Engaged and Talented People - CommBank Sustainability Report 2014

Sustainability Reporting 2014

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Engaged and Talented People

Our people are our greatest resource and asset. So it's only natural we continue to invest in people development, diversity and inclusion programs and in creating a safe and rewarding workplace they feel proud to call their own.


Culture of excellence

Our vision is to excel at protecting and enhancing the financial wellbeing of people, businesses and communities. One of the most important factors in achieving this is ensuring that our 52,000 employees around the world are engaged, motivated and passionate advocates for the Group.

Our annual People and Culture Survey is one of our key indicators of staff engagement. In 2014 our people engagement score rose a further 1% over the previous year to 81%. This is a strong result, and one the Group is very proud of. We have sustained high engagement over the last three years, demonstrating our culture is a competitive advantage and at the heart of our organisation.

Our workplace engagement metrics improved in all areas targeted following the 2013 survey, including making decisions more efficiently, speaking up, and providing greater clarity around our vision and values.

Going forward, areas of focus include ensuring our emphasis on excellence remains just as important as our mindset of customer-centric service. To do this we're supporting consistency of leadership across the Group and continuing to build on our risk culture.

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Talent and development

Our new People Capabilities - skills that give us a competitive advantage - were introduced in late 2013. They've been integrated into recruitment, development and performance management procedures.

Earlier this year we introduced 80 new learning and development opportunities to help our people develop their People Capabilities, ranging from face-to-face learning to a library of suggested reading, videos and smart phone applications.

During the year, we continued to strengthen the development opportunities for our leaders. Since the introduction of our Can Coaching program in 2013, almost 800 of our leaders have participated to build their coaching skills, empower their teams and help to embed a positive and consistent coaching culture across the Group. Our ambition is for every leader in the Group to become a great coach.

In addition to our leadership development programs, this year we introduced a consistent approach to performance assessment that provides feedback to our leaders around our People Capabilities. Since the launch in March 2014 more than 500 of our leaders have received feedback and engaged in professional development conversations to grow their skills.

As a result of the career opportunities and movement of our talent across the Group, in FY2014 we saw 74% of our senior leadership appointments being filled by internal candidates.

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A diverse and inclusive workplace

Our people have diverse backgrounds and bring a wide range of skills and experiences, so it's important that our workplace is inclusive and everyone feels valued and respected.

Our 2013-14 Diversity & Inclusion Strategy has three broad pillars:

  • Diversity in Leadership.
  • Inclusion and Respect.
  • Adaptable Work Practices.

Each focus area has ambitious goals and action plans that are being led by all leaders as core to our culture and values. Members of the Executive Leadership Team also take a hands-on and visible sponsorship of each diversity and focus area.


40% of our workforce has a cultural background other than Australian.

Inclusion and Respect

We are developing programs and initiatives to build greater inclusion for all our people.

Mosaic, the employee-led network for cultural diversity, was launched in February 2014. It has three focus areas:

  • Build inclusion and respect for culturally diverse employees.
  • Improve the talent process to identify culturally diverse leaders.
  • Develop and promote more leaders from diverse cultural identities.

To help implement and promote our 5th Disability Action Plan, our employee network for disability and accessibility - Enable - was launched in July 2013.

Its three focus areas - Inclusion, Employment and Engagement - are being realised through working groups and the 396 members of the employee network. Read more in our latest Disability Action Plan.

Unity, our lesbian, gay, bisexual, transgender and intersex (LGBTI) employees and allies network celebrated its first anniversary in 2014 and now has 949 members.

Australia's ageing population is a key demographic shift that will greatly impact our workforce. To better leverage this vast pool of knowledge and insight, we've recently launched an age diversity strategy focusing on the full workforce age spectrum, with phase one centered on mature age workers.

The strategy for mature age employees has actions around leadership, employee engagement, talent activation, communication and policies.

A diverse and inclusive workplace image
Indigenous employment and cultural awareness

We provide leadership and development opportunities for Aboriginal and Torres Strait Islander employees through our Indigenous employment program. In FY2014 we've provided 137 career opportunities across the Group.

110 School Based Trainees - 137 Indigenous Career Opportunities - 20 Full Time Trainees - 7 University Interns

Additionally, our Indigenous Future Leaders Program provides Indigenous Commonwealth Bank staff with the opportunity, experience and confidence essential to progress their careers. In the past year, we've launched our second intake consisting of four blocks of professional development training over 12 months.

Awareness of Indigenous culture was promoted across the Group with the launch of an updated Indigenous cultural awareness e-learning module, with 65 branches taking part in the initial rollout across remote regions or areas with high Indigenous populations.

Furthermore, 35 leaders participated in 'on country' cultural awareness programs in remote Indigenous communities. Through our volunteering efforts 37 employees mentored Indigenous high school students; and we placed 20 employees in skilled volunteering roles in Indigenous organisations through the Jawun program. Read about the experience of a Jawun secondee.

Diversity in Leadership

Our continued focus on gender diversity has seen us make significant progress in our goals for women. With females comprising 60% of our workforce, and 43% of those in management roles, we recognise the importance of building a strong female presence across all tiers of employment.

Importantly, women are increasingly represented in much higher numbers across a variety of senior leadership roles, including:

  • 30% of our Board;
  • 27% of the Executive Committee;
  • 32.8% of Executive Manager and above roles.

Our public gender diversity target, to increase the representation of women in Executive Manager and above roles to 35% by December 2014, remains a key priority.

A gender diversity steering group, led by two Group Executives, is ensuring we develop and implement actions that will help us achieve long lasting change. In 2014 we established Women Can, a ‘one stop shop’ online platform to help our women become more aware of the many policies, tools and resources available.

CEO Ian Narev continues his commitment to gender diversity through participating in the work undertaken by the Male Champions of Change. This includes improving the detail of reporting on women in management in Australia, as the table below demonstrates:

Adaptable Work Practices

More than 54% of our people work flexibly. This is seen as a key enabler to staff productivity, engagement and retention. Our people can work from different locations, altering their start and finish times, reducing their work hours and accessing a range of leave options.

Technology facilitates this choice, as do systems like the recently launched SideKick app, allowing our people to access company data, systems and processes anytime, anywhere. Sidekick will be especially relevant to people who are not always in front of our intranet and other systems - for example frontline staff in our branches and on the road visiting clients; and people on parental leave.