Skip to content

Early bird ends 30 June — Book your seat today!


8:15 AM - 8:40 AM

Doors open

Duration: 25 mins
8:40 AM - 8:45 AM

Welcome to country

Duration: 5 mins
8:45 AM - 8:55 AM

Opening performance

Duration: 10 mins
8:55 AM - 9:10 AM

MC opening

Duration: 15 mins
9:10 AM - 9:50 AM

Plenary session 1 — International keynote address

Sir Winfried Bischoff, Chairman, JP Morgan Securities plc & Chairman, Financial Reporting Council UK

Duration: 40 mins
9:50 AM - 10:30 AM

Plenary session 2 — Fireside chat: The state of the nation — economic view

Chair: Paul Bloxham, Chief Economist (Australia, New Zealand and Global Commodities), HSBC Bank Australia

Duration: 40 mins
10:30 AM - 11:10 AM

Plenary session 3 — National keynote: Boards as social systems

Most boards have strong governance and regulatory structures framing and underpinning their function. Yet, some boards are exceptional while others are average and still others fail. The answer then is in how effective a board is as a social system — as a high-functioning, diversely skilled and thinking team delivering a common purpose. What then are the hallmarks of excellence?

  • Emotional intelligence — leadership, collaboration and engagement
  • Collective performance, common purpose and mutual accountability
  • Decisive dialogue and open dissent
  • Culture and tone from the top
Duration: 40 mins
11:10 AM - 11:40 AM

Morning tea

Live Silent Demonstration — located in the Exhibition area

Duration: 30 mins
11:40 AM - 12:20 PM

1A: Leadership — The role of modern boards

The role of boards is a dynamic concept. Each board shifts and moves between several iterations or combinations each defined by the extent to which it is engaged with the executive in strategy and influencing the directions of the organisation.

  •  Defining the role of the board — is there an ideal engagement philosophy?
  •  Securing the right people — mapping expected capabilities and qualities
  •  Building the right agenda for your board
  •  Setting culture and tone
  •  Board engagement with the executive on strategy
Duration: 40 mins
11:40 AM - 12:20 PM

1B: Governance — Auditing culture

Failures in culture have been at the core of the sweeping loss of trust in business across the globe in recent times. Regulators are strongly recommending a considered auditing of organisational trust.

  • How do you audit an amorphous concept such as trust?
  • How can internal audit be leveraged to support boards in understanding and maintaining oversight of culture?
  • Enablers and challenges for auditing culture
  • Combining metrics, systems and processes for audit with instinct
Duration: 40 mins
11:40 AM - 12:20 PM

1C: The risk universe — Risk information and the organisation

One of the key discussions coming out of recent royal commissions across sectors and other reviews on governance has been the quality of information on risk accessed by boards. However, there is an intrinsic limitation in the information on risk reaching boards, in how it is distilled and curated by management, in the type of information, in the degree of detail, in the extent of visibility and access. Equally problematic is the lack of agency for risk teams to be involved in strategy. How can risk teams be given agency? How can this enable meaningful conveyance of risk information to all levels of the organisation?

Duration: 40 mins
12:20 PM - 1:20 PM


Live Silent demonstration — located in the Exhibition area 

Duration: 1 hour
1:20 PM - 2:10 PM

2A: Leadership — Purpose of business is to win and keep the customer — leading for customers

Customer narratives and needs are changing. Their nature and behaviour, their style of engagement; their nous and value proposition; their continuous connectivity, the pervasive social media structures and access and visibility.

  • Who is the new age customer?
  • How to win and retain a diverse and informed customer base-understanding customer contexts, journeys and levels of influence
  • Technology and new business models — limits, limitations
  • Customer experience and business goals and values
Duration: 50 mins
1:20 PM - 2:10 PM

2B: Governance — The dilemma — shareholder primacy vs stakeholder value

The shift in the framing of business purpose from shareholder interest to stakeholder value has been a few years in the making. This session questions whether shareholder primacy and stakeholder value are inherently at odds. On the other hand, can the strategies for stakeholder value be rooted in sound business outcomes?

Duration: 50 mins
1:20 PM - 2:10 PM

2C: The risk universe — Protecting stakeholder data

The success of cyber-threat mitigation is anchored in the capability of the organisation for comprehensive security, vigilance, resilience and dynamic response. This session workshops a scenario to look at effective defence and sound cyber-security mechanisms.

Lyn Nicholson FGIA, General Counsel, Corporate Group, Holding Redlich

Session sponsored by

Duration: 50 mins
2:20 PM - 3:10 PM

3A: Leadership — Leading for change: Complexities of for-purpose missions

Community serving for-purpose organisations navigate complex service, regulatory, funding and political landscapes on which their sustainability and mission depend. Skilled boards and governance with intent have become central to success.

  • Mandate, model and composition of boards
  • Navigating government and political change for service sustainability
  • The challenge for advocacy and critique
  • Living in continuous crisis - risk profile, appetite, tolerance, capacity
Duration: 50 mins
2:20 PM - 3:10 PM

3B: Governance — How to engage with regulators

Companies, particularly those in the financial services sector, will need to adapt to a very different regulatory environment in the post Hayne Commission world. This session examines the findings of a thought leadership piece, which considers the key factors to make your regulator engagement model fit for purpose in this new environment.

Session sponsored by

Duration: 50 mins
2:20 PM - 3:10 PM

3C: The risk universe — The purpose and utility of articulating risk appetite

Boards are expected to ensure that the organisation is working with due regard to the risk appetite set by them. But, can the board’s risk appetite statement truly articulate the organisation’s tolerance beyond the cosmetic value? Given the continuous changing external and internal factors and the situational nature of risk we look at how or whether a risk appetite set by the board can guide individual managers as they make decisions on the floor.

Darryl Newton, Non-executive Director, ING Bank (Australia) Limited 

Duration: 50 mins
3:10 PM - 3:40 PM

Afternoon tea

Live Silent Demonstration — located in the Exhibition area

Duration: 30 mins
3:40 PM - 4:20 PM

Plenary session 4 — Fireside: Public sector governance — resonating with change

Shifting societal demographic, economic, political and technological patterns mean that the public sector is in constant state of flux.

In this session we look at:

  • the drivers for change — human services, infrastructure, education, health, community affairs
  • frameworks for governance — strategy, culture, engagement, accountability
  • public private partnerships — governance and risk
  • machinery of government — people, risk, challenge

Peter Achterstraat AM, Productivity Commissioner, NSW
Jane Halton AO PSM, Non-executive Director, ANZ Banking Group & Clayton Utz

Duration: 40 mins
4:20 PM - 5:00 PM

Plenary session 5 — Fireside chat: Technology and human centric design

  • Humanising technology – where emotional intelligence underlays technological utility and brilliance
  • Access, usability, human rights, ethical deployment
  • Visibility, accountability, insight, behaviour, timeliness, transparency, action

Dottie Schindlinger, Technology Evangelist, Diligent (USA)

Session sponsored by

Duration: 40 mins
5:00 PM - 5:45 PM

Plenary session 6 — Converging on climate risk and opportunity — finding a common language and semantic

As investors and regulators around the globe urge corporations to turn their minds to climate reporting and disclosure the first step must be a common language which can then facilitate alignment of frameworks and proactive collaboration along the value chain.

In this two-part session, we open with an address by the CEO of the Sustainability Accounting Standards Board (USA) which is one of the world’s leading corporate reporting bodies. Ms Antoncic offers an insight into the recommendations of Task Force on Climate-related Financial Disclosures (TCFD). She looks at how global reporting bodies are working to align thinking and integration, between financial and non-financial reporting.

This is followed by a fireside chat on:

  • Common principles of materiality
  • Mapping of the reporting landscape
  • Frameworks for cross-sector engagement
  • Dependencies along the learning curve – government, policy, civic society and company contexts

Madelyn Antoncic, Chief Executive Officer, Sustainability Accounting Standards Board (USA)

Fireside chat:
Madelyn Antoncic, Chief Executive Officer, Sustainability Accounting Standards Board (USA)
Andrew Buay, Vice President Group Sustainability, Singtel
Kylie Porter, Executive Director, Global Compact Network Australia

Duration: 45 mins
5:45 PM - 7:30 PM

Networking drinks

Duration: 1.75 hours
8:50 AM - 9:00 AM


Duration: 10 mins
9:00 AM - 10:00 AM

Plenary session 7 — International address – RISK – The human factor

This session considers the idea of mission assurance with the human at the centre of strategy. It looks at the drivers for risk and opportunity based decision-making.

Duration: 1 hour
10:00 AM - 10:40 AM

Plenary session 8 — Fireside chat: Future of workforce — responsibilities of the corporation

Automation is driving rapid innovation, and process and system efficiencies and economies; while AI and machine intelligence take on more tasks currently performed by people.

  • Who will then be responsible for the displaced workforce? The corporation, organisation, government?
  • How do we reskill, retrain, or reallocate human resources?
  • What is the responsibility of boards and management in considering this when they build and implement strategy?

Chair: Deidre Willmott, Non-executive Director, Australia Post

Duration: 40 mins
10:40 AM - 11:10 AM

Morning tea

Live Silent Demonstration — located in the Exhibition area

Duration: 30 mins
11:10 AM - 12:00 PM

4A: Leadership — Project management as a tool for leadership

Using projects to engage your people is an effective strategy to build and innovate

  • Part 1: Strategy — now vs next, illusion of certainty, two-way bridge (leaders to people and back)
  • Part 2: Execution — empowering people, evolved frameworks and shared purpose

Jeff Schwisow, Managing Director, Continuum

Duration: 50 mins
11:10 AM - 12:00 PM

4B: Governance — Fireside chat: Examining regulatory changes and implications for governance

In this session we look at some of the most significant new regulations and legislative changes including:

  • whistleblowing
  • modern slavery, anti-bribery and corruption
  • BEAR extension
  • listing rules

Session sponsored by

Duration: 50 mins
11:10 AM - 12:00 PM

4C: The risk universe — A networked world — risks of the modern business ecosystem

In this session, we consider three key nodes of the modern business ecosystem. How do you effectively use these nodes to navigate this ecosystem to deliver services and products, enable collaboration, drive innovation and competitive edge, share knowledge and ultimately create value?

  • Technology/digital systems
  • Social/business networks
  • Information networks

Steve Vallas, Director, Honey Digital

Session sponsored by

Duration: 50 mins
12:00 PM - 1:00 PM


Live Silent Demonstration — located in the Exhibition area

Duration: 1 hour
1:00 PM - 1:20 PM

Governance Institute awards and prize announcements

Duration: 20 mins
1:20 PM - 2:10 PM

Plenary session 9 — Design thinking in governance: A cross sector conversation

If innovation is driven by human centred-design, then how do we adapt such thinking broadly for good governance?

  • The human at the centre for insightful and immersive strategy — investors, shareholders, customers, workforce and leadership
  • The critical thinking in governance — explore, affect, reflect, probe, analyse, clarify
  • Ethics, trust and transparency

Anna Bligh AC, Chief Executive Officer, Australian Banking Association

Duration: 50 mins
2:10 PM - 2:50 PM

Plenary session 10 — Fireside chat: Culture, performance and leadership in Australian sports

Sports and sporting culture have long been a defining factor of the Australian ethos. But failures in culture across sports, and the values driving conduct and performance, have repeatedly come under scrutiny. How can governance and leadership drive good culture and high performance that aligns with the best of sporting values?

  • The challenges for governance — professionalism, commercialisation, integrity, accountability
  • When culture fails and poor conduct becomes pervasive how do you lead for change?
  • Risk and consequence management
  • Embedding good governance from grassroots and up

Chair: Kate Palmer, Chief Executive Officer, Sports Australia

Duration: 40 mins
2:50 PM - 3:30 PM

Plenary session 11 — Future governance professional

This closing plenary looks into the future of governance and its changing contexts; and how it will disrupt the role of the governance professional. It then considers who the future governance professional will be.

  • What emerging and future trends and challenges will influence the way governance professionals conduct their role over the next decade?
  • What skills and experience will the governance professional need to develop over the next decade, to effectively handle the role in 2030?
  • How will technology change governance practice?
Duration: 40 mins
3:30 PM - 3:40 PM

Governance Institute CEO wrap-up

Duration: 10 mins

Sponsors and exhibitors