John Uhrig's response to those who say that Westpac's culture had changed was emphatic: 'We deliberately set out to change Westpac's culture,' he said in an interview for this book in March 1997.
"Westpac: The Bank That Broke the Bank" - Edna Carew

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John Uhrig's response to those who say that Westpac's culture had changed was emphatic: 'We deliberately set out to change Westpac's culture,' he said in an interview for this book in March 1997.
"Westpac: The Bank That Broke the Bank" - Edna Carew

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Uhrig opened his chairman's address:
The large number of people present here today is an indication of the concern among proprietors about the problems the back has been experiencing. The unusually large attendance is also a reflection of the intense focus of public scrutiny Westpac has had to contend with in dealing with an extremely difficult situation. There are proprietors, some of whom will be here today, whose primary interest is to seek vengeance because of poor profit performance. Others want to be able to feel more confident that the people currently responsible for ensuring improvement in performance can be relied upon to take that responsibility seriously.
"Westpac: The Bank That Broke the Bank" - Edna Carew
As he went around the board table, it became clear that he had majority support.
"Westpac: The Bank That Broke the Bank" - Edna Carew
Uhrig's view was that Westpac ought to be fostering a good relationship with a shareholder of such significance and he encouraged the board to invite Packer and Dunlap to become directors.
"Westpac: The Bank That Broke the Bank" - Edna Carew
John Uhrig: appointed chairman in 1992, his first job was to find a new chief for Westpac and then oversee the fixing of the image of a bank despised by its customers and shareholders.
"Westpac: The Bank That Broke the Bank" - Edna Carew

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He adds: 'One has to agree, though, that it was fairly unfortunate timing, coming after the rights issue and the resignation of five directors.'
"Westpac: The Bank That Broke the Bank" - Edna Carew
John Uhrig explains the significance of the position website was in at that time. 'We felt that the tax matter could have been the straw that broke the camel's back,' he says:
I won't reveal what I said when told about it but obviously I was shocked because I thought we were starting on a clean slate. We thought the dramas were behind us. It might not be unreasonable that for an organisation that had come to find itself in this position to feel that it was time to set signals regarding taking responsibility. The signal had to go to everyone that things at Westpac are not going to be this way again. There is no sense in which Tony was personally responsible, other than he was responsible for everything that happened in Westpac's business in the US. That was the signal that needed to be sent to everybody, that when you are responsible you must accept what responsibility means. The statement had to be made.
"Westpac: The Bank That Broke the Bank" - Edna Carew
Uhrig noticed that his managing director was unusually quiet.
"Westpac: The Bank That Broke the Bank" - Edna Carew