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Strengthening Governance and Leadership for Central Bank Boards

  • December 3, 2:00pm - 6:00pm GMT, 9:00AM - 1:00pm EST

  • Virtual

About the course

Join the course to: 

  • Shape the future of central bank governance and leadership
  • Lead with strategic clarity on long-term visions and through complex challenges
  • Build resilience in a world of uncertainty and disruptive change
  • Elevate boardroom impact to foster productive board dynamics and stakeholder engagement

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Tutors

Stefan Ingves
Stefan Ingves

Former governor

Sveriges Riksbank

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Stefan Ingves served as the governor of Sveriges Riksbank, from 2006 to 2022. He was chairman of the Basel Committee on Banking Supervision from 2011–19. Since November 2021, he has served as the vice-chairman of the Bank for International Settlements where he has chaired its Banking and Risk Management Committee since 2007. Ingves served as chairman of the Advisory Technical Committee of the European Systemic Risk Board between 2011 and 2017, and was first vice-chair of the ESRB from 2021. From 1999–2005, Ingves was director of the monetary and financial systems department at the International Monetary Fund and worked as deputy governor of the Riksbank from 1994–98, after a year working as director-general of the Swedish Bank Support Authority. From 1988–92, he was a member of the board of the Swedish National Debt Office, the Stockholm Stock Exchange and Värdepapperscentralen, as well as under-secretary for financial markets and institutions at the Swedish Ministry of Finance. Ingves has also worked in banking as assistant vice-president in the central finance and fund management division at Svenska Handelsbanken between 1984 and 1986, and was president of Sofe, Sweden’s Options and Futures Exchange in 1987. He has a PhD in economics and was a lecturer at the Stockholm School of Economics between 1976 and 1984.

Audrey Metzger
Audrey Metzger

Director of innovation and financial markets infrastructures directorate

Bank of France

Daniel Hinge
Daniel Hinge

Editor, Benchmarking

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Daniel Hinge is editor of Central Banking’s benchmarking service and subject specialist for economics and monetary policy. He has reported on the central banking community since 2012, in roles including news editor and comment editor. He holds a degree in politics, philosophy and economics from the University of Oxford.

You can follow Daniel on Bluesky.

Agenda

14:0014:10

Welcome and context-setting

14:00 – 14:10

  • Welcoming all participants and setting course objectives

14:1014:45

The evolving roles of central bank boards

14:10 – 14:45

  • Overview of the governance landscape
  • Navigating operational independence and accountability as mutual enablers

14:4515:30

Strategic oversight and decision-making

14:45 – 15:30

  • Balancing operational oversight with long-term strategic vision
  • Legal powers and mandates
  • Board-level approaches to policy alignment and institutional priorities

15:3015:40

Quick break

15:30 - 15:40

15:4016:30

Risk governance and resilience in the boardroom

15:40 - 16:30

  • Understanding systemic, operational, and emerging risks
  • Oversight of cyber resilience, climate-related risks, and geopolitical threats
  • Integrating stress-testing and scenario planning into board discussions
  • Role of the board in crisis preparedness and response

16:3017:30

Board oversight of innovation and technology

16:30 – 17:30

  • Latest development in fintech and payment systems innovation
  • Balancing innovation with safety and soundness
  • What board members need to know 

17:30 - 17:45

Central Banking Institute presents: Governance Benchmark 2025

17:30 - 17:45

17:4518:00

Effective board dynamics and stakeholder engagement

17:45 - 18:00

  • Managing diverse perspectives and avoiding groupthink
  • Engagement with government, regulators, and international stakeholders

Learning objectives

  • How to balance independence and accountability within evolving central bank governance
  • Tools for making strategic, long-term board decisions aligned with institutional priorities
  • Ways to oversee and respond to systemic, operational and emerging risks
  • The board’s role in guiding innovation, technology adoption, and payment system modernisation
  • Techniques for fostering constructive boardroom debates and effective stakeholder management

Who should attend

  • Board members (executive & non-executive)
  • Governors
  • Deputy governors
  • Assistant governors
  • General counsel
  • Chief legal officers / Legal officers
  • Chief financial officers / Directors of finance
  • Heads of governance
  • Head of policy/ Policy implementation
  • Directors/Heads of supervision
  • Chief strategic officer/Strategic planning division
  • Heads of audit
  • Heads of internal audit
  • Senior advisors to the board
  • Committee chairs (Risk, Audit, Technology, Payments, Financial Policy, Monetary Policy, Supervision, Innovation)

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