A close-up look at FAR

10 min read
10 min read

One of the recommendations following the Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry was to extend the accountability regime known as the Banking Executive Accountability Regime (BEAR) across the Australian financial services industry.

While the Government plans to extend the accountability regime across all APRA and ASIC regulated entities, they are starting the rollout with all APRA regulated entities (authorised deposit-taking institutions (ADIs), registrable superannuation entities (RSEs), life, general and private health insurers and non operating holding companies (NOHCs)). The regime will be known as the Financial Accountability Regime (FAR).

Summarily, FAR will require senior executives and all board members to be registered with APRA or ASIC. Being registered under FAR will require senior executives and board members to have accountabilities and obligations individually assigned to them. Consequences of breaching FAR include penalties, both for individuals and entities, and adjustments to remuneration entitlements. Further details on how the FAR is proposed to work can be found at the end of this article.

The Government’s FAR proposal does not set out an effective date, however legislation is expected to be introduced into Parliament in the spring sitting and passed by the end of 2020. We believe that it is the industry’s preference for the application date of the FAR to align to the new remuneration standard (CPS 511), however this is becoming increasingly unlikely to happen. The effective date of FAR may be as early as 1 July 2021 but we expect to know more details on timing when the draft legislation and information paper are released in July 2020.

Enhancing accountability in a member outcomes environment

Superannuation trustees are currently implementing significant changes to embed member outcomes considerations through their business operations. These reforms, together with improved governance and risk management practices, are currently dominating trustee priorities. The uplift in strategic decision making that is accompanying the implementation of the member outcomes reforms is causing many trustees to reconsider how they are delivering outcomes to members and whether they need to pivot their strategies to better meet member needs. As part of this process, trustees are identifying who in their business (and which material service providers) are responsible for delivering their desired member outcomes. At the same time, trustees need to be clarifying roles and responsibilities with material service providers to ensure a shared sense of purpose in the pursuit of better outcomes for members. Bringing a FAR lens to these deliberations is increasingly being seen as an effective way to implement the principles of both sets of reforms.

There is also an opportunity for Trustees Directors and Executives to proactively effect change by reinforcing a culture of accountability as member outcomes become part of the fabric of their business.

In addition to the member outcomes activities above, there are some key ’no regrets’ activities that trustees can start acting on now, including:

  • Consider what the FAR will mean for your organisation;
  • Identify and consider who your organisation’s accountable persons population could be;
  • Draft accountability statements and an accountability map to utilise the benefits of the FAR;
  • Develop a reasonable steps framework which supports accountable persons in the discharge of their accountability obligations;
  • Set financial and non-financial consequences as part of setting accountable persons expectations; and
  • Communicate effectively and engage early with your organisation’s key stakeholders (including vendors and accountable persons delegates).

To enhance successful implementation of the FAR, ownership of the program is critical and needs to be identified upfront with appropriate representation across the business (such as people and culture, risk, compliance, legal and member services). RSEs can get ahead by establishing ownership and setting up a project team to drive implementation of the program. The ownership of the regime should sit with a senior executive who will be the contact point for the board and senior executives as the identified accountable persons.

Each organisation is structured differently and careful consideration must be given as to who is the most senior executive with accountability for particular key aspects of the operations of the business. Further, particularly for RSEs, outsourcing should be considered, and a senior executive should be identified who will be accountable for the outsourced activity. Outsourcing and service level arrangements may need to be further developed and defined.

Implementation tips

There is no need to wait for the legislation to be passed to start working on the implementation of FAR. Experience with BEAR showed that many firms did not prepare early enough and did not achieve the potential benefits of implementing an accountability regime.

Under an effective accountability regime, it is important to have robust governance, culture, risk, accountability and remunerations frameworks in place. RSEs should take the learnings from their APRA self-assessments and enhance any of their existing artefacts. This will form part of the reasonable steps taken to demonstrate how accountable persons have discharged their responsibilities.

Another key consideration are the remuneration requirements. RSEs will need to invest time to comply with the FAR and ensure accountability is enforced via remuneration outcomes. Remuneration policies should be updated before the regime comes into force. This is because the FAR is expected to apply to any variable remuneration payments made on or after the application date (similarly to the implementation of the BEAR), so remuneration policies and plans need to be updated ahead of time.

Additionally, as APRA-regulated entities, RSEs will need to comply with the remuneration requirements set out under the Draft CPS 511 (previously SPS 510). Now is the time to plan ahead and align potential remuneration changes under FAR and CPS 511 collectively, to your organisation’s remuneration review cycle. Experience from implementing the BEAR suggests that the effort and complexity should not be underestimated.

Consultation and collaboration

Treasury is consulting with industry on how to practically implement FAR to ensure the best possible outcomes. The formal consultation period closed on 14 February with over 40 industry responses received. The ASFA FAR working group met with Treasury, APRA and ASIC on 20 February 2020. Further guidance (such as an explanatory memorandum and regulatory information papers) on some of the key practical issues of implementation of the legislation is expected to be released in July 2020 following the release of the FAR exposure draft. We hope that ASIC and APRA will work together to jointly produce helpful guides to assist firms in their FAR implementation projects.

FAR details – Government’s proposed model

Under the FAR, entities will be classified as Core compliance entities or Enhanced compliance entities.

  • Core compliance entities (Total Assets <$10bn*): will be subject to all obligations under the FAR except for a requirement to submit an Accountability Map and Statements to APRA and ASIC (however the Accountability Map can be subject to regulatory review at any time).
  • Enhanced compliance entities (Total Assets >$10bn*): will be required to meet all the obligations under the FAR.

*the combined total assets of all RSEs under the trusteeship of a given RSE licensee.

Like BEAR, the FAR will impose the following:

  • entity obligations;
  • accountable person obligations;
  • accountability map and accountability statement obligations;
  • registration
    and notification obligations;
  • deferred remuneration obligations; and
  • penalties

Entity obligations

Similar to the BEAR, all entities including RSE licensees will be required to take reasonable steps to:

  1. conduct its business with honesty and integrity, and with due skill, care and diligence;
  2. deal with APRA and ASIC in an open, constructive and cooperative way;
  3. in conducting its business, prevent matters from arising that would adversely affect the entity’s prudential standing or prudential reputation;
  4. ensure that each of its accountable persons meets their accountability obligations; and
  5. ensure that each of its significant or substantial subsidiaries that are not subject to the FAR, comply with all the above obligations as if the subsidiary were subject to the FAR (to the extent that the obligations are relevant to the subsidiary).

As per the BEAR, the key personnel obligations for the entity will be to:

  1. ensure that the responsibilities of accountable persons cover all aspects of the operations of the entity and its significant or substantial subsidiaries;
  2. ensure that none of the accountable persons are prohibited under the FAR;
  3. comply with APRA and ASIC directions to reallocate responsibilities; and
  4. take reasonable steps to ensure that each of the entity’s subsidiaries that is not a FAR entity complies with obligations (2) and (3) above.

Accountable person obligations

There are heightened accountable person obligations under the FAR of which accountable persons will be obliged to:

  1. act with honesty and integrity, and with due skill, care and diligence;
  2. deal with APRA and ASIC in an open, constructive and cooperative way (noting that this will not displace legal professional privilege);
  3. take reasonable steps in conducting those responsibilities to prevent matters from arising that would adversely affect the prudential standing or prudential reputation of the entity; and
  4. take reasonable steps in conducting their responsibilities as an accountable person to ensure that the entity complies with its licensing obligations*

*New obligation under the FAR

Accountability statement and accountability map obligations

It is proposed that only enhanced compliance entities will be required to provide APRA and ASIC with an accountability map and individual accountability statements, showing which accountable person is responsible for the various activities of the entity’s business. Although core compliance entities will not be required to submit accountability statements and maps, they are required to undertake a process to identify and register their accountable persons to cover all aspects of their business.

Registration and notification obligations

FAR will be governed by both APRA and ASIC. ‘Accountable persons’ are required to be registered with APRA or ASIC.  It is proposed that changes to the accountable persons population should be communicated to APRA and ASIC prior to any future senior appointments. APRA will be able to veto the appointment or reappointment of senior executives and directors, but this is expected to be a reserve power.

Deferred remuneration obligations

All core compliance and enhanced compliance entities will be required to defer 40 per cent of executives’ variable remuneration for at least four years. Entities will be required to have a remuneration policy that allows for a reduction in variable remuneration. It is unclear at this stage whether there will be a prescriptive requirement around the reduction that should be applied. Entities subject to CPS 511 will need to comply with those heightened requirements including for deferred remuneration arrangements.

Penalties

Under the FAR, there are penalties for the organisation as well as for individual accountable persons.

The maximum penalties for an entity under the FAR will be the greater of the following:

  • 50,000 penalty units (currently $10.5m);
  • 3x the benefit derived or detriment avoided by the body corporate because of contravention; or
  • 10 per cent of annual turnover of the body corporate, to a maximum of 2.5m penalty units (currently $525m)

Similar to BEAR, APRA has disqualification power to remove an individual from their role and in extreme cases, prevent them from taking any similar role in the industry in the future. Unlike BEAR, accountable persons will be liable for civil penalties under the FAR. The maximum penalties will be the greater of:

  • 5,000 penalty units (currently $1.05m);or
  • 3x the benefit derived or detriment avoided because of the contravention.

As under the BEAR, entities will be prohibited from indemnifying or paying the cost of insuring accountable persons against the consequences of breaching the FAR. However, the proposed reforms will not prevent executives from obtaining insurance that they would otherwise be permitted to obtain to cover the financial loss arising as a result of a civil penalty being imposed against them for a breach of the FAR.

Picture of By Sarah Hofman, BEAR/FAR lead and Emma Grogan, BEAR/FAR remuneration lead

By Sarah Hofman, BEAR/FAR lead and Emma Grogan, BEAR/FAR remuneration lead

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Speaker

Title, org

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Bio

Sinem Kalenderoglu

Marketing Manager - Brand & Content, Rest

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As a Brand and Content Manager, Sinem has built her career working across brand campaigns, social media strategy and cross-channel storytelling.

Working at the intersection of technology and creative innovation, she’s crafted her skill of turning complex brand concepts into engaging social narratives that connect and resonate with member experiences.

Specialising in superannuation, she’s passionate about exploring how brand storytelling through social media can converge to drive meaningful audience connection.

Gemma Kyle

Chief Risk Officer, Rest

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Gemma was appointed as Chief Risk Officer in November 2018 and leads the Enterprise Risk function which includes investment risk, operational risk, business resilience, financial crime, compliance and regulatory engagement.

Gemma has over 25 years’ experience in risk management and governance across multiple industries including government, engineering and financial services. She is known for her ability to drive organisational change and achieve business objectives in complex and dynamic environments. Prior to joining Rest, Gemma held senior positions at MLC Life Insurance, MLC Wealth, Parsons Brinkerhoff and Federal Treasury. She is a Director on the Board of the Fund Executives Association Limited. Gemma holds a Master of Arts from the Australian National University, a Bachelor of Economics, Social Science (First Class Honours) from the University of Sydney and is a graduate of the Australian Institute of Company Directors.

Adrian C

Director, Partnership Program, QLD and NT, Australian Signals Directorate (ASD)

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Adrian C works in the Australian Signals Directorate and is the Director of ASD’s Cyber Security Partnership Program.

He has worked in various roles in the National Intelligence Community for the last 16 years including geospatial intelligence, intelligence support to Australian Defence Force Military Operations and writing core components of the Comprehensive Review – legal framework of the National Intelligence Community. 

Adrian transferred to Australian Signals Directorate in 2021 and was responsible for the section that develops and publishes ASD’s technical publications and guidelines.

He moved from Canberra to Brisbane in January 2023 to commence his current role within Australian Signals Directorate.

Kate Farrar

Chief Executive Officer, Brighter Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Kate Farrar is the Chief Executive Officer of Brighter Super, where she has led the fund’s transformation from a $10 billion Queensland public-sector fund into a $35 billion success story with more than 280,000 members.

Since her appointment as CEO in April 2018, Kate has overseen the merger of LGIAsuper and Energy Super and the acquisition of Suncorp Super—the first industry fund acquisition of a retail fund. This integration, completed 18 months ahead of schedule, delivered a 40% reduction in administration fees for members while expanding services across Queensland.

Under Kate’s leadership, Brighter Super has become one of the fastest-growing industry funds in Australia, recognised for both its operational sustainability and member-first approach. In acknowledgment of these achievements, she was awarded the Fund Executive of the Year Award by the Fund Executives Association Ltd (FEAL) in 2024.

Kate brings 35 years of leadership experience across finance and energy, including senior roles at Barclays de Zoete Wedd, Suncorp Investment Management, NSW Treasury Corporation, McKinsey & Company, and Ergon Energy.

Beyond her role at Brighter Super, Kate serves as a Non-Executive Director of ASX100-listed Seven Group Holdings and is the President of the Queensland Futures Institute.

She holds a Bachelor of Music (Honours) and a Master’s Degree in Econometrics and Finance. Through a scholarship from Chief Executive Women, she is also a graduate of INSEAD’s Advanced Management Programme. In 2025, following her FEAL award education grant, Kate completed the Stanford Graduate School of Business program, People, Culture, and Performance: Strategies from Silicon Valley.

Joseph Mitchell

Assistant Secretary, ACTU

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As ACTU Assistant Secretary, Joseph is passionate about winning a better future for working people and growing the union movement.  

Joseph has a Bachelor of Economics and Bachelor of Arts from Australian National University and a Graduate Certificate in Applied Finance from the University of NSW.  

Joseph Mitchell is a trustee director of TelstraSuper.

Vasyl Nair

Group Chief Executive Officer, Team Super

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The Team Superannuation Fund (Team Super) is a profit-to-members, public offer pension fund dedicated to serving the retirement needs of all Australians. Team Super manages over $22 billion in funds for approximately 150,000 members.

Vasyl Nair is the Chief Executive Officer of Team Super (prior to this, Vasyl held the roles of Deputy Chief Executive Officer, Chief Risk Officer and Chief Strategy Officer).

Vasyl is a keen advocate for the ongoing development of the superannuation sector, with active participation in a number of different parts of the industry. He has served as a director of an Australian fintech organisation, specialising in superannuation and investment administration.

Vasyl was appointed to the Board of the Association of Superannuation Funds of Australia (ASFA) as Director in January 2025, the peak pension fund association in Australia.

Vasyl has a strong background in law, corporate finance and strategy, having held senior roles across at some of Australia’s largest financial services institutions. Vasyl holds a Bachelor of Laws (Hon), Bachelor of Commerce, Graduate Diploma of Legal Practice and an Executive Master of Business Administration. He is admitted to the Supreme Court of NSW as a solicitor, is a Graduate of the Australian Institute of Company Directors and has achieved a Certificate of Business Excellence from the Haas School of Business, U.C.
Berkeley.

Kristian Fok

Chief Executive Officer, Cbus Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Kristian Fok is the CEO of Cbus Super, Australia’s leading specialist superannuation fund for the building and construction sector. Cbus was founded 40 years ago and provides superannuation and income streams to more than 925,000 members and manages over $105 billion of members’ money (as of 30 June 2025). He is responsible for all aspects of Cbus and reports directly to the Board.

Prior to his appointment in June 2023, Kristian Fok served as the Fund’s Chief Investment Officer (CIO) for 10 years. Cbus is a significant, long-term investor in the Australian economy and the Fund invests back into our members’ industries both directly and indirectly and via unique vehicles such as our wholly owned entity, Cbus Property.  

As CIO, Kristian was responsible for leading the Cbus investment strategy, this included evaluating opportunities that provide returns to members over the long term, managing investment governance and risk and monitoring the portfolio. Kristian led the development and implementation of Cbus’ hybrid internalisation strategy, which has proven successful in driving strong returns and delivering total cumulative fee and costs savings for members of over $730 million. 

Kristian is Chair of the Australian Sustainable Finance Institute (ASFI) and serves on the Board of the Australian Council of Superannuation Investors (ACSI). Kristian’s qualifications include Bachelor of Commerce, Fellow of the Institute of Actuaries Australia and Fellow of FINSIA.  

Kevin Fernandez

General Manager, Market Strategy & Propositions, Novigi

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Kevin has long played a central role in shaping and driving strategic initiatives across the superannuation and wealth management sectors. With deep expertise in data strategy and a passion for AI, Kevin leads the development of forward-thinking solutions – ranging from strategic partnerships to managed services – that address evolving client needs.  

A recognised thought leader, Kevin is known for leveraging data-driven insights to deliver sustainable value. His leadership is central to Novigi’s market positioning, helping to define the company’s growth strategy in an increasingly complex and dynamic financial landscape.  

Vicki Doyle

Chief Executive Officer, Rest

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Vicki joined Rest as Chief Executive Officer in May 2018, bringing more than 20 years of
senior executive leadership experience in superannuation, life insurance, wealth management and banking.

Vicki’s experience includes executive leadership roles at some of Australia’s largest financial services organisations. She has an extensive background in distribution, strategic marketing, digital, fund operations and contact centres, customer strategy and design and product management.

Vicki is passionate about simplifying and demystifying superannuation to help all Australians achieve their best retirement outcomes.

Vicki holds an Executive MBA from the Australian Graduate School of Management and a diploma from the Australian Institute of Company Directors. Vicki has been a Non-executive Director of the Australian Council of Superannuation Investors since 2018 and a Director of The Association of Superannuation Funds of Australia since 2022.

Louise Davidson, AM

Chief Executive Officer, Australian Council of Superannuation Investors (ACSI)

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Louise Davidson has spent her career with a focus on building long-term value for the millions of beneficiaries of Australian superannuation funds. Most recently this has included elevating the importance of environmental, social and governance factors in managing material financial risk in super fund investment portfolios. 

As CEO of the Australian Council of Superannuation Investors (ACSI) since 2015, Louise oversees ACSI’s program of company engagement, research and policy advocacy, backed by 30 years of senior experience in the financial services and ESG sectors. Her tenure as ACSI CEO has seen significant improvements in the way listed companies manage important issues including boardroom diversity, climate risk and human rights.  

Prior to being appointed ACSI CEO, she was Investment Manager, ESG at Cbus superannuation fund 

Louise is the co-founder of the Mother’s Day Classic, which has raised over $50 million for breast and ovarian cancer research since 1998. She was appointed a Member of the Order of Australia in 2019 for her significant service to the superannuation sector and to breast cancer research.  

She is a director of Chief Executive Women, deputy chair of the Federated Hermes Client Advisory Board, and a former director of the Peter MacCallum Cancer Centre and the International Integrated Reporting Initiative and former chair and director of the Mother’s Day Classic Foundation. 

Peter Chun

Chief Executive Officer, UniSuper

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Peter Chun joined UniSuper as the Chief Executive Officer in September 2021, bringing more than 30 years’ experience in financial services.

UniSuper is one of Australia’s largest super funds with more than 700,000 members and over $155 billion in funds under management (as at 30 June 2025).

As CEO, Peter is responsible for developing, leading, and implementing corporate strategy and culture. He is also accountable for the overall services and operational management of UniSuper Management nationally.

Prior to joining UniSuper, Peter held senior executive roles at Aware Super, Colonial First State and Credit Suisse.

Peter is a qualified Actuary with a Bachelor of Economics from Macquarie University. He holds Graduate Diplomas in Applied Finance and Investments and Financial Planning from the Securities Institute of Australia; and has undertaken the Advanced Management Program at Harvard Business School (Boston, USA).

Peter is a Director of Diversity Council Australia, a Member of the ASFA CEO Advisory Committee and the Australian Chamber Orchestra Finance Audit & Risk Committee.

Eoin Burke

Head of Financial Crimes, MUFG Retirement Solutions

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Eoin Burke is the Head of Financial Crimes, MUFG Retirement Solutions, a division of MUFG Pension & Market Services (MPMS), with over 20 years of experience in financial crime prevention, compliance, and data analytics. 

He has held senior leadership roles across APAC and EMEA, and plays a critical role in protecting the organisation from financial threats, responsible for safeguarding the data and monetary assets of over 20 million accounts. His remit includes fraud and scam prevention, AML/CTF compliance and reporting, regulator and law enforcement engagement, training and awareness, and driving innovation in protective technologies. He also developed ‘ALERT’, MPMS’s internal fraud analytics capability, which now protects over 10.5 million member accounts daily and has prevented more than $150 million in financial crime. 

A recognised industry leader, Eoin regularly speaks at major forums including the Financial Crimes and Cyber Security Forum and the AUSTRAC Symposium, sharing insights on emerging risks and best practices in financial crime prevention. His strategic direction continues to strengthen MPMS’s defences and reinforce its commitment to integrity and security. 

John Livanas

Chief Executive Officer, State Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Mr Livanas leads a team of experienced senior executives in managing the provision of member services and the investment of approximately $38 billion of assets (as at 30 June 2025).

Mr Livanas has over 30 years’ industry experience, having worked in organisations including Deloitte South Africa, the South African Government Employees Pension Fund – the precursor to the country’s sovereign fund – and several Australian superannuation funds.

Prior to his appointment in October 2011, Mr Livanas was the Chief Executive Officer of AMIST Super (2008–11) and the General Manager of FuturePlus Financial Services (2002–08). He was a Director of ISPT and ISPT Grosvenor International Property Trust from 2010–12 and in August 2013 was appointed to the Board of the Australian Council of Superannuation Investors.

Mr Livanas holds a Bachelor of Science in Engineering and an MBA from the University of Witwatersrand and a Graduate Diploma of Finance and Investments from the Financial Services Institute of Australia. He is an ASFA-accredited Investment Fiduciary and a Graduate of the Australian Institute of Company Directors.

Debby Blakey

Chief Executive Officer, HESTA

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Debby Blakey, GAICD, is the CEO of HESTA, Australia’s $96 billion superannuation fund for health and community services workers. With over 30 years’ experience in the superannuation and financial services sectors, she holds qualifications in Mathematics, Computer Science, Financial Advice, Governance, Pension Fund Design and Sustainability.

Debby’s leadership is characterised by a ‘people-first’ approach, focusing on enhancing member experiences and financial outcomes while also ensuring operational rigour and excellence. She is a strong advocate for innovation and transformation within the superannuation industry.

Debby is the President of the Australian Council of Superannuation Investors (ACSI), a Director of the International Corporate Governance Network (ICGN) and is the founding Chair of the 40:40 Vision initiative – promoting gender equality at executive and Board level in ASX300 companies.

Under Debby’s leadership, HESTA has been called the ‘corporate conscience of Australia’ for its commitment to strong governance, environmental management and gender equality.

Cath Bowtell

Chair, IFM Investors

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Cath is the Chair of IFM Investors; Industry Super Holdings (ISH); and the Federal Government’s Jobs & Skills Ministerial Advisory Board.   

She is a Director of Industry Fund Services (IFS) and of the Melbourne Arts Precinct Corporation. 

Cath has worked for many years in senior roles in both the superannuation industry and union movement. She was the Chief Executive of IFS and Chief Executive of the Australian Government Employees Superannuation Trust (AGEST) from 2010 until its merger with AustralianSuper in 2013.

Prior to this, Cath was a Senior Industrial Officer at the Australian Council of Trade Unions (ACTU). She has held a number of directorships and committee positions throughout her career, including Director of AustralianSuper, Director of AGEST Super and Director of Ausgrid.

Natalie Previtera

Chief Executive Officer, NGS Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Natalie is the Chief Executive Officer of NGS Super.  

With a career grounded in governance, legal, and strategic leadership, Natalie brings a forward-thinking and purpose driven approach to superannuation. She is responsible for steering the fund through a dynamic regulatory landscape, ensuring operational excellence, and delivering long-term value to members.

Natalie also served as Chief Risk and Governance officer having deep institutional knowledge and a strong track record in executive oversight and regulatory engagement.

She is known for her collaborative leadership style and her ability to drive transformation while maintaining a strong member-first ethos.

Prior to joining NGS in 2019 Natalie held senior governance roles at AMP, Suncorp and Perpetual.  

Laura Catterick

Director, Resilience & Cyber, UK Finance

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Laura Catterick is the Director of Resilience & Cyber at UK Finance, which is the collective voice for the UK banking and finance industry, representing over 300 firms and supporting members in their efforts to build more resilient firms and a more resilient financial sector.

Within UK Finance, Laura works closely with industry leaders, government, and regulators, influencing policy on operational resilience and cybersecurity at a national level. UK Finance also co-chairs CMORG (Cross Market Operational Resilience Group) to deliver collaborative resilience initiatives that address systemic risks.

Laura is a Chartered Professional Accountant from Canada with extensive experience in risk, regulatory compliance, cyber security, operational resilience, and large-scale transformation. She has held senior executive roles within highly regulated sectors, including roles across all three lines of defence within Deloitte, PricewaterhouseCoopers, Lloyds Banking Group, and Mastercard.

Josh Cross

Chief Operating Officer, SS&C Technologies

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Josh Cross brings over 30 years of experience in Technology, Operations, Delivery and Transformation within the Australian Financial Services industry. His expertise spans Trade Finance, Institutional and Corporate Lending, Consumer Lending, Share Trading, Insurance and Superannuation.

Josh joined SS&C in July 2025 through a lift-out from Insignia Financial – one of Australia’s largest Superannuation and Investment providers, known for its growth through large-scale acquisitions and technology separations from major Australian banks.

In his current role, Josh leads the SS&C  Business Process Outsourcing (BPO) function, which delivers technology, operations, and service delivery for more than one million Australian across multiple technology eco-systems, supported by a team of approximately 1300 staff. Over the next three years, Josh will also lead the major transformation of the underlying superannuation platforms and processes, migrating to SS&C’s Bluedoor ecosystem.

Lt Gen Michelle McGuinness, CSC

National Cyber Security Coordinator, National Office of Cyber Security

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Lieutenant General Michelle McGuinness, CSC was appointed as Australia’s National Cyber Security Coordinator (the Coordinator) on 26 February 2024.

As the Coordinator, LTGEN McGuinness leads national cyber security policy, the coordination of responses to major cyber incidents, whole of government cyber incident preparedness efforts, and the strengthening of Commonwealth cyber security capability. 

LTGEN McGuinness has served in the Australian Defence Force for 30 years in a range of tactical, operational, and strategic roles in Australia and internationally.

Prior to this appointment, LTGEN McGuinness most recently served as Deputy Director Commonwealth Integration in the United States Defense Intelligence Agency. In this role, she led policy and cultural reform, and technological integration, including interoperability across information technology, systems and data.

Jamie Bonic

Global Head of FX and Commodity Sales, NAB

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Jamie Bonic is NAB’s Global Head of FX and Commodity Sales, responsible for several FX-related sales businesses including NAB’s Institutional, Corporate, and Government teams.  Prior to joining NAB, Jamie spent 17 years in London working for JPMorgan as a Managing Director in their Global Markets division, leading sales and trading across Interest Rate and FX products. Jamie holds a Bachelor of Economics from The University of Sydney and is currently based in Sydney.

Katie Miller

Deputy CEO, Regulation, AUSTRAC

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Katie Miller is the Deputy CEO, Regulation, AUSTRAC and has strategic responsibility for AUSTRAC’s regulatory, policy and legal functions. 
Katie has extensive experience exercising regulatory functions and advising regulators at state and federal levels. Katie is a published author on issues involving regulation, law and technology and supports connections between government, practitioners, communities of practice and academia. 

Derek Thompson

Via live link

Best Selling Author, Podcast Host of 'Plain English'

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Few speakers can match Derek Thompson‘s ability to synthesize mega-trends in society, labor, economics, technology, and politics. Put another way: Derek trawls the data sets and does the forecasting and deep reporting necessary to help us better understand how we live, how we vote, how we spend, and how we work.

In his paradigm-shifting #1 New York Times bestseller, Abundance (co-written with Ezra Klein), this award-winning journalist reveals how our policies and culture have pushed us into a world of scarcity (not enough housing, workers, or progress)—and offers a radical new path towards a world where housing is affordable, energy is plentiful, and innovation flourishes across industries.

He shares a compelling vision of a future where we have more than enough for everybody, and a practical, actionable roadmap for how to get there. It starts with taking more risks, building more expansively, and recognizing that we all have the power to create a world of abundance. “Everything’s utopian until it’s reality,” he says.

Carmen Beverley-Smith

Executive Director - Superannuation, Life & Private Health Insurance, APRA

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Carmen joined APRA in March 2023 and holds the role of Executive Director, Life and Private Health Insurance and Superannuation.  

She has had an esteemed career in financial services, spanning over 25 years. She has held diverse leadership roles at Westpac and Commonwealth Bank of Australia, including across risk, transformation and change, product and portfolio development, and sales and service. 

Prior to joining APRA, she held the role of General Manager, Risk Transformation Delivery Integration at Westpac. This involved leading the group-wide implementation of a suite of solutions to uplift risk management capability and develop data, analytics and reporting. 

Carmen leads with a values-driven approach and a particular interest in developing and mentoring talent. 

She holds a Bachelor of Commerce and Accounting, is a certified Chartered Accountant and a Graduate of the Australian Institute of Company Directors. 

Amy C. Edmondson

Novartis Professor of Leadership and Management, Harvard Business School

Sessions

Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.

Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021 and 2023; she also received that organization’s Breakthrough Idea Award in 2019, and Talent Award in 2017.  She studies teaming, psychological safety, and organisational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Her prior books – Teaming: How organizations learn, innovate and compete in the knowledge economy (Jossey-Bass, 2012), Teaming to Innovate (Jossey-Bass, 2013) and Extreme Teaming (Emerald, 2017) – explore teamwork in dynamic organisational environments. In Building the future: Big teaming for audacious innovation (Berrett-Koehler, 2016), she examines the challenges and opportunities of teaming across industries to build smart cities. 

Edmondson’s latest book, Right Kind of Wrong (Atria), builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. First published in the US and the UK in September, 2023, the book is due to be translated into 24 additional languages, and was selected for the Financial Times and Schroders Best Business Book of the Year award.

Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked on transformational change in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller (Birkauser Boston, 1987) clarifies Fuller’s mathematical contributions for a non-technical audience. Edmondson received her PhD in organisational behavior, AM in psychology, and AB in engineering and design from Harvard University.

 

Daniel Mulino MP

Assistant Treasurer and Minister for Financial Services

Sessions

Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Born in Brindisi, Italy, Daniel was a young child when he moved with his family to Australia. He grew up in Canberra and completed his first degrees – arts and law – at the ANU. He then completed a Master of Economics (University of Sydney) and a PhD in economics from Yale.

He lectured at Monash University, was an economic adviser in the Gillard government and was a Victorian MP from 2014 to 2018. As Parliamentary Secretary to the Treasurer of Victoria, Daniel helped deliver major infrastructure projects and developed innovative financing structures for community projects.

In 2018 he was preselected for the new federal seat of Fraser and became its first MP at the 2019 election, re-elected in 2022 and 2025. From 2022 to 2025, Daniel was chair of the House of Representatives’ Standing Economics Committee in which he chaired inquiries; economic dynamism, competition and business formation and insurers’ responses to 2022 major floods claims.

In 2025, he became the Assistant Treasurer and Minister for Financial Services.

In August 2022, Daniel published ‘Safety Net: The Future of Welfare in Australia’, which aims to explore the ways in which an insurance approach can improve the effectiveness of government service delivery.