Banks were quick to respond to the Covid-19 crisis and have tried hard to stay ahead of the news ever since, writes James Brockdorff, Assistant Account Executive at Moorgate-Finn Partners.
It didn’t take banks long to realise the unprecedented threat of the coronavirus pandemic, nor the fact that such a threat required a decisive response. While not on the immediate frontline of the public health crisis, banks understood that the drastic actions being undertaken by governments in an attempt to contain the spread of the virus would have a deep impact on them as vital conduits of finance. Consequently, their messaging would carry significant weight.
So far, banks have understandably followed discernible messaging paths. This started with practical considerations about the impact on operations, followed by measures taken to support the “lockdown” economy. Then came an analysis of the wider macroeconomic situation. And finally the impact on the banks’ own finances.
Bank integrity takes centre stage
As the crisis exploded in early March, protecting staff became a critical primary responsibility for all major banks. HSBC announced the evacuation of several floors of its Canary Wharf head office in London, after an analyst tested positive. Lloyds Banking Group quickly followed, with early communications focusing on the closure of a number of UK offices as staff members also contracted the virus. As banks triggered work-from-home contingency plans, they remained focused on their status as an essential service, with messaging designed to reassure customers of unaffected operations and the continued integrity of IT systems.
Visits to branches and offices became discouraged. Yet phone lines and online infrastructure often struggled to cope with the demand for assistance – with some banks asking clients to bear with them while they experienced longer-than-usual waiting times. Société Générale committed to offering SMEs and professional clients a response about their financing needs in under 48 hours, while Commerzbank promised to dramatically cut bureaucratic processes to get help to clients as soon as possible, as did UniCredit.
Then came the support
Then came the government’s support packages. Details of the financial support on offer – especially for individuals and SMEs – became the focus of communications, with many banks anxious to demonstrate they were more than just a conduit for government initiatives. They were keen to play a leading role in the crisis for their customers, although media noise of “repaying the favour from 2008” failed to gain much meaningful traction.
Early on, NatWest prepared a two-page guide on how businesses might take steps to protect themselves. The guide, distributed to clients, included standard advice from Public Health England as well as practical guidance on preparing a business continuity plan. Perhaps reflecting their major corporate and financial institution client base, BNY Mellon on the other hand asked clients to share their business continuity plans, pledging to work around their new requirements. Dedicated coronavirus microsites soon became a feature on the homepage of most banks.
Making much of “relationship banking”
Banks waste few opportunities to talk about relationship and partnership. And, predictably, this became a key feature of banks’ communications from early-on in the crisis. BNP Paribas considered the pandemic no less than “a moment of truth in our relationship with our clients and the world around us”.
In practical terms, this has meant overdraft extensions and loan repayment holidays – Credit Agricole and Royal Bank of Canada being two early examples of what became one of the most widespread forms of relief. Meanwhile, Wells Fargo reported enormous demand for the bank’s small business loans related to the U.S. government-backed Paycheck Protection Program – so much so that the Federal Reserve had to ease restrictions on lending volumes.
Yet the looming economic impact of the crisis was already becoming a focus, with many banks issuing statements to reassure stakeholders of their ability to withstand the crisis. Deutsche Bank, for example, communicated in March with all staff in the form of an internal letter from CEO Christian Sewing. Later released, the messaging was aimed at reassuring employees that the bank is well prepared and supported by strong credit quality and high liquidity.
Soaring unemployment is becoming one of the unfortunate standout features of the pandemic’s fallout. Here too, banks have been eager to demonstrate their willingness to support local communities, often by cancelling layoffs, as seen at Bank of America. In Spain, Santander called off planned redundancies.
At the heart of all intiatives – and indeed as the central theme of all their coronavirus communications – banks have sought to communicate empathy and understanding, together with a willingness to step up and support those most in need. So far, this have worked, and they have escaped the broad condemnations prevalent in 2008. As the crisis drags on, this may yet be severely tested.