DOCSLIB.ORG

Xinja Bank Submission Select Committee on Financial Technology and Regulatory Technology

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Xinja Bank Submission Select Committee on Financial Technology and Regulatory Technology Xinja Bank Submission Select Committee on Financial Technology and Regulatory Technology January 2020 Table of Contents 1 Introduction to Xinja 3 2 Benefits and opportunities for Australians 4 2.1 Enhance customer and consumer value 4 2.1.1 Opportunities for better experiences 4 2.1.2 Competition 6 2.1.3 Financial education & financial capability 7 2.2 Increased productivity 7 2.2.1 Data Sharing 8 Sharing Transaction, product, account and other Data with customer consent 8 Government Property Data 8 Digital ID 8 AML / CTF 9 2.2.2 Integrating Fintech 9 2.3 Job creation 9 2.4 Create export opportunities 9 2.5 Attract and maintain investment in technology 11 3 The operating environment for a Neobank startup in Australia 12 3.1 Competitive Environment 13 3.1.1 Entrenched Oligopoly at market and industry infrastructure level 13 3.1.2 Switching is hard 13 Porting Bank Account Numbers 13 Porting / Redirecting Payment Authorisations between bank accounts 13 Lack of competition and data sharing metrics 14 3.1.3 New ADIs being regulated in ways existing ADIs haven’t 15 3.1.4 ADI lenders more strictly regulated than non bank lenders 15 3.2 Demand for ethical bank behaviour 16 3.3 Capital & Funding Environment 16 3.3.1 Banking is capital intensive 16 3.3.2 Capital is hard to find; Fundraising is resource intensive 17 Connecting to investors and investment communities 17 Attracting international investment 17 Crowd-funding 18 Lower limits than UK 18 Chapter 6 Implications 18 Government Grants 18 Reallocation of industry fines to fintech startups 19 Fundraising from institutional investors (e.g. superannuation funds) 19 3.4 Tax framework 19 3.4.1 Access to the R&D Tax Incentive 19 3.4.2 Tax incentives for early stage venture capital limited partnerships (ESVCLP) and venture capital limited partnerships (VCLP) 20 3.4.3 Reduce GST payable by early stage companies 20 3.4.4 Other tax initiatives 20 3.5 Being a tech and being a fin 20 3.6 Challenging Labour Market 20 3.7 Changing, Complex & Fragmented Regulatory Environment 22 3.7.1 Regulatory Complexity and Change 22 3.7.2 Fragmented Industry Reforms & Strategies 23 3.7.3 Costs of lack of regulatory guidance in an evolving regulatory environment 24 3.8 Industry & regulation lagging behind technology 25 3.8.1 AML regulations 25 Outdated and not technology neutral 25 Inefficient use of data between institutions creating suboptimal consumer outcomes 25 3.8.2 Regulator nervousness on technology innovation 25 3.8.3 Legacy Payments infrastructure 26 Need to integrate with, and build on top of, existing payments infrastructure 26 3.9 Barriers to connection / access to the NPP 27 3.10 Barriers to CDR Accreditation 28 4 Thank You 29 Page 2 of 29 1 Introduction to Xinja Xinja Bank (‘Xinja’) welcomes the opportunity to submit a response to the Senate Select Committee’s Inquiry on Financial Technology and Regulatory Technology. Xinja is a brand new neobank, delivered to customers via the Xinja App on their mobile phones, designed to help customers to get more out of their money. We fundamentally believe that if we make it fun to manage money, people will naturally become good at it. Xinja is creating new digital banking experiences that combine data, technology and fun, where customers are motivated to develop and maintain good financial habits. Xinja is a ‘FinTech’ as defined in the issues paper i.e. technology and a business that enables, enhances and disrupts traditional financial services. We architected and built one of the most advanced end to end digital banking tech stacks in the world. Xinja is an example of technology designed for customer centricity, bringing personalisation and automation into day to day banking. Xinja’s event driven architecture enables a ‘Netflix’ – like experience for customers, providing immediate contextualised responses to their financial activities, nudges towards their desired financial outcomes and recognition and reward for good financial behaviour. Xinja seeks to provide secure and streamlined mobile banking experiences, new ways to securely transfer funds and share information, whilst making new choices more readily available to customers than what is provided by the big four banks. Our retail banking services became available to Australians in September 2019 with the launch of the consumer mobile bank account, and further extended in January 2020 with the launch of the savings account, ‘Stash’. Xinja’s services include banking, deposits, savings, and lending, and will expand to include non-conventional products and services such as digital wallets, multicurrency wallets, investments and technology services. In September 2019 Xinja also became the first and only independent digital bank in market in Australia with the launch of the consumer mobile bank account, delivered via the Xinja App for iOS and Android devices. Xinja has significant brand equity with a prior customer base of 15,000+ from its first beta travel card product. Xinja uses no legacy systems and operates no branch networks to ensure low overhead, low operating costs and great value to customers. Xinja is led by a unique and highly skilled team of bankers, experience designers, technologists and former regulators. On its startup journey Xinja launched Australia’s first retail equity crowdfund. Xinja has since raised more than $5 million across two record-breaking equity crowdfunding campaigns in January 2018 and January 2019. Xinja has raised a further $45 million from private and industrial investors around the globe to provide an alternative way of banking for Australian consumers. Xinja recently achieved its full, unrestricted Australian banking licence in September 2019, joining a highly profitable cohort in a sector with an oligopoly of 4 banks repeatedly listed in the Top 5 most profitable banks in the world. This also coincides with a time of great consumer dissatisfaction with and distrust for incumbents. With one exception all other successful new entrants to this market are owned by existing Australian banks. Xinja’s mission is to build a bank with our customers, designed in their interests, that helps them make better money decisions without the angst, and is delivered through a brilliant mobile experience. Since entering the market Xinja has also seen numerous industry and regulatory developments including the 2018 National Financial Capability Strategy, the introduction of the National Payments Platform, the Restricted ADI licensing framework, Open Banking and the Consumer Data Right, The Royal Commission and the Productivity Page 3 of 29 Commission Inquiry into Competition in Financial Services, and the introduction of the Banking Executive Accountability Regime. Xinja fully supports the objectives of the inquiry, in particular: • promoting the effective and sustainable growth of Australia’s FinTech and RegTech industries • ensuring the best Australian ideas can be taken to market in Australia • attracting global capital to generate future employment. • uptake of new technologies in the financial sector • opportunities for the RegTech industry to strengthen compliance but also reduce costs • promoting a positive environment for FinTech and RegTech start-ups • creating employment and technology • creating new opportunities • enhancing customer and consumer value • increasing productivity • job creation • creating export opportunities • attracting and maintaining investment in technology Xinja offers its views as an Australian FinTech start-up and Neobank that has taken the entire startup journey from capital raising to public product launch for the purposes of informing this inquiry. This submission specifically focuses on two overarching themes relating to fintech and neobanking in particular: 1. The benefits and opportunities for Australians; and 2. The current operating environment for Xinja (inclusive of challenges and opportunities). 2 Benefits and opportunities for Australians Xinja would like to highlight a number of benefits and opportunities that fintechs, neobanks and Xinja in particular offers Australians. 2.1 Enhance customer and consumer value 2.1.1 Opportunities for better experiences Neobanks are a world-wide phenomenon, disrupting traditional banking structures and systems and providing innovative alternatives to consumers who are looking for more from their banks. Consumers across the globe have embraced neobanks as digital game changers and products and services are improving every day. In fact, all consumers benefit whether or not they choose to use the product, as neobanks are increasing competition and putting a downward pressure on fees and charges in the markets within which they operate. Xinja is designed to give customers a real choice to be able to bank with a financial institution who looks after them. We see a significant role for data and technology to reduce service and product complexity and allow customers to make better, faster money decisions without the angst. We believe it’s time Australians had access to this kind of technology already available in other parts of the world, especially pertaining to the use of data for more personally relevant, real-time, event driven services. We want a better Page 4 of 29 banking experience for Australian consumers and see a thriving neobank market that is ripe with innovation making customers’ lives better. Xinja is particularly interested in using customer data in new ways in the credit assessment and lending origination processes so that customers with good financial behaviours can be rewarded with access to credit at lower than standard interest rates. Key enablers for these propositions are real-time access to customer financial behavioural data – which in turn requires more regulatory certainty and cost effective access to customer data with customer consent. See the discussion below at section 2.2.1 Page 5 of 29 Data Sharing. Xinja notes that there are dependencies on industry infrastructure and innovation which essentially limit the experiences that any new entrant can provide, no matter how new or innovative their technology.
Load more

Recommended publications
  • Bank Default Notice Australia
    Bank Default Notice Australia Sharp-eyed and degradable Husein proves: which Rolph is rangy enough? Clarence cribbles his encouraging.agglutinants mercerizes Dispositional nowise Ken canonisedor backward infinitively. after Tammy regorged and partake snap, Waltonian and The Australian Government Department of Communication have made helpful. A debt collector must save you appropriate notice outlining how much overtime you. Lenders must make sure all defaults in writing. WBC4040010472 Exhibit AW3-53 Default notice and. It really doesn't take head to lobby the tide from a financial setback sometimes. Late payments remain into the credit report altogether seven years The seven-year million is based on society the delinquency occurred Whether the entire account it be deleted is determined however whether they brought the account closure after the missed payment. If as receive notice that manual are time taken by court began as a summons or. Where appropriate for your credit code is there is. When you can be tough times of libor business of research reports, if you do their personal account? Deloitte US Audit Consulting Advisory and Tax Services. You instruct us securities laws? Default notices and the purchasing of residential property. Western Australia If either tenant falls more equity one day behind my rent you new issue a missing notice. If you don't pay your credit card then expect to consider late fees receive increased interest rates and incur damages to your credit score If you continue to miss payments your combat can be frozen your discount could be sold to a collection agency and the collector of a debt than sue you dream have your wages garnished.
    [Show full text]
  • Financial Stability Review April 2021
    Financial Stability Review APRIL 2021 Financial Stability Review APRIL 2021 Contents Overview 1 1. The Global Financial Environment 5 Box A: The Transition Away from LIBOR 16 2. Household and Business Finances in Australia 23 Box B: Risks in Retail Commercial Property 32 3. The Australian Financial System 37 Box C: What Did 2020 Reveal About Liquidity Challenges Facing Superannuation Funds? 48 4. Domestic Regulatory Developments 53 5. Copyright and Disclaimer Notices 59 The material in this Financial Stability Review was finalised on 8 April 2021 and uses data through to 8 April 2021. The Review is published semiannually and is available on the Reserve Bank's website (www.rba.gov.au). The next Review is due for release on 8 October 2021. For copyright and disclaimer notices relating to data in the Review, see the Bank's website. The graphs in this publication were generated using Mathematica. Financial Stability Review enquiries: Secretary's Department Tel: +61 2 9551 8111 Email: [email protected] ISSN 1449–3896 (Print) ISSN 1449–5260 (Online) © Reserve Bank of Australia 2021 Apart from any use as permitted under the Copyright Act 1968, and the permissions explicitly granted below, all other rights are reserved in all materials contained in this publication. All materials contained in this publication, with the exception of any Excluded Material as defined on the RBA website, are provided under a Creative Commons Attribution 4.0 International License. The materials covered by this licence may be used, reproduced, published, communicated to the public and adapted provided that the RBA is properly attributed in the following manner: Source: Reserve Bank of Australia 2021 OR Source: RBA 2021 For the full copyright and disclaimer provisions which apply to this publication, including those provisions which relate to Excluded Material, see the RBA website.
    [Show full text]
  • The Rise of the Neo-Bank
    The rise of the neo-bank yieldreport.com.au/insights/the-rise-of-the-neo-bank/ 13 January 2020 By guest contributor Jake Jodlowski, Principal, Atchison Consultants Given the continued reputational damage suffered by the big four Australian banks throughout and post the Banking Royal Commission hearings, bank customers and investors may be looking for alternatives. Whilst still in its infancy, Australia’s banking and credit start-up sector has grown leaps and bounds in recent years, with Afterpay Touch Group (ASX: APT) and Zip Co Limited (ASX: ZIP) being high-profile examples. Although the “buy-now, pay-later” (BNPL) sector has received most of the media coverage, the development of so-called “neo-banks” has also started to gain momentum. Neo-banks are best described as traditional banks without a bricks and mortar presence, with their entire offering supplied through digital means, usually through an app and on-line platform. They are fully functioning deposit-taking institutions and therefore fall under the supervision of the Australian Prudential Regulation Authority (APRA). APRA must provide a license before an institution may accept customer deposits. An unrestricted banking license permits a corporation to operate as a “banking business” and therefore an authorized deposit-taking institution (ADI) without restrictions under the Banking Act 1959. Part 5 of the Banking Act defines “banking business” as consisting of both taking deposits (other than as part-payment for identified goods and services) and making advances of money, as well as other financial activities prescribed by regulations made under the Banking Act. The arrival of neo-banking in Australia follows the emergence of start-up banks like Monzo and Starling in the UK.
    [Show full text]
  • Market Insight – October 2020
    SYDNEY MELBOURNE Level 15 Level 9 60 Castlereagh Street 41 Exhibition Street SYDNEY NSW 2000 MELBOURNE VIC 3000 Tel 61 2 9235 9400 Tel 61 3 9653 8600 Market Insight – October 2020 The Road Out Returning to Normal There is movement at the station for the word had passed around… that the market is open and the city of Sydney is keenly welcoming back its workforce. Ok, so not back to full capacity just yet, but we have seen a number of funds, banks & professional services firms return in some form to the office – week on/week off, book your desk with capacity % limits, split teams & floors, the list goes on. As a result, the corresponding increase in face to face meetings in offices, coffee shops or even over lunch - dare we say it is feeling almost a little more “normal“ around town. We at JMES have a sense that many are yearning to be back in the office in some form. The camaraderie created by spending time with colleagues side by side in the trenches surely trumps the back to back monotony of non-stop Zoom calls tied to a laptop at home. So, what next for 2021? We have all seen the high-profile new entrants in Barrenjoey & Jarden providing some market disruption. But there have also been other good examples of clients (funds, banks, corporates and government agencies) committed to completing hiring processes in Q3 and into Q4 – so whilst certainly not back to 2019 volumes, there is positive hiring momentum. A number of our clients have kicked off processes to ensure starters in place for Q1 of 2021, and notably, these are not just replacement hires but newly created roles, surely providing a level of confidence heading into the new year.
    [Show full text]
  • First Washington Associates Washington, D.C. December,,: 198
    5 1- BANK JAMAICA/U.S. FULL SERVICE MERCHANT DEVELOPMENT CONCEPT-PAPER' Prepared by First Washington Associates Washington, D.C. December,,: 198 .2.1 TABLE!OF CONTENTS Page 1. Concept. * 1* II. Economic Climate and Private Investment . .4 III. Existing Financial Infrastructure ..... 7 IV. Activities of the New Bank . ... 13 V. Formation, Ownership, and Capitalization ,19 VI. Direction and Management,. .. " .22 VII. Implementation . ' .• ****25 0-H- I. CONCEPT 1. This discussion paper has been prepared at the,, request of the Bureau for Private Enterprise (PRE) and the Jamaican Mission of the U.S. Agency for International Development (AID) and is intended to describe the role which a new Jamaica/U.S. Full-Service Merchant Development Bank can play in helping achieve economic development and growth through expansion and stimulation of the private sector in Jamaica. 2. Under the Government of Prime Minister Seaga, Jamaica has embarked upon a serious, across-the-board program of measures to encourage expansion of private sector productivity and output and lead to substantial new investments in agri­ culture, manufacturing, and related service industries. The private sector is looked upon as the major driving force for economic rehabilitation, and investments from the United States and local entrepreneurs are being counted upon to bring new vitality and diversification to the Jamaican economy, reverse the outward flow of private capital, transfer new technologies, and help solve the country's balance of payments and unemployment problems. 3. Seriously limiting the achievement of these goals is the lack of an adequate institutional infrastructure to provide equity funding and aggressive medium- and long-term credit facilities to stimulate capital investment.
    [Show full text]
  • Annual Report and Sustainability Update 2018/2019
    Annual Report and Sustainability Update 2018–2019 “Our dedication to running an ethical and sustainable institution has been recognised with Teachers Mutual Bank Limited being named one of the World’s Most Ethical Companies for the sixth year running.” Contents Annual Report and Sustainability Update Our mission is to deliver quality financial products and services to workers and their families within the education, emergency services, and health communities. We will do this in an ethical, simple and friendly manner. Key financial performance 02 Chairperson and CEO’s report 04 Members 06 Social Responsibility 10 Community 14 Employees 18 Environment 22 Summary of Sustainability KPIs and targets 26 Directors’ report 28 Auditor’s independence declaration 32 Financial statements and notes 33 Statement of comprehensive income 34 Statement of changes in member equity 35 Statement of financial position 36 Statement of cash flows 37 Notes to the financial statements 38 Directors’ declaration 87 Independent auditor’s report 88 TEACHERS MUTUAL BANK LIMITED Telephone: 13 12 21 | Fax: (02) 9704 8205 Email: [email protected] | Address: 28-38 Powell Street Homebush NSW 2140 | PO Box: PO Box 7501 Silverwater NSW 2128 | ABN: 30 087 650 459 | AFSL/Australian Credit Licence: 238981 | Design: www.frescocreative.com.au 1 Key Financial Performance Our focus is to maintain sustainable growth to ensure we provide competitive products and services to enable our members to secure their financial futures. OVERVIEW Capital adequacy ratio Membership Capital adequacy is a ratio which protects depositors and Membership refers to all shareholders that are eligible to investors by indicating the strength of an institution.
    [Show full text]
  • BR-69915-210X297mm-Update the UBS Securities China Brochure
    UBS Securities First foreign-invested fully-licensed securities firm in China, 51% owned by UBS AG He Di Eugene Qian UBS Securities Co., Limited (UBS Securities) was incorporated on 11 December 2006 following the restructuring of Beijing Securities Co., Limited. In December 2018, UBS AG increased its shareholding in UBS Securities to 51%; the first time that a foreign financial institution had raised its stake to take majority control of a securities joint venture in China. With the support of the UBS Group and the dedication of our employees, UBS Securities remains at the forefront of the industry as the first foreign-invested fully-licensed securities firm in China. Client-centric and committed to the pursuit of excellence and sustainable performance, UBS Securities relies on international experience complemented by local expertise to maintain its market- leading position. Our success would not have been possible without our employees. We would also like to thank our clients, shareholders, business partners, as well as government and regulatory bodies for their support which has been a driving force for the business. Our market position today is a strong foundation for the decades to come. We are determined to build on our core strengths to capture the opportunities arising from ongoing wealth creation, market reforms and globalization in China. We will continue to offer world-class products, services and advice to our clients, and work with all stakeholders towards the further development of China’s financial markets. Very best wishes. He Di Eugene Qian Chairman President UBS Securities UBS Securities 2 Milestones Moving forward December 2018 UBS AG increased its shareholding in UBS Securities to 51%, first international bank to increase stake to take majority control in a China securities joint venture.
    [Show full text]
  • Infrastructure 55 Energy 77 Technology 92 Commodities 107 Renewables 118
    Macquarie Group Contents Macquarie at a glance 3 Our culture Our business approach 14 Our community engagement 25 Our global presence Australia and New Zealand 34 Asia 37 Europe, the Middle East and Africa 47 Americas 51 Our expertise in focus Infrastructure 55 Energy 77 Technology 92 Commodities 107 Renewables 118 © Macquarie Group Limited Macquarie at a glance Global financial group Diverse business mix • Headquartered and listed in Australia Located in 31 markets, we conduct • Top 10 Australian company1 a mix of annuity-style and markets-facing • ~£14 billion market capitalisation activities that deliver solid returns in a range of market conditions • 15,849 employees in 31 markets • £299.7 billion assets under management Long-term orientation Outcome-focused culture • 51 years of unbroken profitability • Opportunity for our clients, • 29 years MBL S&P ‘A’ credit rating2 communities and staff • Strong funding and capital position • Accountability for outcomes • Integrity in everything we do All figures at 31 March 2020 throughout presentation, unless otherwise stated. 1. Based on market capitalisation. Sourced from Bloomberg 31 March 2020. 2. Upgraded to A+ in 11 December 2019. © Macquarie Group Limited 3 Global financial group Australia and Asia New Zealand % % of 33total income1 of total13 income1 London People People 6,6702 4,0142 Hong Kong Assets under management Assets under management New York £57.5 billion £33 billion employing 7,000+ people3 employing 50,000+ people3 Europe, the Middle Americas East and Africa Sydney % % of 29total income1 of 25total income1 people4 in People People 15,849 Locations 2 2,4092 2,756 Regional headquarters 2 Assets under management Assets under management 31 markets £65.2 billion £144 billion employing 57,000+ people3 employing 27,000+ people3 1.
    [Show full text]
  • September 2019
    September 2019 Case studies, statistics, research and recommendations are provided "ASIS" and intended for informational purposes only and should not be relied upon for operational, marketing, legal, technical, tax, financial or other advice. The actual costs, savings and benefits of any recommendations or programs may vary based upon your specific business needs and program requirements. By their nature, recommendations are not guarantees of future performance or results and are subject to risks, uncertainties and assumptions that are difficult to predict or quantify. Stage3 is not responsible for your use of the information contained herein (including errors, omissions, inaccuracy or non-timeliness of any kind) or any assumptions or conclusions you might draw from its use. Stage3 makes no warranty, express or implied, and explicitly disclaims the warranties of merchantability and fitness for a particular purpose, any warranty of non-infringement of any third party's intellectual property rights. To the extent permitted by applicable law, Stage3 shall not be liable to a client or any third party for any damages under any theory of law, including, without limitation, any special, consequential, incidental or punitive damages, nor any damages for loss of business profits, business interruption, loss of business information, or other monetary loss, even if advised of the possibility of such damages. 30% $970,000 $9 $967,576 $8 $965,000 Millions 25% Millions $7 $960,000 20% $6 $955,000 $5 15% $950,000 Deposits Total $4 10% $3 $945,000 $2
    [Show full text]
  • Australia's Best Banking Methodology Report
    Mozo Experts Choice Awards Australia’s Best Banking 2021 This report covers Mozo Experts Choice Australia’s Best Banking Awards for 2021. These awards recognise financial product providers who consistently provide great value across a range of different retail banking products. Throughout the past 12 months, we’ve announced awards for the best value products in home loans, personal loans, bank accounts, savings and term deposit accounts, credit cards, kids’ accounts. In each area we identified the most important features of each product, grouped each product into like-for-like comparisons, and then calculated which are better value than most. The Mozo Experts Choice Australia's Best Banking awards take into account all of the analysis we've done in that period. We look at which banking providers were most successful in taking home Mozo Experts Choice Awards in each of the product areas. But we also assess how well their products ranked against everyone else, even where they didn't necessarily win an award, to ensure that we recognise banking providers who are providing consistent value as well as areas of exceptional value. Product providers don’t pay to be in the running and we don’t play favourites. Our judges base their decision on hard-nosed calculations of value to the consumer, using Mozo’s extensive product database and research capacity. When you see a banking provider proudly displaying a Mozo Experts Choice Awards badge, you know that they are a leader in their field and are worthy of being on your banking shortlist. 1 Mozo Experts Choice Awards Australia’s Best Banking 2021 Australia’s Best Bank Australia’s Best Online Bank Australia's Best Large Mutual Bank Australia's Best Small Mutual Bank Australia’s Best Credit Union Australia’s Best Major Bank 2 About the winners ING has continued to offer Australians a leading range of competitively priced home and personal loans, credit cards and deposits, earning its place as Australia's Best Bank for the third year in a row.
    [Show full text]
  • Methodology Report
    Mozo Experts Choice Awards Deposits 2019 Every day, Mozo keeps track of thousands of products in banking, insurance and energy. Unlike some other awards, providers don’t ‘enter’ the Mozo Experts Choice Awards nor do they pay to be considered. Our in-house team of experts analyse all the product data they’ve been tracking and scour the market to see if there are any other worthy candidates. Then we use our data and our experience to make a hard-nosed assessment of those products, to identify which offer great value or market-leading features. We recognise the leading products with the Mozo Experts Choice Awards. ● For product providers, a Mozo Experts Choice Award is a thoroughly researched third-party endorsement of their product. ● For consumers, the Mozo Experts Choice Awards badge is a sign that a product is among the leaders in the market, and is worthy of consideration. This report lists the winners and explains the judging methodology for our 2019 Deposit awards. 1 ​ Deposits - 2019 Winners Transaction Accounts Everyday Bank of the Year Exceptional Everyday Account Bank of Sydney Everyday Saver Account Bankwest Hero Transaction Account Bankwest Qantas Transaction Account BOQ Specialist Everyday Plus Account Citi Global Currency Account Citi Plus Transaction Account ING Orange Everyday Macquarie Platinum Transaction Account Macquarie Transaction Account UBank USaver Ultra Transaction Account Up Bank Everyday Account Best New Transaction Account Citi Global Currency Account 2 ​ Student Bank Account Community First Credit Union Student
    [Show full text]
  • The World's Most Active Banking Professionals on Social
    Oceania's Most Active Banking Professionals on Social - February 2021 Industry at a glance: Why should you care? So, where does your company rank? Position Company Name LinkedIn URL Location Employees on LinkedIn No. Employees Shared (Last 30 Days) % Shared (Last 30 Days) Rank Change 1 Teachers Mutual Bank https://www.linkedin.com/company/285023Australia 451 34 7.54% ▲ 4 2 P&N Bank https://www.linkedin.com/company/2993310Australia 246 18 7.32% ▲ 8 3 Reserve Bank of New Zealand https://www.linkedin.com/company/691462New Zealand 401 29 7.23% ▲ 9 4 Heritage Bank https://www.linkedin.com/company/68461Australia 640 46 7.19% ▲ 9 5 Bendigo Bank https://www.linkedin.com/company/10851946Australia 609 34 5.58% ▼ -4 6 Westpac Institutional Bank https://www.linkedin.com/company/2731362Australia 1,403 73 5.20% ▲ 16 7 Kiwibank https://www.linkedin.com/company/8730New Zealand 1,658 84 5.07% ▲ 10 8 Greater Bank https://www.linkedin.com/company/1111921Australia 621 31 4.99% ▲ 0 9 Heartland Bank https://www.linkedin.com/company/2791687New Zealand 362 18 4.97% ▼ -6 10 ME Bank https://www.linkedin.com/company/927944Australia 1,241 61 4.92% ▲ 1 11 Beyond Bank Australia https://www.linkedin.com/company/141977Australia 468 22 4.70% ▼ -2 12 Bank of New Zealand https://www.linkedin.com/company/7841New Zealand 4,733 216 4.56% ▼ -10 13 ING Australia https://www.linkedin.com/company/387202Australia 1,319 59 4.47% ▲ 16 14 Credit Union Australia https://www.linkedin.com/company/784868Australia 952 42 4.41% ▼ -7 15 Westpac https://www.linkedin.com/company/3597Australia
    [Show full text]