Boardroom Confidential

This is an episode from the AICD's new weekly podcast series, Director Download. Each episode features conversations with policy experts and leading directors to unpack complex governance challenges and deliver practical insights that can be applied in the boardroom. You can listen by searching 'Director Download' in your podcast player, or by clicking the links below: Listen on Spotify: https://open.spotify.com/show/033f7mHnHstKVIekaBMT2Y Listen on Apple: https://podcasts.apple.com/au/podcast/director-download/id1896576074 More about this episode: Australia's mandatory climate reporting regime has now completed its first cycle, marking one of the most significant changes to corporate reporting in a generation. For boards, the first wave of reports has provided valuable insights into the practical realities of implementation. Although still in its early stages, the regime is designed to improve the consistency and comparability of climate-related disclosures for investors and other stakeholders. Many entities have encountered challenges around data, governance, capability and cost, highlighting the scale of effort involved in meeting the new requirements. Joining us to discuss the lessons emerging from year one are Tim Bednall, Partner and Head of the Governance practice at Mallesons, and Dr Eileen Doyle, a non-executive director with several organisations, including Dalrymple Bay Infrastructure, one of the entities captured in the first group of reporters. This conversation explores what boards can learn from the first group of reporters, where many underestimated the scale and complexity of the task, and what those experiences reveal for the organisations that will come within the regime in the years ahead. We cover: (02:00) Has mandatory climate reporting lived up to expectations? (02:50) What stood out from the first wave of climate disclosures (03:40) Why some boards underestimated the scale of the reporting task (05:30) Has mandatory reporting helped improve decision-making? (15:00) The key areas of uncertainty still causing confusion for directors (18:00) Practical advice for Group 2 and Group 3 organisations Learn more: AICD insights into the early lessons from the first wave of reporters: https://www.aicd.com.au/news-media/research-and-reports/board-insights-australias-first-mandatory-climate-disclosures.html Practical guidance for directors overseeing their organisations' disclosures under Australia's mandatory climate reporting laws, by AICD, Deloitte and MinterEllison: https://www.aicd.com.au/risk-management/framework/climate/a-directors-guide-to-mandatory-climate-reporting.html Join us at the Climate Governance Forum 2026 to explore sustainability reporting and other emerging climate governance issues in greater depth. Connect: Dr Eileen Doyle on LinkedIn - https://www.linkedin.com/in/eileen-doyle-9389841a/ Tim Bednall on LinkedIn - https://www.linkedin.com/in/tim-bednall-b458181b/ AICD on LinkedIn - https://www.linkedin.com/school/australianinstituteofcompanydirectors/ Kulja Coulston on LinkedIn - https://www.linkedin.com/in/kulja-coulston/ Bennett Mason on LinkedIn - https://www.linkedin.com/in/bennett-mason-10517336/ This episode Director Download was produced on Gadigal land. We recognise First Nations peoples' cultural and spiritual relationships to the Skies, Land, Waters, and Seas, and their rich contribution to society.

Presented by Okta Artificial intelligence is transforming organisations at extraordinary speed. But as businesses adopt AI agents and autonomous systems, new governance and cyber security risks are emerging just as quickly. In this episode, Mathew Graham, Chief Security Officer for Okta Asia-Pacific, explains why boards need to rethink cyber security in an AI-driven world. He explores the rise of "non-human identities", how AI agents are changing the workforce, and why governance is shifting from controlling access to governing behaviour. Mathew discusses the risks created by autonomous systems operating at scale, the importance of visibility and accountability, and why some leaders still lack a clear understanding of what AI tools are doing inside their organisations. He also outlines practical steps boards can take to build effective AI governance frameworks without becoming a handbrake on innovation. The conversation covers AI-enabled cyber attacks, supply chain vulnerabilities, organisational culture, regulatory change and the growing importance of identity management. Mathew also shares why curiosity, experimentation and strong governance will be essential capabilities for directors as AI continues to reshape business and risk over the decade ahead. Key Takeaways: The rise of non-human identities — how AI agents are becoming part of the workforce and reshaping organisational risk. Governance in an AI era — why boards need visibility, accountability and oversight of autonomous systems. Speed and scale of AI risk — how misconfigured AI agents can create rapid downstream impacts across organisations. Innovation versus control — balancing experimentation and productivity gains with governance and guardrails. Third-party and supply chain risk — managing exposure created by external AI tools and platforms. AI as a defensive tool — using AI to detect threats, analyse data and improve cyber resilience. Board capability and curiosity — why directors need to stay informed, experiment with AI tools and understand their implications.

Tim Reed has led through growth, disruption and transition as CEO of MYOB for over a decade, President of the Business Council of Australia, and now as a director, investor and climate policy contributor. In this conversation, Tim reflects on the importance of setting a clear long-term vision, building a culture that delivers, and staying close to customers. He shares lessons from CEO succession, including why different leaders are needed at different stages and what boards should look for when making that call. The discussion also explores the shift from operator to investor, the discipline of private equity, and how boards can think about AI, productivity and decarbonisation in practical terms. Tim offers a grounded view on balancing opportunity with risk, and why getting the basics right, including strategy, people and execution, still matters most in a rapidly changing environment. Key Takeaways: The CEO-to-board transition — recognising when to step away, shifting mindset, and rediscovering energy in new roles. Private equity discipline — aligning strategy, talent and execution in the first 90 days. Customer-centric leadership — direct listening mechanisms and staying close to the market. AI in practice — using AI to enhance thinking, productivity and decision-making without replacing judgement. Risk and opportunity in AI — balancing governance, security and competitive advantage. Productivity and national competitiveness — the role of business, policy settings and investment. Decarbonisation and boards — understanding emissions, trade-offs and the practical path to net zero.

Diane Smith-Gander reflects on a career spanning executive leadership, global consulting and some of Australia's most complex boardrooms. In this conversation, Diane discusses the realities of transitioning from management to governance, the importance of preparation and judgement, and why effective boards are curious, disciplined and willing to challenge constructively. She shares insights from chairing organisations across mining services, health, fintech and higher education, including how boards oversee safety in global operations and navigate growing regulatory and geopolitical risk. Diane also explores the practical use of AI in governance, the pressures facing board talent, and why directors have a responsibility to engage publicly on issues that affect long-term organisational sustainability. It's a candid discussion about leadership, reputation and the evolving demands of the modern boardroom. Key Takeaways: The transition to the boardroom — preparing well, earning confidence and learning nuance as a new director. What effective boards look like today — curiosity, respectful challenge, and clarity on the line between governance and management. The chair's role — drawing out diverse views, and shaping productive board dynamics. AI in governance — using AI to sharpen insight, feedback and decision-making without replacing judgement. Time, risk and liability — the growing burden on directors and what that means for board talent. Universities and social licence — leadership challenges facing the higher education sector. Public leadership and advocacy — when and why directors should speak on policy, equality and inclusion.

Susan Lloyd-Hurwitz reflects on a career shaped by unexpected turns, major leadership challenges and a decade transforming Mirvac as CEO - and how those experiences now inform her work in the boardroom. In this conversation, Susan discusses the mindset shift from executive to non-executive roles, the discipline of governing without managing, and what effective boards get right in uncertain times. She explores the balance between being supportive and challenging, the central role of the chair, and why CEO succession is the most important decision a board makes. Susan also shares insights from her work on housing affordability, the realities of leading through complex, politically charged issues, and how boards should think about ESG, diversity and AI in a rapidly shifting global environment. Key Takeaways: · Board effectiveness — creating the right balance between being supportive and constructively challenging management. · Time and focus in the boardroom — avoiding over-indexing on compliance at the expense of strategy, culture and long-term value. · CEO succession — why pipeline development, transparency and early planning matter more than last-minute decisions. · Navigating ESG and geopolitics — boards operating amid shifting expectations on climate, diversity and shareholder primacy. · AI as a governance tool — using AI to sharpen questions and insight, without outsourcing judgement. · Housing affordability — supply-side reform, productivity, planning and the long game required for meaningful change. · Gender diversity and talent pipelines — where progress has been made, where blockages persist, and the board's role in calling out bias.

Geopolitics is no longer just background noise — it's now central to how organisations plan, invest and manage risk. In this episode, foreign affairs expert Merriden Varrall, joins Boardroom Confidential to unpack what today's "polycrisis" world really means for directors. Drawing on her experience at KPMG, the Lowy Institute and the UN in China, Merriden explains why boards must look beyond daily headlines to the deeper megatrends: converging climate, energy and food risks; the erosion of trust in institutions and the rise of populism; and a fragmenting global economy shaped by national security and values-based blocs. She explores the practical implications for Australian boards — from managing exposure to the US–China rivalry and rebuilding supply chain resilience, to understanding how these dynamics affect SMEs and NFPs. Merriden also outlines how boards can become more geopolitically literate: the questions to ask management, how to set up horizon scanning and scenario planning, and why a more nuanced understanding of other countries' perspectives is now essential to good governance. Key Themes: • From headlines to megatrends — directors need to look past daily news and focus on structural geopolitical scenarios and megatrends. • Polycrisis as the new normal — risks like climate, energy, food, tech and conflict are increasingly interconnected and compounding. • Trust gap and populism — erosion of trust in institutions and the rise of populism are reshaping regulation, policy and expectations of business. • Geo-economic fragmentation — values-based blocs, national security logic and "de-risking" are changing trade, investment and tech choices. • It's not just big corporates — SMEs and NFPs are exposed through supply chains, cyber risk, regulation, funding and talent. • Boards' core questions — are we thinking about geopolitics, how are we monitoring it, what scenarios have we planned for, and are our responses sufficient? • Supply chain resilience — having "just in case" models ready, mapping choke points, and setting up data and signals to act early.

Over the holidays, we'll be bringing you some earlier episodes of our Boardroom Confidential podcast. This time it's Audette Exel, the founder and chair of Adara Group. She's also a former director with Suncorp and Westpac and previously served as Chair of the Bermuda Stock Exchange. Audette shares the story behind Adara's unique model, which channels profits from corporate advisory work directly into life-saving development programs in some of the world's most remote communities. She reflects candidly on the mistakes she's made along the way, what they taught her, and why boards need to talk more openly about failure. The conversation also explores governance across complex global organisations, the responsibilities of boards in philanthropy and social impact, and how purpose should sit at the centre of corporate decision-making. Audette offers practical insights for directors seeking to use their influence — and their organisations — to create lasting value for society. Key Themes Purpose-led leadership and social entrepreneurship Innovative funding models for not-for-profits Governance, risk and accountability across complex global organisations Learning from failure and embracing mistakes in leadership The role of boards in philanthropy and social licence to operate Diversity of thought and values at the board table

Over the holidays, we'll be bringing you some earlier episodes of our Boardroom Confidential podcast. This time it's Marina Go, a board member with Metcash, Southern Cross Media and the AICD itself. She's also been a chair or director with several other organisations including Adore Beauty, Energy Australia, the West Tigers NRL club and Netball Australia. On top of that, Marina was also the GM of magazine company Bauer Media Australia and Private Media. She tells us how her media career prepared her for the boardroom. Plus: advice on being an effective chair, tips for finding your first director position, and lessons from the boardroom of an NRL club.

Co-chair of Supply Nation and Fortescue director Penny Bingham-Hall joins Boardroom Confidential to unpack some of the major issues facing today's boards: harnessing AI's predictive power, overseeing cyber risk in a "when, not if" world, and lifting climate governance from compliance to capability. We also explore the craft of a high-performing board (diverse, collegiate, agenda-sharp), how to build a deliberate portfolio career, and why First Nations procurement is a powerful, practical lever for impact. Key Themes: AI readiness starts with data — know what data you hold, who owns it, and whether your architecture can use it. When cyber hits: plan, then get out of the way — management runs the incident; the chair streamlines comms. Climate governance in action — treat year one of mandatory reporting as a learning year; close data gaps early. Board craft — diverse yet collegiate boards, agenda discipline, safe debate Portfolio building — define your value proposition, test culture and values fit, and be deliberate about mix. Procurement for impact — First Nations supplier engagement as a practical pathway to Reconciliation. Click here for video versions of our podcasts on YouTube

Former NRMA Chair Tim Trumper joins Boardroom Confidential to talk about AI in the boardroom, data-led transformations, and the craft of modern chairing. Drawing on his book AI: Game On, Tim explores one of the central governance questions of our time — "who or what decides?" — and how directors can set guardrails that protect customers while still unleashing innovation. Tim shares practical playbooks from the NRMA's reinvention journey, why whole-of-board learning beats delegating AI to a single expert, and how great chairs keep the "silent voice of the customer" present in every discussion. Plus: chair succession that actually works, and leading through an era where volatility is the constant. Key Themes: · AI in the boardroom — deciding who or what decides, setting boundaries, and avoiding inaction · Guardrails without brake lights — a "data/AI Hippocratic oath" to do no harm while innovating · Leaders must use the tools — boards should get hands-on with AI, not delegate it to one expert · Customer-first data — using insight to solve problems in real time and define "what good looks like" · Chair craft — curiosity, empathy, and the "silent voice of the customer" in every meeting · Chair succession — start early, plan for fit not just skills, and communicate openly · Boards in a VUCA world — adapt fast, think creatively, and stay flexible amid uncertainty Click here to watch a video version of the podcast on YouTube

David Gallop AM — former CEO of the NRL and Football Australia —share lessons on leadership, crisis, and culture from a career spent in the spotlight. In this conversation, David reflects on two decades at the helm of high-profile sports, the experiences he's carried into the boardroom, and what makes an effective chair in today's governance landscape. Now chair of Venues NSW and Step One Clothing, and a director at Tabcorp and Cricket NSW, David gives insights on handling crises, the balance between board and management, and the art of succession planning. Key themes: • Staying calm and focused under scrutiny • Building trust and boundaries between board and management • The chair–CEO relationship and what makes it work • Diversity, gender balance and leadership pipelines • Culture, communication and respect in times of change

This special podcast will take you inside the AICD's flagship Company Directors Course (CDC). Whether you're a current board member, aspiring director, or senior executive – the CDC is the gold standard in governance education. For more than 50 years, the course has helped shape more informed, capable and confident directors. In this podcast, you'll hear from three of the CDC's over 100,000 participants. We'll be unpacking what the course offers, how it equips board members for real-world challenges, and why the CDC is the right next step on your director journey. Thanks to our guests Shirley Chowdhary GAICD, Tim Longstaff GAICD and Nicky Sparshott GAICD. Click here for more information on the Company Directors Course.

Kate Jenkins AO GAICD is the Chair of the Australian Sports Commission and the Creative Workplaces Council. She's also a former Sex Discrimination Commissioner and led the landmark Respect@Work report. We talk with Kate about: her chair role at the ASC, gender targets for sports boards and progress since the release of the Respect@Work report. Click here for the AICD guide: "Positive duty to prevent workplace sexual harassment" Click here for research from the AICD and ACSI: "Positive duty: preventing and responding to workplace sexual harassment – Insights from Australian directors" Click here to read about the ASC's Sport Governance Principles