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The issue was snapped up by over Japanese investors, predominantly regional investors who bought more than 60 percent of the bonds, the market source said. A total of 38 accounts bought the fixed-rate tranche, while 77 participated in the larger floating rate piece.
Investors tend to favour floating rate notes because there aren't many offered in Japan. Regional banks took 65 percent of the FRN, followed by regional cooperatives with 21 percent and city banks with 8 percent. The balance was sold to other types of buyers. Investors of the fixed-rate tranche were more spread out than on the FRN with 28 percent landing with life insurance companies, 27 percent each with property insurance companies, 22 percent with central cooperatives, 7 percent with regional cooperatives and 7 percent with regional banks.
The findings of that program have led to significant redevelopments of the organization's corporate offices in Sydney and Melbourne. New digital services and solutions, and automation — particularly in areas such as self-service coin counting and deposits — have been added in branches. But in Westpac's revolution, those changes are just the initial foray. Westpac envisions a future where day-to-day tasks have been automated and customers connect virtually with tailored teams of cross-functional professionals to get instant, holistic and value-driven advice when and where they need it.
It's a model they call 'ConnectNow'. Drafting in the talent Recognizing that finding, attracting and retaining the right talent for the future will be a challenge, Westpac has come up with some rather revolutionary approaches to talent management.
It's not an easy task; many of the job roles of the future haven't been envisioned yet and the pool of available talent with skills in emerging technologies is still shallow. What we do know is that roles in the future will not be as well defined, so we are focused on finding talent with the right skill sets and mindset to help our organisation adapt, grow and serve customers. PhD students gain valuable work experience and a salary through their degree program and Westpac attracts new ideas, rare talents and a potential source of new recruits.
Shenaz can reel off a long list of similar types of strategies and programs, all aimed at uncovering untapped sources of talent and pools of existing talent. Westpac is one of the leading employers of service veterans. It runs hackathons and open digital events to attract techies and millennials. Westpac understands the value of working in a collaborative way with its partners to solve customer problems.
It is happy to partner with outside organizations where it may be lacking critical skill sets. But Shenaz's view is that Westpac's strategic workforce plan is actually the catalyst that keeps engagement high and the revolution on track. That allows your people to work through the transition in a much more proactive way and encourages them to take ownership of the change. They know we need to start making changes now if we hope to serve our people and our customers better in the future.
Westpac's leaders are making sure that they do. Westpac's revolution may seem rather non-traditional.
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