<a href="https://www.apartments.com.au/developers/mosaic-property-group">Mosaic Property Group</a> has brought forward construction on Madeline by Mosaic, its $270 million, 37-level ultra-luxury tower in Broadbeach, after securing more than $175 million in pre-sales in just three months, the strongest off the plan result recorded on the Gold Coast this year.

Designed in collaboration with Fraser &amp; Partners and built by Mosaic’s in-house construction arm, <a href="https://www.apartments.com.au/new-apartments/madeline-by-mosaic-22-mary-avenue-broadbeach-qld-4218">Madeline</a> will comprise 59 whole- and half-floor residences, several spanning more than 400 sqm, on a site that secures one of Broadbeach’s last remaining protected ocean-view corridors. &nbsp;An extensive suite of health and wellness amenities, conceived to rival a five-star hotel, will further enhance the resident experience.

[smartcode_project:default project_id=150135 project_image_fid=3409]

Mosaic has rapidly expanded its Gold Coast presence, with <a href="https://www.apartments.com.au/new-apartments/madeline-by-mosaic-22-mary-avenue-broadbeach-qld-4218">Madeline</a> marking its 13th luxury project in just six years, an unprecedented run of delivery in one of the nation’s most competitive markets.

Marella by Mosaic in <a href="https://www.apartments.com.au/developments/broadbeach-qld-4218">Broadbeach</a> was completed earlier this year, with Lily by Mosaic, also in Broadbeach, on track for completion in late 2025. Sophia by Mosaic in Palm Beach and Isabel by Mosaic in Burleigh Heads are both advancing their building programs, taking Mosaic’s active Gold Coast construction portfolio to more than $800 million in combined project value. All projects are either sold out or nearing sell-out.

[smartcode_project:default project_id=150135 project_image_fid=3405]

Beyond the Coast, Mosaic is advancing a South East Queensland pipeline worth more than $2 billion, while already having delivered projects valued at over $2 billion.

Founder and Managing Director Brook Monahan said the success of Madeline is a testament to Mosaic’s ability to consistently meet the market through discipline, evolution, a commitment to quality and a customer-first mindset.

&nbsp;

[smartcode_project:default project_id=150135 project_image_fid=3406]

“Our entire model is built on delivering extremely high quality, assurance and certainty," Monahan says.

"We listen, we adapt, and we learn, and that is why our homes resonate so deeply, why our customers return and refer, and why our projects continue to sell out well ahead of completion. Something we continue to work hard towards maintaining and will never take for granted.

“Madeline brings together rare fundamentals, a prime, protected ocean-view site, generously scaled exquisite residences, no more than two per floor, and genuine design integrity. with the confidence that Mosaic will deliver exactly what we promise.”

Monahan acknowledged that while demand is strong, the construction environment remains highly challenging.

“There is no denying that costs, labour, and capacity are still under real pressure. But our integrated model gives us visibility and control across every stage of delivery, and that is how we continue to navigate those headwinds without compromise to quality or certainty for our customers.”

[smartcode_project:default project_id=150135 project_image_fid=3404]

He stated that in this environment, trust is a crucial factor for buyers.

“With so many projects delayed or withdrawn, buyer confidence has been shaken, and they are making a flight to certainty by rewarding developers with a track record of delivery. Madeline’s success is proof that when people trust the developer, they’re prepared to commit early and with conviction. We’ve never gone back to purchasers asking for more money, and that consistency, built on trust, integrity, and authenticity, is what sets Mosaic apart.”

Monahan, who was recently appointed Chairperson of Queensland’s Residential Tenancies Authority, said Mosaic’s growth has never been about chasing volume but about discipline and clarity of purpose.

“We don’t chase every site or every opportunity, we focus only on those that allow us to deliver enduring value. That discipline is why we’ve been able to grow without compromising quality. We don’t overpromise, we don’t cut corners, and we don’t walk away after completion. That consistency gives our buyers confidence, and it’s why they continue to back us.”

Madeline by Mosaic is expected to be completed in early 2028, with remaining residences priced from $3.5m.

[smartcode_project_cta:default project_id=150135]

Joel Robinson

Mosaic fast-tracks construction of Madeline by Mosaic after $175m sales blitz

PQD, a joint venture between Pomeroy Pacific and Quattro Corp, has unveiled <a href="https://www.apartments.com.au/new-apartments/kooyongkoot-hawthorn-148-152-riversdale-road-hawthorn-vic-3122">Kooyongkoot</a>, an exclusive collection of just 18 luxury residences, offering resort-style living on a scale rarely seen in boutique developments.&nbsp;

Located on Kooyongkoot Road within <a href="https://www.apartments.com.au/developments/hawthorn-vic-3122">Hawthorn</a>’s prestigious Scotch Hill precinct, Kooyongkoot brings together a mix of wellness and lifestyle amenities.&nbsp;Residents will have access to a private wellness centre, including infrared and traditional saunas, a massage and therapy room, cold therapy shower, a yoga and pilates studio, and a fully equipped gym.&nbsp;

[smartcode_project:default project_id=102717 project_image_fid=355295]

Beyond wellness, <a href="https://www.apartments.com.au/new-apartments/kooyongkoot-hawthorn-148-152-riversdale-road-hawthorn-vic-3122">Kooyongkoot</a> features a curated suite of lifestyle amenities, from an immersive golf simulator with its own guest viewing lounge to a residents’ retreat designed for entertaining. Additional conveniences include a professional-grade car wash, dog wash station, 24/7 parcel lockers, and expansive private storage rooms for every resident.&nbsp;

[smartcode_project:default project_id=102717 project_image_fid=355296]

"Kooyongkoot represents a shift in how boutique developments are imagined," said Mark Pomeroy, CEO of Pomeroy Pacific.

"We listened closely to what downsizers actually want – not just beautiful interiors, but lifestyle-enhancing amenities without the compromises of high-density living. This is not a project that was simply drawn and delivered. It is the product of dedication, discipline and a desire to create something truly enduring in Hawthorn’s most coveted precinct.”&nbsp;

[smartcode_project:default project_id=102717 project_image_fid=355298]

Designed by award-winning studio <a href="https://www.apartments.com.au/architects/cera-stribley-architects">Cera Stribley</a>, the building blends sculptural architecture with refined materiality. Residences feature oak timber floors, natural stone finishes, V-Zug appliances, and extensive custom detailing throughout. Penthouses elevate the experience further, with private lift lobbies, three-meter ceilings, and rooftop terraces with private pools and panoramic views.&nbsp;

Light and airflow were central to the building's design. A four-storey central garden lightcourt draws natural light and fresh air into every corridor, creating openness and calm throughout. The 18 residences span four floors, with two dedicated lift cores providing discreet access and reinforcing a sense of privacy and exclusivity.

[smartcode_project:default project_id=102717 project_image_fid=355289]

"Designing Kooyongkoot was about achieving intimacy without sacrificing luxury," said Chris Stribley, founding partner at Cera Stribley. "We’ve created spaces that feel expansive, serene, and meaningfully connected to daily life. Wellness, convenience and calm were essential design principles from the beginning.”&nbsp;

Positioned within walking distance of parklands, private schools, Auburn Village and Camberwell Junction, Kooyongkoot offers a rare opportunity to reside in one of Hawthorn’s most tightly held residential enclaves, with the ease and amenity of true resort-style living.&nbsp;

The project is currently under construction, with registrations of interest now being accepted.

[smartcode_project_cta:default project_id=102717]

PQD unveils Kooyongkoot, resort-style living in the heart of Hawthorn

Builder–developer Deicorp has unveiled yet another new apartment development in Greater Sydney.

This time, they’re breaking into the booming Lower North Shore market for the first time with the launch of <a href="https://www.apartments.com.au/new-apartments/falcon-alexander-crows-nest-8-alexander-street-crows-nest-nsw-2065">Falcon &amp; Alexander</a>&nbsp;in Crows Nest.

Named after its location on the corner of Falcon and Alexander Streets, and within walking distance of the Crows Nest Metro, the development has been designed by Turner and will comprise around 212 apartments above a ground-floor retail precinct and a hotel, the latter increasingly forming part of Deicorp’s strategic development mix.

[smartcode_project:default project_id=135323 project_image_fid=351943]

The one-, two-, and three-bedroom apartments positioned around a central atrium and landscaped internal gardens. Higher-level residences will take in views toward Sydney Harbour, while interiors are framed by floor-to-ceiling glazing and finished with a mix of stone, timber and custom joinery.

In addition to the 140 private residences, 48 apartments will be delivered as part of an affordable housing component. A 100-room hotel will occupy the southern corner of the site, with residents accessing a private rooftop garden, dining room, and wellness spaces. Ground-floor activation will include space for cafés and small-scale retail.

[smartcode_project:default project_id=135323 project_image_fid=351927]

Deicorp founder Fouad Deiri said the project marks a new step for the group’s portfolio.

“This is a community we deeply respect, and we’re proud to contribute with a project that reflects the character, energy, and potential of <a href="https://www.apartments.com.au/developments/crows-nest-nsw-2065">Crows Nest</a>,” Deiri said.

“This is an iconic location, and a great location deserves a great design. With Falcon &amp; Alexander, we’re delivering more than just apartments; it will be a new landmark for Crows Next that not only delivers housing but will benefit the community with an activated retail offering."

[smartcode_project:default project_id=135323 project_image_fid=351931]

Deicorp went through several design iterations for Falcon &amp; Alexander, clearing hurdles with both the local council and State Government to get the project to where it is now.

The builder–developer has already commenced construction on the building, one of several Deicorp is delivering across Sydney. The company currently has more than 2,000 apartments under construction, with plans for thousands more in the pipeline.

[smartcode_project_cta:default project_id=135323]

Deicorp launches Falcon & Alexander, Crows Nest apartments

Gold Coast developer <a href="https://www.apartments.com.au/developers/sherpa-property-group">Sherpa Group</a> has made a strong market debut in Brisbane by selling nearly three-quarter of its recently launched South Brisbane apartment development, Symphony.

Sherpa fielded over 3,000 expressions of interest for the development which forms part of Sherpa's burgeoning Flourish brand, aimed at offering a more affordable entry point for first home buyers than what else is on the market.

<a href="https://www.apartments.com.au/new-apartments/symphony-south-brisbane-21-23-cordelia-street-south-brisbane-qld-4101">Symphony</a>, proposed for a prime 1,366sqm site at 21–23 Cordelia Street in <a href="https://www.apartments.com.au/developments/south-brisbane-qld-4101">South Brisbane</a>,&nbsp;will deliver 138 apartments across 25 levels, with 25 of the apartments priced under $1 million.

[smartcode_project:default project_id=7574 project_image_fid=5155]

“The affordability that Symphony presents to residential property buyers has created a remarkable level of enquiry for what we believe is a standout project for the South Brisbane market,” said Sherpa Group founder Christie Leet.

“The Flourish brand has been highly successful for us on the Gold Coast, and it’s evident that Brisbane buyers are equally drawn by the quality and amenity that Symphony offers in one of the most vibrant inner-city locations.”

[smartcode_project:default project_id=7574 project_image_fid=353550]

Sherpa Group has been among the most prolific developers on the Gold Coast in recent years, undertaking 15 projects since 2018.

The company has currently seven projects in Palm Beach, with four of them under the Flourish brand that is delivering affordable beachside luxury for one of the most undersupplied markets on the Gold Coast.

Symphony, which is positioned at the junction of South Bank, West End, and Fish Lane, is located in the heart of Brisbane’s entertainment, dining and leisure precinct. The location also offers exceptional walkability to QPAC, galleries, riverside parklands, the CBD, major universities, hospitals, and transport hubs.

“As our first development for the Brisbane market, we saw this precinct as a strategic location for Sherpa to deliver attainable housing in one of Brisbane’s most connected and culturally vibrant neighbourhoods,” added Leet.

“Our vision for each project is always founded on a sense of community, which is why we have ensured that locals who already know and love this area were prioritised during the early release of Symphony residences.”

[smartcode_project:default project_id=7574 project_image_fid=351653]

Symphony has attracted strong interest from a range of buyers, including first home buyers, downsizers, local owner-occupiers, and investors.

Building on a solid reputation where 100 per cent of projects have been successfully delivered on the Gold Coast, Sherpa Group enlisted architectural firm HAL to design Symphony - envisaging an "architectural gem with activated street frontage and an array of amenities to rival five-star resorts."

Symphony features an expansive rooftop wellness and recreation area spanning more than 1,400 sqm across two levels, with all amenities designed to foster community, connection and wellbeing among residents.

The rooftop will comprise a heated pool, steam room, saunas, and hot and cold plunge pools; work from home spaces, private treatment room, pool deck cabanas and private outdoor BBQ areas; a private dining room and residents’ lounge; a fully equipped gym and yoga studio; and panoramic views of the Brisbane skyline and Mt Coot-tha.

Symphony buyers are given access to a full-time concierge service to provide off the plan assistance and construction updates; hard-hat tours during construction; and post-settlement move-in and appliance induction support.

[smartcode_project_cta:default project_id=7574]

Sherpa locks in $240m of sales at debut Brisbane apartment development Symphony

The well-trodden path to development on the Gold Coast typically involves taking an underutilised site, either a vacant block of land or an ageing low-rise apartment building, and turning it into something new and shiny.

Growing Gold Coast developer <a href="https://www.apartments.com.au/developers/polycell-group">Polycell</a> is taking a different approach. While they are indeed targeting underutilised assets, their focus is on redeveloping existing buildings, specifically ageing holiday resorts.

Polycell’s next project to launch will be the <a href="https://www.apartments.com.au/news/qld/first-look-exclusive-polycell-files-sandpiper-redevelopment-plans-after-owner-buyout">redevelopment of Sandpiper on Old Burleigh Road</a>. The existing 12-level building will make way for a <a href="https://www.apartments.com.au/new-apartments/sandpiper-broadbeach-155-old-burleigh-road-broadbeach-qld-4218">new 52-level tower</a> comprising around 200 two- to five-bedroom apartments. The lower portion of the tower will feature six apartments per floor, while the upper levels will offer a selection of larger residences.

This comes on the heels of their recent approval for the redevelopment of The Voyager Resort, also on Old Burleigh Road, where the 1997 timeshare building will be replaced with a 59-level tower.

Polycell’s debut Gold Coast apartment development, <a href="https://www.apartments.com.au/new-apartments/the-rochester-broadbeach-143-surf-parade-broadbeach-qld-4218">The Rochester</a>, was a more conventional acquisition. They purchased the Vaucluse block, which was easier to redevelop due to the small scale of the original walk-up apartment complex.

Much like The Rochester, Sandpiper will demonstrate Polycell’s commitment to high-level resident amenity. The building will offer three levels of dedicated facilities. The podium level will include a lap pool with floating daybeds, a communal kitchen, dining and lounge areas, a gym with a yoga room, a games room with a golf simulator, and a wellness zone with a spa, hot and cold plunges, and a sauna and steam room.

Levels 33 and 34 will host a residents’ club featuring similar amenities alongside meeting rooms, a two-level club lounge with a spiral staircase, a wine room with adjoining private dining spaces, a library, and a cinema.

Polycell is continuing its strategy of repositioning ageing holiday resorts. Their latest play is on Queensland Avenue, where they’ve been quietly acquiring apartments in the Barbados Holiday Apartments. The early-1980s building sits opposite Federation Park, midway between the beach and the Gold Coast Exhibition Centre.

The developer will no doubt be planning something in line with its three other projects, which together would push Polycell’s total apartment count toward 1,000 since entering the local market in 2023.

Exclusive first look: Polycell ramps up Broadbeach holiday resort buy-up

Company Directors

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McGrath Limited today announced the appointment of an additional non-executive director, Shane Smollen.

Mr Smollen’s appointment follows McGrath posting a significant turnaround with Underlying EBITDA of $3.7 million for the year to 30 June 2020, compared with a loss of $6.4 million in the previous year.

A leading property professional since 1983, Mr Smollen owned one of the country’s leading real estate networks before selling it to McGrath in 2015. Mr. Smollen, who currently holds 7.94% of McGrath’s issued capital, has been advising McGrath’s sales management team over recent months with a focus on productivity and revenue growth.

Chair of McGrath, Mr. Peter Lewis, said “Shane brings to the board an excellent real estate track record with expertise in all aspects of the sector, combined with integrity and insights that will accelerate our profit turnaround and restore shareholder value."

Mr Smollen said “I am delighted to join the board of McGrath, a company that I know well. I believe the group is well placed to take advantage of an expected consolidation of the real estate agency sector.

McGrath has performed significantly better than the market during the year, notwithstanding the ongoing impacts of COVID.

<h2>Recently listed properties:</h2>

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[smartcode_project:default project_id=22699]

[smartcode_project:default project_id=26730]
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j.ballantyne1990-6AQqhLzZaK

McGrath appoints Shane Smollen as non-executive director

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The REIQ membership have voted to change the constitution, mandating two member director positions for women and one for an under-35.
To change the constitution a special resolution requires support from 75 per cent of the membership.
These changes mark a shift for the 100-year-old organisation, signifying a drive to ensure greater diversity in the boardroom and bringing it into line with modern corporate Australia.
“Women make up 50.6 per cent of the population in Queensland and yet they are under-represented at a boardroom level throughout the state,” REIQ Chairman Peter Brewer said.
“Governments and corporations are introducing these targets to ensure that a range of ideas from diverse backgrounds are heard at all levels and the REIQ is among them,” Brewer added. 
In its 100 year history, the REIQ membership has elected only seven women to the Board and only one under-35-year-old Member Director.
This constitutional change reflects the new three-year strategic plan that focuses on being more inclusive and developing a deeper understanding of our membership.
“Like all membership organisations, we are struggling to connect with younger people and we want to make sure that our decisions are made with the entire membership in mind, reflecting the diverse range of voices and experiences in the membership,” he said.
The REIQ CEO is Antonia Mercorella, the first woman to be appointed to the role in its 100-year history.
The REIQ Board already mandates two positions reserved for regional Queensland Member Directors.
The changes to the constitution will roll out over the next two years and be in full effect by 2020.
The REIQ is the peak body for real estate practitioners throughout Queensland, representing more than 15,000 real estate agents, property managers, buyers agents, business brokers, auctioneers and commercial &amp; industrial agents.
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jrobinson-rf4aSBido9

REIQ change the constitution mandating female and under 35 directors

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The PIPA board of directors has elected Peter Koulizos as the association's new chairman, effective 1 December 2017.
Koulizos replaces outgoing chairman Ben Kingsley, who stepped down after five successful years at the helm of PIPA. Kingsley remains on the PIPA board of directors.
Koulizos was first elected to the PIPA board in 2015 and is a South Australian property academic at both TafeSA and the University of South Australia.
Affectionately known as the "Property Professor", Mr Koulizos brings more than 20 years of real estate and investment teaching to the chair position as well as personal experience as a successful investor and property developer.
"I am honoured to be elected as the PIPA chairman, especially as the association is going from strength to strength thanks to the stewardship of outgoing chairman Ben Kingsley over the past five years," Koulizos said.
"While PIPA's membership and brand is growing solidly, our fight for regulation in the property investment advice space continues with far too many investors still losing significant sums of money due to unscrupulous spruikers masquerading as advisers."
Koulizos' aims for 2018 includes a greater focus on the education of PIPA members to ensure they continue to uphold the very high expectations of all of their clients and to set the benchmark for property investment advice best practice.
Melbourne-based PIPA board director David MacMillan has been elected as the association's deputy chairman.
The PIPA board also elected Sydney-based Paul Glossop to the board of directors. Mr Glossop is a licensed buyers' agent and also has formal qualifications in education and architecture.
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PIPA elects Peter Koulizos as board chairman to battle for property punters interests

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ASIC has disqualified Nathan Tinkler, Donna Dennis and Troy Palmer from managing companies for between three and four years for multiple serious failures in their duty as directors.
Tinkler's three-years and nine-months disqualification follows the appointment of liquidators to 11 companies he managed:
<ul>
<li>Ocean Street Holdings Pty Ltd</li>
<li>Tinkler Group Pty Ltd</li>
<li>Tinkler Group Holdings Administration</li>
<li>Monegeetta Holdings Pty Ltd</li>
<li>Patinack Farm Holdings No 4 Pty Ltd</li>
<li>Patinack Farm Holdings No 8 Pty Ltd</li>
<li>Thoroughbred Administration Pty Ltd</li>
<li>Aston Metals Limited</li>
<li>Patinack Farm Administration Pty Ltd</li>
<li>Mulsanne Resources Pty Ltd</li>
<li>Supercar International Holdings Ltd</li>
</ul>
Dennis' three-year disqualification follows the appointment of liquidators to nine companies she managed:
<ul>
<li>Ocean Street Holdings Pty Ltd</li>
<li>Thoroughbred Administration Pty Ltd</li>
<li>Hunter Sports Special Events Pty Ltd</li>
<li>Tinkler Group Pty Ltd</li>
<li>Tinkler Group Holdings Administration Pty Ltd</li>
<li>Monegeetta Holdings Pty Ltd</li>
<li>Patinack Farm Holdings No 4 Pty Ltd</li>
<li>Patinack Farm Holdings No 8 Pty Ltd</li>
<li>Newcastle Jets Football Operations Pty Ltd</li>
</ul>
Palmer's three-years and nine-months disqualification follows the appointment of liquidators to nine companies he managed:
<ul>
<li>Thoroughbred Administration Pty Ltd</li>
<li>Newcastle Jets Football Operations Pty Ltd</li>
<li>Ocean Street Holdings Pty Ltd</li>
<li>Aston Metals Limited</li>
<li>Patinack Farm Administration Pty Ltd</li>
<li>Mulsanne Resources Pty Ltd</li>
<li>Supercar International Holdings Ltd</li>
<li>The Supercar Club Pty Ltd</li>
<li>TSCCF Pty Ltd</li>
</ul>
As a result of information contained in reports provided by the liquidators of the failed companies, ASIC was concerned Tinkler, Dennis and Palmer had:
<ul>
<li>failed to prevent the companies from trading while insolvent;</li>
<li>failed to ensure the companies paid their taxes;</li>
<li>failed to discharge their duties as a director; and</li>
<li>allowed one of the companies to deliberately operate at a loss.</li>
</ul>
Tinkler and Palmer were each disqualified from managing companies for three years and nine months, effective from 18 May 2017 and 12 May respsectively. Ms Dennis has been disqualified from managing corporations for three years, effective from 22 May 2017.
ASIC Commissioner John Price said the disqualifications imposed on these directors should highlight the consequences that can follow when companies are poorly managed.
"ASIC will seek to hold company directors accountable if they systemically fail to discharge their obligations when managing companies."
Section 206F of the Corporations Act allows ASIC to disqualify a person from managing corporations for up to five years if, within a seven-year period, the person was an officer of two or more companies, and those companies were wound up and a liquidator provides a report to ASIC about the company’s inability to pay its debts.
ASIC also maintains a public register of banned and disqualified persons that provides information about people who have been:
<ul>
<li>disqualified from involvement in the management of a corporation;</li>
<li>disqualified from auditing self-managed superannuation funds (SMSFs); or</li>
<li>disqualified from practising in the financial services of credit industry.</li>
</ul>
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Nathan Tinkler, Donna Dennis and Troy Palmer banned by ASIC from managing companies

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<img src="https://counter.theconversation.edu.au/content/68068/count.gif?distributor=republish-lightbox-basic" alt="The Conversation" width="1" height="1">
GUEST OBSERVER
Company directors who don’t properly consider climate related risks could be liable for breaching their duty of due care and diligence, a new legal opinion has found. 
Although the alarm for business leaders has been sounding for some time, the release of the opinion by senior barristers and leading solicitors confirms the potential liability for Australian company directors.
Australian companies are particularly exposed to the physical, transition and liability risks posed by climate change. The Paris Climate Agreement, which comes into force today, brings the transition risks (and opportunities) forward, given the policy and business changes necessitated by the agreement’s commitment to a sustainable economy.
Directors’ liability hinges on the foreseeability of risks or opportunities material to the best interests of the company. Courts have long experience of finding fault for inadequate responses to foreseeable risks, even where there is supposed uncertainty. Examples of this are when health risks associated with HIV and asbestos were improperly understood or managed. A defendant can be liable even though they are ignorant, if a reasonable person would have known about them. 
Some corporate leaders might want to hit the snooze button again, but today’s challenges to business as usual are acute. The long foreseen economic and environmental impacts of a changing climate are intensifying. Legally, any excuse that prior uncertainty about the science or impacts of climate change may have previously afforded directors has expired. 
Corporate leadership ignoring interdependent economic, social and environmental risks and drivers of value has never been a sustainable long term strategy. Here are four reasons why there is only upside for business leaders to change course:
1. Markets are supporting the transition
Investors are demanding better information about companies’ carbon emissions and risk management strategies so they can properly understand the near and long term prospects of the companies they are investing in. Increasingly, they are getting it. Large institutional investors like BlackRock have led the charge on board-level management of climate and other sustainability risks.
Underpinned by better information, new opportunities are being supported by financial instruments such as green bonds or government backed financing for clean technology or renewable energy projects. Such instruments help capital flow towards investments that are consistent with decarbonisation of the economy in the longer term. 
These initiatives are being reinforced by economy-wide measures like carbon pricing schemes to ensure that market prices reflect true costs of emissions-intensive activities. The latest example is Canada’s decision to impose a benchmark price on carbon pollution. 
Under this plan, Canadian provinces can decide how the revenue raised is spent, but are required to have an effective price of C$10 per tonne of carbon pollution in 2018, rising by C$10 each year to C$50 per tonne in 2022. 
2. Risk disclosure will improve and converge
Michael Bloomberg’s Taskforce on Climate-related Financial Disclosureswill update its (voluntary, business-led) framework for climate risk disclosure in December 2016. This is the next step in accelerated global efforts to increase transparency of physical, liability and transition risks. 
In Australia, enhanced ASX guidelines, which commenced in July 2014, require listed entities to disclose any exposure to economic, environmental and social sustainability risks, and how such risks will be managed. 
Calls to renew the lapsed Senate Economics Committee inquiry into carbon risk disclosure have been answered; the committee will report in early 2017.
However, significant issues remain around consistency and comparability of disclosures. The level of variation of disclosure of carbon-related and other sustainability risks by entities in the same sector, including Australia’s banks, is concerning. 
3. Regulators are focusing more on climate risk
Global regulators are stepping up supervision of firms exposed to disruptive climate related changes in asset prices, technology, and policy. Bank of England Governor Mark Carney, said that regulators and investors expect much more than “static” disclosure of risks.
Australian regulators are sending similar signals that more sophisticated stress testing and scenario-based analysis of climate related risks will be par for the course.
4. Better political dynamics
With the Paris targets locked in, more ambitious national policy settings needed to deliver them will not be far away. Years of policy reversals and missteps domestically and globally have been replaced by the policy certainty business craves. 
Pressure from Australian businesses for the government to take ambitious commitments to Paris in 2015, including through the Australian Climate Roundtable, is a sign the game has shifted, albeit after years of diversion and delay for which business leaders share some responsibility. 
This trend was reinforced when NSW became the latest state governmentto commit to a net zero emissions target by 2050. Policy changes inevitably create transition risks. But by supporting the implementation of effective, proactive policy, business can reduce the risks of sharper and unpredictable responses later.
Corporate governance will be tested against this backdrop. The implications are clear: at a minimum, where they are not already, climate and other sustainability issues must be elevated to the board level. Boards must establish the information channels, governance processes and technical capabilities. They must also be able to cultivate shareholder support for effective long-term strategies, rather than short-term sugar hits.
The coming into force of the Paris Climate Agreement promises to be a historic global tipping point in accelerating the transition to a net zero carbon economy. The release of this legal research on directors’ duties is a timely and powerful reminder of the risks, opportunities – and responsibilities – which Australian company directors face in addressing this challenge.
Travers McLeod is honorary fellow in the School of Social and Political Sciences, University of Melbourne and can be contacted <a href="https://theconversation.com/profiles/travers-mcleod-44584" target="_blank">here</a>.
John Wiseman is professorial fellow, University of Melbourne and can be contacted <a href="https://theconversation.com/profiles/john-wiseman-252" target="_blank">here</a>.
Both are authors for The Conversation.
</body></html>

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