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Credit Union Australia Ltd is a member owned organisation. We report against the ASX Corporate Governance Principles and Recommendations.

Lay solid foundations for management and oversight

Our Board is responsible for developing and guiding a viable, mutually owned business that delivers on the Purpose of helping every Australian own their own home.

The Board provides oversight and guidance to the leaders of the organisation. The Board Charter and Board Instrument of Delegations set out the respective roles and responsibilities of both our Board and leaders.

Our Constitution outlines the process by which directors are appointed, including how our members can nominate to join the Board. Should an election of directors be required at the Annual General Meeting (AGM), members are provided with information to assist them in determining their voting preference.

Each year, we evaluate the performance of the Company, the Board as a whole, and each individual Director.

Structure of the board

Each director’s experience, committee memberships, other directorships and length of service, is published on our website. The Board has established three committees to support its governance. Each committee has a Charter defining its roles and responsibilities and is comprised of independent directors. The Audit and Risk Committees must be chaired by an independent, non-executive director other than the Chairman of the Board.

The number of Board and Committee meetings conducted, as well as the attendees at those meetings is disclosed in the Annual Report.

Act ethically and responsibly

Our expectations on culture and values are driven by our Purpose and our code of conduct, Ethics and Integrity in Practice.

Safeguard integrity in corporate reporting & make timely and balanced disclosure

Our Executive leaders provide the Board with an annual declaration that, in their opinion, our financial records have been properly maintained and:

  • That the financial statements comply with the appropriate accounting  standards;
  • Give a true and fair view of our financial position and performance; and
  • That the opinion has been formed based on a comprehensive and effective system of risk management and internal control.
Respect the rights of security holders

As its owners, our members are welcome to attend and vote at the AGM. They can also access information about our governance on our website, or by contacting the Company Secretary. Members have the right to opt in or out of receiving information and/or notifications about our governance and corporate life.

Recognise and manage risk

Our Risk Management Framework follows the Three Lines of Defence model.

The Board reviews the Risk Appetite Statement and Risk Management Strategy annually.

The Board Risk Committee, along with the Remuneration & Nominations Committee, have oversight of our risk culture. We always look to work towards our purpose, this is why we exist and this sets how we interact with all of our stakeholders.

Remunerate fairly and responsibly

The Remuneration & Nominations Committee oversees our remuneration framework. Other key matters addressed by the Remuneration & Nominations Committee are as follows:

  • Corporate Culture
  • Talent & Succession planning
  • Learning & Development
  • Safety Health & Wellbeing
  • Board & Director matters
Manage business disruption

Our Board Risk Committee has oversight of the Business Continuity Plan, along with any increased risk management activities implemented as a result of local or global events - such as COVID-19. It is also responsible for managing potential disruption to business operations and establishing enhanced reporting measures to ensure that our Board remains fully informed.

Our Board is responsible for safeguarding the governance and viability of the Great Southern Bank, including any re-assessment of the Great Southern Banks’s strategic direction.

Board committees

  Remuneration &
Nominations Committee
Risk
Committee
Audit
Committee
Chair Paul Bedbrook Deborah O`Toole Wayne Stevenson
Members Nigel Ampherlaw
Louise McCann
Kyle Loades        
Kyle Loades
Louise McCann
Wayne Stevenson
Deborah O`Toole
Kyle Loades

We ensure that our Corporate Governance Framework remains fit for purpose. However, these policies, rules, procedures and processes are not a substitute for a Board, leadership team and team members focused on ‘doing the right thing.’ Over and above Corporate Governance, our Purpose is the centre of all we do and determines our unique culture.