Governance

Treasurer Jim Chalmers's new Statement of Expectations tells APRA and ASIC to back growth, not just guard against risk. The UK gave its regulators the same mandate in 2023 — and a 2025 Lords inquiry found it hadn't shifted the culture at all. Here's what Australian boards should watch for.

APRA and ASIC both issued 2026 letters to industry warning that AI governance hasn't kept pace with adoption, flagging vendor concentration risk and director accountability gaps. ASIC's enforcement action against FIIG shows what inadequate controls cost in practice. This post sets out what to ask your organisation before a regulator asks first.

The better question is whether the organisation can show how conflicts are identified, declared, challenged, escalated and evidenced before an external inquiry, regulator or media story exposes the gap.

APRA has written to banks, insurers and superannuation trustees setting out minimum expectations for readiness to geopolitical shocks, including sanctions, trade restrictions and armed conflict. The letter highlights practical gaps in scenario planning, business strategy,…

APRA has entered the final phase of its governance reform, releasing a unified CPS 510 standard that replaces five prudential standards and raises the bar for board independence, conflicts management, and fit and proper obligations. With a 2028 effective date and consultation closing August 2026, banks, insurers, and super funds need to start their gap analysis now.

Coles, Woolworths and IAG each faced regulatory action over pricing for the same reason: a gap between what customers were told and what the pricing system actually did. This post uses those cases to ask whether your organisation can show how pricing decisions are owned, challenged and tested for customer outcomes — before a regulator does it for you.

A practical risk management article using a current source event to test ownership, evidence, controls and maturity.

AI risk management is often seen as a defensive exercise, but this mindset limits business value and slows innovation. Leaders must reframe AI risk as a tool to enable success, balancing risk with opportunity through clear ownership, tailored evidence, and ongoing assurance.