AGS26 program

To be announced

Geopolitical instability has profound implications for Australian organisations, and directors must be adept at navigating these complex issues. This session examines current geopolitical trends, highlighting how directors can proactively assess and respond to global disruptions. Experts will discuss best practices for scenario planning, crisis management, and strategic risk mitigation.  

ASIC Chair Joe Longo deliver an address For the Australian Governance Summit. Following his remarks, Mr Longo will take part in a moderated Q&A session to further explore themes relevant to directors and boards.  

Board recruitment is both an art and a science—and the chair plays a critical role in shaping the board’s composition, culture, and capability. This session goes behind the scenes of the recruitment process to uncover how chairs assess candidates, identify skills gaps, and build diverse, high-functioning boards. What attributes are chairs prioritising in new board appointments today? How can aspiring directors demonstrate cultural fit and governance capability in interviews? What common mistakes derail otherwise promising candidates?  

As boards look to the decade ahead, payroll compliance is emerging as a clear test of governance. It brings together complex regulation, workforce expectations, and technological disruption. What was once an operational detail is now a board-level issue with a range of significant consequences. Over the next decade, AI will play a growing role in this space. While not fully embedded today, its use in payroll assurance will become more frequent, raising new responsibilities for boards to oversee how technology is applied ethically and effectively.  

Renowned corporate law expert and Emerita Professor at the University of New South Wales, Pamela Hanrahan returns to the Australian Governance Summit to deliver her highly anticipated annual regulatory update. In this comprehensive address, Professor Hanrahan will unpack the latest shifts across Australia's governance regulatory frameworks, offering critical insights into recent legislative reforms, enforcement priorities, and compliance expectations. This is an essential session for directors seeking to stay informed, compliant, and forward looking in an evolving regulatory environment.  

In this highly interactive session, attendees will break into small groups to step into the shoes of a board faced with complex, real world dilemmas. Each group will be presented with a hypothetical scenario that mirrors the challenges directors are grappling with today. This hands-on format is designed to spark lively discussion, sharpen judgment, and provide fresh insights you can take back to your own boardroom.

[Please note: This session will be offered on both Day One and Day Two to allow flexibility in scheduling. The content is
identical across both days, so we kindly ask that you register for only one session.]

The evolving business landscape demands directors continuously update their skills and knowledge to remain effective and relevant. This session identifies key competencies required by directors in an era marked by rapid technological change, shifting societal expectations, and regulatory complexity. What emerging skills are most critical for directors to acquire? How can directors effectively balance technical knowledge with strategic oversight? What resources are recommended for directors to maintain continuous learning?

McKinsey Global Institute director, Chris Bradley shares insights from their research The Next Big Arenas of Competition, which
identifies the transformative forces reshaping industries and value creation over the decade ahead. For boards, understanding these shifts is critical to setting strategy, allocating capital, and ensuring the organisation is positioned to thrive amid disruption. This session will help directors look beyond short-term pressures to anticipate the structural changes defining the next era of board leadership.

The 2026 Australian Governance Summit MC welcomes delegates to Day Two of the event and presents highlights from Day One.

Artificial intelligence has the potential to reshape the director's role and enhancing decision-making capabilities. This session will demonstrate how directors can leverage AI to identify trends, anticipate risks, and make more informed strategic decisions. Attendees will explore practical examples of AI tools and applications specifically designed to support governance activities. Directors will gain a clear understanding of how integrating AI into their practices can lead to improved oversight, efficiency, and overall board effectiveness.

The AICD’s Managing Director and CEO, Mark Rigotti, outlines the organisation’s key priorities for the year ahead.

Australia’s productivity growth has slowed, and boards have a critical role in reversing that trend. This session looks at how directors can challenge complacency, encourage innovation, invest in capability, and govern for long-term value creation. Drawing on economic insights and boardroom examples, the conversation explores how governance can contribute to a more competitive, agile, and inclusive economy.

In this highly interactive session, attendees will break into small groups to step into the shoes of a board faced with complex, real-world dilemmas. Each group will be presented with a hypothetical scenario that mirrors the challenges directors are grappling with today. This hands-on format is designed to spark lively discussion, sharpen judgment, and
provide fresh insights you can take back to your own boardroom.

[Please note: This session will be offered on both Day One
and Day Two to allow flexibility in scheduling. The content is identical across both days, so we kindly ask that you register for only one session.]

The relationship between the chair and CEO is one of the most critical in corporate governance—when it works, it enables strategic clarity, cultural alignment, and effective execution. When it falters, it can create confusion, mistrust, and even crisis. This session explores how chairs and CEOs can build a partnership rooted in trust, open communication, and shared purpose. What are the essential ingredients of a high-performing chair–CEO relationship? How can chairs provide support and oversight without crossing into operational interference? What should happen when trust between a chair and CEO starts to break down—and how can it be rebuilt?

Mandatory climate reporting presents new challenges and opportunities for organisations. In this session, experienced
directors and industry experts will share firsthand experiences from the first year of climate disclosures. Topics will include best practices, common pitfalls, and effective strategies for meeting stakeholder expectations.

Many of today’s investors are more active, informed, and
vocal than ever. They expect transparency, accountability, and a clear line of sight between strategy, performance, and board oversight. This session lifts the veil on investor expectations—what they value in a board, what raises red
flags, and how to build productive relationships. What are the most common concerns investors raise about boards, and how can directors address them early? How should directors approach engagement with activist investors or proxy advisors? What governance attributes most strongly correlate with investor trust and confidence?

The care sector is undergoing profound transformation, driven by demographic shifts, regulatory reform, workforce
challenges, and changing consumer expectations. Recent high-profile examples have shown the dangers not having sufficient governance processes in place. Boards
overseeing organisations in the care sector must grapple with increasing complexity, rising demand, and pressure to deliver better outcomes with limited resources. What emerging risks and responsibilities should directors in the care sector prioritise? How can boards effectively oversee service quality, safety, and consumer outcomes in a regulated environment? What are the governance implications of workforce shortages and burnout in frontline care?

Not all boardroom conversations are easy—but the most important ones rarely are. Whether it's addressing underperformance, confronting cultural issues, or resolving strategic disagreements, directors must be equipped to navigate tough topics with courage, clarity, and respect.
This session explores how to structure difficult conversations that maintain trust, protect relationships, and advance decision-making

TBA