Governance Institute of Australia 34th National Conference

Governance in a world of disruption

4-5 December 2017

Grand Hyatt Melbourne

Event Program

View our expert line up of speakers and topical sessions. More speakers and sessions will be announced soon. Sign up to our mailing list for the latest updates.

Download our conference program PDF.


06:30 AM – 08.40 AM


07.00 AM – 08.30 AM

First Timers' Networking Breakfast

Limited numbers

Networking is more than showing up and handing out a few business cards. It's about meeting new people, sharing your aspirations, who you are, what you do, and most importantly gaining valuable contacts and priceless information. This networking breakfast is designed specially for those who are new to our National Conference. If this is your first time attending, don't miss out on this powerful opportunity to ensure you maximise your time at the conference.

From the Dandenongs to Major League Baseball and Back Again: Overcoming disruptions on the path to Success.

Justin Huber, a product of Emerald, Victoria, was signed by the New York Mets in 2000 at age 18. Great things were expected and his career started well. He was selected for a World All-Star team and progressed through the ranks. On the eve of the 2004 Olympics – an Australian team for which he had been selected  – he was traded from the Mets to the Kansas City Royals and learned he required knee surgery. Despite this double disruption, Justin persevered and in 2005 he became the 20th Australian to ever play Major League Baseball. He appeared in 72 Major League games for three clubs over five years and also spent a season with the Hiroshima Carp in Japan Professional Baseball. In retirement from playing, he became a leading figure in the effort to get baseball and softball back into the Olympics, became General Manager of the Melbourne Aces of the Australian Baseball League and has recently been appointed CEO of Baseball Victoria.

Justin Huber, Chief Executive Officer, Baseball Victoria and Former Major League Baseball Player

08.45 AM – 09.05 AM

MC WELCOME & Remarks

Ali Moore is a journalist and broadcaster with more than 25 years' experience working for the ABC, Australia's Nine Network, the BBC, and others. She has covered stories across the region and interviewed key decision makers from many sectors. Ali has served as the ABC's China correspondent, hosted a premier current affairs program (Lateline), and anchored key business news programs (Business Sunday, Lateline Business). Ali is currently a freelance journalist based in Melbourne.

Ali Moore, MC Presenter,  Australian TV journalist and radio broadcaster

Andrew Horne FGIA, 2017 President,  Governance Institute of Australia

09.05 AM – 09.10 AM


The Hon Kelly O'Dwyer, Minister for Revenue and Financial Services

09.10 AM – 09.30 AM

How to think about corporate governance in the new economic landscape

Our economies are currently undergoing profound changes in terms of capital formation, capital allocation and corporate structures. These developments have direct implications for corporate governance practices and sometimes challenge the received wisdom. This plenary will provide an overview of some of these economic changes, address their implications for how we should think about corporate governance and illustrate how they influenced the review of the recently endorsed G20/OECD Principles of Corporate Governance.

Given Australia's unique geo-economic and strategic position in the Asian region, this plenary session also offers some insights from the new OECD Equity Markets Review of Asia, which will inform business engagement with the region.

Mats Isaksson, Head of the Corporate Affairs Division, Organisation for Economic Co-operation and Development (OECD)

09.30 AM – 10.30 AM

Global trends in governance – Panel Session

Globalisation has seen a growing trend towards common governance standards and alignment of governance principles across borders. This session examines some of the emerging and future trends that will challenge and influence corporate governance, as shareholder expectations of board change, and innovation and disruption challenge boards to have greater oversight and leadership on strategy and sustained value creation.

Mats Isaksson, Head of the Corporate Affairs Division, Organisation for Economic Co-operation and Development (OECD)

John Price, Commissioner, ASIC

Mukund Narayanmurti, Chief Executive Officer, Asialink Business

Kate Spargo FAICD, Non-Executive Director, Sigma Pharmaceuticals, Sonic Healthcare Ltd, Xenith IP Ltd, CIMIC Group Ltd and Adairs Ltd

10.30 AM – 11.00 AM


11.00 AM – 11.45 AM

Breakout sessions

Asx listed


risk management


Defining and Reporting Sustainability and Climate Change

Imperatives for corporate governance in SMEs

How a healthy risk culture can build organisational resilience through change


ESG and sustainability have become central to business growth and value. Passivity, reactivity or inactivity on climate change governance is increasingly likely to contravene a director's the duty of care and diligence under s 180(1) of the Corporations Act.

In this session our speakers

  • break down ESG (Environmental, Social, Governance) and look at best practice ESG frameworks
  • consider what defines sustainability and sustainability risk
  • discuss what organisations need to consider, manage and effectively report on economic, environmental and social sustainability risks

CHAIR: Kylie Molinaro,Portfolio Manager ESG, Cbus Super

Phillip Vernon, Managing Director, Australian Ethical Investment

Marian Gruber, Director, ZOOiD

The imperatives for governance systems within SMEs are numerous. Whether it is the younger generation taking over management and founders moving to advisory roles, the need to seek external finance, investment in technology and systems to accelerate growth and disrupt business models, changing market conditions and competition - each of these factors individually or together call for SMEs to consider setting up or enhancing their internal governance systems and controls.

This session explores how an SME

  • Recognises and responds to the imperatives for governance
  • Identifies internal and external barriers and challenges for effective governance
  • Discusses the characteristics of flexible governance frameworks that resonate with the nature of the business
  • Considers the changes to organisational culture for value creation and sustainability

CHAIR: Kenneth Weldin, Partner Audit & Assurance, PKF Melbourne

Dr Richard Barber, Managing Director, RiskIQ Global (Australia)

Kate Carnell AO, Ombudsman, Australian Small Business and Family Enterprise Ombudsman

Travis Erridge, Director, TM Insight

"The only thing that is constant is change".  This old adage has never been more true than in today's corporate environment.  Companies need to evolve to stay alive but with both internal and external forces driving an unprecedented level of change, how far can we stretch before the rubber band snaps?  Strong governance and a healthy culture combined with dynamic risk management processes can help build 'organisational resilience' to not only survive but thrive through change. 

This session will:

  • explore the dependencies between change, risk processes and risk culture.
  • provide some 'top tips' on building a strong risk culture and agile risk management processes to thrive through change.
  • deep dive into some real life case studies of governance, risk culture and risk management through major change

Heather Brown FGIA, Executive Director, KordaMentha

Tim Boyle, Group Managing Partner, Blackhall & Pearl

Justin Mitchell, Chief Risk Officer, Tyro Payments

Kyle Loades, NRMA Chairman, will have a fire-side chat with you about the challenges he faced in taking the reins at the NRMA. The organisation recently faced headwinds including an ageing customer base and the disruptive threats of car sharing and the autonomous vehicle. Kyle will explain the fundamental skills-injection required, and the processes instituted, to realise transformative change.

Kyle Loades, President & Chairman, NRMA

11.45 AM – 12.30 PM

Breakout sessions

Asx listed


risk management


Ethics and Governance in the Age of Disruption

Strengthening capacity for growth, competition and innovation in a disruptive ecosystem



Disruption, increasing internal and external risk and competition are a volatile mix creating very real pressures that make organisations vulnerable to engaging in unethical behaviours. The pervasiveness of technology and social media have added another dimension to the risk of unethical behaviours. The consequent loss of reputation for the organisation and trust in its people and leadership are untenable.

With questionable conduct seemingly on the rise, the discussion on whistleblowing is gaining momentum across the country. This session explores the standards for ethics and governance, the factors that expose organisations to unethical behaviour, the influence of technology and media and the challenges and hallmarks for ethical leadership and governance.

CHAIR: Catherine Maxwell FGIA, Director Policy & Advocacy, Governance Institute of Australia Ltd

Dr Simon Longstaff, Executive Director,
The Ethics Centre

Dr Stefan Peij, Managing Director, Governance University (The Netherlands)

Charles Macek FAICD, FCA, FCPA & SfFinsia, Chairman, Vivid Technology Ltd & Earthwatch Institute of Australia

SME's contribute over a third of Australia's GDP. They are a central player in the nation's innovation dynamics. Enabling their robust participation in the globalised and disrupted economy is critical to national growth.

However, the nature and size of SMEs make them particularly vulnerable to competition, market fluctuations and other barriers and inefficiencies in the ecosystem. While corporate governance systems often do not reflect the nature of SMEs, governance principles can strengthen their capacity for growth and innovation, make them resilient, and enable mitigation of financial and other internal and external risks and offer greater access to finance.

This session considers how SMEs

  • Examine, redefine and clarify roles and responsibilities
  • Strengthen internal control systems and succession planning
  • Effectively evaluate growth opportunities while managing risk
  • Build capacity for growth and resilience
  • Manage regulatory compliance while remaining nimble and innovative

CHAIR: Trisha Mok FGIA, Executive Director, Legal and Compliance & Company Secretary, Scentia

Judy O'Connell, Commissioner, Victorian Small Business Commission

Julie Mathers, Founder and Chief Executive Officer, Flora and Fauna

Darren Hopkins, Partner, McGrathNicol

What is the role of risk and assurance in this disrupted world and how do you frame Enterprise Risk Management and Internal Audit so they are relevant in the future?

This presentation will cover why organisations' risk and assurance functions need to adapt to a range of disruptive forces such as technology, the internet of things and the shared economy to protect and create organisational value. The failure to adapt and keep ahead of disruption could impact the success and survival of organisations in today's economy.

This pace of change, which has been thrust upon us, is often at odds with the typically defined risk manager, so how do you as a risk manager need to change and how can you build agility into the Audit and Risk functions so that it matches the tempo of the business?

Chris Braithwaite, Partner, PwC

Dr Carl Gibson, Director, Executive Impact

Anna Georgalis, Principal, Organisational Strategy Group

We have all observed unresolved conflicts derail even the most important projects, resulting in damaged relationships and costly delays. This engaging and interactive session will address your ability to negotiate effectively and achieve your negotiation objectives. We will explore:

  • The characteristics of an effective negotiator
  • The six most common mistakes made by negotiators
  • A confidential proficiency test – identify your strengths and weaknesses
  • Ethical styles of negotiation and their characteristics.

Michael Klug AM, Consultant, Clayton Utz

12.30 PM – 1.30 PM


1.30 PM – 2.15 PM

Breakout sessions

Asx listed


risk management


Governance Disruption: A Time for Board Disruption

From Prescriptive to User Directed Service Models – Governance in Transition

Cyber Risk and Boardroom Communications – Too Risky for Board Business?


Companies have laboured under the same governance model for many years, i.e. a board that is accountable to its shareholders and holds accountable its management. However, boards are struggling to keep up in the 21st Century in which specialist knowledge means that the board is often not the group best equipped to make key business decisions. In this session we will explore innovative models of decision-making for the 21st Century and what the legal limits are to which boards may delegate decisions and rely on the advice of others who may be better placed to make corporate decisions.

What you will take away:

  • an understanding of some of the more innovative ways that boards do and could operate in the face of today's information-rich world and how technology will reshape the role of the board
  • greater clarity about the reality (and the myths) surrounding the legal and regulatory constraints imposed on boards that drive how they make decisions drawing on the knowledge of others
  • a fresh perspective on challenging some of the norms in governance and boardroom practice for more effective and competitive organisations
  • reflections on preparing for the changing mindset of the 'next gen' to govern and run organisations and how to actively encourage them to come to the (actual or virtual) board table

CHAIR: Margaret Foley, Director of Sales and Customer Success Asia Pacific, IntelligenceBank

Elizabeth Jameson, Managing Director, Board Matters

Andrew Donovan, Principal, Thoughtpost Governance

Ongoing reform on human services is driven by two key ideas - the introduction of competition and informed user choice. In a sector that for most part still works within prescriptive models this is a major transformation and a disruption of the core precepts. There is an urgent need to introduce effective market systems that give users a voice in determining from whom and how they receive services and to give them access and choice.

This session considers the huge impact that proposed changes will have on the management and governance of these sectors.  How will they thrive in a market driven environment? What are the inherent efficiencies in such a system and the changes to scope and scale?

  • How will boards redefine their strategic directions and organisational structures and culture while still managing continuity of services during the transition?
  • How will user choice, competition and contestability change the way the sector does business
  • Managing heightened accountability and responsiveness
  • Building workforce capability and capacity and managing change

CHAIR: Tania Sargent GAICD, AGIA, Director of Corporate Services, Westminster School

Darren Fittler, Partner, Gilbert + Tobin

Chris Bratchford, Executive & Director, Mission Australia Housing

Stephen King, Commissioner, Productivity Commission

Murray Baird, Assistant Commissioner & General Counsel, Australian Charities and Not-for-profits Commission

Our panel will explore the detail around enterprise risk management and how it's crucial for organisations to be discussing and setting their cyber strategy at the board level.

Results of a survey of ANZ Listed company directors on their current communications practices, understanding of cybersecurity and level of awareness of any cyber risk will be shared.

CHAIR: Brian Ferreira GIA(Cert), Vice President – Executive Programs ANZ, Gartner

Dottie Schindlinger, Governance Technology Evangelist, Diligent Corporation (USA)

Steven Bowman, Consultant,

In the current business climate, you will be under great stress to deliver more in less time with fewer resources. There will be days of setbacks and ongoing problems, changes you can't control, and workloads that never seem to end. A major key to your success is being able to flow with change, adapt to pressure, and stay highly productive. Michael Licenblat is a resilience expert who teaches people how to bounce back from challenges and setbacks, and perform better under pressure. In this session you will learn how to:
Maximise your productivity when dealing with multiple pressures and recover quickly from unexpected setbacks and continual problems and manage your pressure triggers without burning yourself out

Michael Licenblat, Consultant, Resilience Expert

2.15 PM – 3.00 PM

Breakout sessions

Asx listed


risk management


Evolution of Governance Through the Eyes of a Company Secretary

Disrupting Investment Models and Service Impact


Provocative leadership

Hear from a panel of company secretaries as they discuss the critical issues they are facing, the dynamics and dimensions of their roles and the plans they are working through now to meet the challenges of a disrupted world.

In discussing the issues the panel will consider

  • Providing interface between management and boards for effective compliance and good governance
  • Boards contemplating disruption and innovation
  • Technology and virtual boards and the challenges for board oversight and communications
  • Stakeholder engagement in the digital era

CHAIR: Dominic Horsley, Group Company Secretary & Chief Legal Counsel – Asia Pacific, Computershare

Simon Pordage, Company Secretary, ANZ

Fiona Mead FGIA, Company Secretary, Tabcorp

Mei Ramsay, Group Executive - Legal, Governance & Regulatory Affairs and Company Secretary, Medibank Pvt Ltd

The greatest disruption sweeping through the NFP sector worldwide is in the models for fundraising as social impact investment and social enterprise change the way NFPs operate.

This session

  • Explores business models disrupting the sector, how the new models demonstrate the scale and scope of impact, the concept of shared value and the growing influence of social entrepreneurship.
  • Examines the idea of social impact - Partnership, service innovation, broadening investment opportunities and return on investment , the shift from high cost acute services to preventative programs and the assuring of impact and outcomes
  • Examines the drivers for social enterprise and social entrepreneurship
  • Looks at how co-operatives and mutuals model in NFPs can extend the capacity to delivery sustainable, quality services

CHAIR: Gillian McFee, Chair - Public Service Mutuals Taskforce, Business Council of Co-operatives and Mutuals

Kate Thiele, Principal, Klarity and Non-Executive Director, Royal Zoological Society, the Adelaide Festival Centre Trust and the Adelaide Crows Foundation

Alex Oppes, Director – Impact Investing,Social Ventures Australia

Emeritus Professor Kenneth Wiltshire AO, UQ Business School

The session looks at the role of risk and the risk professionals in the strategic process as organisations undergo continuous transformation and must remain agile and poised for sustained change.

The panel examines:

  • how to marry the strategies to achieve organisational objectives for innovation and value creation with effective assessments and management of risk while optimising performance
  • how advanced ERM teams are supporting growth by embedding risk management in strategic decision-making processes
  • how they ensure that risk management processes and controls do not slow down decision-making or hamper strategy to leverage opportunities for innovation and disruption

CHAIR: Kerry McGoldrick, Management Consultant

Kellie Benda, General Manager, Sales and Go-to-Market, AGL Energy Limited

Donna Hardman, Non-Executive Director, Villa World Ltd and Australian Military Bank, Change Leader & Consultant, Future Boards

David Hitchcock, Director, Deloitte

Provocative leadership has long been the hallmark of successful disruptors. A leader's role is not simply to keep the ship on even keel but to inspire, challenge status quo and drive the seeking of new ventures and opportunities. This session considers the hallmarks of provocative leadership from skilled and diverse boards and how they manage the balance between disruption and responsible leadership.

In this session, we will explore:

  • key trends that put this topic on the leadership table
  • actions for boards to better understand innovation and disruption
  • the role of the board in driving innovation and responding to disruption
  • and the role of trust in innovation

James Mabbott, Partner and Head, KPMG Innovate

3.00 PM – 3.30 PM

Afternoon tea & NETWORKING break

3.30 PM – 4.15 PM


The Internet of Things has given organisations unprecedented access to customer data. Understanding your customer and their needs is not just about translating customer insights into consumer trends to create new products or services and more business value. Increasingly consumers are judging organisations on their transparency and ethical use of personal data making it a critical concern for boards and executives. Losing trust means losing business and credibility. Are you managing data in a way your customers find transparent and trustworthy?

Data collection and data analytics practices need to comply with privacy law, align with your organisation's ethical values and reflect customers' beliefs in how an organisation should behave. But how does an organisation achieve this in an increasingly regulated environment when new ways to use data emerge daily and improved technologies threaten to outpace our capacity to assess them?

CHAIR: Whit Lee, Executive Director - Strategy & Legal Software Solutions, LexisNexis Asia Pacific(USA)

Susan Bennett, Principal - Sibenco Legal & Advisory I Director & Co-founder - Information Governance ANZ

Dottie Schindlinger, Governance Technology Evangelist, Diligent Corporation (USA)

Brian Ferreira GIA(Cert), Vice President — Executive Programs ANZ, Gartner

4.15 PM – 4:45 PM


State or market: in recent decades, both are perceived to have failed.  Neither seem to offer the elusive formula for successfully creating and promoting economic and social well-being and distributing it fairly.   We are now seeing the growth of an alternative:  the hybrid economy.  Hybrid organisations have more than one than goal: not just shareholder value as with most corporations, not just social welfare as with most public bodies, but both simultaneously - profit and social purpose.  Hybrids come in different guises: social enterprises, co-operatives and mutuals, community interest companies, B-corps, impact investors, corporate social responsibility divisions.  In this talk we will examine the growth of these organisations: their merits, their tensions - and their potential for succeeding where other types of organisation have failed.  

Professor Sir Julian Le Grand, Marshall Institute for Philanthropy and Social Entrepreneurship, London School of Economics

4.45 PM – 5:15 PM

The Australian mutuals sector – spotlight on governance and growth

There is a spotlight on governance in the Australian Mutual sector at a time when business as usual erodes trust. Also the sector is challenged by a legislative and regulatory landscape that offers little guidance on the exercise of the directors' duty of care because the Corporations Act does not define what a mutual is. This is the backdrop for a discussion on the framework for governance and growth

  • what the industry needs to do to support and implement good governance frameworks
  • the legislative and regulatory challenges for Directors in exercising duty of care
  • whether industry codes of governance should become compulsory
  • how governance best practice and training can reverse the erosion of trust from recent scandals, rule breaking and mistakes

Peter Promnitz,Chairman, Australian Unity Ltd

Judith S Downes,Chair, Bank Australia

Melina Morrison, Chief Executive Officer, Business Council of Cooperatives and Mutuals

5.15 PM – 5.30 PM

Awards presentation

Andrew Horne FGIA, President, Governance Institute of Australia

5.30 PM – 7.30 PM

New Orleans cocktail networking event

Bourbon Street is famous for its nightlife – we'll bring some of that fun to Melbourne. This is a perfect opportunity to network!



06:30 AM – 08.50 AM


07.00 AM – 08.45 AM


Join Governance Institute for a member only networking breakfast with a special guest speaker:

Young Australians – Emerging innovators and disrupters of tomorrow

From her ringside seat as one of Australia's pioneers for youth innovation, Jan Owen offers an insight into the question – who is the young Australian? She looks at how young Australians understand and navigate the world as they discover their own life paths and become the disrupters of tomorrow. How can our business leaders engage with them meaningfully to harness their innovative thinking and skills for a transformational future?

Jan Owen AM, Chief Executive Officer, Foundation for Young Australians

This breakfast includes members meetings from 8.00 AM – 8.45 AM:

Institute of Chartered Secretaries and Administrators – Australia Division – Annual General Meeting of members to elect National Councillors and receive the annual review.

Governance Institute of Australia Ltd – General Meeting of members to elect Directors.

09.00 AM – 09.10 AM

Introducing the Governance Institute President for 2018

It is with great pleasure that Governance Institute introduces the new 2018 President.

Andrew Horne FGIA, 2017 President, Governance Institute of Australia

09.10 AM – 10.05 AM


Changes in the 21st century require changed approaches to corporate reporting and governance. The move is towards a mindful and outcomes based approach and away from a mindless checklist approach.

Prof Mervyn King, Senior Counsel and former Judge of the Supreme Court, South Africa

10.05 AM – 10.50 AM

Growing responsibly while disrupting from within – Panel session

In our disrupted economy, where start-ups can become industry leaders overnight, established businesses are actively working to harness that energy through innovation labs. But conflict on governance structures is common as corporates and start-ups work together. Innovators may be seen as reckless by corporates focussed on low-risk, responsible growth; while innovators may see corporate governance as stifling innovation. This session will explore the psychological, behavioural and cultural challenges to making a marriage of innovation and governance work.

Kyle Loades, President & Chairman, NRMA

Philip Slade, Managing Partner, Decida

Karen Lawson, Chief Executive Officer, Slingshot

10.50 AM – 11.20 AM


11.20 AM – 12.20 PM

Breakout sessions

Asx listed


risk management



Sports Governance - In Transition

How does risk management need to change to embrace innovation?

Emergent Enterprise Governance Strategy; dealing with disruption, complexity and transformation as a future NED

As shareholders continue to exercise greater influence across a range of issues with differing levels of assertiveness and impact, our panel asks the critical questions:

  • what have been the unique characteristics of the emerging culture of shareholder activism in Australia?
  • how deeply has it impacted corporate strategy and change?
  • how do boards effectively manage the dialogue and engagement with shareholders?
  • how can boards get an insight into how large institutional investors view their organisation?

CHAIR: Peter Turnbull FGIA, Non-Executive Director, Karoon Gas Australia

Judith Fox FGIA, Chief Executive Officer Australian Shareholders' Association

Kevin Langdon, Head of APAC Service & Operations, Nasdaq

Louise Davidson, Chief Executive Officer, ACSI

Karin Halliday, Senior Manager, Corporate Governance, AMP Capital Investors

The modern fan is deeply engaged in how the sport is run, beyond the game on the pitch or field.  This catalysed the emergence of a new breed of professionals and skilled administrators and complex corporate style governance models. The composition of boards has changed as corporate leaders join boards across sports. This is timely as competition and the growing financial influence have brought more regulation and greater standards of reporting and accountability and demands for corporate nous and structures.

This session considers the impact of this transition in several dimensions

  • Debating the democratised/federated governance model v the unitary model
  •  Diversity – Tackling the cultural and gender diversity issues that have been endemic to sports governance
  • Technology and the economics of sports is reshaping sports business models. What are the challenges and imperatives for change in management and governance styles?
  • Attracting and retaining a skilled sector workforce and embedding healthy, informed and innovative workforce culture

CHAIR: Diane Smith-Gander, Non-Executive Director, AGL Energy and Wesfarmers Ltd

Lindsay Tanner, Company Director and Special Advisor, Lazard Australia, Chairman, Essendon Football Club

Tal Karp, Olympian and Former Matilda

Mark Anderson, Chief Executive Officer, Swimming Australia

Kate Palmer, Chief Executive Officer, Australian Sports Commission

Boards and governance professionals will learn how risk management needs to change in order to embrace innovation.

How should we think about risk appetite, risk assessment, and the management of project and operational risk? What should the Board look for from risk reporting and from their risk and compliance functions in this age of disruption? How should risk and compliance functions reinvent themselves to support rather than hinder innovation?

Conversations in the boardroom have changed with directors needing to assess risks of ventures and innovation as well as the true risks of projects, which are no longer necessarily financial. What do boards need to have reported to them in this context?

Stephanie Owen, Principal Consultant & Managing Director, Strategy2Life

Ben Carr, Director – Risk Management, Telstra

Belinda Farrant, Head of Risk, Orica

Zack Gurdon, Executive Manager, Group Risk Strategy, Transformation, Regulatory and Technology, nbn

This seminar will explore the emergent forces impacting good governance, leadership and strategy. The ability for Non-Executive Directors (NEDs) to advise and lead enterprise strategically around emergent forces is a balance of skill, knowledge, dealing with ambiguity, complexity and uncertainty in a sound and comprehensive manner. This seminar will explore transformation, disruption and innovation as forces to drive good governance. The seminar will also detail the psychological profiles of NEDs required on a board to successfully navigate emergent forces and drive enterprise success now and in the future. This is a critical requirement of governance boards moving forward. We can no longer rely on legal and financial metrics alone to drive quality governance leadership strategy.

Lynda Petrovski, Managing Director, Global Partnerships Executive Solutions

George Nelson, Chief Executive Officer, Opportunity Logistics and Associate Advisor Global Partnerships

12.20 PM – 1.20 PM


1.20 PM – 1.30 PM


1.30 PM – 2.20 PM


The world of governance is being flipped and transformed. Businesses today must keep up with high speed change. It is absolutely our new normal. 

Chris Riddell, an award-winning global futurist and industry-recognised keynote speaker on emerging trends in our hyper connected world, will take you on a journey to understand how patterns that are playing out in modern society will shape and define our world beyond tomorrow. 

Most existing businesses were built on structures relevant in our world hundreds of years ago. We've been hardwired to create strategies which focus around a product or an idea. Chris will show that this very narrow thinking will be the undoing of businesses in the world beyond tomorrow. Change is critical.

Chris Riddell, Global Futurist

2.20 PM – 3.05 PM


Robynne Berg is an internationally qualified consultant and authority on customer-centric innovation.

At a time of unprecedented change for all industries, innovation has become one of the key determinants of organisational success. What does this mean for Boards?

This interactive session will help you understand the skill profile of an innovative Board, the essential role customers play and how innovative organisations look beyond market boundaries for their ideas. This session is designed to help you think about how you can make a difference to Boards and the organisations you represent.

Key themes:

  • Why innovation has become an essential competence for effective Boards
  • The skill profile of an innovative Board – what innovation style are you?
  • Bringing customers to the heart of Board strategy and decision-making
  • Looking beyond the competition and market boundaries – the key to new growth
  • How you can bring innovation to the boardroom

Robynne Berg, Strategy Consultant, Founder at thinkplayact

3.05 PM – 3.20 PM

The future of governance

Steven Burrell will bring together the knowledge and expertise shared throughout the conference. How effective disruption and good governance work hand in hand.

Steven Burrell, Chief Executive Officer, Governance Institute of Australia