Committees : Governance
Federal regulations require that banks form a risk committee when they reach $50 billion in assets, but many banks do so well before then.
The anticipated wave of bank CEO retirements occurring over the next few years means it’s never been more critical for boards to have a sound CEO succession process.
Regulators are increasingly interested in company approaches to environmental, social and governance factors, but banks can use these considerations to their advantage.
Greg Cunningham, chief diversity officer at U.S. Bancorp, shares how the bank thinks about diversity and inclusion initiatives ahead of Bank Director’s 2021 Bank Compensation & Talent Conference in Dallas, Texas.
Increasingly, the compensation committee’s role has been expanded to include oversight over broader people risk and opportunities that pose new challenges.
While many community banks draw director talent from their geographic markets, they may want to consider directors that are remote but bring essential skills, experiences and perspectives.
Banks face generational change in the C-suite, making executive succession a priority. Find out how to approach this crucial process.
Banks should consider how a potential mandate of environmental, social and governance disclosures would affect other aspects of their overall corporate governance.
For many bank boards, onboarding is something they do sporadically, and yet the orientation of a new director is too important to be handled casually.
Is your board performing to its full potential? This video explores four critical issues hindering boards’ ability to function successfully, based on Bank Director’s annual Governance Best Practices Survey: effective board oversight, board member performance, diversity and director independence.