Ana Botín, Santander | Hervé Duteil, BNP Paribas | John Hollows, CSOB | Jean Pierre Mustier, UniCredit | Phyllis Costanza, UBS Society and CEO Optimus Foundation | Piyush Gupta, DBS | Frédéric Oudéa, Societe Generale | Johann Strobl, Raiffeisen Bank International | Bernhard Spalt, Erste Group | Jin Liqun, AIIB
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“One of the critical things in this crisis we’ve been trying to get across… is that we have to throw away the rule book. We’ve never seen this kind of crisis in our lives”
Ana Botín, executive chairman, Santander
“We were told that oil and gas prices would not drop despite the increasing competitive economics of electric mobility; we were told that developed countries could not change behaviours and had to maintain the same level of travels and consumption. YET, HERE WE ARE TODAY WITH NEGATIVE OIL PRICES AND VIRTUALLY ALL AIRPLANES GROUNDED to the runways around the world. How much longer will we be in denial – that the world can change, and that we can change?”
Hervé Duteil, chief sustainability officer, Americas, BNP Paribas
“Everyone has noticed that Skype meetings take less time than regular meetings. Board meetings which would normally have taken eight to nine hours we can suddenly do in two to three hours. That has been quite an interesting statement on the inefficiency perhaps of meetings in the past.”
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“When you have a big shock, you need to think in terms of discontinuity. Your behaviour needs to handle discontinuity, otherwise it won’t work. Crisis management has always shown that, when you have a big crisis, if you anticipate and manage the discontinuity, then you’re OK. That’s what we need to do on every topic”
Jean Pierre Mustier, CEO, UniCredit
“We have seen a lot of corporate citizenship and corporate responsibility coming out of our sector, but the question needs to be what was the real impact of that programme? Did you really make a difference or was it just for the headline?”
Phyllis Costanza, head of UBS Society and CEO Optimus Foundation
“As a constructive member of society, we have a role to play. We are a living entity, we have a life and a role to play in society, and everyone is part of that. So we need to share the pain and continue to support real economies. But should banks take losses in the interest of communities? That is a step too far”
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“We have a formidable opportunity to demonstrate that responsible banking can be much more than a slogan. We can make it a reality”
Frédéric Oudéa, CEO, Societe Generale
“I’m the only board member not working from home and I feel very safe in the office because I’m more or less on my own. If I’m lucky I meet maybe two people in a 12-hour day! But I don’t want to leave the office totally. I still can’t accept that the whole building could be empty!”
Johann Strobl, CEO, Raiffeisen Bank International
