Committees : Governance
Banks should prepare to address several emerging issues as they transition to the next stage of the pandemic reaction and fallout.
Boards should look closely at the details of their emergency succession plans, given the unpredictable and uncertain nature of the coronavirus crisis.
Executives know how to manage their bank’s balance sheet during a crisis; managing their employees through it is another matter entirely.
Banks must meet the four deep needs of employees and customers — not only during the COVID-19 crisis, but ongoing as well.
The coronavirus has forced a number of corporations to make short-notice plans and contend with bylaws and regulators to move their annual meetings online.
The role of the board, even in a crisis of this magnitude, is still to provide oversight rather than manage.
This board takes a more active role in developing its company culture.
Two recent studies find that support for board diversity initiatives is declining — both inside the boardroom and among shareholders.
The composition, size and age should all be keen focuses of board governance.
A board is essentially a social entity whose culture is a reflection of its purpose and composition.