In his interim report, royal commissioner Kenneth Hayne attributed much of the systemic wrongdoing uncovered in the hearings to date as a combination of greed and ineffective application of existing regulations. To this he might have added 'inadequate training in compassion'.In many cases, processes and procedures will need re-writing as critical monitoring and oversight systems have been shown up as badly designed or, in some cases, with non-existent controls or so reliant on "bankers doing the right thing" (as with NAB's home loan "introducer" process) that defects will be much more costly to repair than mere compensation.This was the subject of the first case study of the first round of hearings, and remains one of the most attention-grabbing revelations. The commissioner was told of a ring of corrupt NAB managers working in conjunction with "introducers" of potential new home loan customers, where loan documents were pushed through with forged payslips or evidence of non-existent rental income; or else had critical information omitted. The commission was told that NAB's introducer program has been a profitable source of lending, resulting in more than A$24 billion in loans between 2013 and 2016.  At its peak, there were approximately 8,000 introducers in the program.  No alarm bells were sounded until two anonymous phone calls to NAB from whistle-blowers who alleged certain practices to have taken place in Greater Western Sydney branches of the bank, including bribery, in September and October 2015. One of the key findings of the subsequent 'root cause analysis' conducted by NAB was that its approach to the recruitment, training and accreditation of bankers has not been 'fully effective in ensuring that all bankers understand consumer lending process compliance requirements'.NAB's full investigation did not commence until late October 2015 and its customers are still waiting.NAB also found that limited training was available and provided to frontline bankers regarding introducers and their 'spot and refer' function.  Hayne said this process was inadequate as the result was that after being recruited and trained, relevant staff did not understand what they had to do.On the witness stand, NAB executive general manager for broker partnerships Anthony Waldron volunteered several other examples where unsuitable loans had been approved for customers, either through fraud or staff errors. Most of these could have been picked up by attentive staff, except that such action would have run counter to the workplace culture, and eaten into banking profits.