Back to Global Corporate Governance Trends for 2026
Spanish boards are evolving rapidly in their philosophy and approach to AI. What began as curiosity around AI’s business impact is now manifesting as a sense of urgency to implement real-world solutions. Boards are accelerating their learning curves, seeking to understand not just the theoretical but the practical implications of data management and AI integration for competitive advantage. There is a marked increase in demand for directors with hands-on technology expertise as boards seek to anchor their aspirations with leaders who can translate strategy into outcomes. Boardroom training is expected to tick up in 2026 as more external experts are sought to supplement the board’s AI fluency.
The pursuit of more collaborative and aligned board dynamics is expected to intensify in 2026. With agendas growing ever more complex and meetings becoming more frequent, board chairs are prioritizing efficient decision-making and constructive group interactions. Experts forecast that boards will invest in “cultural rehab” processes and programs that aim to reduce unnecessary friction and help keep the board focused on strategic objectives. Board leaders should think more about enhancing group cohesion and driving strategic clarity as directors navigate the sharpest pain points.
After years spent conforming to regulatory requirements for independence, gender diversity and committee expertise, Spanish boards confront a new challenge: a shortage of directors with deep, relevant business experience. Competency matrices increasingly reveal gaps in the core industry expertise needed to challenge executive teams and drive strategic debate. In 2026, the search for qualified and conflict-free candidates is expected to escalate, with nominating committees and chairs placing greater emphasis on recruiting directors who bring substantive industry knowledge and/or CEO experience that meaningfully elevates board oversight of strategic issues.
Cybersecurity and risk oversight will continue their ascent as permanent fixtures in boardroom agendas. The growing complexity and the criticality of risk management are prompting boards to move beyond traditional audit committee silos and instead elevate some of these discussions to the full board’s purview. Governance leaders expect that all directors will become increasingly engaged in risk oversight, reflecting the board’s central role in safeguarding organizational resilience. Boards will increasingly dedicate time to ensuring that risk considerations permeate decision-making and strategic planning at every level. 2026 may see board agendas allocate more time for scenario planning, particularly concerning cybersecurity vulnerabilities.
The debate over director remuneration is set to intensify as expectations for time commitments and expertise continue to rise. While independence remains a guiding principle, many directors are questioning whether compensation adequately reflects the heightened demands of the role, including deeper engagement in strategy, investor relations and business knowledge. In 2026, boards are likely to revisit remuneration frameworks to better align with the realities of an increased workload and the evolving scope of governance. To be sure, the increase in activism has placed a brighter spotlight on reviewing board remuneration schemes, including potentially variable long-term incentive plan structures.
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