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The aim of this course is to provide practical information about how directors can identify and manage conflicts of interest to effectively govern their organisation for the maximum benefit of their stakeholders. You will learn how to analyse the factors that constitute a conflict of interest, plus the ways to manage and monitor this conflict on an ongoing basis.

The course is designed for aspiring and existing directors with a non-financial background. It simulates the role of the director in assessing and maintaining the financial integrity of the organisation.

The purpose of this course is to highlight the crucial solvency related issues that need to be at the forefront of directors' minds in an uncertain, challenging and/or rapidly changing environment. It provides guidelines around how to plan for the business, as well as analyse financial reporting and risks. It also looks at ways to transform the business and, if insolvency is imminent, what to do. By the end of this course, participants will be able to: 1. Explain how the board may need to modify how it works with management when the business is in financial distress; 2. Explain what needs deeper analysis in financial reports when solvency is a concern; and 3. Explain the insolvency process.

This course is designed to provide you with an opportunity to build your knowledge of preparing to sell a business. It will highlight the key stages of the sales process, focusing primarily on sale preparation to maximise value. It will also take into consideration what the impact of crises could be on your plans. By the end of the course, you will be able to: 1. Identify the primary considerations to maximise value when preparing a small/medium business for sale; 2. Understand the primary method of valuation when considering a business sale; and 3. Explain the steps of the sales process for a small/medium business.

This course introduces corporate governance to new or aspiring non-profit directors. It is designed for individuals who have not been a director, or who have limited board experience.

The purpose of this course is to build on a board's foundation of courage, resililence and capability by imparting tools and methodologies to assist in directing a business through uncertain times. By the end of this course, you will be able to: 1. Understand the board's role in driving innovation; 2. Evaluate and assess strategy and risk in the context of the current environment with respect to change, disruption and innovation; and 3. Appreciate the need to potentially re-evaluate risk appetites to support effective innovation in a highly dynamic environment.

Throughout the course, you will learn how your board can become more strategic, creative, and future-orientated without sacrificing your monitoring and compliance roles. You will also hear what successful chairs of major companies, as well as smaller private organisations, do to make thier board meetings more effective.

This course will cover: 1. The role of ethics in board processes and interactions; 2. Ethical principles, considerations, framework, duties and reporting; 3. The four lenses through which ethical issues and dilemmas can be viewed; and 4. The Ethic Centre’s five phase process for board decision-making.

The purpose of this course is to understand key terms and concepts in the cybercrime landscape and outline the board's role in effectively discharging its cybersecurity responsibilities.

The aim of this course is to review the key elements of corporate governance, what activities boards and directors undertake to improve governance in their organisation, and address some of the complexities. It seeks to bridge the gap between theory and practice and to increase your understanding of contemporary corporate governance.

Stakeholder governance marks a major shift in boardroom organisation. Rather than prioritising shareholder interests, successful boards in 2023 are working to balance long-term profitability with positively impacting their community. This community includes employees, suppliers, customers, shareholders and more. Boards need to recognise the interests of all stakeholders and prioritise sustainability and improved performance in their governance strategies. This factor has taken on increased significance both for board success and board investors this year. Boards in PNG need to acknowledge that times are changing and develop effective strategies for their stakeholder engagement. Is your organisation operating in a responsible manner on behalf of all stakeholders? Join us as we discuss all of this and more.

Companies that create a more diverse, equitable, and inclusive culture don’t merely benefit their employees; they also tend to outperform peers. We believe DEI is a journey, not a destination; we’ll help you embed more equitable practices across your organisation, with powerful results for your bottom line and the health of the communities you serve.