IT Governance for Better Banking in Libya

The recent promulgation of the Central Bank of Libya’s (CBL) IT Governance Regulation No. (2023/21) heralds a pivotal evolution in the regulatory framework governing the Libyan banking sector. This seminal regulation stipulates a comprehensive adoption of advanced IT governance practices, aligned with global standards, to fortify operational resilience and mitigate systemic risks. Despite the regulation’s transformative potential, initial audits indicate that the adaptation within the sector is markedly slow, with less than 10% of banks beginning their assessments of capability and maturity.

The Essence of CBL’s IT Governance Mandate

The CBL’s regulation extends a directive necessitating the integration of an intricate IT governance framework across the Libyan banking industry. This framework, embodying over 40 distinct practices, mandates the establishment of robust oversight structures and comprehensive strategic alignment of IT functions with business goals, as outlined in COBIT 2019. These stipulations are designed not merely as procedural formalities but as a scaffold to elevate the operational integrity and risk management capabilities of Libyan banks.

Unpacking the Compliance Challenge

The path to compliance is fraught with substantial challenges, which include the profound transformation of existing operational paradigms and the integration of advanced technological frameworks. Key challenges include:

  • Structural Complexity: The regulation demands a fundamental overhaul of current IT governance structures, necessitating the cultivation of new competencies and the redefinition of roles to embed IT governance deeply within organizational practices.
  • Expertise Deficit: The nascent nature of such comprehensive IT governance in Libya means there is a significant gap in local expertise, complicating the effective implementation of the regulation’s requirements.
  • Resource Limitations: The constrained financial profiles of numerous Libyan banks pose a barrier to procuring the necessary international consultancy or technological investments required for aligning with the regulation.

Strategic Recommendations for Navigating the Compliance Landscape

To navigate this complex regulatory environment effectively, Libyan banks should adopt a multifaceted strategic approach:

  • Rigorous Initial Assessments: Immediate and thorough capability and maturity assessments are crucial. These evaluations will serve as the foundational step for identifying current gaps and planning the requisite transformations in IT governance practices.
  • Strategic Structural Realignment: It is imperative that banks establish and recalibrate necessary governance structures promptly. This includes the creation of specialised committees and oversight bodies to ensure strategic alignment and compliance monitoring.
  • Customised Framework Implementation: Given the unique operational contexts of individual banks, developing bespoke compliance frameworks that resonate with specific institutional needs and challenges is vital. These should harmoniously integrate established best practices from globally recognised standards such as COBIT 2019.
  • Investment in Human Capital: Parallel to structural adaptations, there is a critical need for substantial investment in training and development programs. These initiatives should aim to upskill staff in new regulatory requirements and advanced IT governance practices.
  • Ongoing Monitoring and Adaptive Revisions: Continuous internal and external audits should be instituted to rigorously monitor progress towards compliance, identify discrepancies, and facilitate timely adjustments to strategies and practices.
  • Cultural Transformation: Cultivating a culture that prioritises rigorous compliance and sophisticated risk management is essential. This cultural shift will ensure that IT governance becomes an integral and enduring feature of the banking landscape in Libya.


For Libyan banks, adhering to the new IT governance regulations is not just about regulatory compliance; it is a strategic imperative that can significantly enhance operational resilience and position these institutions for future growth and stability. The successful integration of these regulations requires a proactive, structured approach, combining immediate action with long-term strategic planning. As Libyan banks endeavour to align with these rigorous standards, the blend of robust internal governance structures, coupled with strategic international partnerships, will be crucial in navigating the path towards a resilient and globally competitive banking sector.

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Having implemented the Siemens SIMATIC S7 controller in their production line, the Libyan Iron and Steel Company (LISCO) sought to maximise the potential of this sophisticated technology. To achieve this, LISCO engaged Qabas to enhance its engineering team’s technical skills through an extensive training programme covering Siemens SIMATIC S7, including programming and TIA (Totally Integrated Automation). Training Specifications Siemens S7 Training: Engineers required a deep understanding of Siemens S7 PLCs, encompassing hardware configuration, system diagnostics, and basic programming. Advanced Programming: The programme aimed to enhance engineers’ skills in advanced programming for Siemens S7 PLCs, focusing on ladder logic, structured text, and function block diagrams. TIA Training: The TIA Portal training covered integrated engineering, system configuration, and efficient project management within the Siemens automation environment. Implementation Strategy Needs Analysis: We conducted a detailed assessment to identify the specific training needs of LISCO’s engineers, aligning the curriculum with the company’s operational goals and technological requirements. Customised Modules: We developed specialised training modules tailored to Siemens S7, advanced programming, and TIA, addressing the unique requirements of LISCO’s engineering team. Practical Workshops: We delivered hands-on workshops to provide practical experience with Siemens S7 PLCs and the TIA Portal, reinforcing theoretical knowledge through real-world application. Ongoing Support: We established continuous learning support mechanisms, including access to online resources, post-training evaluations, and follow-up sessions to ensure skill retention and knowledge enhancement. Stakeholder Communication: We maintained consistent communication with LISCO’s management and engineering teams to ensure alignment with training objectives and gather continuous feedback for course refinement. Results This initiative significantly enhanced the technical capabilities of LISCO’s engineering team. Engineers developed a robust understanding of Siemens S7 PLCs, advanced programming techniques, and the TIA Portal, leading to improved system diagnostics, efficient project management, and greater automation efficiency. Ultimately, it boosted the team’s confidence and proficiency in handling complex automation tasks and positioned LISCO as a leader in industrial automation.
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