Royal banks on women
If you're looking for signs that Royal Bank of Scotland has changed since it hit crisis, its chairman wants to highlight its right-on attitude to women.
It might seem one of the lower priorities for a bank having an annual general meeting half way through its recovery plan, when it is reporting a £1.1bn loss.
And it's true that Sir Philip Hampton's speech to shareholders has other notes to hit.
He's highlighting the cost of bank reforms, as outlined in the interim report of Sir John Vickers' Independent Commission on Banking.
Taking out cross-insurance and requiring separate capital buffers will cost customers and shareholders, he points out.
And the British public are, of course, the majority shareholders, which is one very good reason why the bank's bosses are, unlike others, not threatening to take their headquarters to other countries in pursuit of lower tax and less regulation.
The chairman highlights the payback to the public of getting the share price up, at a rate of £900m of value for each penny.
While announcing that RBS is wrapping the former bits of ABN Amro into the plc's core, removing the legal legacy of a separate Dutch entity, Sir Philip Hampton is taking on the critics on executive pay.
And with his chief executive, Stephen Hester, trousering £7.7m for last year's loss-making work (OK, to be fair, some is sewn into a trouser pocket he's not allowed to unpick for a while), there's quite a lot of criticism kicking around.
UK Financial Investments, or UKFI, which represents the UK government's interests as shareholder, has already approved the remuneration report, so there's not much prospect of the criticism derailing executive pay.
But Sir Philip wishes to emphasise the role of pay in continuing to retain and recruit staff.
On that, he offers an astonishing figure: since the crisis hit in October 2008, while you might think RBS has seen a one-way traffic of exiting staff, it's actually recruited 46,000 people.
That's slightly less than a third of the staff total, and represents a colossal churn.
Anyway, to women. Shareholders have been told today that RBS is looking for more of a female presence on its board.
The chairman didn't actually address the argument that the bank might have taken fewer risks if the board, in Sir Fred Goodwin's day, were a bit less testosterone-driven.
But it's implicit in his embrace of the drive for female recruits.
The message is also aimed well below board level.
"Female engagement" became a priority last year, we're told, focussing on recruitment, progression, development and networks.
"We worked hard" to ensure that at least one woman featured on the shortlist for executive vacancies, he said, and rolled out "a global diversity training module focusing on the subject of 'unconscious bias' to all employees internationally".
It's hard to imagine Sir Fred Goodwin taking this line in the RBS of yore.
Some may see it as that old chestnut of "political correctness gone mad", but it's also a bank trying to show it's in tune with the political and social environment within which it operates, rather than a purely and exclusively financial one.
That, and the financial calculation that a happy female workforce is good for the bottom line too.
In case you missed it, there was a telling observation close to this subject from Jayne-Anne Gadhia, chief executive of Virgin Money and a former RBS lieutenant of Sir Fred Goodwin, in the interview for Radio Scotland's Business Scotland last weekend.
She said Sir Fred Goodwin ran a company where it was clear what you were expected to deliver, whereas Sir Richard Branson runs Virgin as a company where people ask what they can do to help you deliver.
Perhaps a useful contrast and lesson for any business.