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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.

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 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.

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 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.

PART I - BUILDING INTEGRITY This course is designed to address issues of conduct and culture in the insurance industry. It intends to outline and address behavioural issues that can result in poor outcomes for customers. It is targeted at insurance professionals of varying levels and applies across multiple insurance sectors and regions.  By the end of this short course, you should be able to: 1. consider the consequences of every customer interaction; 2. explain what good outcomes for customers are; 3. value the importance of providing services that are fit for purpose; 4. behave ethically and fairly when making decisions. PART II - THE ROLE OF THE BOARD IN INSURANCE AND REINSURANCE

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 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 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.

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.

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.