This would include, among other things, the following: • Measurable targets for the representation of younger generations on the board and its advisory committees; • Tangible mechanisms for identifying, recruiting, and supporting candidates; • An annual report on progress made and actions taken. In a global environment shaped by rapid change and complex challenges — whether economic, social, or environmental — the ability of financial institutions to anticipate and adapt depends more than ever on the diversity and complementarity of the voices involved in their decision-making processes. However, younger people remain largely underrepresented in the structures of large Canadian companies, including in the banking sector. This gap is not only a matter of fairness, but also a strategic weakness. The younger generations, through their awareness of new economic, technological, and societal realities, have a keen understanding of emerging expectations, particularly in terms of sustainable finance, digital innovation, and social transformation. Their involvement in corporate governance would enrich strategic thinking and enable better anticipation of changing behaviours, markets, and risks. Several studies show that diversity within governing bodies not only improves an organization’s performance and capacity for innovation, but also its resilience in the face of crises and its credibility with interested parties (stakeholders). By implementing a structured and transparent plan to promote the inclusion of young people in its corporate governance, the Bank would be sending a strong signal about its commitment to building an institution that is more representative, more grounded in the reality of the country, and better prepared for the challenges of tomorrow.