The thing I most like about showing up for work every day is that there is this great feeling of the competition being out there, not in here. And we are a big bank with different lines of business and different regions. And, sometimes, there are league tables and we seem to compete but, at the end of it, what we never seem to really lose sight of is that the competition is out there.
What the bank doesn't just do is have different people together because that is not diversity; it is just having different people together. Diversity is actually including people from all those different backgrounds and I think that is what the bank has done really well, in making people heard, making them feel valued and part of the team and wanting to contribute. And I think that is where we are very good at diversity. We still have some way to go but we are in a very good place.
Banking has become more and more complex. There is not going to be a manual for everything and you can't refer to your manager for everything because we are also a flat organisation so we have to rely on people's integrity and common sense.
And we talk a lot about courageous integrity. Integrity is living your values, and courageous integrity is living those values when the pressure is on. And the pressure is definitely on with revenue and business stresses and everything like that. So I think where it positions us well for the future is we are able to attract the kinds of customers we want – the quality ones.
It will also attract the right kinds of people who want to work here. We want to work with people who have integrity and demonstrate those values, and that is how we are going to be a stronger organisation.