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Executives who become directors must see things differently so they can think differently and behave differently. This course will assist in the development of new leadership expertise, setting the right culture and tone from the top and working through others requiring an adjustment from an action orientation to one of influencing, guiding and mentoring. WHO IS THIS COURSE FOR? Senior executives and newly appointed directors. HOW WILL THIS COURSE BENEFIT ME? Upon completion of The Director Mindset, participants should be able to: i. Consider the differences in thinking like an executive to thinking like a director; ii. Consider the transition needed for collective / consensus decision making in a board environment; iii. Develop skills in applying collective decision making; iv. Examine the issues that may give rise to conflicts of interest for directors and the ways they may be handled; v. Identify key practices for a director to add value to board decision making. COURSE OUTLINE You will work through the following sections: i. Self-knowledge and it’s link to prospective board positions and your ‘brand’ as a director; ii. Director vs executive thinking; iii. The importance of changing mindsets; iv. Director and board decision making; v. Managing conflicts of interest.

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.

Board reporting is the provision of information to a board of directors. Best practice board reporting properly enables directors to comply with and carry out their statutory and common law duties and to make optimum decisions on behalf of their organisation. Without relevant, appropriate and consistent quality board reporting, boards are not able to properly fulfill their regulatory, decision making, leadership and oversight obligations. The aim of this course is to provide participants with an understanding of processes, techniques and issues involved in preparing papers and reporting to boards. LEARNING OBJECTIVES 1. Examine the importance of board reporting (i.e. s180 and related compliance issues) and identify different types of “reporting”. 2. Identify the process and challenges of preparing and delivering board papers. 3. Understand the information flow to and from the board, in order to achieve a correct balance of information. 4. Recognise the relationship between board reporting, corporate strategy and the process of balancing a strategic agenda to address the board’s priorities.

With increasing global focus on climate change and sustainability, companies across the world are being held to higher standards of accountability for their environmental impact. In Australia, the regulatory landscape for climate reporting has seen a significant shift, driven by the need for transparency and compliance with international benchmarks. This introduction provides an overview of the new climate reporting obligations and the importance of sustainability reporting in today’s corporate governance framework. The aim of this course is to equip governance professionals with the knowledge and tools necessary to navigate climate-related financial disclosure requirements. LEARNING OBJECTIVES 1. Understand Australia’s new mandatory climate-related financial disclosure requirements, including the Treasury Laws Amendment Bill 2024 and associated regulations. 2. Apply practical tools and methodologies to prepare sustainability reports that comply with both national and international climate reporting standards. 3. Develop and implement data collection, reporting, and compliance strategies, ensuring the accuracy and reliability of climate-related financial disclosures. 4. Align governance, risk management, and reporting frameworks with Australia’s new climate-related reporting obligations, ensuring that climate risks are managed holistically alongside other business risks.

Meetings provide a means for collaboration, communication and decision making every day in organisations. Decisions are made in meetings that form the basis of actions going forward. Effective minutes are essential as an accurate reflection of the outcomes of a meeting. This course will develop the knowledge and skills of minute taking necessary to prepare, review and sign-off on meeting minutes that are accurate, objective and ‘a true reflection’ of the meeting decisions. The aim of this course is to equip participants with best practice knowledge and minute taking skills. LEARNING OBJECTIVES 1. Identify the purpose, function and legislative requirements of minutes. 2. Define the role and responsibilities of the minute taker. 3. Examine best practice in minute taking. 4. Explore technology advancements that assist the minute taker to improve their efficiency or accuracy in undertaking their responsibilities.

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 provides a comprehensive exploration of stakeholder engagement, equipping participants with the knowledge and skills to effectively manage stakeholder relationships. Key theories, process and tools are explored to build capability in identifying and analysing stakeholders, designing engagement strategies and understanding the significance of their roles on organisational success. Participants will also explore the dynamics of power in stakeholder relationships, how power can be subtly or overtly applied within stakeholder interactions, and strategies for managing resistance and change. Building and maintaining trust is a key focus, as is preparing participants to engage in negotiation tactics and achieve favourable outcomes. By the end of the course, participants will be equipped to navigate complex stakeholder scenarios with confidence, drawing on relevant strategies to provide insightful recommendations to meet their organisational needs. LEARNING OUTCOMES • Justify and explain the use of stakeholder engagement tools and processes to support organisational priorities. • Critically analyse complex stakeholder engagement matters and provide recommendations using relevant theories and processes. • Effectively communicate solutions to stakeholder engagement challenges. ASSESSMENT The micro-credential assessment strategy offers participants a choice in how they demonstrate their achievement of the learning outcomes, allowing them to tailor their assessment experience based on their unique goals and preferences. When completing the assessment for a micro-credential, students will have the choice between the following options: Part A – Participants complete an authentic assessment aligned to the intended learning outcomes. OR Part B – Participants curate a portfolio of evidence demonstrating how they have met the specific capability in their professional practice, along with a recorded testimony explaining how the portfolio addresses the criteria for the credential. PLUS Part C – Regardless of whether option A or B is selected, students will also complete a reflective piece that considers their learning experience and how they have, or intend to, apply their learning in their professional practice. Upon successful completion of the assessment, a digital badge will be awarded by My eQuals.

Environmental, Social & Governance (ESG) is an external framework used by investors and stakeholders to assess a company's performance considering three key areas: environmental, social and governance practices: Environmental: Evaluates a company's impact on the environment, including climate change, resource depletion, pollution, and waste management practices. Social: Focuses on a company's relationships with its people and society, including labour practices, diversity and inclusion, community engagement, human rights, and product safety. Governance: Assesses the effectiveness of a company's leadership, board structure, risk management practices, ethical conduct, and transparency. The aim of this course is to provide a foundational understanding of ESG principles and their application in governance. This course will explore the core concepts and professional practices of ESG, and how to develop an ESG mindset within governance roles. The learning objectives are to: 1. Define and explain the three pillars of ESG (Environmental, Social, and Governance). 2. Analyse the impact of ESG on businesses, investors, and stakeholders. 3. Develop critical thinking skills to apply ESG concepts to real-world scenarios.

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.

Crises are inevitable. With directors facing two or three crises during a normal board tenure, it is imperative that leaders are equipped with the necessary skills to steward their organisations effectively through the storm. PURPOSE The purpose of this course is for directors to develop crisis management skills during a crisis situation and enhance decision making under stress. LEARNING OUTCOMES i. clarify the board's role in crisis management; ii. appraise the key components to governing during a crisis; and iii. explore the impact on board decision making in times of stress.

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.