10 Sep VIRTUAL AGMs BOOST SHAREHOLDER ATTENDANCE; ANZ TO DITCH CUSTOMERS THAT HAVE NO CLIMATE PLAN
Welcome to this weeks business and media intelligence, with insights collected over the past seven days.
VIRTUAL AGMs BOOST SHAREHOLDER ATTENDANCE
- Virtual and hybrid annual general meetings (AGMs) have been growing in popularity in recent years, and that uptake is expected to accelerate in the upcoming AGM season this November due to continuing lockdown restrictions. Read all about it in The Australian.
ANZ TO DITCH CUSTOMERS THAT HAVE NO CLIMATE PLAN
- ANZ boss Shayne Elliot revealed this week that the company has asked its 100 biggest-emitting customers to provide a low-carbon transition plan by next year. Elliot said that this latest move was “good old risk management”. Read more in The AFR.
LONG-TERM LOCKDOWNS – THE DOWNSIDE
- New research by the London School of Economics and Princeton University has found that lockdowns that go beyond two months cause massive economic damage without any real health benefits because they only delay an inevitable second wave. On the other hand, the study found that short lockdowns are effective in ensuring hospitals are not overwhelmed by the virus. Read more in The AFR.
“T’IS BUT A SCRATCH” – TIT FOR TAT WITH CHINA FUTILE
- Australia’s former Ambassador to China (2007-2011), Geoff Raby, has written a scathing piece about Australia’s costly diplomatic fallout with China, comparing Australia to the Black Knight in Monty Python who refuses to backdown despite losing all his limbs. Read it here: The AFR.
CONSUMERS ‘ROAR BACK’ IN SEPTEMBER, DATA SHOWS
- Households have shrugged off confirmation of Australia’s first recession in decades as “old news”, according to new data from the Westpac-Melbourne Institute of Consumer Sentiment. Consumer confidence bounced 18 per cent in September, after dropping 10 per cent in August, with respondents focusing on the future. Read more in The Australian.
HARVARD BUSINESS REVIEW: HARD TRUTHS ABOUT INNOVATIVE CULTURES
- The Harvard Business Review reveals that innovative cultures are universally valued by leaders and employees but hard to create and sustain. The reason innovative cultures are tricky to implement is they are paradoxical and misunderstood. Read more here.
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