Accountability within leadership is supported by a clear division between board oversight and executive management, alongside a board that is largely independent.

Leadership behaviour is further shaped through incentive structures that link executive performance to financial, safety, and sustainability outcomes. By maintaining dedicated board committees and producing detailed ESG disclosures, BHP signals ethical standards and sustainable practices are central expectations for leaders across the organisation.

The following development goals are proposed:

1) Improve clarity and consistency in stakeholder communication

Strengthen leadership capability in explaining sustainability, safety, and community impacts through more frequent and user‑friendly stakeholder communications, helping to build trust and reinforce accountability.

2) Deepen leadership capability in ESG and long-term risk

Implement targeted leadership development focused on emerging ESG risks (climate policy shifts, human rights) to ensure leaders consistently embed governance values into strategic and operational decisions.

Targeted leadership development could further strengthen this alignment in a complex and highly monitored operating environment.

Nine Entertainment’s leadership–governance alignment appears strained, as the company’s stated governance values of transparency, accountability, respect and ethical conduct have not consistently been reflected in leadership behaviour. This has been evidenced by the findings of the independent culture review. While the Board was publicly committing to strong governance standards, the review identified patterns of bullying, discrimination, and misuse of power within parts of the organisation, suggesting that leadership practice has not fully embodied the ethical expectations set out in Nine’s governance framework.

A time of change may be occurring with the new reconstituted Board including a new Chairperson making a decision to release the Cultural Review report in full and commit to implementing all recommendations demonstrates a renewed effort to restore alignment between leadership behaviour and ethical governance. This willingness to confront cultural shortcomings and introduce reforms—such as leadership coaching, clearer accountability mechanisms, and cultural performance metrics shows that Nine is actively working to close the gap between its governance aspirations and day‑to‑day leadership conduct.

Key Leadership Development Goals would include:

1. Embed consistent leadership accountability by introducing a transparent behavioural scorecard tied to performance reviews and incentives, ensuring leaders are held responsible for modelling ethical and respectful conduct.

2. Strengthen ethical and inclusive leadership capability through mandatory advanced training in psychological safety, anti‑bullying policies and practices, and ethical decision‑making, supported by regular cultural pulse surveys to track behavioural improvement over time. I would also recommend KPI setting including demonstration of ethical leadership.