ASX boards are sharpening expectations of senior leaders. The focus is evidence, not assertion. The executives who earn confidence link strategy, risk, culture and cash to clear outcomes. They deliver assurance across financial and sustainability reporting, treat stakeholder engagement as governance, and build a diverse, succession‑ready bench. These are the core ASX board expectations for C‑suite executives.
➜ Governance is performance. Clear controls and verified reporting build trust and meet ASX board expectations for C-suite executives
➜ Stakeholder engagement must inform strategy, risk and capital decisions
➜ Cyber, operational and climate risk capabilities are non negotiable for senior leaders
➜ DEI and pay equity transparency are now part of performance and reputation
➜ Succession is continuous. Skills matrices, depth charts and targeted development create resilience at the top
Boards expect verification of key reports and audit‑ready sustainability disclosures. Leaders must integrate finance, risk and sustainability data into one narrative with clear controls and a plan to close gaps. This is central to ASX board expectations for C‑suite executives.
Signals boards look for
Stakeholder relationships are a governance discipline. Boards want structured engagement that links to strategy, risk appetite and capital allocation. This is a consistent theme within ASX board expectations for C‑suite executives.
Signals boards look for
Board risk agendas have widened. Cyber readiness, operational resilience, business continuity, and climate risk are front of mind. Executives are expected to own quantified scenarios, run response exercises, and strengthen supplier and data chain controls. Risk mastery sits at the heart of ASX board expectations for C‑suite executives.
Signals boards look for
Public gender pay gap reporting has lifted scrutiny. Boards want credible action plans, pipeline data, and measurable improvements. Progress on DEI is now part of ASX board expectations for C‑suite executives.
Signals boards look for
Investor scrutiny of pay remains strong. Boards seek remuneration frameworks that drive long‑term performance, reflect risk outcomes and avoid windfalls. Clear explanations of gateways, deferral, and malus or clawback are expected. This clarity in pay design matches ASX board expectations for C‑suite executives.
Signals boards look for
AI adoption is increasing along with community expectations. Boards want a clear AI risk framework covering privacy, model risk, bias, IP and supplier controls. Thoughtful adoption and strong oversight are now part of ASX board expectations for C‑suite executives.
Signals boards look for
Boards want evidence, not assertions. The following artefacts strengthen a candidacy and align with ASX board expectations for C‑suite executives.
Treat succession as continuous. Maintain a live skills matrix for the board and the C‑suite. Refresh it after strategy shifts, acquisitions, divestments, or major incidents. These disciplines reflect ASX board expectations for C‑suite executives.
Map successors for CEO, CFO, COO, CRO, CISO, and other critical roles. Plan for immediate, 90‑day, and 12‑month scenarios. Pair each with targeted development and external market mapping where the bench is thin.
Address bottlenecks in COO, CFO, and GM roles that feed CEO succession. Use rotations, P&L ownership, and crisis simulations to build readiness. Set diversity goals for the pipeline, not just destination roles.
Priorities for 2025 include financial stewardship with sustainability reporting competence, cyber and operational resilience, supply chain risk, AI governance, and communications under scrutiny. Build these into leadership development with measurable milestones.
Unexpected departures happen. Maintain access to interim executives and chairs who can stabilise operations while a permanent search is run. This practical readiness aligns with ASX board expectations for C‑suite executives.
How does Galvin‑Rowley Executive help ASX boards future‑proof leadership teams?
We combine market mapping with rigorous assessment and transparent documentation. Our shortlists show cultural and strategic alignment and the evidence behind it, matched to ASX board expectations for C‑suite executives.
What makes Galvin‑Rowley Executive’s succession planning effective for listed companies?
We build a live view of your leadership bench and the external market. We translate skills matrices, depth charts, and development plans into clear, human summaries directors can use.
Can Galvin‑Rowley Executive help us assess candidates on AI governance and privacy?
Yes. We design assessments that probe data stewardship, AI risk controls and decision rights. Results are presented in plain language suitable for board papers.
How do you approach DEI and pay equity without losing performance focus?
We link DEI to risk and value creation. We measure pipeline and pay equity, then report progress in simple terms to guide decisions.
We design board, executive, and interim appointments that balance cultural fit with governance, risk, and performance requirements. Our process aligns leadership capabilities to strategy, builds diverse shortlists, and mitigates hiring risk through rigorous assessment and market referencing. We also support clients with succession mapping and targeted leadership development planning.
To discuss your specific requirements, contact our Director Jen Galvin-Rowley for a confidential discussion on 0410 477 235 or jen@galvinrowley.com.au
Galvin-Rowley Executive is a boutique Executive Search & Advisory firm with 30+ years of experience partnering with clients across Board, CEO, C-Suite and Senior Management roles.
