In the era of compulsory notification and heightened regulatory scrutiny, cyber security is no longer a delegated IT function; it is a fundamental strategic governance risk. The modern Board of Directors must demonstrate active, informed oversight of the company’s digital resilience. However, a persistent challenge remains – bridging the gap between highly technical security reports and…
In today’s highly digital governance landscape, Australian Boards of Directors are expected to maintain an unyielding commitment to fiduciary duty. This obligation extends far beyond financial oversight; it now encompasses meticulous control over the company’s most sensitive strategic asset: its data. For Australian entities, particularly those regulated by APRA, ASIC, and the OAIC, the selection of…
For decades, the role of the Company Secretary has been, at times unfairly, characterised primarily by administrative duties: minute-taking, ASIC compliance, and board paper distribution. While these core functions remain vital, the reality in modern governance is that the Company Secretary is uniquely positioned to act as a strategic advisor to the Board of Directors. This evolution is driven…
In the complex ecosystem of contemporary governance, the phrase “conflict of interest” often carries a negative connotation. However, the reality is far more nuanced: conflicts are not necessarily indicators of malfeasance; they are simply an unavoidable function of experienced, well-networked directors. A director is valued precisely because of their external expertise, industry knowledge, and connections. These same…
Boards today face mounting expectations for transparency, compliance, and cyber-resilience. The tools they use to run board operations are no longer just about efficiency – they’re a cornerstone of risk management. Recent findings from IBM’s 2025 Cost of a Data Breach Report make this clearer than ever: the average cost of a data breach has hit an…
In the current demanding governance landscape, Boards of Directors are expected to perform with greater strategic acuity while maintaining an absolute commitment to compliance and risk mitigation. For the executive team and the Board Secretary, the technological platform underpinning this crucial work, the board portal, must be inherently versatile. Versatility in this context means more than…
In the complex and highly regulated business landscape, fiduciary duty demands that Boards of Directors apply the utmost attention to securing sensitive information. While many global technology providers offer robust platforms, the ultimate governance risk often resides not in the technology itself, but in the jurisdictiongoverning that provider. For Australian entities, particularly those subject to APRA’s heightened expectations…
The news of the recent brazen robbery at the Louvre where priceless artefacts were stolen under circumstances that suggest a deep failure of layered security serves as a stark, high-stakes reminder for all organisations. While the world’s attention is fixed on physical breaches, the principles of security failure and recovery apply equally to the digital…
The Australian Prudential Regulation Authority (APRA) has issued its new standard, CPS 231 Operational Risk (CPS 231), replacing the previous CPS 234. This is not merely an incremental update; it represents a fundamental uplift in the expectations placed upon all APRA-regulated entities -banks, insurers, and superannuation funds regarding the management of operational risk. For the governing…
The efficacy and resilience of any sophisticated organisation hinge upon the nature of the relationship between its Board of Directors and its Executive Management team. While a symbiotic connection is crucial for success, ambiguity surrounding roles, communication, and decision-making can swiftly erode confidence and performance. For enterprises committed to robust corporate governance and sustained growth,…
