Chapter 4

An Adaptable Organisation

We’ve been transforming our business by building capabilities and improving our culture to continue to respond to our members’ expectations and changes in the industry. In doing so, we’re building an adaptable organisation that remains competitive and sustainable into the future.

Culture and engagement

During the year we’ve placed a continued focus on building a strong culture at CUA to ensure our team members are demonstrating our desired cultural attributes every day. We have seen improvements in both our culture and engagement scores, despite the trend across the broader financial services sector of declining engagement levels. This achievement demonstrates our team members’ commitment and emotional connection to CUA’s purpose, success and focus on the best interests of our members.

Accountability and governance

In 2019, CUA implemented the Banking Executive Accountability Regime (BEAR), which delivers clearer accountability and identify areas for greater efficiency and effectiveness in our business. This was a significant undertaking.

The BEAR is an Australian Government regulatory initiative designed to improve transparency and accountability within all authorised deposit-taking institutions (ADIs), by ensuring the organisation has clear accountability obligations for their Board, executives of the ADI and the executives of subsidiaries.

Diversity and inclusion

We continue to build a diverse and inclusive workplace though our focus on flexible ways of working, inclusive leadership and fostering greater gender equity.

Positive results from our cultural and engagement survey highlighted that 92% of our team members feel CUA is an inclusive workplace for all diversity groups and believe that their immediate manager genuinely supports gender equality.

Our efforts to foster equal opportunity and gender pay equity were recognised by the Workplace Gender Equality Agency for the sixth consecutive year, with key highlights including:

We’ve continued to implement our diversity agenda by establishing five Employee Resource Groups (ERGs), which have resulted in a 68 per cent increase in team member awareness of CUA’s focus on diversity and inclusion. The ERGs focus on:

Giving back to the community

Over the past 12 months, our team members devoted more than 1,200 days to volunteering with various community organisations. This achievement reflects our continued commitment to providing team members up to three days each year to give back via our community leave program.

Among many highlights, our team members’ volunteer time and fundraising support contributed to:

6,500 hours of research for the Prince Charles Hospital Foundation;

29,000 potentially life-saving calls via Lifeline’s telephone crisis line; and

1,106 hours of time donated to Wesley Mission Queensland saving close to $7,000 in labour costs.

In addition to volunteer hours, we donated $125,000 directly to organisations who help our members and their communities in times of need. These organisations included Wesley Mission Queensland, Royal Flying Doctor Service, Autism Queensland, Leukaemia Foundation, The Prince Charles Hospital Foundation and the Australian Red Cross.

We also reached the last year of multi-year partnerships with First Nations Foundation and Red Nose.

We will continue to explore opportunities to collaborate as we align future community investment more closely to our purpose, in particular growing the financial wellbeing of our members and communities.

Rewarding exceptional service

Each year, CUA recognises team members who consistently go above and beyond for their colleagues and our members.

Named after CUA’s founder, the Jack Harvey Annual Values Award is the highest honour that can be bestowed on a CUA team member. Now in its ninth year, the winner of the award was Townsville Branch Manager Kylie Olsen, who was recognised for assisting members through challenging situations and for seeking opportunities to contribute to the community.

Runner-up was Digital Sales and Performance Analyst Sarah Bartle, who was recognised for actively leading and engaging stakeholders to deliver a complex change for the CUA Health website.