Investor Presentaiton

CORPORATE RESPONSIBILITY PERFORMANCE - KEY METRICS 2013 2014 2015 2016 Net Promoter Score (Priority customer segments) (Australia) -19 (=4th) -18 (3rd) -16 (3rd) -14 (1st) Cumulative number of Australians assisted with 268,864 335,934 394,277 449,844 microfinance products/services Enterprise Employee Engagement score¹ (%) Not comparable 44 56 61 Employee voluntary turnover rate¹ (%) 11% 10% 10% 10% Community investment¹ ($m) 55.2 56.5 54.4 48.8 Cumulative number of volunteering hours contributed (hrs) (Australia) 764,816 922,001 1,084,712 1,222,798 Progress towards September 2022 $18bn clean energy financing commitment ($bn) Target established and defined 7.3 Gross Greenhouse Gas emissions (Scope 1, 2 and 3) (tCO2-e)² 311,024 297,691 276,584 231,5993 Progress towards target percentage (90%) of material suppliers that are signatories to NAB Group Supplier Sustainability Principles (%) 110088 Target established and defined 32 47 Further information (including detailed definitions and calculations) on listed measures and additional performance indicators will be made available in the 2016 Annual Review and Dig Deeper (published 14 November 2016) - http://digdeeper.nab.com.au (1) Historical figures have been restated to exclude discontinued operations Calculated for the environmental reporting year 1 July 30 June. Gross totals are prior to renewable energy purchase 91 (2) (3) (4) Emissions from all major operations under NAB's control during the 2016 environmental reporting year, including one month of emissions from Great Western Bank and seven months of emissions from CYBG There are variances in terminology and definition of a material or strategic supplier across NAB's operations in different geographic regions. For a full explanation on the thresholds across operations, see the 2016 Dig Deeper National Australia Bank ESG RISK MANAGEMENT ESG RISK APPROACH NAB's ESG Risk Principles provide an overarching framework to integrate ESG risk considerations into day-to-day decision- making, including operational risk (direct operations and procurement), credit risk and investment due diligence and assessment processes This year, NAB has taken a number of steps to further integrate ESG considerations in the risk management framework, as outlined below • • ENVIRONMENT Updated Group Environmental policies, including NAB's Environmental Reporting and Offset Management Policy Established post-2016 environmental targets including a science-based GHG emissions reduction target Continued participation in the United Nations Environment Program Finance Initiative/World Resources Institute / 2 Degrees Investing Initiative Portfolio Carbon Initiative (PCI) Improved disclosure of carbon risk exposure in the lending book SOCIAL • Developed a Human Rights Policy • Integrated specific consideration of modern slavery into the Group Procurement Policy and Group Outsourcing and Offshoring Policy • Established new supplier sustainability targets for the period 2016 to 2020 • Took further steps to enhance the culture of NAB (see next slide) GOVERNANCE • NAB's investment advisory business, JANA became a signatory to the Principles for Responsible Investment • Updated and published NAB's Political Donations Policy - NAB no longer makes political donations • Changes to BNZ credit policy have made it easier for bankers to identify and manage. ESG risk 109 Further detail on NAB's approach to ESG risk management, including additional performance indicators and case studies, will be available in our 2016 Dig Deeper (published 14 November 2016), as well as on NAB's website: www.nab.com.au/about-us/corporate-responsibility/shareholders/ESG-risk-management National Australia Bank

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