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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 module will equip you with the skills and knowledge to accurately interpret the three main financial statements (Balance Sheet, Income Statement and Cash Flow Statement), increasing your confidence to make informed and prudent financial decisions that will increase the value you add to your board and organisation.

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 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.

Ethical issues confronted by directors vary in complexity. Some relate to organisational matters, while others are of broader societal concern. To resolve ethical issues in the boardroom, you need a mechanism that is more reliable than your intuition about what is ‘right’ and ‘wrong’. Whether making one-off decisions or meeting ongoing challenges, preparation is the key to navigating ethical issues relating to people, relationships and perspectives. Ethics in the Boardroom is a unique course designed in collaboration with The Ethics Centre to help you examine ethical decision-making through four distinct lenses and provides a five-step decision-making framework to apply for each lens. COURSE COVERAGE: 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. A five phase process for board decision-making.

This micro course will help strengthen your strategic decision-making ability so your board is ready for what the future holds. Using the latest global research and insight from entrepreneurs and thought leaders, you’ll explore the elements of effective strategic decision-making and practical solutions to overcoming common challenges. OBJECTIVES 1. Identify the components and processes involved in effective strategic decision-making 2. Examine the challenges that could impact your board’s strategic decision-making 3. Apply techniques to strengthen the quality of strategic decisions BENEFITS This session is delivered by experienced directors, using up-to-date, real-world scenarios to help you understand the importance of the strategic decision-making process, and how it contributes to short term and long term goals. Drawing on global insights that take in the post-Covid landscape, you’ll leave with practical techniques to develop your own competencies and improve the effectiveness of your board, senior managers or other key decision makers.

Fraud is a risk to both the profits and reputation of all organisations - and it is a risk that is increasing in current economic conditions. This inter-active session focuses on the role of the board of directors in fraud prevention and detection. It addresses both occupational fraud and the main threats from cybercrime, it discusses recent cases and the lessons that can be learned therefrom and provides practical tips for mitigating fraud risk. It is highly topical and very relevant to directors today. OBJECTIVES 1. Enable directors to discharge their duties around corporate fraud 2. Gain a better understanding of the key anti-fraud prevention and detection controls 3. Raise awareness of internal and external fraud threats and the prime indicators of risk 4. Consider the modern financial crime threat landscape and the dangers of bribery and corruption 5. Discuss and learn from recent fraud cases BENEFITS The course examines occupational fraud and the main threats from cybercrime - as well as discussing recent cases and the lessons that can be learned - and provides practical tips for mitigating fraud risk. It is highly topical and very relevant to directors, given the likely changes to corporate reporting with a new requirement for directors to report on the actions they have taken to prevent and detect fraud.

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.

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 micro course explores typical behaviours and dynamics exhibited round the board-room table. It explores the way people often behave and identifies the positive dynamics that lead to better outcomes for the board members and the organisation. OBJECTIVES To enable directors and aspiring directors to be able to 'read the room' in board meetings, better understanding colleagues' behaviours and the resulting dynamics that they experience. BENEFITS Gain a better understanding of the behaviours that directors knowingly and unconsciously adopt in board and leadership meetings, along with a greater confidence to take both an active role in these meeting and contribute to more positive dynamics.

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.

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. COURSE COVERAGE 1. Corporate governance 2. Non-profit governance principles 3. Governance issues critical to success LEARNING OBJECTIVES 1. Identify current issues facing non-profit boards in PNG 2. Examine the board's role in adapting to strategic challenges 3. Outline the board's role in relation to sustainability, strategy and risk

Cyber security governance is a suite of documents and processes used to manage and oversee organisation cyber security strategies to protect data and information systems. It involves creating policies, procedures, and controls to ensure data confidentiality, integrity, and availability. It is essential for businesses to prioritise cyber security to protect their assets and maintain operations to acceptable levels aligned to their objectives and risk positions. The aim of this course is to provide an understanding of the principles and methods of cyber security governance and the knowledge and skills needed to effectively manage cyber threats. LEARNING OBJECTIVES 1. Understand and apply cyber security governance principles. 2. Implement key cyber security frameworks. 3. Analyse and respond to cyber security incidents.