“我职业生涯中最痛苦的决定”：顶级执行人员如何回应Covid-19

In a turbulent year dominated by an unprecedented health crisis, top-ranking chief executives across Canada have taken decisive action to protect their staff, support their customers, and — in the most hard-hit industries — keep their businesses alive.

“The dreams, plans, and hard work of so many have been undermined by the global pandemic,” said David McKay, CEO of the Royal Bank of Canada, who observed how devastating this past year has been for so many families and businesses: “The sudden loss of loved ones. The loss of jobs and small businesses. Missing out on the valuable experiences of a normal school year.”

当Covid-19命中时，McKay迅速行动，暂时关闭数百个RBC分支机构，并使员工近90％ - 超过75,000个国家 - 从家中工作。首席执行官通过在金融机构部门的首席执行官中排名Mckay首先在金融公司和金融机构对麦克斯公司和金融机构的销售方和销售方研究人员获得了奖励。亚博赞助欧冠’s sophomoreAll-Canada Executive Team。

At Canadian Pacific Railway, chief executive Keith Creel was also focused on supporting staff, or who he called the “Canadian Pacific family”: the frontline, essential workers who continued to deliver services and goods during the pandemic. Creel worked with unions to top-up benefits for Canadian Pacific’s furloughed employees in return for shorter recall times, so that they could get back to work sooner. “While we didn’t always get everything right, I can tell you we have approached every decision with our Canadian Pacific family in mind,” he said.

Elsewhere, the sudden drop in customers as people retrenched indoors forced what Air Canada chief Calin Rovinescu described as “the most painful decision of my career”: laying off half of the airline’s workforce. “Given the disappearance of more than 90 percent of our business, we regrettably had to retrench and downsize,” he said.

In the face of great challenges, all of亚博赞助欧冠’s top ranking CEOs embraced innovation. “Crisis is the motherhood of invention,” Creel said. Lower volumes allowed Canadian Pacific to build longer and heavier trains — efficiencies the company has been able to retain as volumes have ramped up again. Meanwhile, RBC deepened its digital relationship with clients as people turned to online services at a more rapid pace. It took three years for the bank’s online financial planning platform MyAdvisor, which enables clients to receive insights and counsel in real time, to reach one million clients — and only one year to surpass the two million mark.

At Air Canada, Rovinescu said all aspects of the business have been adapted to the new paradigm, including ramping up air cargo even as revenue from passenger flights “disappeared.” The airline removed seats to create extra space, completing 3,000 cargo-only flights in the first nine months of 2020, something Air Canada “did not do at all” before Covid-19. “Managing this sudden and prolonged disruption forced us to act in ways we would have never anticipated in a highly compressed timeframe,” Rovinescu said.

After a year of extremes, some chief executives are simply happy they made it through. “My solace is the certainty our airline will survive and that we will rebuild,” Rovinescu said. “Covid-19 will reshape our industry leaving fewer, more competitive players.”

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Keith Creel，加拿大太平洋铁路

教派的最大的挑战是什么or this year?

Covid-19全球大流行以我们以前没有看到的速度改变了世界。我们专注于控制我们可以控制的内容。加拿大太平洋的运营模式是有责任的，我们多样化的商业书籍展示了它的实力。尽管宏观环境不确定，但这种弹性是让我们在全年继续提供盈利指导的信心。加拿大太平洋的真正区别仍然是我们的加拿大太平洋家庭：我们的前线，在卓越的需要时继续为北美经济提供并提供必要的商品，并在特殊的需要中为北美经济提供必要的商品。它与他们一起服务并领导这家标志性公司真的很荣幸。

你在2020年制作的最艰难的决定是什么？

这不是我们定义的挑战;它是如何we respond. Every decision we made this year was to protect our people. Whether it was sending staff not in critical operating roles to work from home or significantly enhancing our cleaning protocols, we put our people first.

Have there been any unexpected opportunities for your business this year?

Crisis can be the motherhood of innovation and this year saw a lot of innovation from the Canadian Pacific family. The lower volume environment allowed us to operate more efficiently and to build longer and heavier trains. As the volume is coming back, we are retaining those efficiencies. We continued to invest record capital into the business and found ways to stretch our capital dollars, setting records in terms of capital efficiency. We also used the decreased volume environment as an opportunity to pull forward capital spend originally planned for 2021, which sets us up extremely well as the volume and economy continue to recover.

How is your company innovating?

我们在多个方面进行了创新 - 与我们的专利冷轮技术有关，使我们能够检测更多的缺陷，而不是在暗领域中的标准制动检查或我们破碎的导轨检测，这使我们能够在发生事故之前识别破碎的导轨。我们的创新专注于改善始终是我们的首要任务：安全。在过去的14年里，加拿大太平洋北美最安全的铁路，我们专注于继续改进。安全是一个永无止境的旅程。We made great strides in the ESG space this year with being included on the Dow Jones Sustainability North America index, and being recognized by Corporate Knights’ 2020 Clean 200. We are also innovating by building a solar garden that will power our head office operations beginning in 2021.

2021年的最大挑战是什么？

大流行的持续不确定性肯定脱颖而出。我们将继续关注我们可以控制的内容。我们正处于大流行的中间，但我很乐观，我们会通过这个。

What opportunities do you see for 2021?

2021充满了机会。我们有一个强大的新业务管道，即将创造未来几年的增长。我们有一千亩的战略土地资产在未来五到十年中发展。我们是过去三年的最快的铁路，我们计划继续利用这一势头到2021中。我对未来的东西感到兴奋。

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David McKay, Royal Bank of Canada

教派的最大的挑战是什么or this year?

First and foremost, the biggest challenge was ensuring the health and safety of frontline workers, including many of our employees, clients, and community members. That was priority number one.

I believe we have an important responsibility to help our clients, communities, and society move forward toward a better future. We actively supported our customers – advising millions of personal, commercial, and institutional clients and making available billions of dollars of financial relief to protect jobs and bring stability to so many lives. Alongside these efforts, we provided support to our communities at their most vulnerable, including so many who are helping create a fairer, inclusive, and more sustainable world.

The global pandemic and the ensuing economic challenge tested society, and Royal Bank of Canada, like never before. I’m proud of the meaningful difference we made in the lives of so many.

你在2020年制作的最艰难的决定是什么？

I wouldn’t describe this as the toughest decision we had to make this year, but one of the most necessary.

It became very clear to me that we need to do so much more – as leaders, individuals, and organizations – to stop long-standing and systemic racism, intolerance, and discrimination against Black, Indigenous and people of color in our society. While we can’t change the past, we can and must take advantage of the opportunity in front of us to change the future.

今年，我花了很多时间听银行内外的人，包括与BIPOC的坦诚和不舒服的对话，以及RBC的其他代表性雇员团体。

We knew we couldn’t move on without addressing this problem and that’s why we宣布新承诺that will play a role in tackling the root causes of social injustice and encouraging a more inclusive economic recovery in the markets we serve, including a $100 million commitment in small business loans over five years to Black entrepreneurs.

Have there been any unexpected opportunities for your business?

大流行激发了我们专注于更大的事情 - 重新评估当我们过去可能思考的情况下不要增加价值的东西。

总体而言，这种危机无疑加快了我们的变革文化和我们继续恢复我们的服务以及我们为客户创造价值的旅程。亚慱体育app怎么下载

How is your company innovating?

RBC is always innovating. We’re continuing to invest in our differentiated technology platform and are focused on helping our clients thrive in this economy. From teaching seniors to bank online and offering solutions that enable businesses to harness smart technology, to advocating and leading the way on the responsible and ethical use of AI.

We’re also using data analytics and digital platforms to understand and meet clients’ needs, and deliver new solutions. For instance, our Capital Markets AI-based electronic trading platform, Aiden, executes trades based on live market data, and dynamically adjusts to new information and learnings from each of its previous actions.

At the same time, our “beyond banking” focus is creating new and differentiated services through RBC Ventures. For instance, over 25,000 entrepreneurs have used Ownr – an RBC venture that allow users to register and incorporate – to launch and begin to grow their business.

在我们前进时，我们将通过我们的技术和数据策略继续创造更多价值，以帮助为我们的客户带来最大的野心。

2021年的最大挑战是什么？

The uncertain duration of the pandemic is one of the most difficult challenges ahead, straining individual, business, and government financial resources in the communities we operate in around the world.

It’s so critical we stay focused on balancing the need to protect health and safety, while also protecting the economy through this phase and into 2021. This includes the role we can all play as individuals in following the advice and guidelines of our local public health experts.

What opportunities do you see for 2021?

Many people worry the pandemic may shift priorities away from tackling one of the most pressing issues of our age – climate change – and the need for a strategic plan to move towards net zero.

I believe the financial system needs to be leading efforts to support clean economic growth and the transition to a low-carbon economy. That includes an aspiration to help the world meet its energy needs and move to increasingly cleaner fuel sources. Royal Bank of Canada’s climate strategy is focused on working with our clients and communities, using our capital as a force for positive change. Our $100 billion sustainable finance commitment by 2025 is balanced with investments we are making in our energy and natural resource clients. This enables them to continue investing in innovation to reduce emissions and remain leaders on the global stage.

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Calin Rovinescu, Air Canada

教派的最大的挑战是什么or this year?

由于Covid-19由于Covid-19而关闭的全球停机是我们整个历史中最大的挑战。几乎一夜之间，我们的收入中的90％或更多的收入消失，因为人们停止旅行和政府强加的旅行限制。管理这一突然和长时间的中断迫使我们采取行动，我们从未预期过高度压缩的时间范围。

你在2020年制作的最艰难的决定是什么？

In the most painful decision of my career, we were forced to reduce our workforce by half after adding more than 10,000 jobs over the previous decade. My solace is the certainty our airline will survive and that we will rebuild.

2020年您的业务有任何意外的机会吗？

一个繁殖的一部分是空运。首先需要运送PPE和其他必要的医疗用品，除此之外，由于在线零售业，空运需求增加了，并填补了通常发货货物的商业飞行的消失所留下的差距。

How is your company innovating?

为了应对航空货运需求，我们修改了几架飞机，拆除座位以创造额外的货物空间。我们在2020年的前九个月飞行了3,000个仅货运的航班 - 在Covid-19之前我们没有做过的东西。除此之外，我们已经改编了我们业务的各个方面，包括新的融资交易，新的触感机场服务和生物安全的船上协议，以及开发新的收入流，例如在我们的全商务类捷克飞机上运营商业航班，这些航班是以前仅适用于包机航班。

2021年的最大挑战是什么？

我们的重点将仍然是管理Covid-19，因为它的效果将继续，但我们正在枢转到更积极的立场。例如，我们启动了各种CoVID-19测试试验和试点计划，旨在提高安全性，同时使得飞行更方便，通过展示他们可以安全地减少隔离时间和其他限制。同样，我们希望开始恢复我们的网络并开始重建我们的公司。

What opportunities do you see for 2021?

我们一直在向这个未来进行Covid-19，例如退休，减少效率的飞机，并提出前瞻性的关键措施，以吸引新客户，例如推出我们转型的AeroPlan忠诚度计划。我们也与我们的资产负债表一起谨慎，维持流动性，以便我们拥有竞争的财务。