Priorities & risks
Our supervisory priorities set out the focus of our activities for the next three years. They are revisited each year to reflect changes in the risk landscape and progress made on the previous year’s priorities, and can be adjusted at any time if justified by risk developments. They guide the operational planning of supervisory activities over the medium term and ensure resources are allocated efficiently.
The priorities are based on the key risks that supervised entities face in the current macro-financial and geopolitical environment.
Supervisory priorities 2026-2028What are supervisory priorities?
Priority 1
Strengthening banks’ resilience to geopolitical risks and macro-financial uncertainties
The current macro-financial and geopolitical environment underlines the need for strong financial resilience in the European banking sector. We need to ensure banks remain vigilant and able to withstand headwinds while avoiding complacency.
Strengthening banks’ resiliencePriority 2
Strengthening banks’ operational resilience and fostering robust ICT capabilities
The progressive shift in focus from risk identification to risk remediation is an essential feature of our supervisory strategy. Banks with unresolved material shortcomings will be asked to step up their efforts to comply fully with supervisory expectations.
Strengthening banks’ operational resilienceMedium to long-term priority strategy
Banks’ digital (and AI-related) strategies, governance and risk management
Banks need to have strategies that effectively reflect the opportunities and risks stemming from the increasing digitalisation of their operations, in particular from artificial intelligence (AI), and to set up robust governance and risk controls.
Digitalisation: AI-related strategies, governance and risk managementHow do we use the supervisory priorities and the risk assessment?
The supervisory priorities feed into bank-specific supervisory planning, as joint supervisory teams apply a targeted risk tolerance framework that promotes effective and risk-based supervision. The priorities are therefore important for the following year’s Supervisory Review and Evaluation Process (SREP) while also benefiting from the outcome of the previous year’s SREP exercise.
Supervisory Review and Evaluation Process (SREP)