After reaching the end of the phase-in period, the SRB has now reached a number of key milestones:
We have a well-established 12-month resolution planning cycle, banks across the Banking Union have made good progress in terms of resolvability and have reached their final MREL targets (or are on the way to reaching them), and the Single Resolution Fund is now built-up and fully mutualised. With these goals achieved, it is time for the SRB to enter phase two.
To do so, during 2023, the SRB initiated a strategic review, in consultation with NRAs, public authorities and industry.
The first carried out within the SRM, to define its long-term goals for the next phase and strengthen further the collaboration with NRAs and other stakeholders to deliver on the SRM mission. The SRM Vision 2028 has three areas of focus: core business; governance, organisation and tools; and human resources.
SRM: Vision 2028 will be the steering guide for the SRM’s work in the coming five years.
The strategy will be fleshed out in more detail in other planning and programming documents: the multi-annual plan and respective annual work programmes, as well as in the multi-annual and annual budgets and establishment plans for the organisation.
Its implementation will be assessed in the SRB annual reports. Information and documents relating to the strategy will be posted on this page.
Our Values
EU SPIRIT
to be driven by the European project and its highest values of peace, freedom and democracy
to embrace teamwork and diversity of opinions
to consider the impact of the SRM and industry actions on economy, people and the environment
to act free of undue influence in pursuance of the SRM mandate, subject to being held accountable for own acts and decisions
RESPECT
to promote diversity and inclusion in all aspects
to prevent any form of discrimination on the basis of sex, racial, ethnic or nationality origin, religion or belief, disability, age or sexual orientation, or any other grounds
to acknowledge others’ contributions and achievements and promote a merit-based culture
PROFESSIONALISM
to behave according to the highest standards of accountability and integrity
to be loyal and driven by the need to maintain the SRM’s good reputation
to be open to innovation and not fearing to fail in order to succeed, while defining the appropriate risk appetite to respond in a timely way to emerging threats
TRANSPARENCY
to share information in a timely, secure and meaningful way, including all relevant internal and external stakeholders
to substantiate its decisions and actions, so stakeholders are able to understand our decisions and how these contribute to the delivery of our tasks under the SRM
to consult the relevant stakeholders in a spirit of efficient information sharing, while preserving the necessary confidentiality
1AREA 1
Core Business
1.1 POWERFUL CRISIS PREPAREDNESS AND MANAGEMENT
By 2028 at the latest, the SRM will enhance its capabilities to manage crises with diverse triggers efficiently, and to adapt to emerging external challenges.
To achieve this, the SRM will continue to develop, innovate, and test an efficient and flexible crisis management framework, building on its solid experience and strong external cooperation and coordination, and using all tools at its disposal.
1.2. CRISIS-ORIENTED RESOLUTION PLANNING AND RESOLVABILITY
By 2028 at the latest, the SRM will establish and implement further measures and safeguards aimed at ensuring banks’ resolvability.
To achieve this, the SRM will have resolution plans that are fully actionable in resolution and embed risk-based principles, deepen its work with banks to assess, test and foster their progress in resolvability; actively monitor banks’ measures for improving; and, where needed, use enforcement action to remove impediments.
1.3. SRM AS REFERENCE IN RESOLUTION
By 2028 at the latest, the SRM will be ahead of the curve on banking crisis management and an international reference in the field of resolution.
To achieve this, the SRM will produce and share knowledge proactively; continue contributing to the robustness and effectiveness of the resolution framework, ensure the transparency and predictability of its actions and decisions, communicate the rationale behind them, and convey its mission to the external world.
2AREA 2
Governance, organisation and tools
2.1 STRENGTHENED GOVERNANCE AND STREAMLINED STRUCTURE
By 2028 at the latest, the SRM’s strengthened decisionmaking will support the fulfilment of its business objectives, and its lean and robust internal structure will maximise its use of resources.
To achieve this, the SRB will streamline and enhance its governance and internal processes; interact closely within the SRM and with the SSM and other stakeholders; and embrace efficient interactions, processes and resource management.
2.2. STRONG AND POSITIVE ORGANISATIONAL CULTURE AND VALUES
By 2028 at the latest, the SRM will have a stronger and more positive culture, values and internal collaboration that enables staff development and characterise the way in which it achieves its strategic objectives.
To achieve this, the SRM will nurture harmonised managerial practices based on trust, shared values and professional behaviour, promote sustainability, prevent silos to foster internal cooperation, and adopt an innovation culture.
2.3. DIGITAL TRANSFORMATION AND USE OF BEST-PRACTICE TECHNOLOGIES
By 2028 at the latest, the SRM will step up its use of bestpractice technologies in its core processes and tools; will have an effective data management framework; and keep pace with external innovation.
To achieve this, the SRM will streamline and further integrate its processes and improve its data analytics in close collaboration with the SSM, other relevant bodies and the industry; and adapt to the ever-evolving challenges and opportunities of digitalisation.
3AREA 3
Human Resources
3.1 MOTIVATED AND PROFESSIONAL POOL OF TALENT
By 2028 at the latest, the SRB will be a stimulating workplace that attracts, retains and develops its people so that the SRM can rely on a professional, flexible and motivated pool of talent.
To achieve this, the SRB will offer career development possibilities that satisfy the needs of the organisation and allow individuals to grow professionally, and attract and retain the profiles it needs to fulfil the mandate of the SRM.
3.2 LEARNING AND DEVELOPMENT
By 2028 at the latest, the SRM staff will have further enhanced skills and capabilities and the right tools at their disposal to deliver in their jobs at all levels, to carry out the mechanism’s mission and to adapt to any externally emerging challenges.
To achieve this, the SRM will continue investing in a comprehensive learning and development programme and offer stimulating on-the-job learning opportunities.
3.3 INCREASED FOCUS ON DIVERSITY AND INCLUSION
By 2028 at the latest, the SRB environment will be diverse and inclusive, represent EU values, and foster different perspectives and views to empower its staff and harness the full potential of its teams.
To achieve this, the SRB will deliver on a gender action plan; implement targeted actions aimed at increasing diversity; and increase opportunities for staff of all backgrounds and roles to contribute to achieving its mission.