Governance In a Changing World - Remarks by Governor Gabriel Makhlouf at the launch of "The Evolution of Bank Governance in the EU"

While the speech does not introduce new rules, it reinforces existing expectations around board effectiveness, accountability, risk culture, and diversity. For compliance and governance teams, this is a timely prompt to review board composition, succession planning, and the clarity of roles within the three lines of defence. Firms should assess whether their governance frameworks remain fit for purpose amid evolving market conditions, technological change, and geopolitical uncertainty.

The CBI's ongoing supervisory focus means boards must demonstrate proactive oversight of strategic and emerging risks, not just regulatory compliance. Actionable steps include refreshing board skills matrices, strengthening management information flows, and embedding a healthy risk culture from the top. While no immediate compliance deadlines arise, firms that lag on governance may face heightened supervisory scrutiny, potential dear CEO letters, or enforcement action.

Conversely, strong governance can enhance resilience, investor confidence, and access to capital. Compliance teams should monitor follow-up publications, EBA guidance, and any CBI supervisory priorities for 2027. This is a moderate-impact, low-urgency development that nonetheless warrants board-level attention.