Event program

AICD Chair, Naomi Edwards, welcome attendees to this year’s Australian Governance Summit and outlines the key themes and topics.

Qantas Chair John Mullen joins the 2025 Australian Governance Summit for a special presentation. 

Geopolitical instability has been on the rise and looks likely to persist in 2025. The conflict in Ukraine continues, China’s relations with the West remain fragile, and many nations are implementing protectionist trade policies. The factors could all have dramatic impacts on Australia and our economy. Which international risk factors should boards be tracking? How can boards plan for this challenging international environment? What safeguards should directors put in place?

Australians are headed to the ballot box in 2025 for an important federal election. The nation is grappling with a number of key issues, with implications for the near-term and beyond the horizon. Boards can and should have a leading role in Australia’s major policy discussions. What are the key reforms that directors want action on? How can boards effectively engage with policymakers and government stakeholders? How should directors manage political uncertainties and their potential effects on organisational strategy?

Cyber-attacks are among the most significant risks facing organisations. As online threats grow in sophistication and frequency, boards must play a critical role in overseeing cyber security efforts and ensuring that robust governance structures are in place. How can boards assess whether their organisation’s cyber security strategy is adequate to meet current and emerging threats? If a cyber incident does take place, how should directors and their organisations respond? What questions should directors be asking their CIOs and CISOs on online threats?

Directors have a critical role in driving climate action and energy transformation efforts at their organisations. At the same time, new mandatory climate disclosure requirements mark a significant shift in corporate reporting. What questions should directors be asking of management in light of new reporting obligations? How can organisations assess both the risks and opportunities of the energy transition? And what does a best-practice strategy look like for setting targets, monitoring progress, and ensuring compliance while also seizing opportunities for growth?

University of NSW Emerita Professor, Pamela Hanrahan, will deliver her annual address to the Australian Governance Summit. She will cover the latest major changes to the legislative and regulatory landscapes. What do these developments mean for boards and how should directors respond?

While many NFP boards operate on a voluntary basis, there is a growing conversation about compensating directors. Some believe remuneration could broaden the pool of potential NFP board members, improve accountability, and drive better governance outcomes. How can NFPs balance the financial constraints of the organisation with the potential benefits of remunerating directors? What are the legal and regulatory considerations for paying NFP directors, particularly in different jurisdictions? Which governance structures should be in place to ensure director remuneration is fair and aligned with the organisation's goals?

The 2025 Australian Governance Summit MC welcomes delegates to Day Two of the event.

Artificial Intelligence has emerged as a key consideration for boards. Directors must ensure their organisations are well placed to take advantage of the opportunities presented by this new technology. At the same time, it is crucial for boards to provide sufficient safeguards around AI to ensure it is used ethically and safely. How should boards balance the benefits of AI innovation with the need for responsible oversight and ethical considerations? What are the most pressing risks from the adoption of AI? And how can boards effectively navigate them?

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

Australian Securities and Investments Commission Chair Joe Longo addresses the 2025 Australian Governance Summit and answers questions from the audience.

In an era marked by rapid technological advancements, shifting regulatory landscapes, and evolving stakeholder demands, boards must continuously assess and enhance their skill sets to remain effective and relevant. What are the critical skills and competencies that a board needs to effectively navigate the complexities of the 21st century? How can boards identify and address skill gaps? What are the best practices for recruiting new members with the necessary expertise?

Selecting a CEO is one of a boards’ most important functions. Succession planning should be an ongoing strategic priority, rather than a sudden response to unexpected circumstances.  How can directors ensure they've picked the right candidate for the job? What steps should boards take to monitor the effectiveness of their current CEO? How can boards build a strong pipeline of potential leaders?

Building and maintaining an organisation’s culture is a key role for boards. Recent high-profile governance issues at some of Australia’s largest companies and institutions have shown the damage that can occur, when organisations do not have the correct culture in place. What are the warning signs that culture is deteriorating, and how can directors respond? How should the board set the tone on culture and model behaviour? What impact does a dispersed workforce have on an organisation’s culture?

Directors have a crucial part in improving their organisation’s productivity by effectively shaping strategy, culture and priorities. This discussion is designed to equip board members with actionable insights on how to play an active role in driving productivity while balancing their governance responsibilities. We’ll look at practical examples of how successful boards have created a culture of continuous improvement and innovation, ensuring their organisations are built for long-term growth. 

Data has become an integral part of everyday operations for many organisations across a range of sectors. It can provide crucial insights into customers, clients, and staff. However, the increased use of data has given rise to a range of fresh governance issues. What safeguards should boards put in place around the application of data? How can this information be protected? What steps should organisations take if a data breach occurs?

Join us for an engaging discussion focused on the critical components that contribute to high-functioning boards. In an era where effective governance is paramount, understanding how to optimise board performance is essential for an organisation’s success. This session aims to equip directors with actionable strategies and best practices to elevate their governance capabilities.

As workplace legislation and regulation continues to evolve, company directors must stay ahead of changes but also understand their role in promoting employee wellbeing. This session will explore the latest regulatory developments impacting workplace relations, providing boards members with insights into how to ensure compliance while fostering a healthy, engaged and productive workforce.

Boards have a leading role in safeguarding their organisation’s reputation. Recent high-profile examples have shown some of the risks when a company or NFP loses their stakeholders’ trust. How can boards provide sufficient oversight to ensure their organisation’s reputation is protected? What strategies can the board implement to respond to reputation-damaging events or crises swiftly and effectively? How can an organisation rebuild faith with stakeholders if a reputation is harmed?

The partnership between the Chair and the CEO is critical for steering an organisation towards success. A cohesive and collaborative relationship between these two key leaders can drive strategic alignment, enhance decision-making, and foster a strong culture. How should the roles and responsibilities of the Chair and CEO be clearly defined? What are effective strategies for maintaining open and productive communication? How can the Chair and CEO handle disagreements or conflicts constructively?