As expected, BNZ chief executive Andrew Thorburn (48) was enthusiastic about the Otago-Southland region as far as the bank was concerned.
The market was stable, there were good businesses in the region which were export-oriented and agribusiness lending had grown over the past two years.
And while those sorts of comments are expected from all bankers visiting the region to meet clients and staff, Mr Thorburn was concerned that although Otago-Southland businesses were export-oriented, because of their position in the country and the world, areas of the national economy were too focused on the domestic market.
''In the future, we can't be a low-wage, low-growth economy. Sometimes I feel we are too comfortable. You look at Cyprus and Boston and say `Who wants to be there?' When you look at Shanghai you see the pollution. We have become too comfortable.
''High wages come from wealth creation and that has to come through private business.''
The Government had a role to play in setting the correct parameters but wealth creation and value came from private enterprise, he said.
Auckland was a diverse economy which Mr Thorburn said needed to focus more globally.
''We are too small to be able to increase wages if all we do is sell to ourselves. We need to sell to others.''
New Zealanders, as a population, were still not saving enough and Mr Thorburn believed tax incentives should be introduced to encourage saving.
The incentives were in place to encourage investing in housing as an asset class and New Zealand did not have a deep enough stock exchange for people to look for investments there.
The alternatives were housing or bank deposits and bank deposits were not tax-effective for savers because of the tax rates, he said.
Mr Thorburn also urged educationalists to be more thoughtful when considering what skills needed to be taught to address shortages in the workforce.
It was ''pretty embarrassing'' looking at the latest list of skill shortages, which included nurses as well as tradespeople.
Asked about the New Zealand banking system, Mr Thorburn said it was efficient, well-managed and well regulated. Risk management was a priority and the correct lending decisions were being made.
The BNZ had $70 billion of lending with 10% of capital risk. The bank was also spending $100 million on new technology.
Bank profits were in the spotlight again this week, with the KPMG quarterly analysis showing reported profits rising by 10.5% to $585 million in the December 2012 quarter.
First Union general secretary Robert Reid said the high profits were the results of ''aggressive'' sales targets workers were subjected to in banks.
''New Zealand's big four banks are wealthy employers and they should lead from the front in their work practices. Instead, the banks are systematically creating stress for workers who are subjected to completely unrealistic sales targets,'' he said.
Mr Thorburn said the New Zealand banking industry employed between 25,000 and 30,000 people and was a good wage payer.
''We haven't been a burden on the taxpayer. Sixty-three finance companies have gone broke, the last being South Canterbury Finance which cost the taxpayers nearly $1 billion.
''Banks have stayed well managed. People need to see the banking system needs to be profitable. It needs to keep to its basic principles. Once you start introducing fancy products, you build risk into the market.''
Mr Thorburn will have been BNZ chief executive for five years on October 1.
Asked about his future and whether he might head back across the Tasman to take up a role with BNZ owner National Australia Bank, he said he was enjoying his job and it was still providing personal and professional growth.
''I still have a real passion for the job. My personal development is very important to me but so is my family,'' Mr Thorburn said.
