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14 Business View Australia - February 2015
• More streamlined customer management divi-
sions focused on managing and growing customer
relationships;
• A single product house to effectively coordinate
and manage all product offerings and drive innova-
tion;
• A centralized operation, shared services and
transformation division to drive greater scale and
efficiency, and delivery of business-wide transfor-
mation; and
• Centralized support divisions, bringing together
risk, finance & strategy, people, communications
and governance, to remove duplication and promote
greater consistency.
Highlights of progress toward meeting 2014 strate-
gic priorities include:
Focus on the core Australian and
New Zealand franchise
The group focused on enhancing the Australian and
New Zealand franchise by strengthening its relation-
ship with customers in a number of ways during the
year. For example, NAB Connect was upgraded with
enhanced functionality to provide better direct rela-
tionships with customers. In business banking, cen-
tralized metro and regional fulfilment centers have
been created to support improved customer rela-
tionships, while BNZ continues to focus on its mis-
sion of “Being the Bank for New Zealand” by helping
New Zealanders be good with money.
The group introduced 98 wealth advisors across the
Australian banking network, providing professional
advice and meeting the needs of banking custom-
ers.
The group also continues to focus on improving cost
and efficiency – optimizing the core business and
providing customers with a better experience. Ex-
amples of simplifying and digitalizing the business
include:
• Rebranding broker originated mortgages from
Homeside to NAB to leverage the strength of the
group’s main brand and reduce complexity;
• Upgrading the Australian Banking payments infra-
structure to enable intraday settlement;
• Consolidating a number of product information
databases into one, enabling staff to serve custom-