accounts were opened. There were 139 referrals and Partners family environments respond to financial annually to Kildonan Care Ring, calculated as an estimation based on the portion of ssNumber of grants provided and value shocks and become customers who self identified as Family Violence victims. more financially resilient ssNumber of transaction accounts opened ssNumber of referrals to Kildonan CareRing

Customers Provide access to NAB’s disaster relief Supporting customers Ongoing and Complete In FY17 NAB responded to 2 large scale natural disasters, Cycle Debbie in Our People package for customers affected by in hardship to better monitored QLD and NSW bushfires. There are two types of relief measures that NAB disasters such as fires and floods respond to financial annually makes available post a natural disaster . Type one is Financial Relief such ssDisasters responded to shocks and become as suspension of personal or home loan repayments, waiving costs and more financially resilient charges or support to restructure other banking facilities . The second type ssAssistance provided of relief is community support in the form of donations from NAB and/or ssNumber of customers to receive NAB employees. 280 customers received hardship assistance aligned to this hardship assistance commitment in FY17. Stakeholder Committed Action Statement Output Outcome/ Impact Timeframe Completion Comment

Customers Continue to offer an everyday personal Affordable access Ongoing and Complete NAB continues to offer an everyday personal transaction account with no Our People transaction account with no monthly to transactional monitored monthly account fees. account fees to all Australians banking services for all annually Continue making our Australians, particularly products, services and people on low incomes buildings accessible for all Customers Provide access to Visa debit cards for Affordable access Ongoing and Complete More information on the criteria for a NAB Visa Debit card can be found here: Our People customers who are ineligible for a credit to transactional monitored (link: https://www.nab.com.au/personal/banking/debit-cards/nab-visa-debit-card) card due to low income or credit history banking services for all annually Australians, particularly people on low incomes

Customers Lead the way with digital accessibility and Increased accessibility Ongoing and Community ensure our products, services, facilities for customers with a monitored and Partners and buildings are inclusive of people with disability to do business annually a disability with us Our People ssNAB’s Accessibility Action Plan 2017- 2018: (see individual commitments and results below).

Customers Determine level of accessibility or required Increased accessibility Ongoing and Partially This work is in progress. The Product Accessibility Rating Tool has been complete Community improvements of all new NAB products for customers with a monitored developed and made available but hasn't yet been used for any new products. and Partners with the Product Accessibility Rating Tool disability to do business annually with us Our People Continue making our Partially Customers products, services and Through a dedicated audit, better Increased accessibility Ongoing and A product audit review has been conducted for Credit Cards and ATM's, with complete Community buildings accessible for all understand how customers use our deposit for customers with a monitored deposits yet to be scheduled. and Partners products, so improvements can be made. disability to do business annually with us Our People

Customers Continue improving accessibility of our Increased accessibility Ongoing and Partially Training was completed for developers, training for NAB's creative agency complete Community digital assets through training of our for customers with a monitored partners not completed. and Partners developers, including NAB’s creative disability to do business annually agency partners. with us Our People

Customers Continue to audit and upgrade buildings Increased accessibility Ongoing and Complete FY17 audits have been completed. Community to improve accessibility including ramps, for customers with a monitored and Partners automatic doors and heritage buildings. disability to do business annually with us Our People

FIAP: From Foundations to Actions, Part Two — Action Plans 40 FIAP: From Foundations to Actions, Part Two — Action Plans 41

NAB

Stakeholder Committed Action Statement Output Outcome/ Impact Timeframe Completion Comment Enhance the existing complaints handling Supporting all small 30 September Complete The metrics for this commitment have evolved from the original FIAP to better processes for retail and small business business and retail 2017 reflect the intent of the commitment which was to support small business and customers by establishing and promoting customers with access to retail customers with access to an independent advocate. the role of the Independent Customer an independent advocate ssSince July 2016, NAB customers have been able to access the Independent Advocate. Original metrics were: to resolve complaints Customer Advocate (ICA) to review their closed complaints. Further detail and grievances Customers ssCustomer Complaints Charter published has been published on page 15 of the NAB Sustainability Report 2017 (https://www.nab.com.au/content/dam/nabrwd/About-Us/shareholder- Community Resolve and remediate ssNumber of complaints received centre/documents/sustainability-report-2017.pdf). This report also includes and Partners customer issues quickly ssNumber of issues resolved. Revised the number of overall complaints received by NAB. Our People metrics are: (1) Appointed Independent Customer Advocate and (2) Promoted ssIn September 2017, NAB began sharing some of the improvements we have the role of customer advocate (see made to our products and services. We launched a website (link: http://news. commentary). nab.com.au/how-were-listening/) outlining what our customers have told us and how we’re listening to them, as well as a summary of what we're working on, so our customers can see how committed we are to improving their experience with us.

Continue to support access to the No Improved financial Ongoing and Complete In FY17, 59,056 people were assisted through the No Interest Loan Scheme Interest Loan Scheme for people on inclusion and resilience monitored (NILS) in partnership with Good Shepherd Microfinance and community low incomes in partnership with Good of people on low annually organisations. In total 24,333 no interest loans were provided with a loan value Shepherd Microfinance and community incomes of $21,339,863. organisations ssNumber of people assisted ssLoan volume ssLoan value

Continue to provide access to the StepUP Improved financial Ongoing and Complete In FY17, 3,606 people were assisted through the StepUp program. In total, 2,117 program for people on low incomes inclusion and resilience monitored loans were provided in partnership with Good Shepherd Microfinance and in partnership with Good Shepherd of people on low annually community organisations with a loan value of $6,200,000. Customers Support Australians with access to fair and affordable Microfinance and community organisations incomes Community microfinance products and ssNumber of people assisted and Partners services ssLoan volume ssLoan value

Continue to support and expand the Improved financial Ongoing and Complete Good Money celebrated five years of operation in 2017. There are now 7 stores number of Good Money stores across inclusion and resilience monitored across Victoria, South Australia and Queensland, with new stores in Cairns, the Australia in partnership with Good of people on low annually Gold Coast and Morwell. There were 10,424 enquiries in FY17 and 26,775 were Shepherd Microfinance and state incomes provided. governments ssNumber of Good Money stores and location ssNumber of inquiries ssNumber of loans provided Stakeholder Committed Action Statement Output Outcome/ Impact Timeframe Completion Comment Continue to support and expand the Improved financial Ongoing and Partially NAB continues to support the Indigenous Money Mentor (IMM) program Indigenous Money Mentors program inclusion and resilience monitored complete through Good Shepherd Microfinance. However, the program was maintained in partnership with Good Shepherd of Indigenous Australians annually rather than expanded, and NAB continued to support 4 IMMs. Microfinance and community organisations ssNumber of Money Mentors ssRefer to NAB’s Reconciliation Action Plan

Continue to support access to Improved financial Ongoing and Complete In FY17, 6,092 NILS/StepUp/AddsUp loans were provided to Indigenous microfinance products and services to inclusion and resilience monitored Australians in partnership with Good Shepherd Microfinance and community Customers Improve Indigenous financial Indigenous Australians in partnership of Indigenous Australians annually organisations. Community inclusion and resilience with Good Shepherd Microfinance and and Partners community organisations ssNumber of NILS/StepUP/AddsUP loans provided to Indigenous Australians ssRefer to NAB’s Reconciliation Action Plan

Expand Indigenous business access to Improved financial Ongoing and Complete In FY17, over 800 leads were generated. NAB’s banking products and services inclusion and financial monitored ssRefer to NAB’s Reconciliation resilience of Indigenous annually Action Plan Australians

Review the provision of credit Improved understanding 30 September Complete Working with NAB’s innovation team, we conducted interviews with to microenterprises through the of the impact of 2017 our partners, as well as existing and potential customers to improve the Microenterprise Loan Program access to credit for Microenterprise Loan (MEL) program. Applications had been in decline due ssInsights and recommendations microenterprises to a complicated and laborious process that saw people waiting up to six developed for internal use months for an application outcome. - Working with teams across NAB and our partners, we have redesigned the process, aiming to significantly reduce application processing times. The new process is now live and we are working Customers Conduct research and with partners to increase loan volumes and impact more people. Community monitor and evaluate our and Partners impact to inform product Review the AddsUP matched savings Improved understanding 30 September Complete Alongside Good Shepherd Microfinance, we conducted interviews with existing and service delivery Our People product in partnership with Good of the impact of matched 2017 and potential AddsUP clients around their savings habits and goals, as well Shepherd Microfinance savings products for as their experience of AddsUP. Interviews helped us identify opportunities ssInsights and recommendations people on low incomes to improve and scale the program beyond the current providers who offer it developed for internal use (beyond current 23% of network) to reach more people. We are currently in design phase that includes working clients to design a new program that can be scaled and help support clients to reach their savings goals. The program is on hold whilst we complete this work.

Customers Improve customer Develop and launch an online microfinance Improved financial 30 September Complete NAB has backed Good Shepherd Microfinance to create Speckle, a fast online Community experience through digital offering to reach more Australians on low inclusion of people on 2017 cash loan for amounts of $200 - $2,000, that is around half the cost of other and Partners solutions incomes low incomes similar loans. NAB and Good Shepherd Microfinance have been working together for over 15 years to provide people in Australia with access to fair Our People ssNumber of loans and more affordable finance through the No Interest Loan Scheme (NILS) and ssValue of loans StepUP low interest loans. 1 loan was issued in FY17 at a value of $1000 (prior to national launch in 2018).

Customers Improve customer Support Good Shepherd Microfinance to Improved financial 30 September Partially Phase one of the project to digitise NILS through a new Loan Management complete Community experience through digital digitise the No Interest Loan Scheme to inclusion of people on 2017 System and a new online application interface for microfinance workers called and Partners solutions reach more Australians on low incomes low incomes My NILS app was progress in FY17. Our People

FIAP: From Foundations to Actions, Part Two — Action Plans 42 FIAP: From Foundations to Actions, Part Two — Action Plans 43

NAB

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome/ Impact Timeframe Completion Comment

Customers Release and promote the NAB funded Improved monitoring and 30 September Partially Testing of the evaluation tool was completed in FY17 on core programs and complete Community evaluation tool for measuring financial evaluation for collective 2017 included engagement with key stakeholders. However, an effective way for the tool and Partners resilience with the Centre for Social impact on the issue of to be used by a wide to variety of organisations has not been identified. Next steps Impact financial resilience are being considered as part of NAB’s 2018 financial resilience research projects.

Our People Continue to engage employees and Support employees to Ongoing and Partially In FY17, 2 employee immersion sessions were held and financial literacy and Increase awareness and build their understanding of financial become more financially monitored complete resilience training sessions were completed at Employee Connect events. understanding of financial resilience and financial inclusion resilient annually In FY17, we did not survey the financial resilience of NAB employees. resilience ssNumber of immersion sessions ssDeliver financial literacy and resilience training sessions at Employee Connect events ssSurvey the financial resilience of NAB employees

Community Support the building of knowledge Improved capability of Ongoing and Complete In FY17 NAB provided Good Shepherd Microfinance with support for their national and Partners and capability for the No Interest Loan the network to provide monitored conference for the No Interest Loan Scheme network and provided support of Scheme network access to the No Interest annually capital stewardship across the network. ssSupport of national conference Loan Scheme Build the knowledge ssSupport of capital stewardship and capability of the across the network microfinance network Community Support the building of knowledge Improved capability of Ongoing and Complete Training has now been incorporated into monthly teleconferences. and Partners and capability for the StepUP the StepUp microfinance monitored microfinance workers workers to provide biannually ssSupport of biannual training access to StepUP loans.

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome/ Impact Timeframe Completion Comment

Community Continue to communicate NAB’s Improved understanding Ongoing and Complete Over 18 events and engagements were undertaken to continue to communicate and Partners financial inclusion program and and awareness of monitored NAB's financial inclusion program and outcomes and the financial resilience outcomes and the financial resilience financial inclusion and annually research findings to industry stakeholders. research findings to industry financial resilience stakeholders amongst stakeholders s Increase awareness and sNumber of events and engagements understanding of financial Not Customers resilience Conduct research to further improve Improved employee 30 September This action has been made redundant with the introduction of the ABA guidelines complete Community the understanding of financial abuse understanding of 2017 into financial abuse which NAB and other member Banks worked directly with and Partners and potential initiatives to respond to financial abuse the ABA in drafting and approving. The guidelines are now being applied to help the issue customers exposed to financial abuse. Furthermore, in November, NAB undertook Our People ssInsights and recommendations a public awareness raising campaign that included helping customers impacted developed for internal use by financial abuse in accessing support. Information resources were and are still available on nab.com.au/endtoviolence. Stakeholder Committed Action Statement Output Outcome/ Impact Timeframe Completion Comment

Customers Evaluate the impact of the NAB Improved understanding 30 September Partially Evaluations were completed using the framework, however, an effective way for the complete Community Assist hardship program using NAB’s of how to support 2017 tool to be used by a wide to variety of organisations has not been identified. Next and Partners Financial Resilience Framework customers in hardship steps and recommendations are being considered as part of NAB’s 2018 financial resilience research projects. Our People ssRelease insights and recommendations

Community Evaluate the impact of the No Interest Improved understanding 30 September Partially Evaluations were completed using the framework, however, an effective way for the and Partners Loan Scheme using NAB’s Financial of how to provide access 2017 complete tool to be used by a wide to variety of organisations has not been identified. Next Resilience Framework to the No Interest Loan steps and recommendations are being considered as part of NAB’s 2018 financial ssRelease insights and Scheme resilience research projects. Conduct research and recommendations monitor and evaluate our Partially Community impact to inform product Evaluate the impact of Good Money Improved understanding 30 September Evaluations were completed using the framework, however, an effective way for the complete and Partners and service delivery using NAB’s Financial Resilience of the role of Good 2017 tool to be used by a wide to variety of organisations has not been identified. Next Framework Money in providing steps and recommendations are being considered as part of NAB’s 2018 financial ssInsights and recommendations access to the No Interest resilience research projects. developed for internal use Loan Scheme, StepUP and referral services

Customers Identify practical applications of Improved financial 30 September Complete In FY17, opportunities were identified regarding practical applications of NAB's Community NAB’s Financial Resilience Framework resilience of Indigenous 2017 Financial Resilience Framework to build the financial capability of Indigenous and Partners to build the financial capability of Australians Australians. In 2018, together with the Centre for Social Impact (CSI) work will be Indigenous Australians undertaken to implement a survey to deepen the understanding of Indigenous ssRefer to NAB’s Reconciliation Financial Resilience. Action Plan

Customers Improve customer Understand the impact of the Improved understanding 30 September Complete The microfinance digital access innovation project has commenced and research Community experience through digital microfinance offering for Indigenous of financial inclusion 2017 has begun. and Partners solutions Australians for, and the financial resilience of, Indigenous Our People ssRefer to NAB’s Reconciliation Action Plan Australians

FIAP: From Foundations to Actions, Part Two — Action Plans 44 FIAP: From Foundations to Actions, Part Two — Action Plans 45 Queensland Government

Queensland was the first state government to The plan is focused around three priority areas: commit to the FIAP program to ensure financially ZImproving financial literacy and building capabilities; vulnerable Queenslanders are supported towards Z ensuring people have the necessary knowledge, skills and a strong and resilient financial future. capabilities to make informed financial decisions ZZResponding directly to financial hardship; The Queensland Financial Inclusion Plan sets out what ensuring targeted services, programs and products are available the Queensland Government and its sector partners will to those experiencing financial hardship do to assist financially vulnerable Queenslanders. The aim is to ensure Queenslanders are better prepared to ZZDriving an integrated whole-of-system response; respond to cost-of-living pressures and financially stressful working together to deliver an integrated response to financial life events and provide education and training that will hardship, supported by a strengthened evidence base and help them improve their future financial wellbeing. collaborative relationships within and across sectors. As part of its commitment, the Queensland Government allocated $31 million over five years from 2016–17 to fund financial counselling and financial resilience worker positions and provide continued emergency relief to support financially vulnerable Queenslanders across the state.

A full copy of the Queensland Financial Inclusion Action is available at: communities.qld.gov.au/communityservices/community- support/queensland-financial-inclusion-plan

FIAP: From Foundations to Actions, Part Two — Action Plans 46 FIAP: From Foundations to Actions, Part Two — Action Plans 47

Queensland Government

Products and Services Stakeholder Committed Action Statement Output / Outcome Responsibility Timeframe

People within the justice system Conduct holistic assessment of offenders’ economic circumstances (both incarcerated and community based) to enable referrals to appropriate interventions

Vulnerable Queenslanders Implement the Financial Resilience Program, including a statewide network of financial resilience workers and counsellors, continued emergency relief and the establishment of two Good Money stores in Cairns and on the Gold Coast

Vulnerable women and families experiencing Establish new support services that assist vulnerable women and families experiencing domestic and domestic and family violence family violence to achieve a stable and empowered financial future

Queensland’s seniors Implement the government response from the Queensland Parliamentary Inquiry into the adequacy of existing financial protections for Queensland’s seniors, including appropriate promotion of safe, affordable alternative financial services and products

Individuals and families in financial crisis Support individuals and families in financial crisis following a disaster to access suitable financial resources and assistance, and support sound planning and financial decisions Queensland will identify a consolidated set of At-risk energy consumers Examine options to improve more equitable access to the Home Energy Emergency Assistance financial stress and The Minister for Scheme to assist at-risk energy consumers to pay their electricity and/or gas bills exclusion indicators Communities will release to inform continued Queensland an annual report card Those experiencing or at risk of homelessness, Deliver specialised financial wellbeing, support services and referrals to those experiencing or at monitoring and Government outlining the progress including women and children experiencing risk of homelessness, including specialist support in budgeting and debt management through the evaluation, and determine made and showcasing domestic and family violence Homelessness Program, including services explicitly targeting women and children experiencing future priorities of the success stories domestic and family violence Queensland Financial Inclusion Plan. Private market households in need Provide proactive and preventative support, including information, advice and financial assistance, to private market households in need, through the delivery of the RentConnect program

Vulnerable Queensland tenants Protect vulnerable Queensland tenants through the vigilant monitoring and auditing of level three residential service providers to ensure financial support offered to residents is transparent and accountable

Victims of violent crime Assist people to recover from violent crime through the provision of financial assistance to eligible victims, and information and referral to support services

Queenslanders affected by problem gambling Provide counselling, support and referrals for Queenslanders affected by problem gambling to address and respond to financial hardship

State Penalties Enforcement Register (SPER) Explore opportunities to improve the accessibility of existing options, and expand the range of non- customers experiencing financial hardship monetary options available to customers experiencing financial hardship

Queensland primary producers, fishers, Provide free, confidential financial counselling specifically targeting primary producers, fishers, forest Queensland will identify forest growers, harvesters and related small growers, harvesters and related small businesses experiencing financial hardship in Queensland a consolidated set of businesses experiencing financial hardship through the Commonwealth Government Rural Financial Counselling Service financial stress and The Minister for exclusion indicators Communities will release Individuals and families accessing Link individuals and families accessing neighbourhood centres, particularly people affected by domestic to inform continued Queensland an annual report card neighbourhood centres, particularly people and family violence, to specialist services, including financial resilience services, through the Community monitoring and Government outlining the progress affected by domestic and family violence Connect initiative evaluation, and determine made and showcasing future priorities of the success stories Queensland Financial Inclusion Plan. Stakeholder Committed Action Statement Output / Outcome Responsibility Timeframe

All Queenslanders Work with state and national partners, including the finance sector, to continue to extend and Queensland will identify promote the range of safe, affordable lines of credit, microfinance and insurance options for those a consolidated set of experiencing financial distress financial stress and The Minister for exclusion indicators Communities will release Clients experiencing financial stress and exclusion Explore opportunities through the Queensland Government One-Stop Shop initiative to better link to inform continued Queensland an annual report card clients experiencing financial stress and exclusion to appropriate financial services and supports monitoring and Government outlining the progress evaluation, and determine made and showcasing future priorities of the success stories Queensland Financial Inclusion Plan.

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output / Outcome Responsibility Timeframe

Aboriginal peoples and Torres Strait Islander Provide financial information to young Aboriginal peoples and Torres Strait Islander peoples who peoples who participate in the Youth participate in the Youth Employment Program Employment Program

Young people exiting the child protection system Improve financial education and resilience skills for young people exiting the child protection system through the Transition to Independence program

Vulnerable groups, such as women Promote a broad range of services, tools and resources to improve financial literacy and enhance Queensland will identify experiencing domestic violence financial wellbeing, particularly tailored to the needs of vulnerable groups, such as women a consolidated set of experiencing domestic violence financial stress and The Minister for exclusion indicators Communities will release Teachers and students Deliver MoneySmart workshops across Queensland to encourage teachers to deliver financial literacy to inform continued Queensland an annual report card concepts in their teaching curriculum and actively promote available financial literacy resources for monitoring and Government outlining the progress teachers and students evaluation, and determine made and showcasing future priorities of the success stories Young people Emphasise the importance of financial literacy in the context of Science, Technology, Engineering and Queensland Financial Mathematics (STEM) education and the Advancing Education plan for Queensland Inclusion Plan. Vulnerable households Develop options to improve energy outcomes for vulnerable households and deliver a consumer engagement and education campaign to promote consumer confidence in regularly choosing an electricity plan that suits their household needs

Queensland water consumers and service Conduct a statutory review of the South East Queensland Customer Water and Wastewater Code to providers. ensure clarity with regards to the rights and obligations of water customers and service providers, including the basis on which complaints can be made to the Energy and Water Ombudsman

Low-income households Deliver the Housing and Employment Program to improve the financial capacity and wellbeing of low- Queensland income households will identify a Queensland will identify consolidated set Queenslanders housed in the private rental Provide Queenslanders housed in the private rental market with information, support and advocacy to a consolidated set of of financial stress market support housing stability, financial education and household budgeting skills, through programs such financial stress and and exclusion The Minister for as the Queensland Statewide Tenants’ Advice and Referral Service exclusion indicators indicators to Communities will release to inform continued inform continued an annual report card School-aged children Build knowledge of consumer issues and financial literacy in school-aged children through the Buy monitoring and monitoring and outlining the progress Smart competition evaluation, and determine evaluation, and made and showcasing future priorities of the determine future success stories Vulnerable client groups and rural and remote Deliver consumer and business information, education and advice on a range of topics related to Queensland Financial priorities of the communities consumer rights targeting vulnerable client groups and rural and remote communities Inclusion Plan. Queensland Financial Inclusion Plan.

FIAP: From Foundations to Actions, Part Two — Action Plans 48 FIAP: From Foundations to Actions, Part Two — Action Plans 49

Queensland Government

Stakeholder Committed Action Statement Output / Outcome Responsibility Timeframe

Women Ensure the Queensland Women’s Strategy community implementation plan includes targeted actions to improve the financial literacy and capability of women, and drive improved economic security, including programs and tools to increase women’s financial capability; and support vulnerable women to achieve economic security through training and employment

Vulnerable families Support and improve financial education and resilience skills for vulnerable families, including referral to relevant agencies via Family and Child Connect, and the delivery of budget management support through the Intensive Family Support program Queensland will identify a Individuals and families Support individuals and families to better prepare for and recover from financially stressful disaster events and consolidated set emergency incidents of financial stress Queensland will identify a The Minister for and exclusion Vulnerable households, Support vulnerable households by increasing awareness and uptake of energy concessions and assistance, with a consolidated set of financial Communities will indicators to with a particular focus on particular focus on eligible consumers in remote communities and those who are on-sold electricity stress and exclusion indicators to release an annual inform continued eligible consumers in remote inform continued monitoring and report card outlining monitoring and communities and those who are evaluation, and determine future the progress made and evaluation, and on-sold electricity priorities of the Queensland showcasing success determine future Financial Inclusion Plan. stories priorities of the Establish a cross-sector network to oversee the plan's implementation and maximise connections across sectors Queensland to shape stronger, integrated responses to achieving financial literacy, capability and resilience for Queenslanders Financial Inclusion Plan. Host an annual forum of high-profile corporate organisations with an interest in financial inclusion and resilience All Queenslanders to identify shared investments towards cooperative and innovative solutions Explore options to encourage long-term financial planning and proactive, independent decision making, including uptake of powers of attorney, advanced care directives and will-making

The Queensland Government is working in partnership with various organisations from the community, finance and corporate sectors to develop actions responding to financial exclusion across Queensland.

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output / Outcome Responsibility Timeframe

Disadvantaged and low-income Deliver specialised financial case management to improve housing stability for disadvantaged and low-income Queensland will identify a The Minister for families, particularly those from families, particularly those from Aboriginal and Torres Strait Islander backgrounds, through the My Money pilot consolidated set of financial Communities will Aboriginal and Torres Strait project in Cairns stress and exclusion indicators to release an annual Queensland Islander backgrounds inform continued monitoring and report card outlining Government evaluation, and determine future the progress made and All Queenslanders Identify a consolidated set of financial stress and exclusion indicators for Queensland to inform continued priorities of the Queensland showcasing success monitoring and evaluation, and determine future priorities of the Queensland Financial Inclusion Plan Financial Inclusion Plan. stories.

Economic Participation and Status Stakeholder Committed Action Statement Output / Outcome Responsibility Timeframe

Young people exiting the youth Link young people exiting the youth justice system with financial literacy products and services as a component of Queensland will identify a The Minister for justice system work, which sets them up for employment opportunities and a sustainable future consolidated set of financial Communities will stress and exclusion indicators to release an annual Queensland Vulnerable Queenslanders Support financially vulnerable Queenslanders to access subsidised vocational education and training (VET) through inform continued monitoring and report card outlining Government the Annual VET Investment Plan evaluation, and determine future the progress made priorities of the Queensland and showcasing Financial Inclusion Plan. success stories. An advocate for banking & insurance customers

In 2017, Suncorp developed the Office of the Customer Advocate, a new function focussed on identifying and acting upon opportunities to better protect customers’ interests.

While the Office of the Customer Advocate needs of vulnerable customers, areas where delivers on a banking industry commitment, it can improve, and the actions the company the inclusion of Suncorp’s insurance business can take to make it easier for its customers has broadened its scope and potential impact and ultimately increase financial inclusion. for vulnerable customers – an industry first. Suncorp has already made great progress on a With home insurance, motor insurance, banking number of fronts and has reflected the outcomes and wealth customers, Suncorp connects with a of the review in its updated FIAP. In addition to A key commitment under wide spectrum of people at different life stages, further development of products and services Suncorp’s Financial Inclusion and often when they are quite vulnerable. for vulnerable customers, activity in 2018 will Action Plan was to conduct include specialist staff training, strengthening an external review of its A key commitment under Suncorp’s 2017 Suncorp’s hardship programs, and expansion policies and processes for Financial Inclusion Action Plan was to of referral services and partnerships. vulnerable customers. conduct an external review of its policies and processes for vulnerable customers. Over three months, Uniting Kildonan reached To download and read a copy of deeply into Suncorp’s business to assess how Suncorp's updated FIAP, visit: it supports vulnerable customers. Suncorp suncorpgroup.com.au/about-us/responsibility now has a stronger understanding of the

FIAP: From Foundations to Actions, Part Two — Action Plans 50 FIAP: From Foundations to Actions, Part Two — Action Plans 51

Suncorp

Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Establish an internal working group to: June 2017 Complete Internal working group established and understand the needs of excluded, vulnerable operational, including representatives from and culturally diverse customers; identify across Suncorp’s Insurance, Banking & Wealth, improvements to current processes and service Procurement, dispute resolution and customer standards; and examine policy and procedures support functions. across all Suncorp functions. Customer Advocate function established. EGM Customer Improved alignment of specialist teams Establish an internal Experience Complete December across our business who help vulnerable and working group to improve Implement improvements to internal processes Improved customer that impact customer experience across all EGM Compliance, 2017 culturally diverse customers. Suncorp’s processes and experience and access Regulatory Affairs and Suncorp functions. External review conducted into Suncorp’s service standards to enhance to suitable financial Customer Relations customer experience and products and services. policies and processes for vulnerable Customers Continue to develop Suncorp’s current hardship EGM Motor Claims December Complete improve responsiveness to Improved pathways customers, and now implementing process programs and integrate these programs across 2017 customers and employees and access to EGM Consumer & improvements for better customer outcomes. all Suncorp functions. who are financially community and Commercial Portfolio & Improvements to Suncorp’s Hardship vulnerable, in hardship or Product programs. Piloted referral program providing Develop a customer experience strategy and government support. crisis situations. EGM Banking vulnerable customers with specialist support. business case for vulnerable and culturally Operations & Support More activity planned for 2018. diverse customers. June 2018 Partially complete On track. Activity scheduled for 2018. Implement a customer experience strategy for from Dec Partially vulnerable and culturally diverse customers. 2018 complete

Develop shared value Develop a proposal for shared value partnerships Improved access to June 2017 Complete Suncorp working with partners to provide partnerships with community to support and integrate financial counselling financial literacy and financial literacy programs nationally (Services organisations to support and literacy into Suncorp’s solutions. financial counselling Customers EGM Customer for financial counsellors), in QLD (multicultural financial literacy and services. Community Experience services), NSW (financial literacy programs via counselling; and integrate Implement shared value partnerships to support December Complete Improved pathways stores). Financial Basics Foundation providing best practice into Suncorp’s and integrate financial counselling and literacy. EGM Corporate Affairs 2017-2018 and access to financial literacy for school-aged children. solutions and customer community and Further activity scheduled for 2018. service. government support.

Continue to develop current micro-finance EGM Customer December Complete products, such as Essentials by AAI insurance Propositions 2017 and Everyday Essentials bank account, and EGM Consumer & Develop shared value explore opportunities to expand and integrate Commercial Portfolio & partnerships with them across all Suncorp functions. Product Continued development of partnerships to stakeholders to: support deliver micro-finance products to consumers, access to affordable and EGM Banking & Wealth Explore propositions and shared value including further development of referral suitable micro-finance Improved access to Portfolio & Product June 2017 Complete Customers partnerships to support and integrate micro- network for Essentials by AAI insurance. products and services; and suitable and affordable EGM Corporate Affairs finance into Suncorp’s offerings. Further activity planned for 2018, including Community integrate best practice products and services. General Counsel Advice expansion of referral networks, integration products into Suncorp’s Develop propositions and shared value partnerships & Disputes with Suncorp Bank, and development of solutions, through joint to support and integrate micro-finance. December Complete services for Newly Arriveds. propositions, referrals and 2017 other initiatives. Implement propositions and shared value Partially partnerships to support and integrate micro-finance December 2018 Complete Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Develop shared value Explore propositions and shared value June 2017 Complete partnerships with partnerships to support and integrate micro- EGM Customer stakeholders to: support enterprise and entrepreneurship development Propositions micro-enterprise and into Suncorp’s offerings. EGM Consumer & Shared value partnership keeping youth entrepreneurship Commercial Portfolio & offenders in education and employment. Increased economic Complete Community development; and integrate Develop propositions and shared value Product December Additional micro-enterprise activity planned participation by best-practice offerings into partnerships to support and integrate micro- EGM Banking & Wealth 2017 for 2018 with community partners through the Customers vulnerable groups. Suncorp’s solutions, through enterprise. Portfolio and Product FIAP and Reconciliation Action Plan. Activity joint propositions, referrals EGM Corporate Affairs scheduled for 2018. and other initiatives. Implement propositions and shared value December Partially partnerships to support and integrate micro- 2018 complete enterprise.

Community Work with FIAP Trailblazers Work with stakeholders to explore propositions EGM Customer June 2017 Complete Founding participant of the Thriving Customers and other stakeholders to and evaluate opportunities for cross-industry Propositions Communities Partnership and sitting on evaluate opportunities for essential services product bundles. Improved availability EGM Consumer & Steering Committee. Developed indigenous cross-industry essential and access to cross Commercial Portfolio & funeral insurance prototype involving cross- Support the development of propositions for December Complete services product bundles. industry solutions for Product sectoral stakeholders. essential services product bundles. 2017 vulnerable customers. EGM Banking & Wealth Portfolio & Product EGM Corporate Affairs

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output / Outcome Outcome Responsibility Timeframe Completion Comment

Meet quarterly to oversee development and FIAP Steering Quarterly Complete Implementation overseen by the Senior implementation of the FIAP. Committee and Chair 2017–2019 Leadership Team and FIAP Steering Committee. Broad representation from across Report annually to the Senior Leadership Team FIAP Steering Annually Complete the business in FIAP working group. and external stakeholders on progress achieved Committee and Chair 2017–2019 against actions in the FIAP. Wide internal and external consultation and Customers integration into business planning and activity. Improved financial Community Actively oversee, develop, Consult with communities and people affected FIAP Working Group Annually Complete Materiality assessment conducted in late inclusion and and partners implement and monitor the by financial exclusion for strategic advice and 2017–2019 2016, including engagement with internal and financial wellbeing of Suppliers FIAP. input into the development and implementation external stakeholders. Ongoing consultation vulnerable groups. Employees of Suncorp’s FIAP. with consumer advocates and other community stakeholders, including hosting Work proactively across Suncorp to engage the FIAP Working Group Ongoing Complete engagement day in Nov 2017. business to develop and implement the FIAP. All planned activity for 2017 completed or on track for completion. New FIAP developed with extended actions.

Determine the approach to reporting and agree FIAP Steering June 2017 Complete appropriate metrics. Committee and Chair

Build on Suncorp’s annual Complete discovery of existing Suncorp activity June 2017 Complete Customers reporting frameworks to targeting financial inclusion and financial Improved Metrics and available baselines established. Community include key financial inclusion resilience. transparency and Progress available via the Suncorp Group and partners measures that contribute to evaluation of FIAP 2016-2017 Annual Review: http://www. Suppliers evidence-based policies and Establish a baseline of current activity for each actions. FIAP Working Group December Complete suncorpgroup.com.au/about-us/responsibility Employees solutions. action area. 2017

Develop internal systems to track the December Complete effectiveness of FIAP initiatives. 2017

FIAP: From Foundations to Actions, Part Two — Action Plans 52 FIAP: From Foundations to Actions, Part Two — Action Plans 53

Suncorp

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Build on Suncorp’s annual Report progress of FIAP initiatives as part of Improved transparency EGM Corporate Affairs Annually Complete Metrics and available baselines established. Community reporting frameworks to Suncorp’s annual reporting suite. and evaluation of FIAP 2017–2019 Progress available via the Suncorp Group and partners include key financial inclusion actions. 2016-2017 Annual Review: http://www. measures that contribute to suncorpgroup.com.au/about-us/responsibility evidence-based policies and solutions.

Continue to participate in the FIAP Community FIAP Working Group Quarterly Complete Active in two FIAP CoP working groups, of Practice with other FIAP Trailblazers to learn 2017–2019 including Chair of two working groups. and share experiences. Suncorp values its engagement and collaboration with peers in the FIAP CoP. Actively engage with other Stronger FIAP Suppliers organisations across the FIAP Track progress of action areas and ensure community to FIAP Steering Annually Complete Metrics and available baselines established. Employees community and beyond to continuous improvement of FIAP actions. advocate for change. Committee and Chair 2017–2019 Monthly working group meetings to discuss learn and share experiences. FIAP Working Group progress and achievements. Overall progress available via the Suncorp Group 2016-2017 Annual Review: http://www.suncorpgroup. com.au/about-us/responsibility

Customer Raise awareness and build Develop and implement an internal campaign EGM Corporate Affairs December Complete Internal communications rolled out from Employee understanding across Suncorp to build employee understanding of financial Increased employee 2017 early 2017. Employees and senior managers of the challenges faced by inclusion and wellbeing. awareness and engaged in cultural awareness training. vulnerable people in our understanding of Activity in 2018 to build on further integration community, the causes and Develop opportunities for Suncorp people engaged financial inclusion, EGM Corporate Affairs December Complete of vulnerability-focused training content. triggers of financial exclusion, in FIAP work, senior leaders and key employees to resilience and 2017 and the solutions that bring personally experience and engage with vulnerable wellbeing. financial wellbeing. people and culturally diverse communities.

Leverage Suncorp's industry, Develop and implement a government, industry Increased industry, EGM Corporate Affairs December Complete media and government and media stakeholder relations plan to support media and 2017 Customers relations to advocate for Suncorp's FIAP. government support FIAP integrated into Government, Community financial inclusion and for financial inclusion Industry and Public Policy planning and and partners wellbeing, and promote and wellbeing. implementation. Active participation and Suncorp's FIAP and leadership in GI, Life, Banking Code Reviews commitment to financial and roundtables. Founding participant of the wellbeing. Thriving Communities Partnership and sitting on Steering Committee, and working with Support cross-industry Collaborate with fellow FIAP Trailblazers and EGM Corporate Affairs June 2017 Complete Increased Victorian councils and the DHHS on services collaboration on initiatives other stakeholders to bring together essential EGM Consumer & collaboration within for vulnerable people. Developed indigenous that bring together services providers. Commercial Portfolio & Customers and across industry funeral insurance prototype involving cross- essential services providers, Product Community to support financial sectoral stakeholders. governments and NGO’s to Support the development of collaborative EGM Banking & Wealth December Complete inclusion and address national issues that initiatives by essential services providers. Portfolio and Product 2017 wellbeing initiatives affect financial wellbeing. Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Incorporate information about Suncorp’s FIAP EGM Talent & Planning June 2017 Complete and commitment to financial wellbeing into Suncorp orientation for new employees. Information about the FIAP incorporated into Define capability requirements for customer June 2017 Complete orientation for new employees. Capability Continue to build training service employees about financial inclusion and Employees better able requirements for general awareness and opportunities for Suncorp wellbeing. to identify and support specialist staff scoped and training strategy customer service employees vulnerable customers. developed for customer facing and specialist Customers to increase their capability Prepare a plan to incorporate financial inclusion EGM Contact Centres December Complete employees. Improved pathways Employees to recognise and work into customer service training, to build the EGM Stores & Specialty 2017 and access to appropriately with customers capability required for improved customer Banking Outcomes of Kildonan review integrated community and and employees who are experience and internal processes. EGM Motor Claims into final capability design and integration government support. financially vulnerable, in EGM Customer of capabilities into training content and hardship or crisis situations Incorporate capabilities into appropriate training Experience December Partially resources has begun ahead of schedule. To content and resources. EGM Talent & Planning 2018 complete continue and due for completion as scheduled in 2018. Implement training strategy to build customer December Partially service capability for improved customer 2018 complete experience and internal processes.

Awareness and understanding of culture and diversity Stakeholder Committed Action Statement Output/Outcome Responsibility Timeframe Completion Comment

Customers Publish the FIAP online and make information EGM Corporate Affairs March 2017 Complete Community about its progress accessible to all stakeholders and partners through internal and external channels. Suncorp's FIAP is available via the Suncorp Suppliers Communicate Suncorp’s FIAP Increased awareness Group website. Information on progress Employees and commitment to financial of the FIAP program included in the 2016-2017 Annual Review: wellbeing. Establish and monitor contact points for and its goals. EGM Corporate Affairs March 2017 Complete http://www.suncorpgroup.com.au/about-us/ the FIAP work, to support consultation with responsibility stakeholders, communities and individuals.

Economic participation and status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Work with our recruitment Identify opportunities for improvement to June 2017 Complete D&I strategy developed and being and human resources current recruitment policies, practices and implemented, including pilot refugee partners and suppliers, employment pathways into Suncorp. Improved pathways employment program and specialist cultural Suppliers FIAP Trailblazers, and other to employment EGM Talent & Planning training for hiring managers. Exploration of Community stakeholders to improve Commence implementation of improvements to and education for December Complete youth employment and education initiatives pathways to education and current recruitment policies and practices and vulnerable groups. 2017 with community partners. Further activity employment for vulnerable employment pathways into Suncorp. planned for 2018. people.

FIAP: From Foundations to Actions, Part Two — Action Plans 54 FIAP: From Foundations to Actions, Part Two — Action Plans 55

Suncorp

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Expand the diversity and inclusion strategy to December Complete increase Suncorp’s employment and retention 2017 of people from vulnerable and culturally diverse backgrounds, as well as other already identified segments. EGM Talent & Planning Work with our recruitment D&I strategy developed and being and human resources Implement the diversity and inclusion strategy December Complete implemented, including pilot refugee partners and suppliers, for people from vulnerable and culturally diverse Improved pathways 2018 employment program and specialist cultural Suppliers FIAP Trailblazers, and other backgrounds. to employment training for hiring managers. Exploration of Community stakeholders to improve and education for youth employment and education initiatives pathways to education and Explore opportunities to expand Suncorp’s vulnerable groups. December Complete with community partners. Further activity employment for vulnerable current shared value partnerships that provide 2017 planned for 2018. people. pathways to education and employment. EGM Corporate Affairs Explore opportunities with fellow FIAP December Complete Trailblazers and other stakeholders, to support 2017 new shared value partnerships that provide pathways to education and employment.

Identify improvements to current procurement June 2017 Complete policies and practices to support social enterprises and micro-enterprises who work with people from vulnerable and culturally Work with our current diverse backgrounds. suppliers, other FIAP Trailblazers, community Explore opportunities with fellow FIAP June 2017 Complete Procurement Policy reviewed and updated Increased opportunity organisations, industry Trailblazers, government and industry to expand integration of social procurement. for social enterprise Suppliers bodies and government, to organisations for social procurement. CFO Suncorp Corporate Further activity planned for 2018, including to participate Community improve the social impact of Services Supplier Code of Practice and further in procurement procurement and sourcing Prepare a business case and social procurement December Complete integration of social procurement principles opportunities. for the benefit of vulnerable strategy to increase Suncorp purchasing from 2017 at Suncorp. and culturally diverse social enterprises and micro-enterprises who are communities. owned by or employ people from vulnerable and culturally diverse backgrounds.

Implement social procurement strategy for December Not vulnerable and culturally diverse communities. 2018 commenced

Explore opportunities with fellow FIAP June 2017 Complete Trailblazers, government and industry Work with our current organisations for social impact investing. investment managers, Active review of social impact investing other FIAP Trailblazers, Participate in the development of social impact December Complete opportunities further to launch of Responsible government and community Increased opportunity financing and investing in Australia that provides 2017 Investment Policy. Invested $1 million in QLD Community organisations, to investigate for social impact Head of Investments positive outcomes for vulnerable and culturally Churches of Christ social impact bond to options of social impact investment. diverse communities. reduce youth homelessness. Allocation of investing for the benefit of investment funds written into 2018 FIAP. vulnerable and culturally Determine the allocation of Suncorp’s investment December Complete diverse communities. funds to social impact investments, based on the 2018 adequate availability of investment vehicles. Assisting Students

As a part of Swinburne’s Financial Inclusion Action Plan, the university has committed to helping students with practical measures to avoid financial hardships while studying. Some of the contributions made include:

ZZDistributing 70 rental assistance One student who had been a successful packages of $2,000 and 13 hardship recipient of Swinburne’s commitment is grants worth a total of $35,000. Patrick Maloney who received a laptop This has supported around 80 students which enabled him to make better use to better manage financial pressures of his time whilst commuting. This also while studying freed up time for him to undertake volunteering opportunities and ZZProviding 84 laptops and 10 iPads contribute to his community. enabling students to have appropriate technology to support their studies ZZOffering transport assistance including Hardship grants 15 petrol vouchers and 25 Myki cards to distributed students who experience barriers getting to university such as long distance or financial hardship $35,000 13 hardship grants worth $35,000 were distributed

FIAP: From Foundations to Actions, Part Two — Action Plans 56 FIAP: From Foundations to Actions, Part Two — Action Plans 57

Swinburne University

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Students Create a ‘demographic profile’ of Creation of demographic profile Increased understanding of and Students Division December Complete Demographic profile identified based on (Customer) students who would benefit from and FIAP data report better support for those who are 2016 available data from Student Management the FIAP. Bring together available most at risk of financial hardship System, and presented to FIAP Steering data in a single source to enable and targeted initiatives to assist Group and respective stakeholders the identification of students that are currently experiencing financial hardship

Students Establish a business process to Dashboard that enables early Decrease in students experiencing Students Division December Partially The work request has been launched with (Customer) automate the generation of FIAP identification of those most at risk financial hardship and increased 2017 complete the Swinburne's Business Analytics team — data report upon request. To of financial hardship. retention rates for students expected timeline of delivery mid 2018 enable early identification and experiencing financial hardship engagement with FIAP subjects Early engagement strategy developed and implemented.

Students Identify grants, loans and scholarships Report of available financial Improve ability to determine future Student Equity December Complete Existing grants, loans and scholarship (Customer) currently available to students in support and recommendations need of financial support and 2016 identified, report produced and presented need and review eligibility criteria and targeted distribution for students to stakeholders capacity to award in financial hardship

Students Design governance framework for Policies and procedures in place Create transparency for FIAP Student Equity June 2017 Partially The Governance Framework and Terms and (Customer) FIAP Financial Support package actions complete Reference document is in consultation now

Students Develop FIAP Financial Support FIAP Financial Support package Improve efficiency of funding Housing & Finance/ December Complete A range of grants available by application (Customer) package for students facing designed and implemented distribution to vulnerable cohorts Student Equity 2017 to financially disadvantage students, financial hardship

Students Introduce Special Low Interest/No Implemented Special Low Interest/ Improve financial capacity of Housing & Finance June 2017 Complete Low Interest loans available to students (Customer) interest loans for eligible Swinburne No interest loans students students in collaboration with external partners

Students Investigate available financial Financial counselling options Access to financial counselling Housing and August 2017 Complete Team investigated financial counselling (Customer) advice services and terms and identified and recommendations enabled to students in need Finance, Swinburne services and their accessibility for students conditions to introduce financial provided Student Life on campus counselling for students

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Partners Introduce FIAP fund to enable FIAP Support Fund established Increase engagement of university Advancement December Complete FIAP Support Fund established and (Suppliers) contribution of third parties and launched partners in financial inclusion 2016 launched in January 2017. FIAP fund was towards FIAP Financial Support recognised as one of the major donor package priorities for the University.

Partners Introduction of ATO Tax Help Tax Help Program implemented Improved financial literacy of Swinburne August 2017 Complete Tax Help Program successfully launched (Suppliers) Program. Liaise with the ATO to in 2017 students Student Life and volunteers recruited and trained roll out tax help for low income students. Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Students Identify support services available Report of all available support Increase understanding of all Student Counselling; March 2017 Complete Existing services identified and listed on (Customer) to form a Crisis Support Package services critical support services available Student Financials; various websites and communicated to which will connect students in Swinburne Student Life students financial hardship to emergency (Swinburne Student accommodation, counselling, Life); Student Housing and assist with applications & Finance; International for extensions and special Student Life (ISL) considerations

Students Increase awareness via online Online communication strategy Improve awareness of available Students, Swin March 2017 Complete FIAP has been promoted extensively (Customer) media of both existing/new developed support Counselling, Student throughout 2017. This will continue in 2018 financial and non-financial Financials, Finance & as we explore alternative channels. support services, particularly Quality and usability of information Housing for students who may be experiencing financial hardship

Students Hold a Financial Inclusion Day Financial Inclusion Day event held Increase awareness of available Swinburne December Complete Financial Inclusion Day held on 21 August at (Customer) event to promote Swinburne support Student Life 2017 Hawthorn campus, attracting approx 1000 University’s financial and students additional support services which students can access

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Students Increase financial literacy of Education material available and Increase financial literacy Student Equity, March 2017 Partially Some options explored including (Customer) students by sourcing education distributed Housing and complete BlackBullion and local banks, other materials about personal financial Options for training in financial Finance, Swinburne collaborative projects are under scoping at management and identify training management skills identified Student Life this time. Also exploring Swinburne online opportunities for students. tool, Quitch.

Students Review current communication Communication strategy for Decreased levels of student debt Students, Student August 2017 Partially Communications team is working on the (Customer) practices about financial financial obligations developed Financials, Customer complete communication strategy. obligations for students and and implemented Service and Relations provide recommendations for improvement where applicable to ensure students are clear about their financial obligations (fees) and options

Students Establish a taskforce to scope and Taskforce established Increase of completion rates for Wellbeing at August 2017 Complete Taskforce established, currently reviewing (Customer) proactively seek additional support identified vulnerable cohorts in Swinburne; Student existing support services and establishing services for specific vulnerable Report with recommendations for financial hardship Financials; Swinburne networks cohorts of students such as additional services Student Life; Housing Indigenous, International and other. & Finance; ISL

Partners Develop and implement a Crisis ssCrisis package developed and Increase support offered for Swin Counselling; December Partially Under the consideration of the formed (Suppliers) Support Package (liaising with e.g. implemented students in crisis Student Financials; 2017 complete taskforce Eastern Domestic Violence Outreach ssPartners identified and MOUs SSAA; Housing & Service, Centre Against Sexual signed Finance; ISL Assault, emergency accommodation services, Headspace.)

FIAP: From Foundations to Actions, Part Two — Action Plans 58 FIAP: From Foundations to Actions, Part Two — Action Plans 59 A voice for our most vulnerable customers

Just over a year ago Adrian Ahern, a former partner in a major law firm, joined Westpac Group in the newly created role of Customer Advocate. One of the areas that Adrian’s team has been looking at is how Westpac can better support its most vulnerable customers.

“We know that vulnerability is something that can Westpac continues to see regional communities affect anyone at any time,” said Adrian. “Our goal is impacted by economic instability following the Adrian to better support our customers and their families withdrawal or closure of major local industries. To Ahern as they go through major life events, such as the assist customers impacted by the mining downturn death of a loved one, divorce or illness, or loss of a in Western Australia they have set up a dedicated job, and help them recover as quickly as possible.” team with case management specialists and plan to adopt this approach in other distressed regions. To better understand the issues, Westpac has set up a Customer Council made up of representatives “We know that we can achieve the best outcomes from across the sector including community if customers contact us early to work out a plan organisations supporting vulnerable Australians and financial rights and counselling organisations. together,” said Peter King, Westpac Group Chief Financial Officer and Executive Sponsor of Financial In the last three years Westpac Group has supported Inclusion. “Helping customers to feel comfortable over 100,000 customers with financial assistance talking with us at an early stage builds financial packages. Recognising that for some customers it can be difficult to talk about their financial resilience and goes to the heart of Westpac’s Financial issues, Westpac was the first bank in Australia Inclusion Action Plan.” to offer customers the option of negotiating payment arrangements through online banking.

FIAP: From Foundations to Actions, Part Two — Action Plans 60 FIAP: From Foundations to Actions, Part Two — Action Plans 61

Westpac Group

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Continue to improve solutions for Achieve Net Promoter Promote financial resilience Westpac Assist Ongoing Partially Assessment commenced to identify communities at risk, with customers experiencing financial Score of 75 and less than during times of need and complete design of tailored services currently underway. hardship (both commercial and 6 complaints per 10,000 by providing timely and reported We continue to see regional communities impacted by economic consumer) by customer interactions appropriate hardship annually instability following the withdrawal or closure of major local ssEnhancing Westpac Assist support industries. To assist customers impacted by the mining downturn service in Western Australia we have set up a dedicated team with case ssTailoring of financial services for management specialists and will be adopting this approach in other specific communities at risk of distressed regions. economic downturn Complete Exceeded Net Promoter Score target of 75, achieving 79. For FY17 the number of complaints was six per 10,000 customers.

Customers Better financially support Changes/improvements Increased financial Consumer Bank, Ongoing Partially Expanded our Employee Assistance Program to offer dedicated customers and employees facing to service for customers confidence through Domestic and and complete support delivered by specialist clinicians. New resource guides were Employees domestic and family violence and employees facing enhanced service Family Violence reported developed by our Domestic and Family Violence employee action domestic and family experience that makes the Employee Action annually group to inform employees about available support and to assist violence path smoother during a Group leaders to support those impacted. difficult time

Customers Develop a free online Free access to online Increase access to maths Marketing — 2017 Complete Partnered with Mathspace to provide free access to online maths financial literacy program maths education education to support Consumer Bank education covering the year 3 to 12 maths curriculum, with 70,000 for young people financial wellbeing for people having taken up the offer. young people

Customers Implement initiatives to help Better customer Increased and improved Consumer Bank Ongoing Not A business case has been developed to support this need. remote Indigenous customers experience for remote access for remote and complete access banking facilities in all Indigenous customers Indigenous customers and reported ways — in person, via telephone increased customer base annually and online

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Community Increase access to Westpac's Measure online seminars Promote financial resilience Davidson Next FIAP Complete In FY17 Westpac's Davidson Institute conducted face to face Davidson Institute’s financial accessed and number of Institute period training for 39 organisations and reached more than 1,100 Customers literacy seminars face to face seminars and 2-3 years participants through webinars. The Davidson Institute has explored participants various approaches to assessing impact and is currently focussing on measuring behaviour change as evidence of its impact.

Community Building financial capability and Train bankers to deliver Increase Murdi Paaki’s Business Bank 2017 Partially Training for Murdi Paaki was undertaken in 1H18. resilience financial education to ability to achieve a better complete Customers support Murdi Paaki future for the Aboriginal Employees Regional Assembly across people of Western NSW Western NSW

Employees Strengthen representation of Achieve 50% leadership An inclusive business Group 2017 Complete Achieved 50% Women in Leadership. women in leadership positions positions held by women culture better equipped to by end FY17 understand the needs of its workforce and customers Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Employees Exceed parity between Achieve 500 cumulative Inclusive growth and Group 2017 Complete Hired more than 600 Indigenous Australians FY15-FY17, exceeding Indigenous Australians overall and new Indigenous recruits increased employment of our target of 500. Continued to maintain parity. Indigenous Australians employed from 2015-17 Indigenous Australians at Westpac Group

Employees Create a workplace that provides Increase retention of Inclusive business culture Group Next FIAP Partially Continuing to invest in programs to increase retention, including our Community meaningful and rewarding careers Indigenous employees that retains Indigenous period complete ECHO Indigenous mentoring program. for our Indigenous employees Australians with rewarding 2-3 years careers

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Customers Deliver banker sensitivity training Service that reflects Increased access to Learning and Next FIAP Complete Inclusion training delivered in core programs covering drugs and Employees in order to enhance our service sensitivity and empathy financial services for Development period alcohol, hardship support, dementia and loss of a loved one; as well for a broad range of customers for our customers’ people with disabilities 2-3 years as the rollout of a new 'Responding to Customers in Distress' guide. diverse backgrounds and and challenging personal We refreshed our 'Doing the Right Thing' mandatory compliance experiences, including situations training which includes an ethical awareness component, and has a domestic and family deeper connection to our values and our 'Service Promise'. violence, disabilities and challenging personal situations

Increase lending to: In FY17 we made available more than $450,000 in microfinance ssBusinesses owned by loans with Many Rivers Microfinance to support Indigenous business women owners. ssBusinesses owned by Westpac Financial support for social Indigenous Australians Ongoing Facilitate financial inclusive Foundation Customers enterprises as both commercial ssSocial enterprises and Partially growth and jobs created Social Sector Indigenous Australian social enterprises have been supported Community customers and via Westpac reported complete with business and finance skills to build their capacity through Increase the number of with social enterprises Banking Foundation annually the Westpac Foundation's Changemakers mentoring and Indigenous Australian skilled volunteering programs, and dedicated Davidson Institute social enterprises that workshops. are supported with finance and business skills compared with FY16

Customers Explore the financial wellbeing of Research findings to Improved service offering Women's 2017 Complete In FY17 research was conducted to understand women's views Employees women over 40 through a survey better understand the and customer experience Markets around finance across all demographics. More in-depth engagement to understand how to support issues facing women to better support the to take place in FY18. Community personal financial management in relation to financial needs of women. among these customers wellbeing

FIAP: From Foundations to Actions, Part Two — Action Plans 62 FIAP: From Foundations to Actions, Part Two — Action Plans 63

Westpac Group

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Employees Drive inclusive growth through Increased spend with Inclusive growth through Group 2017 Complete In FY17 our spend with Indigenous Australian businesses was $2.5 Suppliers uptake of supply chain spend with suppliers that are supporting more diverse Operations, million, growing from $1.6 million in FY16, and $1.2 million in FY15. diverse suppliers that are: Indigenous owned, suppliers Property and ssIndigenous owned and/or women owned or social Commercial enterprises Services ssWomen owned ssSocial enterprises

Community Provide financial support Support 5 social Inclusive growth through Westpac Next FIAP Complete Grants awarded to five social enterprises in November 2017: Muru for social enterprises with a enterprises with grants of jobs and employment Foundation period Mittigar, Good Cycles, CareerSeekers, Soft Landing and Vanguard proven program for providing $300k each over 3 years pathways 2–3 years Laundry Services. By 2020, these five Social Scale-up grantees, employment pathways together with our five 2016 grantees, are expected to support more than 2,000 currently unemployed Australians into jobs.

Community Business mentoring for social Support at least 15 Building resilient businesses Westpac Next FIAP Complete Business mentoring is a key part of the Westpac Foundation Social Customers enterprises and community social enterprises and and communities Foundation period Scale-up and Community Grant proposition, with feedback from organisations community organisations and employees 2–3 years organisations that this is invaluable in helping them grow. with business mentoring

Customers Financial support for refugee Extend a $2m line Inclusive growth and Consumer Next FIAP Complete Thrive Microfinance has received secondment support, and by owned small businesses of credit to Thrive increased economic Bank period the end of FY17 had disbursed a total of 22 loans to refugees and Microfinance to support participation of refugees in 2–3 years asylum seekers in NSW and Melbourne enabling them to start or refugee small businesses Australia grow their business. and provide business expertise

Community Increase financial literacy of social Deliver online toolkit of Inclusive growth and Davidson Next FIAP Partially An online toolkit and supporting communications plans have been complete Customers enterprises and small businesses business resources promoting resilient social Institute period developed, and were released in February 2018. enterprises and small 2–3 years businesses

Customers Continue to back the expansion Financial and non- Increase Many Rivers' Group 2017 Complete In FY17 Many Rivers Microfinance helped 144 Indigenous business Suppliers of Many Rivers Microfinance financial support for ability to help more owners and is now operating in 25 locations across Australia. Since programs including employee Many Rivers Indigenous business the program commenced Many Rivers Microfinance has helped Community secondments and mentoring owners across Australia more than 1,650 business owners, 45% of which are Indigenous. opportunities with Many Rivers Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe Completion Comment

Foundation FIAPs: 18 Trailblazers who joined in 2017

In 2017, 18 Trailblazing organisations developed Cultural and Financial Inclusion Action Plans. Together these Low Aboriginal linguistically consist over 320 existing and new actions to income & Torres Strait diverse address problems of financial inclusion. Women / Islander People Gender These actions address focus areas, triggers and “at-risk” groups as shown in the diagram below. In 2018, these Financial Housing Refugees organisations will put these actions into place and work Hardship Small with other FIAP program participants to share progress and Business lessons learnt. At the end of 2018, they will undertake an Mental evaluation process to check on this progress and report, with Older Health Domestic the aim of continued development and improvement of the Students / People program, and to encourage others to emulate their actions. and Family Digitally Youth violence and Excluded Disability Regional / Disasters abuse Rural Employment

Focus areas for FIAP actions from 2017 Trailblazers

FIAP: From Foundations to Actions, Part Two — Action Plans 64 FIAP: From Foundations to Actions, Part Two — Action Plans 65 10thousandgirl

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Develop an accessible, scalable and affordable online solution to expand the Online program. Improve financial wellbeing and resilience for an increased 10TG Dec-18 (Individuals) reach of our existing face to face financial literacy education. number of Australians.

Customers Continue to develop and deliver employee financial wellbeing programs, Engagement materials for corporate Employees have access to the tools they need to manage 10TG Dec-18 (Employers) assisting employers to improve the financial wellbeing of their staff. partners to support employee and improve their financial lives and organisations improve financial wellbeing program rollout. employee financial wellbeing, productivity and engagement.

Customers Develop tools and resources based on needs identified. Incorporate an More women able to participate in Continue to assist people to shift up the economic ladder 10TG Ongoing (Women) element of giving (scholarships). financial capability education from financial exclusion to financial contribution.

Community Focus on developing partnerships with FIAP members to deliver financial Aligned working partnerships to Improve financial wellbeing and resilience of diverse groups 10TG Dec-18 wellbeing programs for employees, customers and community groups. expand the program reach. across Australia.

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Individuals Ensure the program is fun, there’s continued engagement with the tool and Regular touch points and Individuals take positive action steps toward improving their 10TG Ongoing individuals experience a mindset shift toward thinking about their money accountability embedded in program life & financial outcomes. in a positive way. to push behavior change.

Individuals Ensuring that monitoring and reporting captures behavioural change on a Program outcome metrics. Individuals experience long-term financial attitude and 10TG Ongoing long-term basis. behavioural change.

Individuals Make behavioural change a key input into the program design. Incorporate Continual program improvement. Individuals experience increased attitude and behavioural 10TG Ongoing program evaluation and evidence based research around behaviour change change as the program develops. into ongoing program design and development. Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Review the material/program to ensure that is it accessible across: Updated program material available Program benefits wide cross section of the community. 10TG 2018 ssAge across cohorts. ssIncome ssGender ssCultural Background

Customers Ensure that the online program includes features that make it accessible to Program material that is accessible to Users with a disability benefit from the program. 10TG Dec-18 support people with a disability. users with a disability. Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Work with community partners, including FIAP members, to identify women in Scholarships for women in hardship. Improve women’s financial inclusion. 10TG Jul-18 need that would benefit from completing the program.

Customers Work with organisations that have large numbers of employees that are Marketing campaign encouraging Improve the financial resilience of those most at risk of financially vulnerable often working part time in low paid roles such as organisations with financially financial hardship. women, carers, health care workers, shift workers etc. i.e the people that vulnerable employee groups to run 10TG Jun-18 would benefit most from their employers paying for them to complete the effective financial wellbeing training. program. AGL Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Continue to evolve products and pricing to address the A broad suite of products and pricing tailored to different Customers have greater choice in products and can select Product and Ongoing financial circumstances of all AGL customers financial situations those that best meet their individual needs Pricing

Customers Increase transparency and simplify products and pricing Products and the associated pricing are easier to Customers can make more informed decisions about the Product and Ongoing understand and easier to compare products they select Pricing

Customers Provide tailored payment plan solutions and research A revised payment arrangement framework Vulnerable customers have a reliable framework in which Customer Sep-18 a formal debt relief and payment incentive model for A publicly available debt relief and payment incentive they can partner with AGL to reduce their energy debt and Operations customers experiencing payment difficulties framework for hardship customers get back on track

Customers Continue to provide solutions to enable customers to be Implement Energy Insights Customers are more empowered to engage with and Customer Jun-18 more engaged with their energy manage their energy costs Operations Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Make it easier for customers to access support Deliver a new online portal housing Concessions and Grants Customers are more educated and can easily access Customer Apr-18 information to educate and link customers to support a broad range of support options Operations

Customers Provide training to all frontline staff to ensure needs All staff have received training Frontline staff are better equipped to have personalised Customer Dec-18 based conversations are happening with all customers conversations and provide personalised outcomes for Operations customers

Staff Continued promotion of AGL's Family and Domestic Continue to promote the AGL Family and Domestic ssStaff members impacted by family violence are provided People & Culture Dec-18 Violence policy and roll out of training and awareness Violence Support policy including access to 10 paid leave with additional leave provisions and continued sessions to all employees of AGL. days to impacted employees, and offer training and employment whilst working through their situation awareness sessions to all employees including introduction ssAll employees will be offered training to raise awareness, of a new Domestic Violence Hotline through EAP. to change behaviours and attitudes towards this issue, to continue to foster an environment where people feel safe to speak up and ask for help, and to ensure we can recognise the signs of someone who may need support and confidently respond in a caring and inclusive way Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Advocate for support measures which deliver an adequate Regulatory and policy submissions focus on economic Inadequacies continue to be highlighted and more attention Economic Ongoing social safety net for all Australians inclusion and call out the need for an increase in adequate is brought to the issue Policy and social security Sustainability

Staff Contribute to the wellbeing of employees experiencing Investigate the provision of a hardship grant for employees A proposed grant framework intended to support People & Culture Dec-18 financial stress experiencing financial hardship employees in reaching financial stability

Staff Continue to participate as a member of the Australian A specialised recruitment process for veterans Veterans are more likely to be successfully employed in the People & Culture Ongoing Veterans Employment Coalition private sector

Staff Continue to promote polices and practices which Increased promotion and the continued evolution of AGL AGL employees are more aware and have increased People & Culture Ongoing seek to overcome the barriers experienced by diverse diversity programs such as the Equality Program, Shine and confidence to bring their true self to work and achieve their communities NAIDOC full potential, bridging the gap to financial inclusion

FIAP: From Foundations to Actions, Part Two — Action Plans 66 FIAP: From Foundations to Actions, Part Two — Action Plans 67 AGL

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Advocate for policy and regulatory ssSubmissions into regulatory and policy changes that focus on Regulation and policy that results in financial inclusion Economic Policy Reviewed frameworks that do not result in social financial inclusion & Sustainability annually and economic exclusion, both within and ssEngagement with regulators and policy makers to highlight the outside of the energy sector importance of financial inclusion

Community Design processes to support the Change the accounts payable process to reduce payment timeframes Healthier cash flow for suppliers through processes that Procurement Jun-18 and Local sustainability of our small business partners for local suppliers meet their operational needs Supplier in local communities

Community Ensure that transition plans identify and A segmentation model which highlights the local businesses which are Local businesses who will require support are identified Procurement Dec-18 and Local mitigate where applicable local businesses most vulnerable to the change and in future, a mitigation plan can be designed to support Supplier likely to be impacted in communities where businesses through the transition AGL has a plan to transition away

Community Where AGL is transitioning out of local Evolve and implement the Transition Plans for Hunter and La Trobe and Local economies are better equipped and less impacted by Community Ongoing and Local communities such as Latrobe Valley and ensure coverage across: AGL's transition away from the Community Relations Supplier Hunter Valley, we will contribute to the ssEducation sustainability of the local economy ssCommunity ssLocal business Ashurst Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Clients Partner with existing Ashurst clients who ssIdentify opportunities to support other FIAP trailblazer Contribution to the success of the FIAP program, and Business Development March 19 are FIAP trailblazers to work together in organisations, for example by providing targeted legal ensure resources are being efficiently and effectively Legal Staff delivering various FIAP actions advice on particular FIAP initiatives on a pro bono basis applied by the trailblazer group to achieve robust and Pro Bono ssMaintain existing, and identify new, opportunities to high impact outcomes collaborate on financial inclusion focussed initiatives

Community / Review and improve Ashurst's referral ssIdentify existing referral services offered by Increased ease of access for pro bono clients to services Pro Bono Review by partners pathways for pro bono clients who are organisations in not-for-profit and for-profit sectors to assist them with all aspects of financial hardship or December 2018 experiencing financial hardship or exclusion ssCreate database of key contacts at organisations for exclusion Database by issues or risks referrals March 2019

Pro bono Provide holistic support for Ashurst's pro ssReview referral, acceptance and matter management Improved service for pro bono clients that addresses a Pro Bono March 19 clients bono clients suffering from financial hardship processes for pro bono clients to identify opportunities wider range of issues including financial exclusion and Learning & Development Community / to ensure they have access to a range of to incorporate an assessment of financial health hardship partners services ssDevelop and conduct training for Ashurst lawyers Staff to assist them in identifying where pro bono clients are facing financial hardship/exclusion and providing additional assistance (including access to referrals database) where required

Community / Continue to develop relationships with Meet, network and build relationships with organisations Opportunities developed and strengthened for Pro Bono Ongoing and partners community organisations that support who support individuals facing financial exclusion or individuals facing financial exclusion or hardship to have Corporate Responsibility monitored individuals facing financial exclusion or hardship access to support from community organisations annually hardship Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff Communication of FIAP to Ashurst staff ssDesign team to create hub ssIncreased staff awareness and engagement with the Communications March 2018 and including establishing a dedicated hub for ssDevelopment of communication regarding FIAP hub to FIAP program Learning & Development ongoing FIAP (including all training and education staff ssImproved access for all staff to training sessions AV Services sessions) to be uploaded onto our global ssEnsure all training / education sessions are captured focussing on financial inclusion" intranet page Diversity & Inclusion

Staff Make training opportunities for staff a key Make superannuation training and information sessions Improved understanding for all staff of superannuation Human Resources March 2018 and consideration in the selection process for the available to staff nationally generally, and specifically, what happens to their super ongoing firm's superannuation provider. contributions

Staff Raise awareness about Ashurst's financial Communication of various hardship policies through Greater awareness of staff about the services they can Human Resources March 2018 and hardship associated policies using different nationwide internal update emails and intranet information access in time of financial hardship Diversity & Inclusion ongoing forms of media pages Communications

Staff Launch a "Financial Hardship Checklist" Produce Financial Hardship Checklist for staff and make Greater awareness of staff of the services that can be Human Resources March 19 for staff to assist them in times of financial available through Ashurst's intranet accessed in times of financial hardship hardship, including the ways in which Ashurst can support

FIAP: From Foundations to Actions, Part Two — Action Plans 68 FIAP: From Foundations to Actions, Part Two — Action Plans 69 Ashurst

Awareness and Understanding of Culture and Diversity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community / Promote financial inclusion and raise ssAttend and host events focussed on financial inclusion ssIncreased awareness in the legal sector of the issue of Pro Bono March 2019 and partners awareness of the FIAP program within the ssDevelop a communication strategy to raise awareness of financial exclusion in Australia Corporate Responsibility ongoing legal sector financial exclusion issues and the FIAP program among ssGreater participation by law organisations in FIAP-led Communications law firms and not-for-profit legal organisations and other financial inclusion initiatives Events

Staff Educate managers & partners on ways Develop training materials / sessions for partners and Partners and managers are better equipped to identify Human Resources March 2019 and in which the firm can assist staff facing managers signs of, and to assist staff members facing, financial ongoing hardship hardship

Clients Raise awareness of the FIAP Program in ssDraft and approve statement for inclusion in pitches and Improved understanding and awareness of financial Business Development March 2018 and Staff the business community, and with clients client-facing material to communicate about the FIAP inclusion across the business community Communications ongoing interested in learning more about the program and Ashurst's involvement to clients program ssDevelop a communications strategy to educate Ashurst staff about involvement in the FIAP program to enable them to engage with clients

Community / Continue to implement existing initiatives Continue to support, implement and report on the Ongoing support for initiatives that aim to increase Corporate Responsibility 2018-2020 partners supporting the promotion of financial identified initiatives financial inclusion (as coordinator of Staff inclusion (for example initiatives identified in relevant business the Reconciliation Action Plan which support functions) Clients financial inclusion)

Economic Participation and Status

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Suppliers Review procurement process in all Australian Conduct a local and national review of procurement Increased opportunity for service providers who Business Services September 2018 offices to identify existing or new supplier processes and relationships support financial inclusion to participate in Ashurst's and ongoing on relationships promoting financial inclusion procurement opportunities annual basis Australian Ethical Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers, Invest for financial inclusion, including in ssCapital for appropriate finance, not for inappropriate ssA financial services sector which designs and sells Ethics Research, Ongoing Community responsible banking finance financial services that increase financial resilience Investment ssInvestor advocacy for bank culture that promotes ssGrow the responsible investment sector financial services serving the interests of customers

Community Grow the responsible ssEducate the ethical consumer and advisers about The rise in ethical investing has a normative and Ethics Research, Ongoing investment sector ethical investing transformative power to create positive change Investment ssWork with industry groups eg. RIAA and FSC including increasing financial inclusion

Customers Ensure appropriate insurance cover in super Design improvements to insurance which take Cost-effective insurance is available to help manage Product Operations Ongoing to support financial resilience account of the interests of people most at risk of financial financial shocks from injury or death exclusion

Customers ssRaise member awareness of insurance ssStrong client awareness of features, costs and benefits Clients and their families enjoy the benefits of Marketing Ongoing cover through clear communications of insurance, when joining and when circumstances appropriate insurance to help manage financial shocks Product Operations arise for a claim from injury or death ssGood process for insurance claims Customer Services ssStreamlined process to make insurance claims

Customers Explore partnerships and referral Improve our understanding of financial counselling and Improved access to financial counselling for clients and Customer Services, 2018 and 2019 Community arrangements with providers of financial other support services available, and our capacity to other users of financial counselling Product Operations counselling and other support services support and refer clients to those services

Capabilities, Attitudes and Behaviours

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Grants, sponsorships and positive impact ssSelection process for grant recipients and investments ssFunds managed or provided by us drive improved Ethics Research, Ongoing investment to support financial inclusion takes account of financial inclusion in accordance with financial inclusion in the broader community Investment our Ethical Charter ssImpact investing scales solutions to financial exclusion Grants and Foundation ssAdvocacy (individual and collaborative) to develop impact markets, policies and practices to grow the impact investing sector

Customers Review our communications and joining ssAccessible communication channels to better reach ssImproved accessibility of our products Marketing Ongoing Community process to improve access to and use of our people at risk of exclusion ssClients enjoy all the benefits of our products products; and to display commitment to ssContent, imagery, videos, forms and processes which ssMore inclusive communications and imagery inclusion reduce barriers to access our products by excluded groups

Customers Ensure good process for early access to ssClients in severe financial hardship receive appropriate Streamlined early access to superannuation for severe Product Operations Ongoing super for members in financial hardship information hardship Customer Services ssStaff equipped to support clients in difficulty

Customers Analyse our hardship and insurance claims Insight into sources of hardship amongst our clients Better support for clients and groups at risk of exclusion Ethics Research 2019 experience to improve understanding of Product Operations sources of hardship and ways to support financial resilience

FIAP: From Foundations to Actions, Part Two — Action Plans 70 FIAP: From Foundations to Actions, Part Two — Action Plans 71 Australian Ethical

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Suppliers Explore procurement changes to increase ssConsult with selected suppliers about their support for financial Understanding of our potential to support inclusion Operations 2018 support for financial inclusion and opportunities to grow that support through procurement Ethics Research inclusion by our suppliers ssTrial potential procurement changes to (1) help identify suppliers which support financial inclusion, and (2) take that support into account in our selection process Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Public voice for greater equality, fairness and ssPromote constructive public discussion about the future of work; Business practices and government policy which better Ethics Research, Ongoing financial inclusion gender equality; responsible marketing; responsible consumption supports inclusion Marketing ssAdvocacy for better public policy affecting these issues

Community Research sources of financial exclusion and ssIn 2018 develop understanding of financial hardship experienced by Improve our understanding of reasons for financial Ethics Research 2018 potential solutions, with an initial focus on Aboriginal and Torres Strait Islander people exclusion, and help in identification of potential and 2019 Aboriginal and Torres Strait Islander people ssIn 2019 use this understanding to take targeted action to support solutions financial inclusion

Staff Presentations, training and partner-ships to Compassionate staff with better awareness of contributors to Improved capacity across the company to support People and Culture Ongoing increase staff understanding of vulnerability, financial exclusion and its effects customers and staff facing personal challenges which including mental health awareness training are a potential source of financial exclusion Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff Continue to pay super during full year of Employee super balances continue to grow during parental leave ssLess financial harm caused by absence from work People and Culture Ongoing parental leave during parental leave ssReduce lifetime super gap

Staff Flexible work practices in an inclusive ssFlexible work options available and supported for all staff Increased workforce participation by women and People and Culture Ongoing Community workplace ssEncourage male staff to consider flexible work options to support other at risk groups, at Australian Ethical and in the workforce participation by their partners workplaces of partners of our staff ssIncreased employee understanding of ingredients for an inclusive workplace, informed by research

Staff Continue to provide and encourage use of Staff given access to professional support for mental health issues Support for vulnerable employees People and Culture Ongoing Employee Assistance Program including dealing with financial hardship

Staff Policy to assist and support staff experiencing Explore and implement domestic violence policy Increased support for vulnerable employees People and Culture 2018 domestic and family violence

Staff Explore options for childcare support for Potential care services or financial assistance provided to staff with Increased workforce participation by women (at People and Culture 2018 Community staff with pre-school aged children children in childcare Australian Ethical and in the workplaces of partners of and 2019 our staff), if childcare support is provided

Staff Assess opportunities to support employment ssParticipation in Smith Family Work Inspirations Program Increased workforce participation by vulnerable groups People and Culture 2018 Community of people at risk of financial exclusion ssIdentify channels for communicating employment opportunities to and 2019 those at risk ssExplore recruitment criteria that account for risk of exclusion Australian Unity

Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Explore levels of participation of vulnerable groups Developed understanding of vulnerable groups across Australian Australian Unity will have a greater understanding and Group Executive, Ongoing Employees across Australian Unity’s Health, Wealth and Living Unity’s Health, Wealth and Living platforms awareness of vulnerable groups across the business Brand, Marketing and platforms Communications

Customers ssDevelop referral pathways for customers ssVulnerable customer framework developed and embedded ssCustomers experiencing financial hardship will General Manager, Jun-18 Employees experiencing financial hardship across Australian Unity have a private and professional referral pathway to Retail, Marketing and ssBuild capability of front-line employees to ssDevelop a relationship with Uniting Care Kildonan’s CareRing receive support and advice e-Commerce better identify and respond to customers service to support employees to participate in financial ssAustralian Unity front-line employees will have experiencing financial hardship hardship, and referral training the skills and knowledge to better respond to customers experiencing hardship, and referral pathways available to them

Customers Improve awareness and access to financial ssActively engage existing and new community organisations Increased numbers of vulnerable customers accessing General Manager, Jul-18 Community products and services for vulnerable groups to join the Culturally and Linguistically Diverse Alliance (CALD appropriate products and services Retail, Marketing and and Partners Alliance) e-Commerce ssDevelop relationships with Financial Counselling Australia, Good Shepherd Microfinance and other community organisations

Customers Enable Aboriginal and Torres Strait Islander ssMaintain and support the ongoing work of the First Nations ssMaintain and support the ongoing work of the First Head of Community Nov-18 Community employees and customers to participate in ‘My Foundation to promote financial literacy for Aboriginal and Nations Foundation to promote financial literacy for and Partners Moola’ financial literacy workshops Torres Strait Islander Peoples Aboriginal and Torres Strait Islander Peoples ssConnect with Aboriginal Home Care Branch Managers identify ssConnect with Aboriginal Home Care Branch financial literacy workshop opportunities Managers identify financial literacy workshop opportunities

Community Work with FIAP Trailblazers and other stakeholders Maintain participation and contribute to the ongoing Australian Unity will continue to contribute to the Head of Community Ongoing and Partners to evaluate opportunities for cross-industry services development of the FIAP program and FIAP Community FIAP Community of Practice products of Practice

Capabilities, Attitudes and Behaviours

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers ssConduct Australian Unity’s Financial Wellbeing Create a biennial Australian Unity Financial Wellbeing Report ssAustralian Unity will gain a deeper understanding of General Manager, May-18 Employees Assessment across employees its employees’ financial wellbeing Capability and ssExplore the opportunity of engaging Australian ssBiennial Financial Wellbeing Report will be created Learning Unity customers in the Financial Wellbeing to track trends and inform responses to the needs Assessment of employees

Employees Invite guest speakers to engage employees, Host three events with guest speakers to discuss topics relating to Employees, customers and members will have Head of Community Ongoing customers and members on topics of financial financial inclusion, social cohesion and community engagement the opportunity to hear from thought-leaders on inclusion, social cohesion and community financial inclusion, social cohesion and community engagement engagement

Community Promote relevant findings and results from Review Australian Unity’s Wellbeing Index to identify relevant Results of Australian Unity’s Wellbeing Index will be General Manager, Feb-18 and Partners Australian Unity’s Wellbeing Index that relate to information relating to financial wellbeing, employment promoted through media, and other communication Corporate Affairs financial wellbeing, employment and community and community connection to share and promote through channels connection communications channels

FIAP: From Foundations to Actions, Part Two — Action Plans 72 FIAP: From Foundations to Actions, Part Two — Action Plans 73 Australian Unity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Employees Provide internal financial product and services ssInternal promotions for employee benefits across products Employees are aware of benefits available to them Head of Group Jul-18 promotion of employee benefits and services to be shared on intranet across Australian Unity’s products and services Communications ssHost an employee benefits event in Melbourne and Sydney offices

Employees Develop an understanding of drivers of financial ssEstablish a database of financial hardship claims across Develop a database of financial hardship claims to Group Manager Ongoing hardship claims relevant to Australian Unity’s financial products and services inform responses to financial hardship triggers Workplace Relations & business platforms ssReview claims to gain an understanding of trends, triggers HR Services and potential responses

Awareness and Understanding of Culture and Diversity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Support the Culturally and Linguistically Diverse ssConvene at least three CALD Alliance meetings Provide capacity building opportunities to the CALD Diversity Capability Aug-18 and Partners Alliance (CALD Alliance) to build capabilities ssIdentify capacity and capability needs across CALD Alliance Alliance in areas relevant to their communities Development Manager across financial literacy, employment and social members that Australian Unity employees and partners can connection support

Employees Conduct an organisational-wide survey to gain Develop an inclusion report that provides an overview of Gain a deeper understanding of the diversity and General Manager, Jun-18 an understanding of Australian Unity’s diverse Australian Unity’s workforce inclusion of Australian Unity’s workforce to inform Capability and workforce employee engagement strategies Learning

Customers Continue to empower customers and clients Review of Australian Unity’s website, brochure ware and Information provided to customers and clients will be General Manager, Jun-18 Community with accessible information on Australian Unity’s customer communications to ensure consistent, accurate and consistent, accurate and accessible Retail, Marketing and and Partners products and services accessible information is provided e-Commerce

Employees Continue to implement Australian Unity’s ssContinue to implement and report on Australian Unity’s Australian Unity continues to implement its RAP with Head of Community Ongoing Reconciliation Action Plan** Reconciliation Action Plan a focus on employment, procurement, products and ssMaintain ongoing relationship with the BCA’s Indigenous services and cultural awareness Network and relevant taskforces

Suppliers Maintain Australian Unity’s membership with ssActively engage Aboriginal and Torres Strait Islander ssAustralian Unity builds stronger commercial General Manager, Ongoing Community Supply Nation to engage supplier diversity** suppliers in capability building opportunities relationships Aboriginal and Torres Strait Islander Property and and Partners ssPromote supplier diversity through approved COUPA suppliers through its relationship with Supply Procurement managers Nation ssAustralian Unity contributes to capability building within Aboriginal and Torres Strait Islander suppliers

Economic Participation and Status

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Develop a relationship with a disability ssEstablished relationship with a community organisation that Australian Unity’s inclusion policy will be informed by Head of Community Apr-18 and Partners organisation to support: engages people with disability a disability organisation to offer support on inclusive Employees ssDisability inclusive policy ssInformed workplace policy developed with advice and input policies and employment pathways for People with Disabilities ssEmployment pathways for people with disabilities from an organisation within the disability sector

Employees Actively engage and support employees to ssEmployees undertake skilled volunteering opportunities Community Organisations have increased capabilities Head of Community Apr-18 Community undertake skilled volunteering opportunities in within community organisations to build capacity within not- to achieve their missions and impact their clients due and Partners community organisations to build organisational for-profit organisations to the support of Australian Unity employees capacity inline with Australian Unity’s community ssIncreased employee participation is tracked through focus areas a community-giving platform and HR systems Australian Unity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Employees Explore employment and training pathways ssFormalised employment and training pathways for people from Established employment and training pathways for General Manager, Jun-18 for vulnerable groups with a focus on People vulnerable groups vulnerable groups to participation in the workforce Capability and with Disability, and Aboriginal and Torres Strait ssAt least one placement for a person with disability through the Learning Islander peoples establish employment and training pathway

Employees Establish 3 mentoring relationships to support ssAustralian Unity employees are matched with participants of Mentors will be matched with participants of the Head of Community Feb-18 Community entrepreneurial skill development in young the Foundation for Young Australian’s program innovation ‘Innovation Nation’ program at the Foundation for and Partners people nation’ Young Australians ssAustralian Unity supported ‘Innovation Nation’ participants have the opportunity to engage with senior leaders relevant to their projects and initiatives

Employees ssPromote financial counselling as an Employee ssAustralian Unity employees have access to EAP support that ssEmployees will have increased awareness and Group Manager Apr-18 Assistance Program (EAP) option via preferred also provides financial counselling uptake of Employee Assistance Programs, and Workplace Relations & supplier ssA Wellbeing Initiative will engage Home and Disability, and additional financial counselling HR Services ssDevelop a wellbeing initiative to gain a deeper Aboriginal Home Care employees ssAustralian Unity will have the ability to better understanding of workplace related mental ssFindings from the Wellbeing Initiative will provide insights into support and respond to employees impacted by health issues that impact employees, their additional support for employees that may be experiencing mental health related issues workplace satisfaction and cost to business workplace mental health issues

Employees Increase participation of employees engaged in ssIncrease participation of employees engaged in Australian Increased employee participation from CALD, General Manager, Apr-18 Australian Unity’s Business School programs Unity’s Business School programs Aboriginal and Torres Strait Islander peoples and Capability and ssIncrease participation in professional development women in professional development opportunities Learning opportunities from CALD, Aboriginal and Torres Strait Islander through Australian Unity’s Business School peoples, and women

** Existing actions within Australian Unity’s Reconciliation Action Plan

FIAP: From Foundations to Actions, Part Two — Action Plans 74 FIAP: From Foundations to Actions, Part Two — Action Plans 75 City West Water

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customer Investigate and develop a framework to identify and Develop a consistent approach across the business to Vulnerable customers are able to access Dec-18 manage vulnerable customers and the development support vulnerable customers an appropriate and consistent level of of guidelines to enable our people to provide support appropriate support

Customer Investigate and identify external service providers who Provide appropriate external points of contact to Increase financial resilience for our Community may provide support to our Hardship and Vulnerable support our customers, and our people who may be customers and our people People customers and to our People experiencing financial vulnerability

Customer Participate in the Thriving Communities Partnership Develop knowledge and capability within our business to An aligned approach for identifying trends Customers & Ongoing Community (TCP) as a Founding partner and proactively contribute support our customers by participating in lead projects affecting consumers and the application of Community People to the understanding of financial vulnerability. As a and applying the learnings to our practices project outcomes to benefit our customers and cross sector collaboration aiming to our business ensure that everybody has fair access to the modern essential services, the TCP aims to build more resilient communities and stronger businesses

Community Investigate opportunities for Industry partnerships are developed to City West Water leads opportunities Mar-18 collaborating on financial inclusion with the Victorian collaborate on financial inclusion for collaboration on financial inclusion Water Industry with the Victorian Water industry which creates greater industry alignment on financial resilience Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

People Investigate opportunities to understand our peoples’ Develop financial literacy and support Improved capability for our people through People & Capability Jun-18 level of financial literacy and potential financial stress options for our people throughout their targeted programs focused on financial literacy life cycle

People Partner with WEjustice to provide Our people, and our customers, who Build the capability of our people and our People & Capability Jan-18 Customer our people and our customers the may be experiencing mortgage stress are linked to an customers who participate to manage Customers & opportunity to participate in the external service provider the impact of mortgage stress Community Mortgage Stress Project

Customer Continue to support financial counselling services Support the financial counselling The financial counselling sector and City West Customers & Ongoing Community within our licence area sector via conference participation, Water increases capacity within both sectors Community engagement around key projects and through shared learnings develop shared knowledge relating which in turn ensures our customers are able to to the community accessing financial access a highly skilled and supported sector counselling services City West Water Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Implement City West Water Innovate Reconciliation Implementation of Relationship, Respect and Increased economic, employment and Customers & 2017-2019 Action plan 2017-2019 Opportunity outcomes of RAP social participation for our Aboriginal and Community Torres Strait Islander communities

Community Implement City West Water Family Violence The framework will support inclusive Improved outcomes for victims of family violence Customers & 2017-2018 People Framework practices for victims, both customers and our people and support for our people who work closely with Community Customer including accessing additional leave and hardship those who are considerations impacted

Community Investigate Financial Inclusion activity for Culturally and Adaptation of current activities to focus on financial Financial Inclusion and increased literacy Customers & Apr-18 Customer Linguistically Diverse (CALD) communities via English literacy regarding reading bills and understanding for CALD communities to manage their Community as an additional language (EAL) activities charges, the impact of usage on bills to allow better finances around household bills management of the impact of receiving and paying a bill

Community Explore opportunities to work with community Understand existing external initiatives Increased financial literacy and resilience to Customers & Ongoing Customer and advocacy groups including those focussing on and the alignment with City West Water manage financial commitments Community vulnerability, Family Violence and CALD communities Programs (ie. Hardship, Family Violence) supporting our people, customers and community

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

People Participate in Supported Decision making research Assist us understand our people and customers who People who have decision making impairments Customers & Customer project lead by Telstra in partnership with Melbourne may have decision making impairments and increase related to cognitive or Community University. This project will be hosted via the awareness of their barriers and develop programs based psychosocial (mental health-related) disabilities Thriving Communities Partnership on research outcomes have access to appropriate programs and increase our peoples capability to 2017-2020 support them appropriately

People Develop a more inclusive and diverse workforce Implementation of our diversity and inclusion strategy Increased economic participation and People & Capability Customer opportunities for identified cohorts, building capability and resilience

People Continue partnership with Consumer Policy Research Investigate the implementation of the vision for the Encourage economic participation and Customers & 2017-2018 Customer Centre, and support the Building Customer trust project fair treatment of all consumers including vulnerable access to fair and equitable support Community customers services

Suppliers Implement City West Water Innovate Reconciliation Investigate opportunities to incorporate Aboriginal Increase economic participation of ATSI suppliers Corporate Services 2017-2019 Action plan 2017-2019 and Torres Strait Islander supplier diversity within our organisation

FIAP: From Foundations to Actions, Part Two — Action Plans 76 FIAP: From Foundations to Actions, Part Two — Action Plans 77 Corrs Chambers Westgarth

Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Suppliers, Collaborate across industries and Assistance to community groups providing financial counselling Stakeholders have improved awareness and access Corrs' FIAP working group Jun-18 clients and clients to develop and promote or similar programs in developing consumer financial guides. to financial products and services and tools to obtain Pro Bono Committee community products and services that support Provide clients and community members with access to low- information and support. partners those at risk of financial exclusion in cost legal services or otherwise educating staff on the available the community. resources and organisations to which vulnerable individuals can be referred.

Staff ssPromote and increase awareness Extension of the existing financial literacy programs to all Corrs Staff having better appreciation and awareness of Wellbeing@Corrs Dec-18 of staff assistance programs that offices. These programs provides tools, knowledge and the financial wellbeing and the policies, support and tools People and Performance promote financial inclusion and confidence to enable staff to understand their financial position available for those experiencing financial exclusion. financial management. and build good financial habits. ssReview workplace policies to ensure they are financially inclusive. Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Suppliers, Actively engage with suppliers, clients Scalable resources that can be tailored to clients and community A reduction in financial exclusion through engagement Corrs’ FIAP working group Dec-18 clients and and other FIAP participants, both members regardless of their industry sector. with a broader range of stakeholders beyond the community within and outside of the legal sector, trailblazer group. partners to share ideas and collaborate on initiatives that help increase awareness and reduce financial exclusion within their organisation.

Staff Improve the capabilities (knowledge Identification and implementation of new FIAP initiatives through Reduced financial exclusion from staff having a greater All Corrs' staff, including Dec-18 and skills), attitudes and behaviours an increased awareness of the FIAP program. understanding of financial inclusion and resilience and people in mentoring or of staff to emphasise importance of the support and tools available. leadership positions financial inclusion both within the People and Performance firm and when engaging with external Diversity Committee stakeholders as well. Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Suppliers, Continue to build on successful ssGreater promotion of financial inclusion from continued Reduced inequality from improved employment and Corrs' FIAP and Pro Dec-18 clients and relationships with pro bono development of innovative ideas to promote initiatives such as career development prospects for vulnerable groups. Bono leaders. community organisations and social enterprises the Reconciliation Action Plan (RAP), and sharing knowledge Corrs’ Client and partners to identify opportunities to enhance and resources. Markets team financial inclusion in the community. ssImproved employment opportunities of members who may Diversity Committee be more likely to experience financial hardship (e.g. new migrants; refugees; persons with disabilities) through continued engagement with secondary and tertiary education providers. Corrs Chambers Westgarth

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff ssBroaden our understanding of Implementation of training and education programs to staff on ssEstablishment of career development pathways for Corrs’ People and Dec-18 financial barriers that can arise awareness and understanding of financial hardship to support new migrants and people from minority groups or Performance team within the community. existing programs (such as our RAP) as well as our relationships other financially disadvantaged sectors. Corrs' FIAP working ssFind solutions to remove or reduce with pro bono partners (eg the Self-rep clinic or the Refugee Civil ssClosing the economic gender gap within staff. group Law Clinic). those barriers. Representatives of Corrs’ committees Diversity Committee

Economic Participation and Status

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Suppliers, Corrs will continue to provide Development of FIAP networks within these stakeholders leading ssIncreased stakeholder participation in the FIAP Pro bono committees Dec-18 clients and programs in partnership with these to implementation of further FIAP program initiatives from better program and enhancing existing strong relationships and members and Corrs' community stakeholders to assist and promote sharing of information. with Justice Connect, Law Right, the Aboriginal Legal FIAP working group. partners financial inclusion and access to justice Service (WA), Redfern Legal Clinic and others to for vulnerable groups and individuals. provide pro bono services to the community.

Staff Improve recruitment policies and ssImproved recruitment policies that do not disadvantage ssPolicies and processes better aligned to address People and Performance Dec-18 professional development systems vulnerable individuals and groups from the selection and economic inequalities and ensure there are equal Corrs’ FIAP working group to ensure vulnerable individuals recruitment process. opportunities for career development and learning Diversity Committee and groups are not disadvantaged ssA system that appropriately, safely and securely enables and the ability to identify areas of concern. and there is equal opportunity for gathering and recording information on the professional economic participation within the firm. development of vulnerable groups (e.g. women returning from maternity leave, people from culturally diverse backgrounds) to identify whether there is equal opportunity for economic participation within the firm.

FIAP: From Foundations to Actions, Part Two — Action Plans 78 FIAP: From Foundations to Actions, Part Two — Action Plans 79 Flight Centre Travel Group

Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Clients, Staff Offer Financial Planning, Home Loan Brokerage, ss2000 FP consultations 1. Clients in control of their financial futures Business Leaders, Team Ongoing Tax Planning ss$1.34M saved for Home Loans 2. Increased awareness of the need to be in control Leaders ss5000 tax returns 3. Low levels of financial stress where possible 4. Increased financial capability and resilience

Clients Continue 1-1 coaching sessions with clients to 5000 Money Coaching Sessions 1. Clients understand the relationship they have with their finances Fundamentals Business Ongoing establish individual needs and goals 2. Increased awareness of the need to be in control leader, MC Team Leader 3. Clients have a clear picture of their current situation and immediate priorities 4. Client has a coach they can turn to for advice and support

Clients, Staff Produce Goal Oriented action plans and 5000 money plans 1. Clients are engaged in the steps they need to take to reach their goals Money Coaches Ongoing recommendations assisting clients to improve 2. Actions are manageable, realistic, achievable and based on the current and future financial position clients individual situation and what they need to do 3. Enhanced confidence and capability

Clients, Staff Provide specialised niche consultations 240 specialised niche consultations 1. Targeted advice based on an extraordinary need Wealth Business Leader Ongoing eg: Crisis Care, Parental Leave, Back to Work 2. Additional and appropriate support and resources to ease the burden at challenging times 3. Access to resources and capabilities otherwise unaware of 4. Increased awareness of the need to be in control

Clients, Staff Access to free Financial Literacy and Capability Enhanced literacy and capability 1.. Access to free educational and capability building literature and tools Fundamentals Business Ongoing website website with personalised data 2. Personalised dashboard incorporating key financial information, leader, MC Team Leader capabilities plans and customised content 3. Enhanced financial literacy and capability

Clients, Customised superannuation and insurance ss9500 Clients on the Corporate 1. Our clients are protected financially should an unexpected event occur Business Leaders, Team Ongoing Suppliers, products with low fees, quick claim process, no Super Plan 2. Quick and stress-free access to legitimate funds when required Leaders Staff medical exceptions within 120 days ss1900 Clients on customised 3. Optimal super investment insurance 4. Lower fees deducted from super balance

Clients, Staff, Continue to extend the Home Loan interest $1.344M saved 1. Homeloans paid more quickly Wealth Business Ongoing Suppliers reduction program 2. Increased ability to optimise available financial resources. leader,Home Loans Discipline Leader

Clients, Liase with the Flight Centre Foundation to assist Specialised consultations as required Clients and family members are financially supported Wealth Team Leaders Ongoing Suppliers, clients and family members with financial stress Community and claims at times of trauma

Clients Implement Money Coaches within all areas of the ss20 Moneycoaches Increased number of clients understanding and accessing the Finanical CX Implementation February - FCTG network nationally (currently only retail) ss7000 Moneycoach consultations Services offered by FCTG Specialist December 2018 ss1200 Moneycoach Inductions Flight Centre Travel Group

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Suppliers Work with the ATO to provide maximum Complete list of claimable items for the travel 1. Optimise compliant refunds Head of tax Ongoing compliant benefits for the Travel Industry industry 2. Help our clients ensure they are tax compliant 3. Reduction of risk

Clients, Employ a Claims Specialist to liaise with ss70% claims successful 1. Increased likelihood of a favourable claim Wealth Business Leader, Ongoing Suppliers suppliers on behalf of clients and family ss80% completed claims 2. Support and assitance provided efficiently when required Wealth team Leaders members

Community Foster partnerships with relevant 240 specialised interactions Increased access for clients to receive a range of specific services Fundamentals Business Ongoing community services such as National Debt from early intervention through to crisis to help solve immediate Leader, Money Coach Hotline, Financial Counselling Australia, GSM, problems and build resilience in the future Team Leader Kildonan

Clients. Staff Continue to develop our Customer ssTailored content on the MWG web-site and Relevant information and strategies increasing the adoption Fundamentals Business Ongoing Management System (CMS) direct to the client of good habits to increase financial resilience and gain greater Leader ssProvide staff with an assessment of how well control clients understand the need to manage finances

Staff Continue to employ, train and develop Expert work force skilled at improving clients 1. More clients in control of their financial futures Business Leaders, Team Ongoing qualified financial services practitioners financial situation and building resilience 2. Increased awareness of the need to be in control Leaders who are people oriented and passionate 3. Lower levels of financial stress where possible about financial inclusion 4. Increased financial capability and resilience

Clients, Partner with GSM (good Money) to offer A dedicated FCTG Financial Counsellor Increased participation in financial counselling producing better Money Coach Team Mar-18 Community dedicated financial counselling service for outcomes for clients in crisis Leader customers in high stress

Clients, Staff Employ a Superannuation Rollover and ss900 superannuation consultations providing 1. A deeper, more relevant superannuation solution to build long Wealth Team Leaders Mar-18 Consolidation Specialist client-centric solutions term resilience ssGreater efficiencies via a steamlined and 2. More staff have optimised superannuation solutions — superior specialised service return and protection, lower fees

Clients, Staff Develop and gamify a needs qualification survey Implement a gamified Needs Qualification Survey Individual level assessment of superannuation and insurance and Fundamentals Leader, Jun-18 to match client needs with the optimal resource recommendations on how to get 'super sorted' Strategic Projects

Staff Explore viability of the MWG value proposition Identification of opportunities to increase the 1. Incr eased number of Corporates offering Financial Services, Business Leaders Jun-18 with external organisations reach of Financial Services, advice and support as Education and Support as a staff benefit a staff benefit in external organisations 2. Mor e corporate staff are equipped with the capability to build and control their own financial awareness and resilience

Suppliers, Explore relationships with partners and FIAP Review traditional products with a view to A greater number of clients have access to affordable products Fundamentals Business Jun-18 Community, Trailblazers to provide responsible lending supplementing or changing these products and services thereby allowing them to better manage their Leader Clients and insurance products finances and avoid irresponsible practices

Clients, Staff, Develop Expo days for suppliers and partners Financial Inclusion EXPO Day 1. Increased awareness of the breadth and depth of services CX Implementation Jun-18 Suppliers, to provide expert advice to clients — available to protect and enhance financial resilience Specialist Community superannuation, health insurance, life/TPD 2. Increased accessibility & trauma, lending 3. Clients gain greater exposure to suppliers and partners in a risk-free environment

Clients Trial and develop Robo assistance and Robo Advice Platform Low barrier to entry basic financial advice and money coaching Business Leaders Dec-18 advice for increasing financial awareness and to initiate a clients journey to long term financial resilience developing Financial Fundamentals

FIAP: From Foundations to Actions, Part Two — Action Plans 80 FIAP: From Foundations to Actions, Part Two — Action Plans 81 Flight Centre Travel Group Capabilities, Attitudes and Behaviours

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Clients Actively encourage and develop our Ongoing communication calendar and activation plan 1. Clients are aware of the services available to help them take Moneywise Global Ongoing model of empowerment by increasing control of their finances awareness of the need to take control of personal finances 2. Clients are more aware of the need to take control of their finances

Clients, Gamified Learning Experiences Digital gamified learning challenges 1. Client engagement in education and capability to increase Fundamentals Business Ongoing Suppliers e.g. EG MWG Sharemarket Challenge awareness of the need to take control of their finances leader 2. Risk-free channels to experiment with different investment techniques

Staff, Clients Build the capability of front line staff A fully equipped workforce confident with the knowledge Staff are better equipped to support clients facing financial Team Leaders Ongoing via Masterclasses on specialised topics they have to provide appropriate and immediate solutions crisis, hardship and exclusion such as Centrelink Benefits, the value tailored to client needs of insurances, superannuation, estate planning, banking structures, tax reduction strategies etc

Staff Continue to facilitate 'Client Share & Weekly staff development collaboration 1. The creation of a peer-to-peer learning environment to foster Team Leaders Ongoing Learn' and Role Play Sessions staff development 2. More clients receive the right support at the right time 3. Improved capacity to address client needs with compassion and confidence

Staff Client file analysis and debriefing on Monthly assessment framework highlighting areas for ssIncreased quality, consistency and depth of support provided Compliance Business Ongoing ways to improve development and training recommendations to clients Leader ssContinuous staff development Team Leaders

Staff, clients Continue to illicit client feedback and Conduct the Csat Survey ssInsight and information to guide us in creating improved Customer Experience Ongoing realign client experiences accordingly services and capabilities and optimise the client experience Implementation Specialist

Clients, Use Financial Stress Indicator (FSI) ssFSI results published monthly 1. Kno wing a client's stress level allows us to provide support Financial Advisers Ongoing Community data to measure and report on overall ssOffer Reach Out Consultations for clients with a high and solutions to reduce individual stress levels Money Coaches workplace stress stress indicator 2. A t an organisational level provide evidence-based information aimed at improving financial and income producing conditions for all clients

Clients, Staff Launch and deploy 'WISE UP' A survey designed to measure levels of awareness of the 1. Increased depth of knowledge Fundamentals Dec-17 Financial Awareness Survey need to take control of finances 2. Targeted education and capability campaigns to increase Business Leader financial awareness and resilience

Clients, Develop additional gamified initiatives Digital gamified learning challenges Increased client engagement in awareness and education Fundamentals Ongoing Suppliers and associated engagement initiatives Business Leader campaigns. E.g. Risk/Reward Profile

Staff, clients Implement new Customer Data that informs client’s overall needs so we can provide The Client Management Strategy, and the subsequent enabling Business Leaders, Team Jan-18 Management Framework a more relevant experience and develop a deeper, mutually strategies should enable us to deliver these experiences more Leaders beneficial relationship effectively, and consistently Flight Centre Travel Group

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff Resilience Training for Money Coaches Training programs that develop and/or enhance resilience ssStaff are better able to cope with the stress of dealing Money Coach Team Mar-18 to improve health, well-being, and quality of life with clients in hardship Leader ssStaff are better able to support clients who are financially excluded

Clients ssDigital education modules to increase A formal points based education program within the Increased capability and development of financial Customer Jun-18 financial awareness and control via internal broader organisational learning environment awareness, control and resilience Experience staff training system. Implementation ssExplore ways to develop certification. Specialist

Clients, Staff Develop new ways of identifying customers Implement a Diagnostic Measurement Tool 1. Early client awareness Business Leaders Aug-18 who are high risk if they don't change 2. Increased range of service offerings to intervene prior Team Leaders current behaviour to the client reaching crisis and exclusion

Clients, Work with Colmar Brunton to understand Publish a Research report Deeper understanding of the relationships between Fundamentals Business Dec-18 Suppliers, Awareness Measure results and associated levels of financial awareness and other variables Leader Community relationships with resilience, stress and wellness

Clients Harvest client data via Money Coach consults Use automated marketing capability to deploy 1-to-1 1. More Clients in control of their financial futures Fundamentals Business Ongoing to develop customised 1-to-1 behaviour messages and strategies. For example, super booster, 2. Increased awareness of the need to be in control Leader change solutions and better inform the insurance review, debt reduction 3. Low levels of financial stress where possible development of product and service offerings 4. Increased financial capability and resilience

Staff, clients Build Money Coaches capability in Staff training to increase knowledge of appropriate referral Increase in financially excluded clients reaching Money Coach Team Ongoing identifying and directing vulnerable clients to pathways and resources appropriate resources Leader appropriate resources

Community, Work with FIAP trailblazers to establish Participation in FIAP initiatives Clients receive greater support with access to a greater Fundamentals Business Ongoing clients, staff cross-industry opportunities to share insights Development of new financial inclusion initiatives depth and breadth of resources leader and knowledge Staff are upskilled leading to a brighter future Money Coach Team Leader

Awareness and Understanding of Culture and Diversity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff Continue to promote financially inclusive Regular reviews and 'check-ins' with staff to ensure they A financially healthy and resilient work force within Business Leaders, Team Ongoing decisions and behaviours in our own culture are on track with their own financial goals Moneywise Leaders

Staff Continue to foster a culture that promotes Staff Career Development Plans which promote autonomy, 1. An intrinsically motivated team of practitioners who Moneywise Global Ongoing and values continuous self development, mastery and purpose have the right skills to deliver great advice to their collaboration and constructive problem solving clients every time by providing an annual training budget, regular 2. Continuous opportunities for staff leading to a team conferences, share and learn sessions, brighter future training by experts and recognition for proactive behaviours

Staff Continue to promote our cultural agenda A sustainable 'purpose' driven business achieving sound The ability to apply influence and pressure at an Moneywise Global Ongoing (people matter) as the most important commercial outcomes organisational level that people matter, not just profit

FIAP: From Foundations to Actions, Part Two — Action Plans 82 FIAP: From Foundations to Actions, Part Two — Action Plans 83 Flight Centre Travel Group

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Clients Continue to build on our Transition Bespoke financial plans with customised products catering 1. Increased number of clients understand their choices with Financial Advisers Ongoing to Retirement Program to educate to the individual needs of 50+ age group. With a particular regards to retirement options and prepare the 50+ age group in our focus on optimising retirement income and also protection 2. Increased control of future financial situation workforce for retirement of family members 3. Increased risk protection for family members in the instance of an unexpected event

Staff, Clients, Work with FCTG HR, Employee Improved financial hardship processes for vulnerable 1. Clients receive greater assistance when making a claim Customer Experience May-18 Community Assistance Programs and other clients for hardship Implementation partners to provide safe pathway out 2.Clients are provided greater support when exiting hardship Specialist of vulnerability living conditions

Clients, Develop an awareness, education and Education modules and customised content tailored to 1. Clients in control of their financial futures Business Leaders May-18 Community capability program for women 40 plus a vulnerable segment of our community 180 specialised Increased awareness of the need to be in control for the future Team Leaders with low super balances consults for Women 40+ 2. Increased average super balance for women aged 40+ 3. Increased financial capability and resilience

Clients Develop an awareness, education and Enhanced financial literacy content and communication 1. Greater percentage of clients understand the importance of Business Leaders Aug-18 capability program for families who focused on insurance 1900 insurance reviews protecting their families Team Leaders are under insured 2. Increased percentage of clients with appropriate levels of insurance

Clients Launch specialised team consults Deliver 6 Women and Finance Lunch and Learns Increased confidence, engagement and awareness levels for Customer Experience Aug-18 and Lunch and Learns focussing on women on how to gain control over their finances Implementation Woman & Finance Specialist

Clients, Staff, Work with FCTG and suppliers to Education and empowerment programs delivered to Increased financial resilience and the awareness of the need to Customer Experience Dec-18 Suppliers, create community programs for vulnerable community groups control finances Implementation Community Vulnerable groups - Foodbank, Specialist Young Care Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Clients, Staff Work with HR, Tax and Payroll to Recommendations on ways to improve the policies A greater organisational understanding of where to change Customer Experience Ongoing review workplace policies for financial policies in order to maximise financial inclusion Implementation inclusivity Specialist

Clients, Staff, Continue to support vulnerable clients Deliver 750 Reach Out consultations Hardship clients are provided with increased support and easy Financial Advisers Ongoing Community, with free reach out services and access to available resources Money Coaches Suppliers financial advice

Clients, Staff, Continue to offer redundancy advice Bespoke consultations and plans provided as required 1. Clients are provided with advice and a plan to assist in Financial Advisers Ongoing Community and support making informed decisions 2. Clients are informed of the impact on superannuation and insurance 3. Clients are aware of available financial support and resources Flight Centre Travel Group

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Clients, Generate quarterly report using data ssProvide insight into variables impacting financial 1. Greater understanding of the factors associated with varying Fundamentals Business Mar-18 Suppliers, from FSI, Awareness Measure, financial awareness levels of financial awareness, capability and wellness leader Community data and demographics ssProvide a longitudinal view 2. The ability to make informed recommendations for a Strategic Projects positive change to policies and factors relating to in-work poverty 3. The ability to measure these changes over time

Staff, Clients, Train frontline staff on financial issues Specialised staff training program 1. Increased capability for staff to proactively identify areas Customer Experience Apr-18 Community that impact women where clients require support Implementation 2. Increased access to appropriate strategies geared to build Specialist financial resilience Financial Advice Team Leader

Staff, Expand the reach of our value ssAwareness Campaign to external organisations 1. Decrease in the overall lack of awareness, control and stress Business Leaders Jun-18 Community, proposition to external organisations ss2 external clients in the workplace Suppliers 2. Increased financial resilience

Staff, Clients Parentwise - work with FCTG HR to Bespoke financial plans with customised products catering Ways to maximise financial situation when life circumstances Customer Experience Ongoing implement and evolve support for to new parents, particularly mothers who often struggle are dramatically changed and income declines Implementation New Parents program with returning to work after maternity leave Specialist

FIAP: From Foundations to Actions, Part Two — Action Plans 84 FIAP: From Foundations to Actions, Part Two — Action Plans 85 Good Shepherd Microfinance Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Expand programs that offer safe and affordable credit Expanded programs reaching more people with Significant increase in financial inclusion and economic Operations Dec-18 Community to more people on low incomes. aim to reach 30,000 NILS loans in 2018 mobility for people on low incomes.

Customers Provide programs which support the needs of people Increased participation in our microenterprise More people are able to generate increased income or Innovation and Marketing Dec-18 who have experienced barriers to starting their own program LaunchME with 80 people in 2018 experience improved financial capability. business.

Customers Increase access to better alternatives for small cash Increased awareness and uptake of our new loan Better use of suitable credit products by people on low Retail and Online Dec-18 Community online loans for people with limited options. program – Speckle and moderate incomes, especially women.

Customers Expand physical footprint in current and new states ssGrowth in the number of Good Money and More people on low incomes are able to access safe and Retail and Online Dec-18 to people who need access to safe and affordable microfinance network locations affordable financial services. Operations programs. ssTarget of 40 net new locations in 2018

Community Extend our leadership of the Financial Inclusion Action 45 Trailblazers by end of 2019. 200 Trailblazers More Australian companies and organisations have Advisory 2022 Plan into major sectors that can make a significant by end of Phase Two (2022). FIAPs in place that respond to the needs of customers, difference to financial inclusion and resilience, but are staff, and communities suffering from financial exclusion not yet well represented on the FIAP program. and hardship.

Capabilities, Attitudes and Behaviours

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Explore the current and potential opportunities to ssDocumented review of programs to identify ssBetter understanding of the potential to apply Advisory Sep-18 Community develop positive financial behaviours through our opportunities to include behaviourally- behavioural principles into program design. programs, both face-to-face and online. informed financial capability supports. ssEmployees are better equipped to use behavioural ssLearnings shared internally and with other techniques. FIAP organisations.

Employees Promote employee benefits such as EAP for financial Employees are aware of and access support Employees are better able to cope with financial stress People and Culture Dec-18 wellbeing, mortgage check and salary sacrificing. packages available related to financial wellbeing and have improved financial wellbeing. and capability.

Employees Undertake an employee financial wellbeing survey. Survey of financial wellbeing of Good Shepherd Understanding of financial capability and wellbeing Advisory Dec-18 Microfinance employees. Analysis of the survey of employees, leading to tailored capability building People and Culture used to tailor capability building activities. activities in the future.

Awareness and Understanding of Culture and Diversity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Employees Support our people to participate in cultural awareness More than 80% of employees have undertaken Clients are able to access financially inclusive programs in People and Culture Dec-18 Customers training to ensure our programs support the cultural some form of cultural awareness training. ways that are sensitive to needs of culture and diversity. needs of clients.

Employees Continue to offer increased superannuation and Continued offering of 0.5% increased employer Reduced inequalities in superannuation for those who People and Culture Dec-18 superannuation during paid parental leave to all contribution and superannuation support during have taken parental leave. employees. paid parental leave. Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Capabilities, Attitudes and Behaviours

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Awareness and Understanding of Culture and Diversity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Good Shepherd Microfinance

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Provide programs that focus on women, with an At least 70% of clients are women Women are able to access microfinance services that Operations Ongoing Community aspirational target of 70% of services provided to meet their needs and help achieve increased financial women. resilience and wellbeing.

Customers Ensure programs are relevant to Aboriginal and Torres At least 25% of NILS clients Aboriginal and Torres Aboriginal and Torres Strait Islanders are able to access Operations Ongoing Community Strait Islanders, who are currently 24% of NILS clients. Strait Islanders microfinance services that meet their needs and help achieve increased financial resilience and wellbeing.

Customers Support the national microfinance network to Microfinance network provides services for Women experiencing family and domestic violence Operations Ongoing Community tailor NILS programs to meet the needs of women women experiencing family and domestic are able to access services that improve their financial experiencing family and domestic violence. violence. wellbeing and resilience.

Economic Participation and Status

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Employees Continue to analyse and report on Gender Pay Gap on Annual review of Gender Pay Gap within target Women have increased economic participation and People and Culture Dec-18 an annual basis. less than 2%. equality.

Employees Team members across all levels have Learning ssMore than 90% of employees have development Increased economic and career opportunities People and Culture Dec-18 & Development plans that support future career plans in place. employees at all levels and across all locations. Organisation-wide opportunities. ssCareer development workshops in place.

Customers Introduce new customer satisfaction survey to ssBenchmark survey completed and report Improved ability to understand what is working and Operations Dec-18 measure social and economic impact of programs. highlights opportunities for improved. where programs can be improved. Advisor ssResults shared with microfinance network.

Customers Build our capacity to support the financial wellbeing Support 700+ individuals through programs in Employees experience improved financial Retail and Online Dec-18 of people working on low to moderate incomes partnership with major employers. wellbeing which contributes to maintaining through major employers. workforce participation.

FIAP: From Foundations to Actions, Part Two — Action Plans 86 FIAP: From Foundations to Actions, Part Two — Action Plans 87 Indigenous Consumer Assistance Network (ICAN) Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Continue to provide, monitor and ssAccess to Face to face and phone financial counselling services ssCustomers have access to consistent quality financial Operations Manager Ongoing evaluate the Financial Counselling ssIdentify the consumer detriment through the information counselling services which assist in addressing their Financial Counselling and Capability services to vulnerable collected through financial counselling casework financial issues and supports (FC) and financial customers in financial difficulty ssIdentify and maintain existing and new referral networks ssOpportunities to make better financial decisions capability (FCW) team

Customers Continue to build the range of Yarnin' Develop and implement customised products for target Integrated approach to improve financial resilience and Operations Manager Jun-18 Money products audiences e.g. young people, new employees as well as linking to capability; enhancing financial decision making Yarnin' Money team emerging consumer issues in regional and remote communities ICAN Learn Business and Sector Development Manager

Customers / Build on the ICAN learn social ssDelivery of courses nationally Increased access to industry relevant training for the CEO Ongoing Staff enterprise to provide appropriate ssOngoing identification and engagement of qualified sector financial wellbeing sector ICAN Learn Business education (accredited and non- trainers and Sector Development accredited) to the financial wellbeing ssAssisting potential trainers to gain their training and Manager and related sectors assessment qualification RTO Coordinator

Community Identify career pathways and Provide professional development to staff - trainers, supervisors, ICAN FC & FCW staff are provided with tailored CEO & business unit ongoing Staff professional development for ICAN etc to suit the needs of the business / Upskill all staff to educate professional development opportunities in areas of: managers financial counselling (FC) and others professional supervision, training facilitation, specialised capability (FCW) staff areas related to FC practice

Customers Continue to engage with regulators ssProvide preliminary investigative support services to ssImproved market outcomes for Indigenous consumers CEO Ongoing / Community and government agencies to raise government consumer agencies ssIncreased consumer protection for Indigenous Operations Manager Dec-18 emerging issues and protect the rights ssRepresentation at national and state forums, panels and task peoples and communities via continued advocacy for FC & FCW Staff of Indigenous consumers forces policy and legislation change ssDevelopment of tool for financial counsellors to record case studies that demonstrate emerging issues

Community Scope & implement professional ssSurvey with ICAN graduates about what kind of professional ICAN assists qualified Indigenous & CALD financial CEO Ongoing support frameworks for the Indigenous support they want counsellors to develop their professional capacity via ICAN Learn Business and Culturally & Linguistically Diverse ssCollate & analyse data access to professional support and mentoring and Sector Development (CALD) financial counselling workforce ssCommunicate findings via online platform Manager

Community Develop an organisational framework ssProfessional supervision support provided to partner ICAN financial counsellors and partner organisations are Operations Manager Jun-18 for financial counselling supervision organisations supported through professional supervision CEO ssTrain ICAN staff in professional supervision ICAN Learn Business and Sector Development Manager

Staff Develop and implement financial ssFinancial conversations with staff are implemented in identified Staff undertake self-assessment of financial literacy and CEO Jun-18 literacy self assessment as part of HR HR processes create personal plan Business unit managers processes ssA policy and procedure is created and implemented in the staff induction process ICAN Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Continue development, delivery & ssProactive promotion of Yarnin' Money program to new ssFinancial capability of program participants & Yarnin' Money Team Ongoing Community evaluation of Yarnin' Money Program partners barriers/challenges are measured; learnings are Operations Manager ssReview and improve our evaluation approach and tools shared with wider community. Research & Communications in response to emerging challenges ssParticipants are equipped with practical tools to Manager assist personal financial capability. CEO

Customers Identify new partnerships and continue ssOngoing participation in national and state wide forums, Indigenous consumers have increased awareness, CEO Ongoing Community to build relationships with ethical task forces knowledge of and access to ethical products that Operations Manager market alternatives for Aboriginal and reduce consumer exploitation ssCommunication of market alternatives to Indigenous Financial Counselling team Torres Strait Islander peoples, that consumers address structural barriers

Customers Support Indigenous Mentorship ssIncorporate the Financial Literacy Skill Set Units ssParticipants have increased personal financial Research & Communications June 2018 Staff program students/participants to (CHCEDU001, CHCEDU002, CHCEDU003) & Yarnin' resilience skills Manager June 2019 increase personal financial resilience Money financial capability training into Mentorship ssMeasured through self-assessment tools for RTO Coordinator and practical skills Program delivery Mentorship Program students/participants

Community Evaluate ICAN's Yarnin' Money Final evaluation research report produced Outcomes of Yarnin' Money - ICAN's Indigenous Research & Communications December financial capability program financial capability program are evidenced through Manager 2018 evaluation process ICAN Learn Business and Sector Development Manager RTO Coordinator Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers To monitor the Multi-Cultural ssData collection over program duration across four Continuous Quality Improvement processes are Research & Communications Ongoing Community Scholarship Program performance identified domains implemented Manager ssAnalysis of findings ICAN Learn Business and Sector Development Manager RTO Coordinator

Customers To monitor the Indigenous Mentorship ssData collection over program duration across four Continuous Quality Improvement processes are Research & Communications Ongoing Community Program performance identified domains implemented Manager Staff ssAnalysis of findings ICAN Learn Business and Sector Development Manager RTO Coordinator

Staff New ICAN / ICAN Learn staff Deliver financial capability training to all staff ICAN staff across the organisation are aware of CEO 1/6/2018 and undertake financial capability training regional, rural, remote and urban issues that impact Business Unit Managers ongoing [with focus on financial capability on financial literacy for different demographics issues affecting diverse demographics]

FIAP: From Foundations to Actions, Part Two — Action Plans 88 FIAP: From Foundations to Actions, Part Two — Action Plans 89 ICAN

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Delivery of Yarnin' Money Program ssICAN's approach to cultural competency is incorporated Train the trainer model supports organisations to deliver YM team Jun-18 Community with cultural competence into train the trainer module; Yarnin' Money with ICAN support Research & Communications ssDevelop ICAN specific cultural competence tools; deliver Manager train the trainer workshops; trainers are able to adjust ICAN Learn Business and content to workshop style Sector Development Manager

Community Develop a personal financial resilience Incorporate personal financial literacy for trainers into train Teachers of Train the trainer model understand their YM team Jun-19 module into Yarnin' Money Train-the- the trainer module; own financial situation and attitudes to money Research & Communications Trainer program deliver train the trainer workshops; Manager ICAN Learn Business and Sector Development Manager

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff Delivery of the Indigenous Financial 12 Indigenous persons trained in the 2017-2018 progra9 ss12 Indigenous persons graduate with a Diploma of Research & Communications Jun-19 Community Counselling Mentorship Program Financial Counselling Manager 2017-2019 (Diploma of Financial ssIncreased number of Indigenous financial counsellors ICAN Learn Business and Counselling) practicing nationally Sector Development Manager RTO Coordinator

Staff Delivery of ICAN's Multi-Cultural 12 persons (CALD community) trained in the 2017-2019 ss12 persons (multicultural community) graduate with Research & Communications Jun-19 Community Scholarship Program (Diploma of program a Diploma of Financial Counselling Manager Financial Counselling) ssICAN develops financial counselling capacity of ICAN Learn Business and multi-cultural organisations Sector Development Manager RTO Coordinator

Community Explore Yarnin' Business module ssScope Indigenous small business space for what kind of Yarnin' Business model includes training for Indigenous CEO & Business unit managers Dec-18 as part of Yarnin' Money financial financial capability training and support is needed peoples to understand requirements of becoming a sole capability program ssIdentify and engage with government agencies focused trader or small business. on indigenous economic development

Staff Ensure ICAN staff have opportunity Develop ICAN financial inclusion staff policy and KPIs ICAN has an implemented financial inclusion policy and CEO & Business unit managers Jun-18 to access appropriate channels of process for all staff Research and evaluation support to reduce financial stress

Community Identify appropriate procurement ssInvestigate local Indigenous businesses appropriate to Local Indigenous organisations are supported via CEO & Business unit managers Oct-18 strategy to suits needs of ICAN and ICAN needs ICAN's procurement strategy levels of funding ssDesign a social procurement policy MoneyBrilliant Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

We will design and develop functionality in ssProduct design incorporating credit scores Customers will be alerted to the availability of Chief Executive Jun-18 the MoneyBrilliant application to highlight ssCalculation of credit product interest rates and expenses more cost effective credit products than the ones Head of Product to customers when they may be able to they are using ssComparison to alternative credit products and access more cost-effective credit products – recommendation to refinance. particularly when fringe credit is being used

We will design and develop tailored support in ssTailored support materials developed Customers who become new parents and face Chief Executive the MoneyBrilliant application for new parents ssData based triggers identified and tested possible financial hardship through increased Head of Customer who might otherwise suffer financial hardship. expenses and / or reduced income will be ssProgram in place Engagement provided with tailored support and information.

Customers We will design and develop tailored support ssReport with key indicators identified Customers who become separated or divorced Chief Executive in the MoneyBrilliant application for newly ssPossible partners identified for material delivery and face possible financial hardship through Head of Customer separated or divorced customers who might increased expenses and / or reduced income ssTailored support materials developed, including referrals to Engagement otherwise suffer financial hardship. will be provided with tailored support and Dec-18 family and domestic violence support services information ssData based triggers identified and tested ssProgram in place

We will design and develop tailored support in ssTailored support materials developed Customers who retire and face possible financial Chief Executive the MoneyBrilliant application for retirees who ssData based triggers identified and tested hardship through increased expenses and / or Head of Customer might otherwise suffer financial hardship. reduced income will be provided with tailored ssProgram in place Engagement support and information.

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers We will use the information customers provide Tailored information and support covering: Customers provided with better support for Chief Executive to us to proactively identify customers ssGovernment benefits dealing with financial hardship Head of Customer suffering financial hardship and provide them ssDebt management advice Engagement with tailored information and support in the MoneyBrilliant application. ssHardship options ssAdvice on reducing cost of living Jun-18 Customers We will partner with other FIAP and non FIAP Online and in-app information on financial hardship options with Customers will be more aware of financial Chief Executive organisations to make hardship options more common bills and service providers for customers hardship options with major service providers Head of Customer visible and more accessible to customers in the and will be able to access them more easily. Engagement MoneyBrilliant application.

Community We will engage with major Australian ssTarget list of large employers with large potentially Major Australian employers are aware of the Chief Executive Dec-18 employers to identify opportunities to deliver vulnerable employee groups opportunity to provide financial wellness financial wellness programs that incorporate ssEngagement pack and discussion paper for employers programs to their employees. dealing with financial hardship through the ssSeries of meetings with employers to explain employee workplace. wellness opportunities ssAgreement to implement employee wellness program for at least 3 employers

FIAP: From Foundations to Actions, Part Two — Action Plans 90 FIAP: From Foundations to Actions, Part Two — Action Plans 91 Origin Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Review the entire customer lifecycle ssContinuous improvement of customer service across all ssCreate a better understanding of the experience of customers Customer Payment Dec-18 from the perspective of hardship channels to better assist customers in hardship. in hardship and the impact of their interactions with Origin. Solutions customers. ssFocus on increasing early identification of vulnerability ssCustomers most in need continue to be provided with support and post hardship support. to help them get back on track.

Continue to improve awareness Clearer communications to customers about benefits Customers are supported to reduce and manage their energy Marketing Ongoing and understanding of low cost and across all our product offerings making it easier to costs through a greater understanding of product offerings. discounted products and benefits. compare offers, understand the benefits of discounted products and what happens at the end of a benefit period.

Explore a new energy proposition Develop and launch a specific energy proposition for Customers have access to appropriate and affordable energy Marketing Jun-18 specifically for customers on our customers in hardship that complements our existing products and services. hardship Power On program. hardship program (Power On) and provides customers with support to help them get back on track.

Review and continue to improve ssReport on recommendations to deliver consistent and ssCustomers are supported to manage payments to suit their Customer Payment Dec-18 flexibility of payment options across flexible payment options across all product offerings circumstances. Solutions Origin’s entire product portfolio. including natural gas, electricity, LPG, solar, batteries and ssOrigin staff are provided with tools and training to help home products. support customers. ssIncrease awareness of available payment relief programs (e.g. No Interest Loan Scheme).

Communities Better assist and support recently Collaborate with government, social service providers ssAustralia’s recently arrived communities are supported to gain Customer Advocacy Ongoing arrived communities to help ensure and other FIAP Trailblazers, to review existing support financial security and independence. FIAP Working Group they are set up on sustainable and services and ensure newly settled immigrants have the ssConsider availability of access to services such as energy affordable energy plans. support required to set themselves up on a sustainable audits and financial counselling. and manageable energy plan. Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Build greater internal capability ssTo extend our hardship awareness programs across the All Origin employees: People and Culture Dec-18 Staff to support financial inclusion and entire business beyond our customer facing teams. ssunderstand financial vulnerability, its triggers and impact; FIAP Working Group resilience across the entire business. ssExtend the content to include access to information and ssdemonstrate empathy towards people experiencing financial resources that support financial literacy and resilience hardship; of our own people, our customers and the community, ssare empowered and supported to always act in the best with a focus on the heightened risk of financial interest of all customers including the most vulnerable exclusion for women. members of the community; and ssare aware and considerate of the impacts of gender inequity on financial inclusion.

Staff Support Origin employees through life Review employee leave policies to support long term carers Financial impairment is minimised during significant life events. People and Culture events. and emergency relief, and increase awareness through increased availability to specific and targeted information and resources. Jun-18 Communities Review Origin’s approach to Review and evaluate how we provide information, Customers in regional and remote communities are not Customer Payment customers in regional and remote support and resources to regional and remote negatively impacted by their geographical location. Solutions communities. communities. Origin

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Continue to develop and contribute to Deliver, measure, and report of FIAP actions. Evolution and Origin’s commitment provides improved financial FIAP Working Group Ongoing Communities the longevity and success of the FIAP expansion of the FIAP working group. inclusion and resilience for vulnerable communities. Program. Staff

Awareness and Understanding of Culture and Diversity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Continue to increase awareness, ssContinue to increase awareness of Origin’s Hardship policy and Supporting the community to improve financial inclusion. FIAP Working Group Ongoing Communities availability and access to hardship available support. support. Staff ssContinue to engage with stakeholders to better connect with culturally and linguistically diverse communities.

Communities Launch Origin’s Reconciliation Action ssOrigin’s second RAP continues to build equality of opportunity ssContinue to build knowledge of Aboriginal and Torres Indigenous Relations Jan-18 Staff Plan (RAP) 2017. for Aboriginal and Torres Strait Islander peoples. Strait Islander histories, cultures and contributions ssContinue to grow and evolve Origin’s resourcing policies that amongst Origin people. improve ethnic and cultural diversity, including our Career ssFormalise partnerships with Aboriginal and Torres Trackers program. Strait Islander communities and organisations.

Communities Review and evaluate disadvantage and Informed recommendations for a framework on how Origin Origin supports the economic development of the Integrated Gas financial exclusion in communities we supports and contributes to a legacy of financial inclusion and communities we operate in. Generation operate in. resilience in communities.

Dec-18 Communities Include Origin’s Financial Inclusion Financial exclusion and disadvantage is considered in Origin’s Greater transparency of financial exclusion and Sustainability Action Plan in the broader framework approach to sustainability. disadvantage leading to better informed decision making Development of Origin’s Sustainability Report. and more accessible and affordable energy for customers.

Economic Participation and Status

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Review and assess how Origin can ssDevelop specific policies, processes and capabilities to best People experiencing or exiting family violence are People and Culture Staff better support people experiencing support customers experiencing family violence. provided with appropriate assistance and support to Customer Payment family violence. ssContinue to build awareness and provide ongoing access to gain financial security and independence. Solutions services for staff experiencing family violence. Jun-18 Customers Continue to support business Review support of small and medium enterprises for sustainable Small and medium enterprises are supported with Solar & Emerging customers to help build economic success with the rising cost of energy. products, services and payment arrangements to help Business success manage increasing energy costs.

FIAP: From Foundations to Actions, Part Two — Action Plans 92 FIAP: From Foundations to Actions, Part Two — Action Plans 93 The Salvation Army

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community members Provide financial inclusion focused services (e.g. emergency Training (initial and ongoing), procedures Services delivered are most likely to result Community Services Ongoing relief, financial counselling/capability and microfinance casework and culture focused on these matters. in community members being financially services) that are relational, strengths based and holistic so as to capable and resilient achieve behavioural change that results in financial resilience.

Community members Provide emergency relief services with a focus on financial Training (initial and ongoing), procedures Services delivered are most likely to result Community Services By March 2019 capability building by moving people into case work and and culture focused on these matters. in community members being financially reducing dependence on emergency relief i.e. providing skills and capable and resilient, measure via knowledge (a hand up, not a hand out) outcomes measurement process.

Community members Conduct annual Economic and Social Impact Survey (ESIS) and ESIS research conducted nationally and Community member needs and priorities Community Services, Annually in investigate Moneycare SAMIS database to better understand at scale, Moneycare research conducted better understood, better targeting and Research May (ESIS) community needs and priority areas leading up to annual Moneycare Day delivery of services and October (Moneycare)

Community members Develop better digital financial information services to ensure that Initial contact portal developed for Initial contact and early intervention Community Services, By July 2019 they are readily accessible and user friendly so that people can financial counselling and capability occurs through use of portal, community Communications take their own early intervention action services, including self help tools members assisted more effectively

Volunteers, Provide discrete (confidential) services to internal people in need Systems and communications plan put in People, internally, increase financial Community Services, By July 2019 employees, Officers place to provide for ready and confidential capability and resilience, well being Human Relations, and Corps members internal access to financial inclusion improved and people are more likely to Personnel services fulfill organisational mission

Volunteers, Provide retirement planning education and information with a Enter into collaborative arrangement with Women internally better positioned for Community Services, By July 2019 employees, Officers focus on women in early career stages a female retirement specialist and offer retirement and financially resilient Human Relations, services to women over 40 Personnel Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community members Deliver "You're The Boss" (YTB) financial literacy/capability Train facilitators nationally in YTB program Behavioral change occurs, community Community Services Ongoing training to build financial capability, attitudes and behaviours and approach, develop YTB program, members more financially capable and provide supports for YTB facilitators, resilient deliver training

Community members First contact points equipped to recognise signs of financial Training and equipping of "Connect" Early referral to prevent deeper personal Community Services, By July 2019 exclusion for early referral to financially related casework services sites and call centre operators (SAL, 13 and/or financial crisis and ongoing Corps (local churches) SALVOS), standard assessment questions relationship established to promote on signs of financial stress and DV flourishing

Community members Communicate positive financial literacy/capability messages to the Opportunities sought through ongoing Community members take early action to Community Services, On going and community media contact and focused annual improve their own situations Communications in October each campaign as a part of Anti-poverty week year (Moneycare Day)

Volunteers, Provide flexible online internal education and learning programs to Develop internal online learning programs Financial capability and resilience of Community Services, By July 2019 employees, Officers increase the financial capability, attitudes and behaviours to enhance financial capability through the internal people developed Learning & Development and Corps member Learning and Development team The Salvation Army

Awareness and Understanding of Cultural Diversity

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

ssOrganisational Reconciliation Action Plan (RAP) maintained and Staff aware of RAP and needs of Indigenous Financial capability and resilience Aboriginal and Torres Ongoing updated to ensure culturally appropriate delivery of financial people and services focused on effective delivery developed for Indigenous people Strait Islander Ministry, (annual review) inclusion services to Indigenous people to them Community Services

ssDevelop and implement soft entry/communications plans to Community relationships built at local level People in need are comfortable to Communications, reduce any stigma of initial access to TSA services (physical access), digital platforms developed access our services Corps (local churches), Community members (online access) and outreach to communities Community Services By July 2019 through community educations programs (You're the Boss)

Collaborate with and promote our offering of culturally sensitive Relationships established by frontline workers More people from CALD and ATSI Community Services, By July 2019 services to ATSI & CALD groups likely to be financially excluded with excluded groups, promotional material and groups access our services Communications e.g. refugee groups and single Indigenous women with children resources in community languages distributed and frontline workers with community languages

Volunteers, Foster an inclusive environment so that volunteers, employees, All groups considered in communications plans Internal financial inclusion services Community Services, employees, Officers members of Corps and Officers from all cultural backgrounds feel and have clear pathways to access services accessed by more people internally Communications By July 2019 and Corps members comfortable to access the full range of Salvation Army financial from a range of cultural groups inclusion services

Economic Participation and Status

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Provide supported capability building loans e.g. micro enterprise, Develop a loans program aimed at women going Women moved from dependency on Community Services By March 2019 training and education into micro enterprises welfare to independence

Alleviate financial hardship through financial counselling to free Provide financial counselling services to those in Move people out of financial Community Services Ongoing Community members up the "cognitive space" of community members to provide for financial crisis hardship and allow them to focus on (annual review) improved participation and inclusion in society better participation in society

Advocate externally on social justice issues identified through our Seek systemic issues from frontline workers and A fairer system allowing more Community Services, By March 2019 financial inclusion services and research advocate for reform to fully participate socially and Research, Social Justice economically in society

Volunteers, Research the financial inclusion needs of women working in the Conduct survey and interpret results Financial inclusion needs of women Community Services, By March 2019 employees, Officers Salvation Army and take action to meet key needs in the Salvation Army identified, so Research and Corps members that action plans can be developed

FIAP: From Foundations to Actions, Part Two — Action Plans 94 FIAP: From Foundations to Actions, Part Two — Action Plans 95 UNSW Sydney

Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Students Develop education materials, training opportunities and online Education materials developed, and training Training and education products Student Life modules to increase the financial literacy of all students with a opportunities provided through online modules developed and increased financial September, 2018 focus on equity groups. and coaching. literacy of students

Students Increase number of scholarships for disadvantaged students, Increased number of scholarships awarded on an Increased participation at university Student Services equity groups and indigenous persons and an exploration to equity and needs basis. for students from disadvantaged and Systems June, 2018 introduce a full scholarships model for selected students. backgrounds and equity groups.

Students Increase the awareness of, and make improvements to the Greater awareness and improved process of no Students have access to responsible Student Life current no interest loans and grants scheme including availability interest loans and grant schemes including a financial products without to international students and form partnerships with external wider variety of reasons students can apply and perpetuating debt and financial June, 2018 organisations. an exploration of external partnerships that could stress. benefit students in this context.

Students Financial counselling and support made available at UNSW Introduction of financial counselling and/or Decreased student debt and Student Life July, 2018 internally and through partnerships with external organisations coaching made available for students. financial hardship

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Students Increase the visibility and awareness of support services currently Awareness campaigns of support services Students can make informed Student Life June, 2018 available to students. This will include campaigns to educate the increased. decisions and improve access to students of the services that can assist with financial support. support services

Students Education and awareness campaigns with online information for Education and awareness campaigns Students have increased knowledge Student Life December, 2018 students about their legal rights in the context of employment and implemented and made available for all students of legal rights in context of private housing. accommodation and employment.

Students Review welcome initiatives for all students to ensure they Welcome initiatives extended, and training Decreased student debt and Student Life December, 2018 include training that covers private rentals, costs of study and materials developed and made available for all financial stress living, employment rights and other relevant information. Where students. applicable this will include information for international students moving to Australia and an extension on current social inclusion activities.

Students Introduction of health and wellbeing initiatives that includes Health and Wellbeing Initiatives implemented Increased student health and Student Life June, 2018 public health messages, encourages help seeking behaviour and including public health campaigns. wellbeing and knowledge of preventive measures for mental health, addiction and gambling preventive actions as well as early related issues. identification of issues.

Students Increase awareness and extend on student led initiatives that Increased support and further awareness Students are empowered to help Student Life & May, 2018 impact on financial wellbeing such as subsidised healthy campaigns for student led activities in the one another, and overall financial ARC Student breakfasts, fun finance and ATO help. context of financial inclusion. literacy and wellbeing is improved. Association

Students Student led awareness campaigns of university and student Social media campaigns and student led Improved student capabilities and Student Life & May, 2018 services including a FIAP launch expo, social media campaigns, FIAP launch expo. That increases students’ decreased long term debt. ARC Student and campus presence with a focus on targeting those at risk of capabilities in the context of financial support Association financial hardship or exclusion. and literacy.

Students Increased support for students with a disability by providing help Students are better supported and equipped Decreased student confusion Student Life June, 2018 to navigate the National Disabilities Insurance Scheme. to navigate the National Disabilities Insurance and stress related to the National Scheme Disabilities Insurance Scheme UNSW Sydney Awareness and Understanding of Cultural Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Students Develop a strategy to increase the availability of subsidised Strategy developed to increase accommodation Increased subsidised Student Life December, 2018 residencies on campus for financially disadvantaged students on campus for equity groups and those in crisis accommodation for students from and those in need of emergency accommodation and further as well as a review to better understand unique equity groups and improved crisis understand and respond to students housing needs. housing needs of students. accommodation support

Staff & Students Catalogue and review student services that can assist with A review and catalogue of all services that can Improved awareness and Student Life December, 2018 financial literacy and inclusion across the University. This will assist students including recommendations and institutional knowledge of services include a benchmark, audit, and gap analysis of all current initiatives to educate staff and students that can assist students. initiatives.

Students Identify all grants, loans and scholarships currently available to Identification and subsequently review internal Increased number of students Student Life & Student June, 2018 students in need and review eligibility criteria and capacity to and external products currently available and accessing products that benefit Services and Systems award with an emphasis on equity groups. criteria for eligibility with focus on enabling them financially. an increase for equity students to access the initiatives.

Staff & Students Review of current communication practices about financial Current processes reviewed, and Decreased levels of long term Student Life & Student December, 2018 obligations and key dates for students and provide recommendations made. student debt and student Services and Systems recommendations for improvement while ensuring sensitivity to make informed decisions and those who may be experiencing financial stress the university is better able to communicate financial obligations and key dates to students. Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Students Identify and develop Additional support for students from Increased initiatives targeted at disadvantaged Retention and graduate rates for Student Life December, 2018 Low Socio-economic backgrounds and other equity groups student groups and improved marketing to equity students increases. during their first year of university to prevent dropout and the ensure the respective cohorts are aware of the perpetuation of debt and financial exclusion. opportunities

Students Develop a strategy to Improve the University’s understanding of Strategy and processes explored that can enable Decrease in students experiencing Student Life December, 2018 student’s subject to financial exclusion and stress by utilising data early identification of students at risk of course financial hardship and increased to identify students who may be risk of financial hardship and failure and financial hardship. retention rates. subsequently implement preventative measures.

Students Identify and catalogue internal and external support services Readily available resource list and streamlined Improved support and university Student Life June, 2018 available to form a Crisis Support Package which will connect process when students are subject to financial participation for student’s subject to students in financial hardship to emergency accommodation, hardship are seeking support. financial hardship. counselling, loans and special considerations.

FIAP: From Foundations to Actions, Part Two — Action Plans 96 FIAP: From Foundations to Actions, Part Two — Action Plans 97 VicSuper Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Actively engage with regional communities Delivery of VicSuper's regional employer and member Regional communities have greater access to Regional Managers Ongoing and partners to increase awareness of our commitment to engagement, advice and education programs VicSuper's products and services financial wellbeing and continue to expand access to products and services for regional members and employers

Customers Explore ways to provide more targeted Review our claims processes in collaboration with our insurer to Updated processes result in our members feeling Manager Member December 18 Clients support to members who make claims deliver a better experience for our members better supported through the insurance claims process Services through their insurance Members Suppliers and Contractors

Customers Provide greater access to VicSuper's Deliver Beeline* digital super coach to provide members with Members are able to access guidance and advice 24/7 Executive Manager Ongoing Clients financial wellbeing education, guidance digital support and advice. Delivery of community seminars and no matter where they are on their financial journey Marketing, Insights and help workshops on how to make the most out of super. Delivery of through Beeline. Members are also supported by and Experience Members VicSuper's Super Woman Money Program, Financial Fitness and education programs, seminars and workshops which Workplace Transition programs* to members in the workplace. work to improve financial capabilities

Customers Raise awareness across our membership In-house personal and comprehensive financial advice services Members are able to access financial advice that is Executive Manager Ongoing Clients base about the value of and how to access and communications at relevant time. Advice and guidance tailored to their needs and life stages marketing, Insights VicSuper's advice services awareness program to members and Victorian communities. and Experience Members

Customers Explore how to collaborate with employers Active engagement with key employers on mental health Increased awareness of mental health issues, early Manager Employer December 18 Clients on workplace mental health programs awareness and collaboration on the implementation of targeted intervention and return to work opportunities in the Engagement programs over the longer term workplace Members

Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Leverage best practice approaches, learnings Actively participate in and promote industry led initiatives VicSuper's approach to financial wellbeing and Manager Corporate Ongoing and partners and knowledge through ASIC's community inclusion is aligned to the National Financial Literacy Responsibility of practice Strategy+ and other ASIC initiatives

Community Connect in with and support the objectives Drive positive change for vulnerable customers Build our own understanding and capacity to support Manager Corporate Ongoing and partners of the Thriving Communities partnership vulnerable customers and collaborate with like-minded Responsibility businesses to drive change

Staff Raise awareness across our workforce Delivery of financial wellbeing awareness raising initiatives Employees understand our strategy and the products Executive Manager July 2018 Employees of VicSuper's commitment to financial and services we offer our members and employers People Experience wellbeing

Staff Promote employee participation in Delivery of financial wellbeing education and awareness raising Employees have access to relevant education Executive Manager December 18 Employees VicSuper's financial wellbeing education initiatives initiatives that help them to understand and build their People Experience programs super

Staff Raise awareness about the impact of Explore how our employee support programs can integrate Increased awareness and access to financial wellbeing Executive Manager July 2018 Employees financial stress and ensure our employees are financial wellbeing support support across our workforce People Experience connected with financial wellbeing services and help when they need it VicSuper

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Actively engage women in the community Delivery of VicSuper's Super Woman Money Program* Build women's financial knowledge and skills to empower Executive Manager Ongoing Clients and our membership base through financial them to take control of their finances Marketing, Insights and education and support programs Experience Members

Customers Raise awareness with employers on the Delivery of awareness raising programs and measurement Employers are better placed to make informed decisions Manager Employer December 18 Clients impacts of financial wellbeing and help them tools about how they can improve wellbeing in the workplace Engagement measure impacts in the workplace Members

Customers Engage employers, unions and industry Financial wellbeing workshops, seminars and roundtables Increase the scale, reach and awareness of our financial Manager Employer Ongoing Clients associations on our commitment to financial wellbeing commitments and initiatives across industries Engagement wellbeing and supporting actions they Members can take

Customers Build our understanding of financial Integrate financial wellbeing and stress metrics into our Improvements in VicSuper's capacity to respond to Manager Customer July 2018 Clients wellbeing and the prevalence of financial member insights processes member needs Insights stress across our membership base Members Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Contribute to industry initiatives that are Actively participate in industry collaboration initiatives Contribute to industry change that helps to drive Manager Corporate Ongoing and partners working to ensure Indigenous Australians Indigenous inclusion in the superannuation system Responsibility have equitable access to super

Customers Improve diversity representation in Integrate diversity criteria into VicSuper's brand guidelines The diversity of our membership base and the broader Executive Manager July 2018 Clients VicSuper's marketing and communication community is fairly reflected Marketing, Insights and materials Experience Members Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Understand and contribute to industry Actively participate in industry led advocacy initiatives Contribute to industry change that helps to drive women's Manager Corporate Ongoing and partners initiatives that are working to ensure inclusion in the super system Responsibility women have equitable access to super

Community Provide employment opportunities for Deliver targeted traineeship programs at VicSuper Improve economic participation in the finance sector for Executive Manager Ongoing and partners refugees and asylum seekers refugee and asylum seeker communities People Experience

Community Collaborate with community partners Delivery of VicSuper's Community Connect program and Community partners are better supported to build their Executive Manager Ongoing and partners who are committed to increasing financial provision of fundraising and in-kind support for Melbourne work in areas that align with VicSuper's values Marketing, Insights and inclusion, capacity building and economic City Mission and Eat-Up Experience participation.

Staff Provide tailored support and assistance for Delivery of best practice carers, parental and domestic/family Employees feel supported and are not financially Executive Manager Ongoing Employees employees taking time out of the workforce violence leave policies. Payment of super guarantee for the disadvantaged when they take time out of the workforce People Experience duration of unpaid parental leave for the first 12 months.

FIAP: From Foundations to Actions, Part Two — Action Plans 98 FIAP: From Foundations to Actions, Part Two — Action Plans 99 Wannon Water

Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Continue to offer flexible payment Customers continue to access flexible payment Customers are better equipped to deal with payment of their Customer Relations Ongoing options and financial support for arrangements and assistance account customers experiencing difficulty in paying their account

Community Identify opportunities for collaborating Opportunities for collaboration on financial inclusion and Wannon Water is in a better position to be able to collaborate Community & Corporate Customers on financial inclusion and resilience resilience in the region have been investigated on financial inclusion and resilience within its service region Services within our service region

Community Explore opportunities to partner Wannon Water will work with local youth services and Wannon Water appropriately supports young people and Customer Relations with youth services and educational educational institutions to increase awareness of Wannon students who are experiencing financial hardship Customers December 18 institutions to support young people in Water's programs to support people facing financial stress financial hardship

Community Introduce a Water for Community A Water for Community Program is developed and Wannon Water provides support to our community in relation Community & Corporate program to support public health implemented to the access and use of water for public health and wellbeing Services and wellbeing Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Employees Provide family violence training for Employees are equipped in how to recognise and support Appropriate and respectful support is provided to customers Customer Relations Customers employees those impacted by family violence and employees experiencing family violence, including People and Wellbeing economic abuse Corporate Services December 18 Customers Learn more about the opportunities to Develop knowledge and increase awareness through Wannon Water has increased its awareness of how other Community & Corporate support our customers experiencing participation in the Thriving Community Partnership (TCP) Australian businesses support customers in financial hardship Services financial hardship and the Financial Inclusion Action Plan (FIAP) Community in order to strengthen its own hardship program of Practice Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Employees Create an inclusive workplace that Implement the actions in Wannon Water's Inclusion and Employees have a greater understanding of the importance of People and Resilience As per the promotes diversity Diversity plan workplace inclusion and diversity, particularly for those from Inclusion and vulnerable groups Diversity plan timelines

Customers Engage with a diverse range of our An annual engagement cycle is developed and Customer and community engagement information, inclusive Community & Corporate Community customers and community, including implemented of feedback from vulnerable groups, is available to inform Services those from vulnerable groups, to Wannon Water's decisions for the 2018/19 Corporate Plan Suppliers understand what they value in relation to our business December 18

Employees Continue to provide workplace Managers take individual circumstances into consideration Employees have the opportunity to adjust their work pattern People and Resilience Community flexibility to support our employees in their assessment of flexibility requests to support their particular needs and communities Wannon Water Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community Continue to work with our partners Wannon Water actively participates in education and Wannon Water contributes to supporting education and People & Resilience Employees on education and employment employment programs in the region employment outcomes for vulnerable groups in our region initiatives for vulnerable groups

Community Continue to strategically partner with A community support and partnerships program is in place Wannon Water has strategic partnerships in place to work on Communications & rural and regional communities in our key economic, social and environmental issues that have been Engagement Branch service area, including with vulnerable identified for our service region groups December 18 Community Explore opportunities for collaborating Opportunities for the Victorian Water industry to Wannon Water understands the opportunities for collaborating Community & Corporate on financial inclusion and resilience collaborate on financial inclusion and resilience have been on financial inclusion with the Victorian Water industry Services with the Victorian Water Industry investigated

Suppliers Continue to explore opportunities for The social procurement components of Wannon Water's Wannon Water's approach to social procurement ensures Corporate Services achieving social outcomes through procurement policy are implemented opportunities for local and vulnerable groups to provide services procurement to Wannon Water

FIAP: From Foundations to Actions, Part Two — Action Plans 100 FIAP: From Foundations to Actions, Part Two — Action Plans 101 Women's Information and Referral Exchange (WIRE) Products and Services Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Service users Improve access to programs and services for Targeted marketing campaigns and innovative digital Increased number of service users from regional Partnerships Dec 2018 and ongoing (customers) potential service users living in regional and rural approaches to increase service access and uptake and rural areas and diverse communities and Community areas and from diverse communities Engagement Manager

Service users ssContinue to offer free financial planning clinics Continue to offer clinic twice a month and add Service users, staff and volunteers have increased Service Delivery ssContinue to offer (customers) for service users and also promote to staff and financial counselling to the calendar of events financial wellbeing which includes having an Manager clinic twice a month – / Staff / volunteers. awareness of financial products and services and ongoing Volunteers ssExpand this service to include increased financial are more confident managing their finances ssExpanding the service wellbeing services including financial counselling. to include financial counselling

Community ssIncrease our capacity to deliver training and More expert trainers are available to meet the Increased capability across all sectors to identify Partnerships Jul 2018 and ongoing and Partners professional development services on subject demand for our professional development services and respond to financial abuse and Community matter including identifying and responding to Engagement financial abuse and working with women. Manager ssExpand training service delivery beyond family violence workers and the community and health sectors to support FIAP trailblazers as well.

Community Increase awareness of online resource 'Women Talk ssDistribute marketing collateral to partners and the Women who have used 'Women Talk Money' have Partnerships and Partners/ Money' to help women establish financial equality community. the knowledge and skills to confidently talk to their and Community Service Users in their intimate relationships and prevent financial ssRefer to and promote 'Women Talk Money' in partners about money Engagement (customers) abuse community education sessions. Manager / Staff/ ssRun training sessions in the community using Women's Volunteers 'Women Talk Money'. Information Support Workers Jul 2018 and ongoing

Service users Provide education to service users regarding Update curriculum of Computer Classes to include Service users have increased digital inclusion and Service Delivery (customers) online safety and how to access and store financial this content. financial capability. Manager information digitally. Women's Information Support Workers

Community Provide a toolkit for the finance and community Toolkit with companion online resources Finance and community sectors are better Women Thrive Dec-18 and Partners sectors on building women's financial security through equipped to build women's financial capability Project Manager creating and nurturing women's financial resilience and capability Capabilities, Attitudes and Behaviours Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Community ssContinue to build awareness of financial abuse as ssIncrease in the number of community education ssIncreased public awareness of financial abuse and Partnerships Ongoing and Partners a form of family violence and of gendered financial sessions delivered related to financial abuse. gendered financial wellbeing enabling more members and Community wellbeing. ssIncrease in training and professional development of the community to identify financial abuse. Engagement Manager ssWe will work to prevent financial abuse through delivery. ssIncreased confidence and motivation in individuals to Training Coordinator building understanding in the community of the ssIncrease our training and service delivery in the build financial capability. Women's Information gendered drivers of financial abuse and the actions financial abuse prevention space by seeking funding ssService providers are better equipped to identify Support Workers that can be taken to reduce them. to run programs and development partnerships with financial abuse and make appropriate referrals. other family violence prevention partners. ssReduced antisocial behaviours and cultural norms that drive financial abuse. WIRE

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff and Design professional development seminars ssTraining for staff and volunteers that improves service delivery and builds Increased staff and volunteer capability Service Annual and volunteers for staff and volunteers on intersectional greater awareness of referral pathways. leads to better outcomes for vulnerable Delivery Manager ongoing best practice using the WIRE model to better ssCultural awareness training for staff and volunteers. and financially excluded service users support those women who are vulnerable and who are linked to appropriate services financially excluded

Staff and Continue to build staff and volunteer financial ssContinue to invite staff and volunteers to financial capability training Increased staff and volunteer financial Service Delivery Manager Ongoing volunteers capability and encourage participation in financial planning clinics. capability and resilience Finance Coordinator ssPromote financial planning and support to staff through Employee Assistance Program. ssPromote and encourage additional superannuation payments.

Community Continue to lead research into gendered ssLaunch of 'Finding and Maximising Financial Teachable Moments for Research findings will inform the design Research Project and Partners financial capability and wellbeing women affected by Family Violence' research. and delivery of financial literacy and Coordinator Dec 2018 capability programs to positively impact ssNational roadshow of research. and ongoing a family violence victim survivor's financial recovery and stability

Community Build the capability of the community and Partnerships established with Women Thrive champion organisations to Women Thrive champion organisations Women Thrive Project and Partners finance sectors to build women's financial embed toolkit strategies have increased capability to engage and Manager Dec 2019 security empower women in financial decision and ongoing making Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Service Users Build our cultural intelligence and work towards ssContinue to promote Phone Support Worker Training Scholarships More ATSI and CALD service users are able Service Delivery Manager Ongoing (customers) creating a culturally safe workplace available for an indigenous woman, a woman seeking asylum and a to speak to Phone Support Workers from Training Coordinator Community woman over the age of 50. their own communities. and partners ssEstablish relationships with CALD and ATSI organisations to promote ATSI, CALD and older women Phone the scholarships to their communities. Support Workers have pathways to further ssAssessment of the effectiveness of the scholarship program in study and employment. attracting diverse participants. Increased understanding internally of the ssMap out ways in which we can encourage diverse participation in dispossession of Aboriginal people and the WIRE volunteering and implement key findings. impact of colonisation. ssAcknowledgement of country at all WIRE meetings.

Community Review training and professional development ssReview of all training resources. More effective training resulting in Training Coordinator Feb 2018 and partners resources to ensure they are intersectional in ssIn-house training delivery contextualised and tailored for each increased financial capability of diverse and ongoing outlook and culturally appropriate for diverse session. groups and an increased understanding of groups women as a diverse and complex cohort.

Community Establish relationships with CALD and ATSI ssReview appropriateness of service delivery, referral pathways and Increased understanding of referral Service Delivery Manager Dec 2018 and partners organisations to better understand how their training. pathways for CALD and ATSI communities The Purse Project and ongoing Service Users communities experience financial exclusion. ssLook at tailoring The Purse Project for family violence workers and more effective training to increase Coordinator financial capability. (customers) engaged with CALD and ATSI communities. Partnerships and Community Engagement Manager

FIAP: From Foundations to Actions, Part Two — Action Plans 102 FIAP: From Foundations to Actions, Part Two — Action Plans 103 WIRE Economic Participation and Status

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff Review workplace policies to ensure they are ssHR policies are reviewed and updated as required to be ssStaff have increased financial wellbeing CEO Feb-18 financially inclusive and explore how WIRE financially inclusive, family friendly and promote flexibility. Deputy CEO can create more sustainable employment ssExamine the possibility of using a training pool to provide opportunities for staff staff and volunteers with increased career opportunities. ssSupport ASU portable long service leave campaign.

Staff Continue to encourage diversity in the workplace Review and update recruitment practices Diverse groups are made aware of and able Service Delivery Community and ensure our team is representational of the to access employment opportunities at Manager and partners community WIRE. CEO Jul-18 Staff Include information on financial wellbeing options Review and update induction pack New staff and volunteers are provided with CEO Volunteers in staff induction pack information about their financial options Finance Coordinator and know where to access further support

Volunteers Appropriate recognition of the emotional impact/ Develop and implement an Honorarium Policy Wherever possible, WIRE research reference Business Development Feb-18 Suppliers stress on family violence survivors groups will include a paid position for a Manager person with lived experience.

Community Continue to advocate for financial equality ssActively participate in reference group meetings and working ssIncreased public awareness of financial CEO Ongoing and Partners of women groups in the Victorian Government Economic Abuse abuse as a form of family violence. Reference Group and other network opportunities. ssAdvocate for policy, legislative and ssThrough the NAB funded Women Thrive project, inform cultural change to bring about systematic and lobby decision makers and influencers in government, change that will reduce financial academic, community sector and business. exclusion.

Suppliers Commit to supporting local, woman or Develop and implement an ethical supplier policy Increased economic participation Business Development Dec 2018 Indigenous owned businesses or social enterprise opportunities for those traditionally at risk Manager and ongoing of financial exclusion Yarra Valley Water Products and Services

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Expand and enhance our current WaterCare Develop a workplan to explore and implement all Customers receive relevant and effective products Community Inclusion Community and Customer Support program to deliver WaterCare and Customer Support program improvements. and services that assist those experiencing financial Customer Support Team Partners effective products and services that assist difficulty to get back on track. vulnerable customers to manage their water and sewerage bills now and into the future. 2018 - 2020 Customers Use an evidence based approach to review Create targeted marketing end education materials that Vulnerable customers have increased access, awareness Marketing and develop effective education and effectively communicates to our diverse customers base. and understanding of products, services and support communication materials to our diverse available to them. customer base including those who are vulnerable.

Customers Identify and explore a joint initiative(s) with Develop a FIAP partnership(s) that includes the Customers have access to complementary products and Community Inclusion other FIAP trailblazers for an integrated exploration and feasibility of cross referral programs. services within and outside of Yarra Valley Water that service or product that supports vulnerable address financial exclusion. customers.

Suppliers Expand our hardship and vulnerability support Develop a workplan to explore and implement all Suppliers and contractors develop effective skills Community Inclusion program work with our customer facing opportunities for customer facing suppliers to operate to identify and refer customers who may be at risk suppliers to ensure their services are aligned. through the lense of financial inclusion. through early identification and enable the provision of appropriate support to vulnerable customers through their service. 2018 Customers Continue to work with the CareRing program Community partnership that enables the provision of an Vulnerable customers at risk of financial exclusion Community Inclusion Community to support vulnerable customers experiencing extensive range of support services through a centralised, receive early intervention support through the CareRing Partners complex issues through partnership with co-ordinated point of contact. program. Uniting Kildonan.

Customer Develop, enhance and promote the Yarra Ongoing review and development of the family violence Yarra Valley water has increased capacity to address Community Inclusion Valley Water family violence policies, protocol policies, guidelines, resources, partnerships and support family violence as a trigger for financial exclusion and Customer Support Team and support programs available to customers programs. customers/community have increased awareness of impacted by family violence. support available.

Capabilities, Attitudes and Behaviours

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customer Enhance our understanding of financial Develop a report which maps customer risk factors, Financial vulnerability perspectives are considered Community Inclusion 2018 vulnerability risk factors and barriers to vulnerability indicators and other insights across our when developing Yarra Valley Water's customer inclusion within our community to better service area. engagement, community outreach, communication target our programs and services. tools and program development initiatives.

Staff Develop business capability to ensure that Lead and advocate the FIAP principles across the business Holistic, integrated approach to identifying and Community Inclusion 2019 - 2020 Customers all areas operate through the lens of financial to support all divisions in delivering FIAP actions. supporting customers, suppliers, staff and community vulnerability. partners across the business experiencing hardship or Suppliers who are financially vulnerable. Community Partners

FIAP: From Foundations to Actions, Part Two — Action Plans 104 FIAP: From Foundations to Actions, Part Two — Action Plans 105 Yarra Valley Water

Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Continue to work with The Essential Services Develop insights through our ongoing engagement with Best practice vulnerability support programs Community Inclusion 2018 Staff Commission and other independent bodies such stakeholders and co-create solutions to issues impacting across the utility sector to build financial Regulation as the Energy and Water Ombudsman to better vulnerable customers. resilience. Planning understand and address relevant issues that affect vulnerable customers.

Staff Review and evaluate how Yarra Valley Water supports Develop a financial inclusion learning and development Yarra Valley Water employees have a better Community Inclusion 2019 - 2020 employee financial inclusion training and education plan. understanding of the issues that can enable People and the issues causing it. financial inclusion and support mechanisms that Performance can assist. Culture

Awareness and Understanding of Culture and Diversity Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Staff Strengthen our existing programs to reflect our Deliver RAP Actions Customer programs that are relevant and Community Inclusion 2018 - 2020 Suppliers Reconciliation Action Plan (RAP) commitment and accessible for Aboriginal and Torres Strait support financial inclusion of Aboriginal and Torres Islander peoples that supporting economic Customers Strait Islander (ASTI) peoples in our customer and empowerment. Community community programs. Partners

Customers Review, evaluate and expand new and existing Develop the Yarra Valley Water community engagement Build greater community understanding, Community Inclusion 2018 Community community engagement and community outreach and outreach strategy through the lense of financial awareness and trusting relationships with our Partners initiatives with a broad range of at-risk groups inclusion. customers. (including CALD, youth, elderly and new families).

Economic Participation and Status Stakeholder Committed Action Statement Output Outcome Responsibility Timeframe

Customers Continue to implement our employee diversity Development of a job skills and employability inclusion Yarra Valley Water staff reflects the diversity of People 2018 Community strategy, and explore ways of contributing to plan, diversity strategy and diversity working groups. our community, and we contribute to skills and Performance improved employment pathways to support employment pathway for future generations. Partners Culture vulnerable groups in the community.

Customers Collaborate across corporate, government and Lead a cross sectoral initiative that collectively builds Everybody has fair access to the modern Community Inclusion On going Community community organisations to support more resilient capacity across the community through learning, research, essential services they need to thrive in Partners communities to deliver the Thriving Communities advocacy, leadership and partnering. contemporary Australia: including utilities, Partnership (TCP) cross-sector collaboration. financial services, telecommunications and transport.

Suppliers Explore opportunities to deliver social outcomes Develop a FIAP workplan to identify and implement all Deliver positive outcomes through our supply Facilities 2018 - 2020 through our procurement activities (e.g. increase opportunities for procurement to operate through the chain and improved ability to engage small, local Procurement supplier diversity and promote aligned values within lense of financial inclusion. companies and social enterprises. Strategy our supply chain). Communications Asset Creation

Community Collaborate with Victorian water industry partner(s) Investigate collaboration opportunities with other Victorian Water Corporations are aware of Community Inclusion 2018 Partners committed to working on financial inclusion. Victorian water industry partners including a forum on the importance of financial inclusion and have financial inclusion in the Victorian water sector. commenced working toward improving outcomes for their customers, staff, suppliers and communities. FIAP: From Foundations to Actions, Part Two — Action Plans 106 FIAP: From Foundations to Actions, Part Two — Action Plans 107 This page intentionally left blank This page intentionally left blank FIAP: From Foundations to Actions, Part Two — Action Plans 108 FIAP: From Foundations to Actions, Part Two — Action Plans 109

fiap.org.au

Proudly supported by