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It details standard operations, governance, organisational culture, and digital transformation, alongside human resources goals such as talent management, learning and development, and diversity and inclusion. The programme also covers support activities (secretariat, legal service, compliance, internal audit, communications, and budget management) and provides annexed organisational, financial, procurement, and performance information.",{"@graph":69,"@context":123},[70,84,106],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/srb-work-programme-2025-overview-of-priorities-operations-and-support-activities/159544/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/srb-work-programme-2025-overview-of-priorities-operations-and-support-activities/159544.png","ImageObject",300,407,{"name":92,"@type":93},"Berry Peter","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-10-07","2026-08-29",true,{"@type":102,"interactionType":103,"userInteractionCount":105},"InteractionCounter",{"@type":104},"ViewAction",12,{"@type":107,"mainEntity":108},"FAQPage",[109,115,119],{"name":110,"@type":111,"acceptedAnswer":112},"What is the main purpose of the SRB Work Programme 2025?","Question",{"text":113,"@type":114},"It sets out the Single Resolution Board’s main priorities for 2025, focusing on crisis preparedness, resolvability, and effective resolution planning and tools.","Answer",{"name":116,"@type":111,"acceptedAnswer":117},"How does the programme approach resolvability testing in 2025?",{"text":118,"@type":114},"Resolvability testing remains central, with continued development of operational guidance for bank-led tests and multi-annual testing programmes covering 2026–2028, complemented by deep dives and on-site inspections.",{"name":120,"@type":111,"acceptedAnswer":121},"Which support activities are included under Part II?",{"text":122,"@type":114},"Part II covers SRB Secretariat, SRB Legal Service, Appeal Panel, Data Protection Office, Compliance, Internal Control Office, internal audit, communications, and budgetary, financial and procurement management.","https://schema.org",{"og:url":83,"og:type":125,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":127,"canonical":83},"index,follow",{"doc_id":129,"site_id":62},159544,1788019403,{"code":4,"msg":5,"data":132},{"doc_id":129,"user_id":133,"nickname":92,"user_avatar":134,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":135,"file_id":136,"file_url":137,"file_type":138,"file_size":139,"view_count":105,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":140,"language":141,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":142,"faqs":143,"seo_title":144,"seo_description":67,"update_tm":130,"read_time":145},1374402524268,"https://ap-avatar.wpscdn.com/davatar_3d24733baf745e90a7e4bdd5f77d97b2","SRB WORK PROGRAMME 2025  \nsrb. europa. eu  \nThis publication is not intended to create any legally binding effect and does not in any way substitute the legal requirements laid down in the relevant applicable European Union (EU) and national laws. It may not be relied upon for any legal purposes, does not establish any binding interpretation of EU or national laws and does not serve as, or substitute for, legal advice.  \nThe SRB reserves the right to amend this publication without notice whenever it deems appropriate and it shall not be considered as predetermining the position that the SRB may take in specific cases, where the circumstances of each case will also be considered.  \nManuscript completed in November 2024  \nNeither the Single Resolution Board nor any person acting on behalf of the Single Resolution Board is responsible for the use that might be made of the following information.  \nLuxembourg: Publications Office of the European Union, 2024 © Single Resolution Board, 2024  \nReproduction is authorised provided the source is acknowledged.  \nFor any use or reproduction of elements that are not owned by the Single Resolution Board, permission may need to be sought directly from the respective rightholders. The Single Resolution Board does not own the copyright in relation to the following elements:  \nCover, page 5 (top) © Lobet-Rostovikova-PRYZM Page 41 © iStockphoto/gradyreese  \nPrint PDF  \nISBN 978-92-9475-374-8  \nISBN 978-92-9475-373-1  \nISSN 2529-671X  \nISSN 2529-6728  \ndoi:10.2877/8905644  \ndoi:10.2877/0132992  \nFP-01-24-002-EN-C  \nFP-01-24-002-EN-N  \nSRB WORK PROGRAMME 2025  \nsrb. europa. eu  \nContents  \nSRB WORK PROGRAMME 2025  \nForeword 5  \nAbbreviations 7  \nExecutive summary 8  \nIntroduction 9  \nMission statement 9  \nPolicy context 10  \nPart I: Operations 11  \nStrategic area 1: Core Business 11  \nStrategic objective 1.1: Powerful crisis preparedness and management 12  \nStrategic objective 1.2: Crisis-oriented resolvability and resolution planning 13  \nStrategic objective 1.3: SRM as a reference in the resolution field 15  \nStandard operations that contribute to core business objectives 17  \nStrategic area 2: Governance, organisation and tools 26  \nStrategic objective 2.1: Strengthened governance and streamlined structure 26  \nStrategic objective 2.2: Strong and positive organisational culture and values 28  \nStrategic objective 2.3: Digital transformation and use of best-practice technologies 29  \nStrategic area 3: Human Resources 32  \nStrategic objective 3.1: Motivated and professional pool of talent 32  \nStrategic objective 3.2: Learning and development 33  \nStrategic objective 3.3: Increased focus on diversity and inclusion 34  \nPart II: Support activities 35  \n2.1. SRB Secretariat 35  \n2.2. SRB Legal Service 36  \n2.3. Appeal Panel 37  \n2.4. Data Protection Office 38  \n2.5. Compliance 38  \n2.6. Internal Control Office 39  \n2.7. Internal audit 39  \n2.8. Communications 39  \n2.9. Budgetary, financial and procurement management 40  \nAnnexes 41  \nAnnex I. Organisational chart 42  \nAnnex II. Members of the Plenary Session 43  \nAnnex III. Resource allocation 2025 45  \nAnnex IV. Financial resources 46  \nAnnex V. Indicative procurement plan for 2025 47  \nAnnex VI. Summary of Key Performance Indicators 49  \nList of figures  \nFigure 1. SRM Vision 2028 strategic objectives and values 9  \nFigure 2. Strategic objectives and standard operations under area 1: Core business 11  \nFigure 3. Strategic objectives under area 2: Governance, organisation and tools 26  \nFigure 4. Strategic objectives under area 3: Human Resources 32  \nList of tables  \nTable 1. Overview of Less Significant Institutions and Less Significant Institution groups by Member State 18  \nTable 2. Overview of resolution plan figures 20  \nTable 3. Number of staff 34  \nForeword  \nI am pleased to present the SRB’s work programme for 2025. It is an important year for the SRM, marking 10 years of our work on resolvability and financial stability, and with the impl","cbCaigrql4pZAcbA","https://ap.wps.com/l/cbCaigrql4pZAcbA","pdf",2168562,62,"English","# Foreword\n## Executive summary\n## Introduction\n### Mission statement\n### Policy context\n# Part I: Operations\n## Strategic area 1: Core Business\n### Strategic objective 1.1\n### Strategic objective 1.2\n### Strategic objective 1.3\n## Strategic area 2: Governance, organisation and tools\n### Strategic objective 2.1\n### Strategic objective 2.2\n### Strategic objective 2.3\n## Strategic area 3: Human Resources\n### Strategic objective 3.1\n### Strategic objective 3.2\n### Strategic objective 3.3\n# Part II: Support activities\n## SRB Secretariat\n## SRB Legal Service\n## Appeal Panel\n## Data Protection Office\n## Compliance\n## Internal Control Office\n## Internal audit\n## Communications\n## Budgetary, financial and procurement management\n# Annexes\n## Annex I. Organisational chart\n## Annex II. Members of the Plenary Session\n## Annex III. Resource allocation 2025\n## Annex IV. Financial resources\n## Annex V. Indicative procurement plan for 2025\n## Annex VI. Summary of Key Performance Indicators","[{\"question\":\"What is the main purpose of the SRB Work Programme 2025?\",\"answer\":\"It sets out the Single Resolution Board’s main priorities for 2025, focusing on crisis preparedness, resolvability, and effective resolution planning and tools.\"},{\"question\":\"How does the programme approach resolvability testing in 2025?\",\"answer\":\"Resolvability testing remains central, with continued development of operational guidance for bank-led tests and multi-annual testing programmes covering 2026–2028, complemented by deep dives and on-site inspections.\"},{\"question\":\"Which support activities are included under Part II?\",\"answer\":\"Part II covers SRB Secretariat, SRB Legal Service, Appeal Panel, Data Protection Office, Compliance, Internal Control Office, internal audit, communications, and budgetary, financial and procurement management.\"}]","SRB Work Programme 2025 - Overview of priorities, operations and support activities | PDF",156]