Bank Governance Leadership Network
Explore perspectives from global bank directors and regulators
The Bank Governance Leadership Network (BGLN) is an elite network of non-executive directors from the world’s largest banks.
Sharing the latest perspectives on bank board governance, the BGLN provides a peer-to-peer platform for discussion of critical and complex issues facing the industry. With a primary focus on the non-executive director, the network also engages senior management, notably chief risk officers, and regulators.
Participants are committed to outstanding governance and supervision in support of the mission to build strong, enduring and trustworthy banking institutions.
Created by Tapestry Networks and EY, the BGLN presents a unique opportunity for candid dialogue among non-executive directors from leading global banks, bank executives, regulators, policy makers and other stakeholders through private roundtable discussions, the annual Bank Directors Summit, and research work streams focused on critical issues for non-executive directors.
| Clarifying supervisory expectations for non-executive directors and boards |
BGLN members make progress in reaching an agreement on the role of a bank board and setting realistic expectations for what it can accomplish.
| The future of banking in Europe: regulation, supervision and a changing competitive landscape |
European bank leaders meet with the ECB’s new supervisors and discuss the transformation of European banking.
| Bank director’s summit 2015 recap |
The impact of regulation on bank structures, the need for agility in attracting investment, potential systemic risk stemming from reduced market liquidity, active investors and board-shareholder engagement were the key themes of this year’s summit. Non-executive directors and senior executives from the largest global banks were joined by regulators and investors.
| Top and emerging risks: Improving identification and oversight of key risks facing large banks |
The Bank Governance Leadership Network explores how boards and supervisors can improve oversight of the risks that could bring down an individual bank or have a broader systemic impact, including systemic risk, strategic risk intensified by increasing disruption, persistent conduct challenges and the growing cyber threat.
| Long-term challenge in addressing conduct and culture in banking |
Recent Bank Governance Leadership Network (BGLN) discussions addressed how the challenge of persistent misconduct is long-term and multifaceted and will require changes to hiring, accountability, incentives, governance and business models.
| Bank Directors Summit 2014 recap |
EY and Tapestry Networks recently welcomed non-executive directors from leading banks, as well as regulators and supervisors, to the sixth annual Bank Directors Summit.
| Leading the digital transformation of banking |
Digital transformation is a core strategic issue for banking leaders, yet not all boards fully appreciate the scale and impact of digitization.
| Developing effective and sustainable risk cultures |
Effective risk cultures share several key attributes. Understand these core elements to strengthen risk management, improve governance and meet supervisory expectations.
| Navigating the new era of conduct supervision |
Conduct issues can affect profitability and tarnish the reputations of individual banks and the industry as a whole. Learn practical approaches for addressing conduct-related issues.
| Addressing cybersecurity as a human problem |
EY and Tapestry Networks convened a Bank Governance Leadership Network meeting to discuss cybersecurity. Learn about industry preparedness and ways to improve systems defenses.
| Five years on, uncertainty is the new normal |
Non-executive directors from many large global banks gathered for the annual 2013 Bank Governance Leadership Network summit to discuss the state of regulatory and internal reforms.
| Reforming bank culture: turning values into action |
Bank Directors Summit participants discuss the need to restore trust in the banking industry and plan for radical changes to business models.
| Building more effective risk appetite frameworks |
Banks need to move risk appetite plans from high-level statements to practical application. Learn the key attributes of an effective risk appetite framework.