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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.

This course highlights the importance of a customised risk management framework that underpins an organisation’s strategic objectives. An organisation’s risk management framework is a critical tool in achieving objectives and effective decision making. The aim of this course is to maximise an organisations risk management framework for achievement of strategic objectives and navigation through periods of uncertainty. LEARNING OBJECTIVES 1. Define relevant risk terminology and recognise the importance of organisational understanding of risk terminology. 2. Examine the benefits of a comprehensive and fit-for-purpose risk management framework. 3. Recognise the importance of leveraging a well-defined risk management framework for effective decision making across an organisation. 4. Interpret the risk culture impacts on the success of a risk management framework.

This course is about helping organisations navigate risk and uncertainty by enhancing risk governance. It examines how integrating risk governance with organisational risk management processes can improve risk oversight and risk-based decision making. Throughout the course, participants will evaluate the strengths and limitations of current approaches to risk governance and risk management. The aim of this course is to enable governance professionals to develop risk governance practices that enhance risk-based decision making and risk oversight in organisations. LEARNING OBJECTIVES 1. Understand how risk governance relates to risk oversight and risk-based decision making. 2. Explore how risk governance and risk management processes work together to support risk oversight and risk-based decision making. 3. Appreciate the strengths and limitations of different approaches to risk governance and risk management. 4. Apply concepts learned to improve risk oversight and risk-based decisions in a case study.

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.

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.

It is important for any director or committee member (including volunteers) to understand the nature of any NFP (not-for-profit) entity they become involved with, as the legal and other consequences, including financial reporting requirements, can differ depending on the legal framework involved as well as the size of the respective NFP entity. Potential personal liability for the debts of an entity if it trades while being insolvent (whether knowingly or otherwise) exists for directors regardless of whether the entity is a for-profit or an NFP entity. This course aims to show participants how to analyse the performance of a company using its three financial statements. The key objectives are to: 1. outline the legal frameworks NFP entities operate within; 2. outline the accounting concepts and principles upon which the preparation of financial statements are based; 3. recognise how accounting standards create some limitations in the preparation of financial statements; 4. understand links between the financial statements; 5. help you understand the context relevant to your own organisation.

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.