Corporate Governance

NAB Board

• Board of Directors
• Board Charter
• Board Composition, Renewal & Performance Policy
• Board Committees

Conduct and Ethics Policy Framework

• Code of Conduct
• Code of Operation
• Banking Code of Practice
• Whistleblower Program
• Data Ethics

Policies

• Continuous Disclosure Policy
• Securities Trading Policy (PDF, 270KB)
• Inclusion and Diversity Policy
• Conflicts of Interest
• Political Contributions Policy
• Model Litigant

Other Corporate Governance matters

• NAB Constitution
• Sustainability
• Australian Government Deposit Guarantee

Risk @ NAB

• Risk management
• Managing financial crime

Continuous Disclosure Stakeholder Communications

• Media
• Announcements
• Results Announcement 
• Annual General Meeting
• Annual Reports

NAB’s Continuous Disclosure Policy is made available under Policies.

Board Charter

The Group is governed by the Board of Directors. Information on the authority, responsibilities, membership and operation of the Board is set out in the  Board Charter (PDF, 247KB).

Board Composition, Renewal & Performance Policy

The Board Composition, Renewal & Performance Policy (PDF, 286KB) sets standards for the appointment, independence, renewal, performance evaluation and tenure of Directors on the Board of National Australia Bank Limited (NAB) to ensure the Board can effectively discharge its responsibilities. 

Board Committees

To assist in carrying out its responsibilities, the Board has established standing Board committees that cover each of Audit, Remuneration, Risk, Customer and Nomination and Governance matters. Other committees are created, with specific remits, as and when required.

Board committees and their respective charters (which include information on the responsibilities of each committee) are set out below. Information related to the operational procedures of board committees (including information on composition, reporting requirements, effectiveness evaluations and the role of Committee Chairs) is included in the Board Committee Operating Rules, which can be accessed below.

• Board Committee Operating Rules (PDF, 161KB)
• Board Risk & Compliance Committee Charter (PDF, 145KB)
• Board Audit Committee Charter (PDF, 153KB)
• Board People & Remuneration Committee Charter (PDF, 189KB)
• Board Nomination & Governance Committee Charter (PDF, 121KB)
  
• Board Customer Committee Charter (PDF, 114KB)

Continuous disclosure

We aim to be open and transparent with all stakeholders and we are committed to disseminating information to stakeholders in a fair, timely, clear and objective manner.

 The Group has adopted a disclosure policy that is designed to:

• ensure we comply with our legal and regulatory obligations; and
• promote investor confidence by ensuring that trade in our securities takes place in an informed market.

We will immediately notify the market on becoming aware of any information related to our businesses which a reasonable person would expect to have a material effect on the price or value of our securities. We do this by announcing such information to the relevant stock exchanges on which our securities are listed.

In certain limited circumstances, the applicable listing rules permit the Group not to disclose such market sensitive information. Our policy also provides that, in general, the Group will not respond to market speculation or rumours unless required to do so by law or the Australian Securities Exchange (ASX).

Where appropriate, we may request a trading halt from the ASX to prevent trading in the Group's securities by an inefficient and uninformed market.

NAB’s Disclosure Committee, comprised of senior executives, has primary responsibility regarding NAB’s disclosure obligations. The Group Executive, Customer & Corporate Services (or applicable delegate) is responsible for all communications with the relevant stock exchanges on which the securities of the Group are listed. All releases to the ASX and other relevant stock exchanges are made available on our website.

For more information see the Group Disclosure & External Communication Policy (PDF, 337KB).

Inclusion and diversity

Inclusion and diversity (I&D) improve outcomes for customers, colleagues, and the community. When colleagues feel appreciated and empowered to contribute performance, innovation and risk management outcomes improve.

The Board has endorsed a five-year strategy framework for 2022-2026 with a key focus on inclusion to support the intersectional identities of our colleagues and customers. The three pillars of the I&D Strategy Framework are:

1. Inclusive leadership: Leaders are visible in their work towards inclusion and actively build diversity in teams. They role model How We Work in their everyday actions and ensure systems are inclusive and accessible to all.
2. Inclusive workplace: A culture which actively promotes and leverages team diversity, flexibility, and wellbeing. An environment where all colleagues feel they can contribute to their full potential.
3. Customer inclusion: Colleagues who take pride in understanding the needs of customers by ensuring they can access information, services, and products with ease.

Group inclusion and diversity policy

NAB's I&D Policy (PDF, 213KB) includes a requirement for the Board to set measurable objectives for achieving inclusion and diversity which, together with progress on the framework, is assessed and reported on at least annually.

2022 to 2026 I&D measurable objectives

NAB has explicit measurable objectives for gender representation, gender pay gap and workplace inclusion. Specific targets have been set to be achieved by 2026, which include reaching 40-60% gender representation at every level of the business and increasing the feeling of inclusion for colleagues from historically under-represented groups. These objectives represent our current aspirations, with new objectives to be set next year to better reflect our uplifted I&D maturity.

In 2025, progress was made on our 2026 I&D measurable objectives (see Table 2 for more). This includes:

• Improved gender representation, with gender balance targets achieved at Group 5 and 4 (both groups now 40% women). Representation of women at Group 6 has increased by 3% in 2025 but remains below target (at 38% women). Group 7 has fallen below target (at 36% women).  Consistent focus and increases in representation of women at senior levels will be needed in 2026, in order to meet the diverse leadership teams and talent pipeline targets. We are committed to equitable hiring, promotion, and succession processes, focused on the development of future talent.
• A further reduction in the average gender pay gap to 14.9%, down from 15.1%¹ in 2024. This was driven by an increase in representation of women in middle to senior leadership roles within the reporting year. Driving greater representation of women in leadership roles across all areas of the bank is one of the most sustainable ways to reduce the gender pay gap, and a key priority for NAB. NAB's WGEA gender pay gap report can be accessed on our Gender equity page.
• The target of closing the inclusion gap for our historically under-represented groups of colleagues was refined in 2025 to measure the score against Global Benchmark as per methodology used by our survey providers, Glint. Our colleagues who identified as being from ethnically under-represented backgrounds and colleagues who are carers reported a feeling of inclusion equal to the 2025 Global Benchmark (at 82). However, all other historically under-represented groups had a score lower than the Global Benchmark. We continue to champion inclusive leadership and build an inclusive workplace where everyone feels included and valued for their contribution.

¹The pay gap analysis indicates the mean gender pay gap within NAB’s Australian-based workforce, the reporting period for each year reflects 1 July to 30 June of the previous year (e.g. 2025 reflects the period 1 July 2023 to 30 June 2024). The gender pay gap is calculated by dividing the mean female base salary by the mean male base salary per employment level. It does not separately measure the gender pay gap in equivalent roles.

Analysis included permanent (including CEO salary from 2024 as per WGEA reporting requirements), fixed term, and casual colleagues and excludes contractors. Figures shown are published by the Workplace Gender Equality Agency (WGEA).

Progress against NAB’s 2022 to 2026 I&D measurable objectives

1. Diverse leadership teams and talent pipelines:

• 40-60% gender representation at every level of the business¹
• 40-60% gender representation on NAB Group Board (non-executive directors) 
• 40-60% gender representation on NAB subsidiary boards

¹Based on the percentage of women in each salary level, calculated using population of permanent full-time and part-time employees.

2. Fair remuneration – seek to reward people fairly and support our objective of gender pay equity <10% by 2026

¹The pay gap analysis indicates the mean gender pay gap within NAB’s Australian-based workforce, the reporting period for each year reflects 1 July to 30 June of the previous year (e.g. 2025 reflects the period 1 July 2023 to 30 June 2024). The gender pay gap is calculated by dividing the mean female base salary by the mean male base salary per employment level. It does not separately measure the gender pay gap in equivalent roles. 

Analysis included permanent (including CEO salary from 2024 as per WGEA reporting requirements), fixed term, and casual colleagues and excludes contractors. Figures shown are published by the Workplace Gender Equality Agency (WGEA).

3. Inclusive workforce culture^1,2

¹ The inclusive workforce culture scores are based off responses to NAB's Heartbeat survey conducted in July 2025 (2025 score), July 2024 (2024 score) and July 2023 (2023 score). The Inclusion Score is calculated as a weighted average of the combined response to three questions: 1. 'I feel comfortable being myself at work'. 2. 'I am treated with respect and dignity' and 3. 'Regardless of background, everyone at our company has an equal opportunity to succeed'. The table represents the scores for specific historically under-represented groups.

² Employment Groups included in Heartbeat are: Permanent, fixed-term or casual colleagues as well as contractors and agency temps across all divisions in Australia and our international locations. Employment Groups excluded from Heartbeat are: External consultants and outsource providers. ubank did not participate in the demographic section of Heartbeat survey, therefore ubank data is not included in the inclusion scores.

³ Inclusion score is calculated using responses to questions in the Heartbeat survey, with gender of respondents based on how this is recorded in SAP/Workday.

⁴ Categories were expanded in 2024 Heartbeat survey to include neurodivergence in disability status question. People with a disability and/or neurodivergence are respondents who answered one of: I have disability; I am neurodivergent; I have disability and am neurodivergent.

⁵ The methodology used in defining ethnic minority takes into account NAB’s growing international colleague base. Ethnic minority calculations only include colleagues from Australia, NZ, UK, and US. The ethnic minority group is comprised of individuals whose ethnicity is considered to be an ethnic minority in those included regions. Colleagues based in other regions have not been included in the calculations, as identification of ethnic minority would be different in those regions.

⁶ Colleagues who selected they spend time providing unpaid care, help, or assistance to family members or others with a disability (including children, adults, or older adults).

Conflicts of Interest

Summary of National Australia Bank's Policy on conflicts of interest applicable to National Australia Bank Limited and its controlled entities.

Overview

The nature and scope of National Australia Bank Group’s (NAB) activities mean NAB will face actual, potential or perceived conflicts of interest in the normal course of its business activities. These conflicts can give rise to decisions and actions that may be improperly influenced by personal or other motivations, negatively impacting our customers and NAB’s interests.

Conflicts may arise in a range of circumstances, including:

• NAB’s interests may conflict with those of our customers.
• The interests of NAB People (our directors, offices, employees, secondees or NAB contract hires) may conflict with those of our customers.
• The interests of two or more NAB customers conflict.
• The interests of NAB People conflict with those of NAB.

NAB has implemented policies and procedures to identify, assess, document, and manage conflicts of interest, and is acting to avoid conflicts where they cannot be managed. 

Identification of conflicts of interest

NAB operates a range of business procedures designed to identify conflicts of interest that may require management. NAB’s policies require that where conflicts are identified, they must be documented and appropriately escalated consistent with NAB procedures.

Management of conflicts of interest

NAB’s policies and procedures describe the methods which NAB may use to manage actual, potential or perceived conflicts of interest. Though it may be sufficient to disclose some conflicts (see the ‘Disclosure’ section, below), most require management using procedures and/or controls, supported by monitoring and supervision. 

These include (but are not limited to) physical, technological, and organisational arrangements to protect customer interests and to manage actual or potential conflicts of interest. 

NAB utilises physical, technological and organisational segregation arrangements to prevent or control the flow of information between NAB People as a means of preventing some conflicts of interest from crystalising.

Some conflicts must be avoided because they cannot be effectively managed, either because they pose an unacceptable risk or because it is required by law or regulation. In those circumstances, NAB may decline to proceed with the proposed service or transaction. 

Capital markets allocation summary (PDF, 199KB)

Disclosure

NAB will disclose conflicts where required by law or regulation and utilises disclosure on its own and in combination with other conflict management arrangements. 

When used properly, disclosure can assist to ensure interests are transparent, acting as a counterbalance to conflicts of interest. Accordingly, NAB policies and procedures are designed to ensure that where we disclose conflicts, this is done at an appropriate time (e.g. prior to products and services being provided) and in a way that is clear, appropriately specific, and reasonably prominent.

Further information

Detailed internal NAB policy documents and operating procedures may not be fully represented in the summary description set out above. If you would like further regarding NAB’s conflicts of interest policies and procedures, please get in touch with your usual NAB contact.

Political Contributions Policy

NAB recognises that it has an important role to play in the Australian political process and in the development and promotion of policy.

Since 2016, NAB has not made donations to any political party, Parliamentarian, elected official or candidate for political office. From time to time, NAB representatives may pay to attend political events and business forums hosted by major political parties. Any payments for event attendance received by political parties will be included in the Australian Electoral Commission register.

You can also view the below:

• Group Political Contributions Policy (PDF, 142KB)

Model Litigant

NAB commits to act as a model litigant and has adopted a Model Litigant Policy. 

We recognise our responsibility to act honestly and fairly in the conduct of litigation and make commitments on the way we will conduct ourselves in the handling of claims and litigation. 

Those commitments include:

• dealing with claims promptly and not causing unnecessary delay;
• endeavouring to avoid, prevent and limit the scope of legal proceedings wherever possible;
• where it is not possible to avoid litigation, facilitating the just resolution of the litigation as quickly, inexpensively and efficiently as possible;
• not taking advantage of a claimant who lacks the resources to litigate a legitimate claim; and
• not relying on technical defences unless NAB’s interests would be prejudiced.

It is not limited to particular customer segments nor is it limited to any particular type of claim or litigation.

Constitution

The Group's internal management is governed by the Company's constitution (PDF, 1MB).

Australian Government Deposit Guarantee

The Financial Claims Scheme (FCS) is an initiative by the Australian Government to provide protection and quick access to your deposits in financial institutions in the unlikely event that one fails.

Learn more about the Financial Claims Scheme.

Risk management

includes the potential for harm and is an inherent part of NAB’s business. Managing risk effectively and making risk management simple for colleagues to support customers is crucial to NAB’s success. The Risk Management Strategy (RMS) articulates the Risk Management Framework and describes the Group’s material risks and approach to managing them. The RMS is provided at least annually to the Australian Prudential Regulation Authority to meet our prudential requirements.

NAB operates a ‘Three Lines of Risk Accountability’ model for risk management, emphasising that all three lines are accountable for managing risk, but with specific responsibilities across each line. The role of each line is:

• Line 1 – Business units and enabling units own risks and obligations, and the controls and mitigation strategies that help manage them.
• Line 2 – A functionally segregated Risk function develops risk management frameworks and policies (requirements), defines risk boundaries, provides advice and objective review and challenge regarding the effectiveness of risk management within the Line 1 business units and enabling units, and executes specific risk management activities where a functional segregation of duties and/or specific risk capability is required.
• Line 3 – An independent Internal Audit function reporting to the Board monitors the end-to-end effectiveness of risk management and compliance with the Risk Management Framework.

Our material risk definitions

Strategic risk

The risk to earnings, capital, liquidity, funding and/or reputation arising from an inadequate response to changes in the external environment; and risk of failing to properly consider downstream impacts and achieve effective outcomes when executing material change programs.

Credit risk

The risk that a customer will fail to meet their obligations to the Group in accordance with agreed terms. It is a financial risk that the Group consciously elects to take through both the Group’s lending activities (banking book) and markets and trading activities (trading book).

Market risk

The risk of loss from the Group’s trading activities or management of structural balance sheet exposures. Losses can arise from a change in the value of positions in financial instruments, bank assets and liabilities or their hedges due to adverse movements in market prices. This may be due to changes in credit spreads, interest rates, foreign exchange rates, market volatility and commodity and equity prices.

Sustainability risk

The risk that Environmental, Social or Governance (ESG) events or conditions negatively impact the risk and return profile, value or reputation of the Group or its customers and suppliers.

Balance sheet and liquidity risk

The risk of failing to manage and monitor key banking book structural risks such as liquidity risk and capital risk.

Operational risk

The risk of loss resulting from inadequate or failed internal processes, people and systems or external events relating to Data; Privacy and records, and information security; Service interruption; Fraud; People; Statutory, tax and regulatory reporting; Transaction and processing execution; Third party and Models.

Compliance risk

The risk of failing to understand and comply with relevant laws, regulations, licence conditions, supervisory requirements, self-regulatory industry codes of conduct or voluntary initiatives, as well as internal policies, standards, procedures or frameworks that support fair and equitable treatment of customers.

Conduct risk

The risk that any action of the Group, or those acting on behalf of the Group, will result in unfair outcomes for customers. Areas of exposure include providing an unsatisfactory or unsuitable product or service or unsuitable sales or lending, giving inappropriate advice, and unsatisfactory complaint or remediation management.

Risk Governance

Risk governance refers to the formal structure used to support risk-based oversight and decision-making across all our operations. This consists of Board, Board committees and executive-level management committees, delegations of authority for decision-making, management structures and related reporting.

The Board provides strategic direction for our business and represents the interests of our shareholders through the creation of sustainable value. This is achieved through a focus on customers, colleagues and the broader community. The Board is supported by its committees in carrying out its responsibilities (Charters are available on nab.com.au). The Board Risk & Compliance Committee is delegated oversight of risks and compliance on behalf of the Board.

The Board delegates responsibility for the day-to-day management of the Group’s operations to the Group Chief Executive Officer (CEO). The Group CEO delegates authority to members of the Executive Leadership Team (consistent with their FAR accountabilities) and to executive-level risk management committees on risk topics. Executive-level management committees also exist for other topics, including customer, product & remediation matters, and people & culture matters.

The Group CEO oversees enterprise-wide risk management (under delegation from the Board) through the Executive Risk & Compliance Committee and its specialist supporting sub-committees. Each First Line business unit has an executive-level risk management committee that oversight all material risk categories and support the discharge of risk-related FAR accountabilities for relevant members.

Managing financial crime

Financial crime has a devastating impact on our customers and community. NAB is dedicated to effectively managing financial crime risk and ultimately keeping customers, communities, and the financial system, safe.

Our fight against financial crime includes measures to manage money laundering / terrorism financing, fraud, bribery and corruption, and economic and trade sanctions.

Good corporate governance is a fundamental part of our culture and business practices. Our corporate governance framework and risk management practises are key in the detection and prevention of financial crime. To provide effective governance, the Board and Executive Management Committees receive regular reporting on risks relating to financial crime. Further to this, our executive leadership team have accountability for compliance with our financial crime obligations.

Find out more about our approach to the management of financial crime and how customer due diligence including identity verification helps us to fight against financial crime.