• New course for directors — a frank review

    by Trisha Mok FGIA, Past President and Non-Executive Director, Governance Institute of Australia and Executive Director, Legal & Compliance and Company Secretary, Scentia

    I recently attended Governance Institute’s new Effective Director Course in Sydney — three great days of new governance learnings, especially around soft skills, practical insights into how to get that elusive non-executive director role, and making new business connections. 

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  • Negotiation skill — learnt not intuitive

    by Michael Klug, AM Consultant, Clayton Utz and speaker at Governance Institute of Australia’s 34th National Conference in Melbourne on 4 and 5 December

    Negotiation is the most frequent and voluntary activity we engage in  at home, in the workplace or in fact just about anywhere. Sounds simple, but when it comes to negotiation people often make terrible decisions because the negotiation skills they have gained intuitively over years, sometimes even decades, just aren’t adequate to achieve the desired outcome. 

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  • Salutatory lessons for us all in the Governance Institute Ethics Index

    by Steven Burrell, Chief Executive Governance Institute of Australia

    Last month Governance Institute released Australia's the second annual Governance Institute Ethics Index, the findings of which make it very clear that leaders must do more to restore trust in their institutions and organisations. Australians are unhappy with the ethical standards of our largest corporations and their CEOs, particularly in banking and finance, as well as of parliamentarians, unions and large sections of the media. 

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  • Disrupting from within

    by Kyle Loades, President and Chairman, NRMA

    While our 100-year history and household name created tremendous opportunities for the NRMA, more recently, it was forced to undergo a complete transformation to ensure the organisation and our 2.5 million members stay on the road and in business. Driverless cars, car sharing companies, an aging customer base and a reluctance by younger people to join, forced us to rethink the business model, identify and mitigate risk at board and executive levels and develop and implement an organisation wide transformation strategy.

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  • When Nelson Mandela calls — Professor Mervyn E King SC on integrated thinking

    by Professor Mervyn E King SC Chairman, International Integrated Reporting Council, South Africa and Senior Counsel and former Judge of the Supreme Court of South Africa

    As chairman of the International Integrated Reporting Council (IIRC) I look forward to sharing with you the IIRC’s vision to align capital allocation and corporate behaviour with the wider goals of financial stability and sustainable development through integrated thinking and reporting at Governance Institute’s 34th National Conference in Melbourne on 4 and 5 December.

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  • How to pick the right tools for assessing risk

    by Paul Chivers, Chief Risk Advisor, riskfacilitator

    More and more, organisations are faced with increasing levels of assurance being required around risk management. Many struggle in the defensible and effective presentation of that assurance. One such tool being the risk register and associated risk matrix. 

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