AITD Excellence Awards 2026 Finalists

Camp Australia is a leading provider of Outside School Hours Care (OSHC), supporting over 4,000 educators who care for 75,000 children annually. Our people are at the heart of our success, and investing in their growth is essential to delivering exceptional experiences for children and families.

The Aspiring Leaders Program is a six-month, cohort-based leadership development initiative designed to build capability and confidence among emerging service leaders. Grounded in our core values - Joy, Belonging, Courage, Respect, and Gratitude - the program blends structured learning, mentoring, DISC profiling, and practical application to prepare participants for the complexities of modern OSHC services.

Through our Five Core Pillars - Leading at CA, Leading Self, Leading Others, Leading Service, and Leading Customer Experience - the program fosters technical, managerial, and people leadership skills. This approach creates a strong internal leadership pipeline, directly supporting our strategic priority to Grow an Engaged and Capable Team. Graduates consistently report increased readiness for leadership roles, improving retention and service quality.

By shaping confident, values-driven leaders, the Aspiring Leaders Program strengthens both our organisation and the broader OSHC sector, uplifting leadership capability across the industry.

NECA Education & Careers (NECA E&C) identified an urgent need to modernise its Certificate III in Electrotechnology qualification to keep pace with industry expectations and evolving learner needs. As Australia’s largest provider of electrical apprenticeship training, NECA E&C delivers programs built by electricians for electricians—an expert-to-expert model that ensures relevance but also poses scalability challenges.

Despite strong learner outcomes, NECA E&C faced systemic barriers: limited physical space at its Lygon Street campus, difficulty recruiting qualified teachers, inconsistent digital resources, and course materials unsuited to hybrid or asynchronous delivery. Apprentices were frequently wait-listed, delaying completions and employer satisfaction.

To address these challenges, NECA partnered with Oppida to undertake a comprehensive redesign of the entire qualification—reimagining all units of competency through a flexible, digital learning model. Beginning with a pilot of the high-complexity unit UEECD0051 – Use drawings, diagrams, schedules, standards, codes and specifications, the collaboration sought to improve timely completions, enhance engagement for both learners and employers, and provide educators with resources optimised for blended delivery. The initiative aims to build a sustainable, scalable model that strengthens technical literacy, safety, and learner autonomy across Australia’s electrical training ecosystem.

Telstra’s in-house team designed the Operational Excellence Academy around best-practice adult learning principles, recognising that people learn differently and benefit from a variety of delivery modes. The learning journey begins with seven self-paced skill tracks curated from top content (e.g. LinkedIn Learning, Udemy) that introduce core Operational Excellence concepts at each learner’s own pace. An AI-driven guide then recommends the most relevant track for each participant.

From there, participants advance to immersive workshops — either a two-day face-to-face course delivered at all major capital cities, featuring a Telstra-specific business simulation, or a virtual case-study program delivered in two half-day sessions for remote learners. We added four virtual deep-dive sessions on advanced tools and techniques for those who want to explore specific practices further. For formal credentials, the program offers an Operations Management microcredential with AGSM and a Lean Six Sigma Green Belt certification — each tied to a real workplace improvement project. Additionally, a “Waste Busters” kaizen-style workshop brings teams together to solve live business problems, reinforcing these skills on the job.

To sustain ongoing learning, a comprehensive support ecosystem: a SharePoint hub with easy access to tools and templates; a vibrant Community of Practice for peer learning; dedicated MS Teams groups for each cohort; quarterly knowledge-sharing sessions (“Executive Lounge” with internal leaders and “Fireside Chats” with external experts); and monthly spotlight videos to showcase success stories. Finally, we are developing an AI-driven learning coach to provide personalised, on-demand support, helping us scale these capabilities to over 28,000 employees worldwide.

The HCF Overseas Visitors Health Cover (OVHC) Blended Learning Program is a pioneering initiative designed to empower staff and transform member experiences in response to major product and system changes. Faced with the challenge of transitioning to a new digital platform and aligning OVHC with Private Health Insurance systems, HCF identified a critical need for training that would build staff confidence, improve communication, and simplify complex processes.

Through a blended approach, combining digital modules, interactive workshops, and practical activities, the program delivered accessible, engaging learning to over 300 employees in just six weeks, achieving a 100% completion rate. Staff emerged equipped to support members with clarity and enthusiasm, driving exceptional business results: OVHC policy sales grew by 29%, with record-breaking performance across all channels.

Strategically aligned with HCF’s values of integrity, member focus, and continuous improvement, the workshop fostered a culture of adaptability and excellence. Innovative elements such as real-world scenarios, live demonstrations, and ongoing support ensured lasting impact and readiness for future change.

Client Service in Action is a program that set out to solve a long-standing challenge in legal practice: lifting capability and creating meaningful change in an environment where people have high pressures on billable hours and very limited time for training. Pre-program data showed uncertainty, inconsistency and low confidence in meeting the firm’s client expectations. Engagement with previous learning programs averaged only 38.5%, making meaningful uplift difficult to achieve.

The program was designed to change that story. It combined a firm-wide launch led by the CEO, practical workshops for all staff and a microlearning campaign that delivered short, purposeful learning directly into inboxes. Each activity took only a few minutes to complete, making the program realistic for busy legal professionals and ensuring learning stayed visible without disrupting client work. Team leaderboards helped maintain momentum and kept participation high throughout the campaign.

What followed exceeded expectations. The program achieved a 98.7% engagement rate, the highest the firm has ever recorded and almost triple the 12-month average. Staff reported feeling more confident in their client interactions and identified clear changes they had made following the program. Leaders saw noticeable improvements in responsiveness, communication and shared ownership of service standards.

Client Service in Action shows that a well-designed and fit-for-purpose blended approach can build capability, shift behaviours and strengthen culture in a measurable and lasting way. It proves that meaningful results come from learning that adapts to meet the needs of the business, not against the pressure and pace it operates in.

Elemental Projects partnered with Thales Australia to deliver an engaging, practical, and business-aligned Diploma of Project Management. Working closely with the PMO and L&D teams, Elemental Projects customised the course to ensure content and delivery methods were tailored to Thales' real-world delivery environment.

The program deliberately avoided passive, theory-heavy training. Instead, learners move through the project lifecycle three times. They begin with an interactive gamified simulation that builds a shared understanding of core concepts as well as rapport and psychological safety within the cohort. Over the following nine months, learners deepen their skills by applying tools and techniques to a realistic case study during facilitated training sessions. They then apply their learning to real Thales projects through work-based assessment tasks using internal tools and processes. Presentation content was customised throughout to connect industry-standard concepts with Thales terminology, processes, and templates.

The blended learning model combines online facilitation, collaborative workshops, the simulation, pre-learning as bite-sized videos with text summaries, personal coaching, structured peer coaching, and workplace application. The result is a program that is accessible, engaging, and transformative for experienced professionals entering or advancing within project management roles.

Learners consistently rated the program 4 to 5 out of 5 for relevance, engagement, and facilitation quality, with many reporting better project outcomes, stronger leadership behaviours, and progression into new responsibilities. Aligned with PMBoK 7 and ICB4 and recognised as an IPMA Registered Education Program, it now serves as Thales Australia's foundational pathway for project delivery roles and ongoing capability uplift.

QMS Essentials is a ten-course capability program that turns RTO compliance from “rules on paper” into confident, auditable practice across the whole learner journey. Built around the Standards for RTOs 2025 and the ASQA student-centred audit model, each micro-course targets a high-risk function; marketing, recruitment and enrolment, LLND and learner support, RPL/CT, TAS, facilities and equipment, training delivery and assessment conduct, staff competency/PD, certification, and governance.

Courses are SCORM-ready for any LMS and available self-paced (1–2 hours) or as facilitated team workshops. Learning is deliberately practical: plain-English explanations, authentic case studies, step-by-step checklists, and “Action-in-Practice” tasks (e.g., mock TAS review, evidence mapping) to drive immediate workplace transfer. Participants earn a Certificate of Completion and 50 CPD points for the series and receive $600 of QMS tools, templates, forms and resources to embed improvements. Managers gain completion analytics to target follow-up and support continuous improvement.

Impact is proven: 97% of participants report increased operational confidence; client RTOs average a 42% reduction in audit non-conformances; learner satisfaction averages 4.8/5. Organisations adopt the Series for induction, annual PD and policy refresh cycles, building internal subject-matter experts and reducing reliance on reactive consultancy.

In short, QMS Essentials is a scalable, evidence-based capability program that equips every role; from admin to CEO; to implement, monitor and improve the RTO’s Quality Management System with confidence, currency and rigour.

Business Bootcamp is Macpherson Kelley’s flagship capability-building program for early-career lawyers. Designed to bridge the gap between legal education and commercial practice, the program equips junior lawyers with essential business knowledge not taught in law school - such as business structures, tax, fundraising, and financial literacy.

Delivered in two parts over six months, the program begins with a full-day immersive experience featuring real-world case studies, role plays, and panel discussions with senior lawyers. Participants learn to adopt a commercial mindset by stepping into their clients’ shoes and navigating complex business scenarios. The follow-up session deepens their understanding of financial statements and the business lifecycle, helping them interpret balance sheets and assess commercial viability.

Facilitated by senior lawyers from our Commercial team, Business Bootcamp reflects our firm’s philosophy of delivering “law fit for business.” It empowers our lawyers to provide advice that is not only legally sound but commercially strategic - making them trusted advisors to our clients.

WT, a global project advisory firm with more than 2,000 experts across 70 offices, faced a pivotal moment with the launch of its FY24–FY27 Strategic Plan. Ambitious growth goals highlighted the need to evolve leadership capability, strengthen technical expertise and build a robust talent pipeline. Historical success and segmented operations had created cultural resistance to change and inconsistent development experiences, which reinforced the need for a refreshed approach.

In partnership with WT, OD Consulting designed and implemented a future-ready capability framework aligned to five strategic pillars: collaboration, people development, client focus, innovation, and financial performance. The framework was informed by global workforce trends, organisational strategies, and extensive stakeholder engagement. More than 250 contributions shaped its design. Capabilities were mapped to career levels, validated through surveys, and integrated into a gap analysis that identified priority development areas such as strategic thinking and digital acumen.

Implementation was phased over three years, supported by a communications plan, HRIS and LMS updates, and collateral including capability guides and learning pathways. Two flagship leadership programs addressed identified gaps, combining diagnostics, workshops, and peer coaching. Impact evaluation revealed significant behavioural change: 85 percent for Established Leaders and 65 percent for Directors, exceeding benchmarks for real-world application. WT’s capability framework has transformed how capability is understood and embedded across the organisation. By aligning development with strategic priorities and renewing leadership programs, WT is fostering cohesion, clarity, and growth, positioning the firm to attract, retain, and develop top talent while driving long-term strategic impact.

A transformative, statewide capability-building initiative strengthening safety, confidence and trauma-informed practice for Victoria’s residential care workforce.

The Promoting Safety in Residential Care program represents one of the most significant advancements in workforce capability uplift within Victoria’s child and family services sector. Led by the Centre for Excellence in Child and Family Welfare (CFECFW) and funded by the Department of Families, Fairness and Housing (DFFH), the program delivers a unified, trauma-informed learning pathway that equips residential care workers to confidently prevent, manage and recover from incidents of occupational violence and aggression.

Developed in partnership with Lucid and shaped through extensive co-design with frontline workers, Aboriginal Community Controlled Organisations, therapeutic care specialists, and major service providers including VACCA, Anglicare Victoria and Jesuit Social Services, the program responds directly to an urgent sector-wide need: a consistent, psychologically safe framework for managing challenging and escalating behaviours in residential care environments.

At the heart of the initiative is a digital foundation module, purpose-built by Lucid using WCAG 2.2 AA accessibility standards, trauma-informed pedagogy, and realistic scenario-based storytelling. This eLearning experience provides a safe, reflective environment where workers can practise responding to complex situations using the Safe Practice Intervention Model — Engage, Defuse, Negotiate, Withdraw, Restore — supported by branching logic, feedback loops, and therapeutic explanations.

The module serves as the gateway to a broader, blended capability pathway that includes facilitated workshops, reflective supervision tools, and shared practice frameworks. It has quickly become the standard induction requirement across Victoria’s residential care sector.

The Cater Care Chefs’ Culinary Masterclass Series brings together chefs from across Australia to connect, create and elevate their craft. Designed and delivered in partnership between Cater Care’s Learning & Development, Operations and Food teams, the program builds technical skill, innovation and pride across our aged care and education kitchens.

Each Masterclass combines live demonstrations, peer collaboration and hands-on practice in professional kitchens located within our client sites. Chefs explore topics such as food presentation, IDDSI compliance, resident choice and menu innovation before taking part in a lively Chef Cook-Off, where they apply and demonstrate their learning.

Beyond skills, the program fosters a strong sense of community and professional recognition. The results speak for themselves: a 9.2 / 10 average “Likely to Recommend” score, and more than 80 per cent of participants implementing new ideas such as poke bowls, protein balls and enhanced presentation of texture-modified meals back on site.

Now established as an annual, nationally funded initiative, the Masterclass Series exemplifies Cater Care’s commitment to developing capability, creativity and confidence in its people—ensuring every meal served reflects care, pride and community.

The Department of Education (Victoria), in partnership with Liberate, designed and delivered a modernised, capability-building learning program to:
• strengthen education professionals’ understanding and application of the Information Sharing Schemes
• support the child wellbeing and safety sectors’ understanding and use of Child Link.

Responding to a clear need for contemporary, accessible and role-specific training, the program replaces outdated materials with a cohesive suite of digital learning that reflects current legislation, updated guidance, and the evolving needs of child wellbeing and safety professionals.

The program comprises six high-quality digital learning courses delivered through 13 tailored modules, supported by quick-reference guides, case studies, and an integrated digital toolkit. Purpose-built for roles including Child Link authorisers, users, and education and early childhood professionals, the learning reflects best practice adult learning principles, cultural safety, and trauma-informed design. Narrative storytelling, relatable illustrated characters, real-world scenarios, and interactive system simulations bring the information-sharing landscape to life and build both knowledge and behavioural confidence.

Delivered via the Department’s Learning Management System, the program ensures equitable access across metropolitan, regional and remote settings, enabling professionals to learn flexibly, efficiently, and at scale. The digital-first model has achieved strong uptake, with over 1,000 completions and sustained engagement across the sector.

This capability-building program delivers measurable uplift in practitioner confidence, supports consistent and lawful information sharing, and strengthens collaborative child safety practice across Victoria. It represents a scalable, sustainable and evidence-based learning solution that empowers professionals to act early, share information responsibly, and improve outcomes for children and families.

The Future Champions Athlete Empowerment Program is a suite of courses that develop physical literacy, psychological skills and mental fitness of talented and elite young athletes across New South Wales, while supporting the roles of coaches, patents and organisations.

Developed by the NSW Office of Sport, the program focuses on supporting athletes, coaches, and their support networks strengthen their ability to perform under pressure, maintain wellbeing, and lead with confidence both on and off the field.

Grounded in evidence-based sport science, psychology and learning design, the program combines interactive digital modules, reflection activities, and practical tools that athletes can apply in their work.

Courses include The Holistic Athlete Program (Physical Literacy), Athlete Mental Toolkit, Nutrition and Hydration, Parental Toolkit, SSO Foundation Pathways and SSO Talent Pathways. The suite of learning is designed to support management of pressure and anxiety, building resilience, practising mindfulness, developing positive self-talk, setting goals, and creating effective routines. Athletes explore the connection between mindset and performance, with each module providing strategies that can be integrated into training, competition, and everyday life.

The program’s flexible format ensures accessibility for regional and metropolitan athletes alike. Engagement data and learner feedback demonstrate that participants spend significant time applying concepts and reflecting on their progress. Many athletes report using the techniques beyond sport, improving focus in study, self-discipline, and emotional regulation.

The Future Champions Athlete Empowerment Program represents a major step forward in developing holistic athletes. It creates a safe, engaging learning environment that encourages self-awareness, resilience, and peer connection.

AMP’s Sales Peak Performance program is a transformative initiative designed to uplift sales capability and drive sustainable growth across AMP’s diverse business units. Developed in partnership with PRSNTR and SHL, the program addresses diverse sales needs through targeted assessment, skills development, experiential learning, and robust coaching.

The program begins with objective capability assessments, followed by tailored training in sales process mastery, communication, and objection handling. Leadership coaching and experiential activities, such as role-plays and group coaching, embed new behaviours and foster a culture of continuous improvement. AI-enabled feedback tools and on-demand resources support ongoing development and performance tracking.

The delivery of the program is adaptive, combining face-to-face and virtual workshops to ensure accessibility and inclusivity. Impact studies have shown significant improvements in sales skills, confidence, and business outcomes, including increased adviser activations, applications, settlements, and overall satisfaction, as well as higher-quality coaching interactions and a stronger growth mindset.

The program’s evidence-based design and measurable impact align with AMP’s strategic vision, positioning sales teams to deliver consistent, customer-centric outcomes and supporting AMP’s commitment to excellence and innovation in sales enablement.

Grant Thornton Australia’s AI capability uplift program is a pioneering initiative designed to equip our workforce with the skills and confidence to thrive in an AI-driven future.

Responding to the rapid evolution of artificial intelligence and the growing demand for digital expertise, the program addresses gaps in AI literacy and readiness across all service lines and career stages.

Through a multi-modal, learner-centred approach, we offer adaptive, role-based pathways, including live training, on-demand resources, and innovative gamification via our AI Badges Program. Over 535 badges have been issued, with widespread sharing on LinkedIn, reflecting strong engagement and peer recognition.

The program’s design ensures accessibility for all staff, including those with disabilities and remote workers, and features tailored content for both firm-wide and department-specific needs. Highlights include AI hackathons, prompt libraries, and a vibrant internal AI community of over 1,200 members. Measurable impact is demonstrated by an exceptional adoption rate, significant productivity gains, and improved work-life balance, with Copilot users recording more recharge time and fewer admin hours. The initiative has received external recognition, including coverage in the Australian Financial Review and invitations to present at major industry events.

By embedding AI capability into our core learning pathways and fostering a culture of innovation, Grant Thornton Australia is setting a new benchmark for capability building in professional services, ensuring our people are empowered for the future of work.

NAB's Risk, Conduct and Compliance for Existing Colleagues 2025 (RCC EC 25) has demonstrated that meaningful compliance learning can be simple, human, and truly transformative. Innovation in this context is not just about technology, but about empathy, human-centred storytelling, and the courage to design differently.

By prioritising relevance, brevity, and respect for colleagues’ time and intelligence, RCC EC 25 shifted compliance from a routine obligation to a valued opportunity for reflection and growth.

RCC EC 25 has proven that a thriving learning culture is built on relevance, respect, and empowerment.

The program delivered measurable results, strengthened engagement, and advanced NAB’s goal of building a trusted, customer-focused culture. RCC EC 25 proves that well-designed learning can create lasting positive impact.

Career Pathways was created to address a clear challenge in the firm. Staff wanted greater clarity about their development, leaders lacked confidence in having growth conversations, and inconsistent expectations made career progression feel uncertain.

The program set out to change that by building leadership capability first, providing staff with clear pathways, and embedding practical tools that made development part of everyday work. Leaders completed targeted development sessions focused on identifying development needs, coaching, constructive feedback and structured career conversations. Staff then attended interactive clinics that helped them set goals, understand progression pathways and take ownership of their development. These tools were fully integrated into performance reviews, PDPs, onboarding and promotion processes, ensuring a consistent and visible approach across the firm.

What makes the program distinctive is that it is not a one-off initiative. Career Pathways has become a shared language that leaders and staff use daily to talk about expectations, growth and opportunity. It has been woven into conversations, templates, check ins and decision making, creating a clear and stable foundation for how development is led across the firm.

The impact has been significant. Promotions increased by 125% compared to the year prior, 90% of promotion applicants were successful, and 97% of staff say the program supports regular and helpful career conversations. Career Pathways has strengthened leadership capability, created visible and attainable pathways for all employees, and built a culture where career development is part of the everyday, not an annual process.

Icon Group’s Emerging Leaders Program is redefining capability development in the fast-paced construction landscape. This initiative is laser-focused on cultivating critical leadership capabilities across four essential areas: Diversity, Inclusion and Belonging; Leadership and Strengths; Self, Adaptability and Wellbeing; and Sustainability and Being Socially Conscious. By fostering self-aware and adaptable leaders, the aim is to empower individuals from the outset of their careers at Icon Group.

Designed to immerse emerging leaders in practical, socially impactful learning experiences, the program is structured around four dynamic Learning Quarters. Participants engage in a two-day in-person expo, gaining hands-on insights into pivotal leadership competencies. Post-expo, they are challenged to apply their learnings directly in their roles, driving a culture of continuous development.

One of the standout outcomes of the program is its focus on enhancing employee engagement, to build a strong pipeline of leadership talent prepared to step into senior roles. Custom tailored to Icon Group’s unique context, this program fortifies its position in a competitive talent market.

In partnership with Thinka, Icon Group is proud to support a transformative leadership initiative within Tier 1 construction. By prioritising a future-focus on inclusion and sustainability, the Emerging Leaders Program nurtures socially conscious leaders equipped to tackle the complexities of the modern construction environment and contribute to wider industry change.

The PlusOne Learning Week was designed with one clear purpose: to lift referral rates and revenue fast. The approach was practical, collaborative, and scalable—giving employees the confidence and tools to spot and act on cross-selling opportunities.

Objectives included building awareness of service lines, sharpening consultative selling skills, and embedding a proactive sales culture aligned with the PlusOne mantra: SELL. WIN. EXECUTE. RETAIN. CROSS-SELL MORE.

The certificate in AI fluency is a groundbreaking microcredential that is transforming how finance professionals build future-ready skills. Developed by Chartered Accountants Australia and New Zealand, this program responds to the urgent need for practical, ethical, and strategic AI capability in the accounting profession. Designed with input from leading experts, the program blends four digital micro courses with live, interactive workshops, creating a dynamic and engaging learning experience.

Participants gain hands-on skills in AI tools, ethical decision-making, and strategic implementation, all tailored to the real-world challenges faced by accountants and finance teams. The flexible, blended delivery model allows learners to upskill at their own pace while benefiting from expert guidance and peer collaboration. On completion, participants earn a digital badge - a portable, verifiable microcredential that showcases their AI fluency to employers and clients.

Since its launch, the certificate in AI fluency has exceeded all expectations, with demand driving multiple cohorts and attracting professionals from major firms and universities. Feedback has been overwhelmingly positive, with participants describing the program as transformative and immediately applicable to their work. The program’s innovative design, measurable impact, and focus on real-world outcomes set a new benchmark for capability building in the profession.

By pioneering this microcredential, CA ANZ is empowering finance professionals to lead confidently in an AI-enabled future, ensuring they remain at the forefront of industry change and innovation.

The Healius Business Development Capability Program was created to address a critical commercial need: empowering a highly technical workforce with the confidence, structure, and skills required to drive sustainable sales performance. The program delivered a psychologically safe, structured learning journey to shift mindset, build capability, and transform behaviour. Aligned directly with Healius’s strategic priorities—revenue growth, stronger client relationships, and a high-performance sales culture—the program established a unified methodology for consultative selling, pipeline management, and account growth. Leaders were equipped to reinforce coaching, accountability, and continuous improvement.

Delivered over 12 weeks, the blended program included an Engage & Excite launch, a mindset module (“Psychology of Winning”), consultative selling workshops, key account management training, coaching circles, and leader enablement. Each module followed a learn–apply–embed–reflect model, supported by planners, templates, behavioural tools, and real-world application.

The program generated significant commercial and cultural impact. Participants reported higher confidence, stronger client conversations, and improved prioritisation. Key Account plans enhanced strategic focus, while leaders built more structured sales cadence routines. After embedding the training, Healius achieved territory growth, with teams attributing a sales uplift directly to the program.

Established in 2023, Learning Simplified is a female-led organisation specialising in disability support workforce training. The program was developed in response to critical gaps in epilepsy care identified by the Disability Royal Commission Final Report (2023) and the NDIS National Workforce Plan: 2021–2025. Epilepsy affects 1 in 73 Australians, with higher prevalence among people with intellectual and developmental disabilities. Yet many support workers feel underprepared to manage seizures and administer emergency medication, particularly midazolam, which requires precision and confidence under pressure.

The Certificate III in Disability Support does not adequately cover these challenges, leaving workers uncertain about responsibilities, legal protections, and procedural steps. This gap is compounded by inconsistent state legislation, high workforce turnover, and limited training pathways. For NDIS participants, safe medication administration is vital to health outcomes, yet frontline workers often lack the skills and confidence to respond effectively.

Learning Simplified’s program was designed to strengthen workforce capability, retention, and care quality. It provides evidence-informed, compliance-aligned training that equips support workers with practical skills to manage seizures safely. By addressing urgent workforce needs, the program supports safer, person-centred care and improves health outcomes for people with epilepsy across Australia.

Cross Cultural Consultants (CCC) is a First Nations owned and managed organisation with more than three decades of experience delivering cultural capability, community engagement and advisory services across the Northern Territory. Their work plays a vital role in strengthening understanding between Aboriginal and Torres Strait Islander communities and the government and non-government organisations that serve them. Traditionally, CCC’s training was delivered face-to-face, often requiring facilitators to travel long distances to remote communities. While highly impactful, this model limited scalability, consistency and acces, especially for large workforces spread across regional and remote locations.

To address these challenges, CCC partnered with Lucid \ to undertake a multi-year digital learning transformation. The goal was to preserve the cultural integrity, storytelling and lived experience central to CCC’s work, while creating a modern, scalable capability system that could reach thousands across the territory and beyond.

The resulting program includes a full-featured LMS, more than 30 culturally grounded eLearning modules, blended learning pathways and an adaptable framework aligned to cultural safety, diversity and inclusion principles. Today, the program is used extensively across NT Government and community organisations, supporting Closing the Gap priorities by strengthening cross-cultural understanding, improving service delivery and embedding more culturally responsive behaviours across the workforce.

This initiative represents one of the most significant cultural capability uplift programs in the Northern Territory.

The Department of Foreign Affairs and Trade (DFAT) launched the Online Understanding Indigenous Australia (UIA) Program to strengthen cultural capability across its global workforce. Recognising that cultural competence is a core diplomatic skill, DFAT identified a need to deepen understanding of Aboriginal and Torres Strait Islander histories, cultures, and perspectives—not only within Australia but across its international network.

Historically, cultural learning was limited to face-to-face programs, creating inequities in access. The UIA course addresses this gap through a scalable, interactive online experience hosted on DFAT’s Lumi platform. Co-designed with First Nations partners and supported by the National Indigenous Australians Agency and Supply Nation providers, the program offers three modules: Culture, History, and First Nations Perspectives in Foreign Policy. Each combines multimedia storytelling, reflective practice, and real-world diplomatic scenarios to foster awareness, empathy, and behavioural change.

Launched on 13 February 2025, symbolically aligned with National Apology Day, UIA supports DFAT’s Reconciliation Action Plan and First Nations Foreign Policy agenda. It promotes respectful engagement, cultural intelligence, and authentic representation of Australia on the global stage.

Since its introduction, UIA has become mandatory pre-posting training and strongly encouraged for all staff. Its innovative design and measurable impact position DFAT as a leader in inclusive learning, ensuring that every act of diplomacy reflects Australia’s commitment to reconciliation and the world’s oldest continuing cultures.

“Leading with Inclusion: A National Model for Safe, Diverse and Empowered Ageing” is Inclusee’s flagship DEI initiative - an organisation-wide transformation that redefines what inclusive aged care can be. When internal feedback revealed that older LGBTIQA+ people, people with disability, and culturally diverse participants were not experiencing connection equally, Inclusee acted with urgency and purpose. Rather than rely on tokenistic, stand-alone training, Inclusee partnered with The Equality Network to create a strategic, evidence-driven program embedding DEI into culture, governance, and service delivery.

The 12-month initiative began with a comprehensive LGBTIQA+ inclusion audit, informing a structured DEI framework delivered through ten interactive virtual workshops, reflective practice, and trauma-informed facilitation. Designed for a fully remote workforce, the program ensured every staff member - regardless of identity or location - could confidently create culturally safe and affirming experiences for older Australians. Co-design, lived-experience storytelling, and accessible learning design deepened engagement and relevance.

Evaluation was continuous and rigorous. Staff reported significant increases in confidence, empathy, and cultural capability, while LGBTIQA+ employees described unprecedented psychological safety and respect.

Organisational benefits were substantial: strengthened collaboration, higher retention, improved participant experience, and alignment with aged care reforms.

Inclusee’s transformation has reshaped its culture and service model, earning national recognition through the AIIA Diversity Award, HR Awards Employer of Choice Award, and Third Sector's Cultural Diversity & Inclusion Award. Today, the program stands as a replicable model of DEI excellence -demonstrating that when inclusion is embedded with authenticity and leadership, meaningful connection becomes possible for every older Australian.

The Director Leadership Program was developed to equip WT’s organisational leaders with the capabilities needed to deliver on the organisation’s FY24 – FY27 Strategic Plan. WT, a global project advisory firm with more than 2,000 experts, engaged OD Consulting to lead this initiative. A comprehensive capability gap analysis revealed critical gaps in strategic influence, visionary leadership and collaboration at the Director level. Based on these insights, the program was designed and delivered to foster a “One WT” mindset and enable Directors to lead cultural transformation and strategic growth.

Spanning seven months, the program blended diagnostics, experiential learning and action-based projects. Each Director completed a Hogan assessment to inform personalised development plans. Cross-border peer cohorts were formed to break down silos and encourage collaboration. Interactive workshops and virtual sessions focused on strategic thinking, systems leadership, digital acumen, change agility and emotional intelligence, complemented by ongoing peer coaching.

The capstone activity, the Strategic Pillar Pitch, required peer groups to design initiatives aligned with WT’s five strategic pillars and present them to the Board and C-suite. This ensured leadership development translated into tangible business outcomes.

Impact results exceeded benchmarks: 90 percent rated the learning experience highly, and 65 percent demonstrated observable behavioural change in areas such as strategic thinking, collaboration and stakeholder engagement. The program strengthened leadership capability while fostering innovation and accountability. Building on its success, WT will expand the model to other cohorts, embedding leadership capability as a core enabler of organisational strategy.

Austin Health partnered with Leadership Today to design and deliver a leadership program that strengthened capability across a high-pressure clinical environment. As one of Victoria’s largest and most complex health services, Austin Health required practical, scalable development tailored to the realities of frontline work. The program was co-designed with the Organisational Development team to ensure close alignment with organisational priorities and workforce needs.

The Accelerate Frontline Leader Program equipped leaders with the skills and confidence to lead people effectively while supporting safe, high-quality patient care. It addressed five common challenges for new leaders: stepping up from team member to team leader, having clear and kind performance conversations, building high-performing teams, navigating change and continuous improvement, and leading across a complex organisation where influence often extends beyond formal authority.

Core content included psychological safety, influence without authority, difficult conversations, coaching skills, prioritisation, emotional intelligence, leading change and managing personal impact. Delivery combined evidence-informed frameworks, interactive workshops, action learning projects, peer coaching and curated on-demand content through the Leadership Today app, enabling practical, real-time application.

In 2025, more than 100 leaders completed the program with consistently strong evaluations. Participants highlighted the practical relevance of the content, engaging facilitation and immediate usefulness of tools for feedback, coaching and team development. Nominating managers reported 80 to 95 percent of participants showing moderate to significant improvement in key leadership behaviours. Online masterclasses open to all staff further extended impact, with over 625 registrations contributing to a broader culture of shared leadership.

The QRWomen Program was created to advance gender equity and strengthen organisational capability within Queensland Rail. Introduced in 2019, the program addresses a critical gap in female recruitment, retention and promotion. Today, QRWomen delivers a structured development program across three tailored pathways - Growing, Leading, and Coaching and is supported by executive sponsorship and QUT Executive Education.

Combining evidence-based learning, mentoring, and practical application, the program equips participants with the confidence, skills, and networks to lead authentically and foster inclusive, high-performing teams. Senior leaders reinforce this impact through coaching, embedding a culture of allyship and collaboration.

Beyond measurable outcomes, QRWomen has become a catalyst for cultural change, positioning Queensland Rail as an employer of choice and an industry leader in diversity and inclusion.

QRWomen is not just a leadership program it is a strategic movement shaping the future of rail through empowered, connected, and capable female leaders.

The VM Accelerate Program is Sodexo Australia’s flagship leadership development pathway designed to cultivate a strong, capable, and operationally ready pipeline of future Village Managers. Built specifically for the unique challenges of remote Village Operations, the program provides emerging leaders with the skills, confidence, and practical experience required to step into critical frontline leadership roles across Sodexo’s national footprint.

Commencing in September 2025 and delivered over 11 weeks, the program combines four structured 2:1 FIFO swings with a blended learning model incorporating face-to-face workshops, site-based practical application, targeted mentoring, and virtual support. This design ensures learning is accessible, realistic, and aligned to participants’ operational environments.

From a pool of 130 expressions of interest, ten successful candidates were selected from diverse frontline roles including housekeeping, dining, grounds, maintenance, and administration. Participants trained and completed leadership placements across 12 operational sites, ensuring wide exposure to the complexities of service delivery, workforce management, safety culture, and client engagement.

The curriculum focuses on critical leadership capabilities such as communication, decision-making, operational processes, pre-start leadership, conflict resolution, and safety leadership. Participants also undertake real-world projects aligned with business priorities, reinforcing immediate workplace relevance and application.

The program’s impact has been significant and immediate. All ten participants are on a pathway to Duty Manager, Assistant Village Manager or Relief Village Manager appointments, demonstrating a 100% leadership placement trajectory before program completion. VM Accelerate has strengthened the leadership pipeline, improved operational consistency, and created a culture of confidence, growth, and aspiration among emerging leaders across Sodexo Australia.

The EDGE Leadership Program is Cater Care’s flagship leadership transformation initiative, designed to build a shared language of leadership and strengthen capability, connection, and culture across the organisation.

Beginning with the Executive Leadership Team, including the CEO, EDGE invited senior leaders to experience leadership development through lived experience — creating the foundation for consistent leadership behaviours and authentic role-modelling from the top.

The Senior Leader Program, delivered in partnership with DDI, builds contemporary, values-led leadership across three masterclasses: Know & Lead Self, Build & Lead Others, and Lead the Organisation. Each session integrates peer coaching, executive insights, and Cater Care’s bespoke Leadership Lens to ensure learning directly aligns with real business challenges.

To date, 56 leaders (11 Executive and 45 Senior Leaders) have completed the EDGE journey, achieving a 99.9% satisfaction rate and unanimous recommendation to peers. Measurable improvements include significant uplift in Compelling Communication, Emotional Intelligence, and Positive Approach (+1.5 average points each).

More than a development program, EDGE represents a long-term investment in Cater Care’s future. It has created leaders who stay, lead, and deliver — building confidence, trust, and alignment across divisions.

In 2026, EDGE will expand to operational leaders through the Operations Leadership Excellence Program, embedding consistent, values-driven leadership at every level of the organisation.

EDGE — where leadership meets culture, and culture drives performance.

Keyton, formerly Lendlease Retirement Living, launched a new name and brand in the Australian market in 2023, with customer and community care at its core. Evolve Learning Solutions developed the “Manager 101” online training program for Keyton to address a critical business need: equipping newly hired and promoted managers with the skills and confidence to lead effectively in a complex, people-centric environment. This management training program includes fifteen modules, designed to teach management skills and Dayforce technical software knowledge required across Corporate and Village management roles.

The Architectus Project Leadership Program (PLP) is a national capability-building designed to uplift project leadership performance across one of Australia’s largest architectural practices. Developed in response to rapid organisational growth and increased delivery complexity, the PLP addresses critical gaps in consistency, risk management, commercial acumen, and leadership confidence identified through Project Management Office (PMO) reviews and stakeholder consultation.

The program provides a structured, two-stage learning journey combining project fundamentals, delivery leadership, and eight scenario-based masterclasses grounded in real Architectus projects and lessons learnt. Aligned to the Australian Institute of Architects National Competency Framework and PMBOK principles, the PLP integrates formal CPD, standardised tools, and The Architectus Way to embed a unified national delivery culture. A dedicated module incorporating Belbin Team Roles strengthens self-awareness, collaboration, and team performance.

Delivered by rotating internal subject matter experts across Commercial, Legal, Finance, People and Culture, and senior Project Leaders, the program builds practical, immediately applicable capability. More than 150 participants have completed the program to date, reporting increased confidence in planning, governance, fee management, contract awareness and project scoping and delivery. Organisational benefits include reduced delivery escalations, improved consistency, stronger risk management behaviours, and clearer project leadership.

Now embedded nationally and continuously refined, the PLP forms a core part of Architectus’ leadership, succession, and delivery excellence strategy building a future-ready pipeline of capable Project Leaders and Principals in Charge who drive quality, performance, and client experience across the practice.

The Coaching as a Leadership Style (CALS) Program at HCF, developed with Coaching Australia, drives measurable change in leadership culture. CALS enables leaders to shift from directive management to a coaching approach, supporting HCF’s 2025 strategy for empowered leadership and continuous learning. The program combines workshops, virtual sessions, group coaching, and reflective journaling, using neuroscience and adult learning theory to build practical coaching skills. Exclusive frameworks such as the PACT model and SSSHHH communication help leaders facilitate effective conversations and encourage team problem-solving.

CALS has delivered clear results: engagement scores among CALS-trained managers increased from 52% to 71%, and learning & development engagement rose from 72% to 76%. Participants report stronger relationships, improved communication, and a move toward transformational leadership. Graduates earn LinkedIn Learning badges and join an alumni community for ongoing development. CALS is now a core program at HCF, delivered to multiple cohorts each year and aligned with strategic priorities. By embedding coaching as a leadership capability, HCF is building a culture that supports growth and sustained organisational performance

At Bakers Delight, we know that strong leadership is the secret ingredient to a thriving bakery. That’s why we created our Sales and Production Manager Leadership Program, a six-month journey designed to turn great managers into inspiring leaders.

The program kicks off with a two-day, hands-on leadership workshop that sets the tone for growth and connection. From there, participants dive into a tailored learning path with 2–3 interactive e-learning modules each month, plus monthly webinars that keep the momentum going. To make learning stick, we’ve added a centralised chat group where participants share ideas, swap tips, and cheer each other on, because leadership is better when it’s baked together.

This program isn’t just about skills; it’s about shaping the future of our brand. Every element aligns with our strategic pillars: Operational Excellence, Network Growth, and a High-Performance Culture, all critical to achieving our bold ambition of 700 bakeries by 2030.

By investing in our key bakery leaders, we’re building capability where it matters most: in the heart of our bakeries. The result? Confident, connected leaders who inspire their teams, elevate performance, and create bakeries that customers love.

At Bakers Delight, we believe leadership is a recipe for success - and this program is how we make it rise.

Camp Australia is a leading provider of Outside School Hours Care (OSHC), supporting over 4,000 educators who care for 75,000 children annually. Our people are at the heart of our success, and investing in their growth is essential to delivering exceptional experiences for children and families.

The Aspiring Leaders Program is a six-month, cohort-based leadership development initiative designed to build capability and confidence among emerging service leaders. Grounded in our core values - Joy, Belonging, Courage, Respect, and Gratitude - the program blends structured learning, mentoring, DISC profiling, and practical application to prepare participants for the complexities of modern OSHC services.

Through our Five Core Pillars - Leading at CA, Leading Self, Leading Others, Leading Service, and Leading Customer Experience - the program fosters technical, managerial, and people leadership skills. This approach creates a strong internal leadership pipeline, directly supporting our strategic priority to Grow an Engaged and Capable Team. Graduates consistently report increased readiness for leadership roles, improving retention and service quality.

By shaping confident, values-driven leaders, the Aspiring Leaders Program strengthens both our organisation and the broader OSHC sector, uplifting leadership capability across the industry.

The Elevate leadership program has been curated specifically for our senior leaders based on research from leading institutions, universities, and companies. In addition to the four categories of future skills and the FCTG competencies Lead Self, Lead Others, Lead Business.

4 x 2 days face to face workshops
4 x virtual workshops
3 x PAG Peer Accountability Group sessions, pre and post workshops “Boosters” and “Choose your own Adventure” material to enhance learning, 1-2 Company visits to hear from thought leaders Presentations from Senior FCTG leaders

Since 2006, Wine Australia have invested in a tailored, industry-relevant, cutting-edge leadership program, Future Leaders — an initiative with a genuine commitment to strengthen leadership capacity and capability across an entire industry.

The resilience of the Australian wine industry has been tested over the last few years, with unprecedented market volatility, export tariffs and climate impacts.

These challenges underscore one key business imperative for Wine Australia: the future of Australian wine depends on adaptable, strategic, and courageous leadership.

In 2025 Future Leaders received continued funding with the direct aim to drive meaningful change across the industry. Partnering with experts from Pragmatic Thinking ensures we deliver a program that exceeds our business needs.

Future Leaders has a strategic goal to diversify leadership across gender, geographical locations and the full wine sector value chain.

The 2025 program saw individuals from viticulture and winemaking roles to marketing, research, education, trade, and communications from across 15 different organisations and various regions— creating a leadership pipeline that strengthens regional committees, industry boards, and national representation.

They now join over 160 alumni who actively contribute to governance, innovation, and business performance, demonstrating how the program continues to deliver measurable and enduring value.

Future Leaders has cemented itself as the premier leadership development initiative in the Australian wine industry — a program widely recognised for driving the sector’s evolution through strategic investment in its people—embedding leadership excellence, fostering innovation, and ensuring the Australian wine community remains globally respected, sustainable, and adaptive for generations to come.

Young Guns Container Crew’s Captain’s Training is a transformative leadership development program designed to uplift frontline leaders and drive measurable impact across the logistics sector. As an Indigenous-owned and led organisation, Young Guns is committed to embedding cultural values of High Care, High Trust, and High Achievement, ensuring every team member has the opportunity to become their best version.

The program addresses the critical need for consistent, high-quality leadership at the operational frontline. It features immersive, in-person sessions supported by digital pre-requisites and post-training observation audits, following the 10-20-70 learning principle: 10% formal learning, 20% social and peer learning, and 70% practical, on-the-job application. A unique “Best Version” reflection tool is integrated throughout, encouraging Captains to set personal growth goals and revisit them in monthly 1:1 conversations hence ensuring accountability and real-world application.

Since its launch, Captain’s Training has delivered outstanding results: a Net Promoter Score of 9.36, average assessment scores of ~90%, and significant operational improvements including higher productivity, stronger safety compliance, and reduced rework costs. The program’s “train-the-leader” approach multiplies its impact, building a scalable leadership pipeline and fostering a unified, values-driven culture.

Captain’s Training is now embedded as a core part of Young Guns’ leadership pathway, with plans for national and international expansion. It stands as a model for best practice in leadership development, delivering tangible benefits for individuals, teams, and the broader organisation.

The GCO Future Leaders Program was created by the business, for the business to strengthen leadership capability and enable internal mobility across Westpac Group Customer Operations (GCO). Designed in direct response to operational teams’ needs, the program provides a structured pathway for talented individuals to step confidently into leadership roles.

Built on the 70:20:10 learning model, it blends real-world experience, mentorship, and formal learning to ensure practical relevance and measurable impact:
- Experiential: Monthly leadership challenges embedded in live operational contexts.
- Social: Mentorship with senior leaders, collaborative forums, and networking opportunities.
- Formal: Curated resources, virtual workshops, and biannual offsites with senior executives.

With national reach and a mix of virtual and in-person delivery, the program promotes inclusivity and engagement. Results speak volumes: 42% of the FY25 cohort have already stepped into leadership roles, with a 93% retention rate and strong capability uplift reported by participants and mentors.

By investing in internal talent, GCO accelerates career progression, builds leadership resilience, and reinforces its commitment to employee experience and future skills readiness. This initiative not only empowers individuals but also strengthens operational capability, ensuring GCO is prepared for the challenges of tomorrow.

The Boston Consulting Group (BCG) New York identified a critical business need: to empower its leaders with greater adaptability, agile thinking, and resilience—essential qualities for thriving in today’s volatile and complex business landscape.

Recognising that “we are in the thinking business,” BCG partnered with enigmaFIT to implement their innovative Fluid Thinking Program. Rooted in over 70 years of cognitive science research and the CHC Theory of Human Cognitive Abilities, Fluid Thinking focuses on enhancing leaders’ ability to solve novel challenges, adapt swiftly, and sustain competitive advantage.

enigmaFIT’s program uses a cognitive neuroscience-based approach built on Prof. Anders Ericsson’s Deliberate Practice, which shows expertise is not born, but is developed through specific, targeted training.

Deliberate Practice and the brain’s neuroplasticity. Through quantitative assessments, personalised coaching, and targeted cognitive exercises, leaders develop and enhance micro cognitive and thinking skills that drive real behavioural change. Unlike traditional development programs, Fluid Thinking hones in on derailer skills—those most likely to hold leaders back—maximizing impact and minimizing downtime.

The results were transformative: leaders reported dramatic improvements in focus, strategic thinking, and complex problem-solving. These outcomes directly supported BCG’s goal to build future-ready leaders and deliver innovative solutions for clients. The enduring partnership—spanning over 10 years and expanding both nationally and internationally—demonstrates the unique and lasting transformative value of enigmaFIT’s Fluid Thinking Program in aligning leadership development with core business needs.

ANZ identified a critical gap in its leadership pipeline: high-performing Branch Managers excelled operationally but lacked the visibility, capability and confidence to influence enterprise strategy. The ANZ ABN Leadership Excellence Program, co-designed and delivered with DeakinCo., was created to transform this narrative and accelerate the growth of operational leaders into strategic, enterprise-minded leaders.

Aligned with ANZ’s Retail and Capability strategies, the six-month program blended evidence-based design with highly practical, real-world application. Participants engaged in interactive workshops focused on strategy, influence, innovation and leading change; Peer Momentum Circles that strengthened reflection and accountability; and Action Learning Projects addressing live business challenges.

The learning experience was further enriched through ANZ Experience Sessions, innovation immersions and a high-intensity business crisis simulation that stretched participants to operate at and above their current leadership level. Structured coaching tools and optional Professional Practice Credentials reinforced learning transfer and offered formal recognition.

The program has catalysed a shift - evident both in individual capability uplift and in how ANZ views and invests in its frontline leaders, fostering a culture of strategic leadership and continuous development. It has also strengthened cross-functional networks, established a shared leadership language, and built the confidence and capability needed for future mobility and enterprise contribution.

Leadership Essentials, developed in partnership between MTC and Learning Ventures, is a transformative leadership development program designed to strengthen the organisation’s people-leadership capability and create a consistent, empowering leadership culture.

Amid rapid growth and change, MTC recognised the need to support technically strong managers in shifting from directing work to developing people. Through extensive consultation, the program was co-designed to build confidence, communication, and connection; helping leaders inspire, empower, and create environments where teams thrive.

Delivered over five months, Leadership Essentials combined in-person and virtual learning to embed sustainable capability through:
- Collaborative Learning Circles that built self-awareness, communication, and feedback skills
- Peer collaboration and reflection to deepen insight and accountability
- Practical workplace application, linking concepts directly to real-world leadership challenges

The program produced measurable results, with participants showing significant improvements across all leadership behaviours including a one-point average uplift in confidence, communication, and feedback capability. Beyond metrics, participants described transformative personal growth: shifting from technical experts to people-focused leaders capable of developing others.

Leadership Essentials has created enduring momentum across MTC. Graduates are now mentoring others, leading cultural initiatives, and embedding coaching and feedback practices into daily operations.

By aligning leadership growth with MTC’s strategic priorities and values, Leadership Essentials has delivered measurable impact, built a unified leadership language, and established a scalable foundation for sustained organisational growth and empowerment.

The ELevate Program is a flagship initiative designed to strengthen leadership capability and performance among Executive Level (EL) staff within the Department of Health, Disability and Ageing. Aligned with the Department’s corporate strategy, ELevate ensures leaders have the skills and confidence to deliver critical outcomes in a complex and evolving environment.

The program comprises three integrated components:
• ELevate Speaker Series – Featuring thought leaders from the Australian Public Service, private sector, and academia, this series provides fresh insights on emerging trends and challenges, fostering knowledge sharing and cross-sector connections.
• EL2 Leadership Development Program – An immersive two-day experience for senior executives, focused on strategic thinking, decision-making, and people leadership. Participants explore contemporary leadership concepts and practical tools to elevate their impact.
• ELevate Masterclass Series – Targeted, bite-sized virtual sessions for EL1s and EL2s on topics such as leading in the health system, empowering performance, and creating sustainable leadership impact.

Evaluation of the FY24–25 program demonstrated significant outcomes: participants reported increased confidence in strategic thinking, risk engagement, and understanding the health system. Leaders developed clearer strategies to overcome barriers and embraced diverse perspectives - capabilities that directly enhance leadership effectiveness and drive organisational success.

ELevate is more than a development program; it is a catalyst for building a connected, capable leadership community equipped to navigate complexity and deliver better outcomes for Australians.

NAB's Risk, Conduct and Compliance for Existing Colleagues 2025 (RCC EC 25) has demonstrated that meaningful compliance learning can be simple, human, and truly transformative. Innovation in this context is not just about technology, but about empathy, human-centred storytelling, and the courage to design differently.

By prioritising relevance, brevity, and respect for colleagues’ time and intelligence, RCC EC 25 shifted compliance from a routine obligation to a valued opportunity for reflection and growth.

RCC EC 25 has proven that a thriving learning culture is built on relevance, respect, and empowerment.

The program delivered measurable results, strengthened engagement, and advanced NAB’s goal of building a trusted, customer-focused culture. RCC EC 25 proves that well-designed learning can create lasting positive impact.

At Australia and New Zealand Recycling Platform (ANZRP), learning isn’t just a function—it’s the heartbeat of transformation. Faced with regulatory shifts, digital disruption, and organisational change, ANZRP turned challenge into opportunity by creating a values-driven learning ecosystem that empowers people and accelerates innovation.

Our program blends formal compliance and technical training, social learning through recognition and collaboration, and experiential learning in the flow of work, guided by the 70:20:10 framework. Initiatives like Cloud Champs and the WOW Program champion digital capability and peer-to-peer knowledge sharing, while curated eLearning and LinkedIn Learning ensure flexibility and inclusivity.

The program has delivered significant cultural and operational benefits, strengthening resilience, capability, and engagement across the organisation. It has enabled ANZRP to adapt rapidly to change, embed continuous improvement, and deliver exceptional value to members and communities—all while fostering a workplace where learning is integral to success.

By embedding learning into everyday operations and aligning it with strategic priorities, ANZRP has built a culture where innovation thrives. This is more than a learning program—it’s a blueprint for how a small team can lead big change and set the benchmark for circular economy leadership.

Rio Tinto partnered with Vivlo Learning to design and implement “GradTok” - an innovative, social media-style learning platform tailored specifically for graduates.

The goal was to create a learning experience that would:
- Increase learner engagement and retention through short-form, video-first content.
- Equip graduates with practical soft skills to support their transition into the workforce.
- Provide flexibility and accessibility across Rio Tinto’s global operations.
- Align with the attention spans and consumption habits of a younger Gen Z workforce.
- Deliver content in multiple languages to ensure inclusivity and global reach.
- Integrate seamlessly with Rio Tinto’s existing technology infrastructure.

What was delivered:
- Over 120 short-form, social media-style learning videos
- Content delivered in three languages: English, French and Mongolian
- Designed for graduate employees globally
- 12 learning modules covering essential soft skills
- Accompanied by custom workbooks and interactive quizzes
- Fully integrated into Rio Tinto’s existing LMS and SharePoint platforms
- Optimised for mobile and desktop access, enabling flexible, on-demand learning

Adbri operates one of Australia’s largest logistics fleets across concrete, aggregates, and cement operations. With more than 600 heavy-vehicle drivers across 200 sites, the company identified inconsistent regional onboarding as a critical safety and compliance risk.

The new Driver Induction and Onboarding Program standardised learning nationally, ensuring every new driver begins their journey with the same training experience, competency standards, and safety expectations. Co-designed by Adbri’s Learning and Organisational Development, Transport and Safety teams, the program blends online learning, supervised driving, and third-party assessments within a single digital workflow hosted in My Learning.

Drivers complete structured modules on pre-start inspections, technology-assisted driving, Chain of Responsibility (CoR) compliance, customer service, and hazard prevention before progressing to solo operations. AI-enabled in-cab cameras provide real-time feedback on fatigue, speed, and driver attention, creating a powerful link between learning and performance.

Since its rollout in 2024, the program has delivered measurable improvements: faster onboarding, enhanced compliance documentation, and a significant reduction in speeding and fatigue-related events. Over 500 new drivers have been inducted through the framework, returning more than 1,500 productive hours to logistics teams.

By integrating technology, safety, and learning design, Adbri has created a scalable, data-driven model that sets a new benchmark for driver capability in the construction materials sector—aligning with its core principle of Work Safe, Home Safe.

U-Go Mobility is Sydney’s newest public bus service proudly operating on behalf of the NSW Government. Our Driver Onboarding and Early Capability Program supports every new driver from licence upgrade through the first months of live passenger service. The program was built for a safety critical environment, where a moment of inattention can put people and assets at risk, and where most recruits are new to heavy vehicles, often speak English as a second language, and may not have recent formal study experience.

The pathway combines classroom induction, yard-based vehicle handling, and supervised on road coaching in real traffic. It introduces the company’s Life Saving Rules on day one and reinforces them in service, focusing on being fit for work, managing distractions, secure vehicle procedures, mandatory seatbelt use, and zero tolerance for drugs and alcohol. Instead of relying on one off policy briefings, we design habits. Trainers ride alongside new drivers, observe real behaviour, and debrief immediately.

Support does not end when the driver is cleared for solo work. Each driver is revisited in service and again at the three-month mark, where emerging unsafe habits are identified early and corrected before they become normal. Across more than 1000 observed trips covering about 400 individual drivers, we have already seen consistent safe lane position, controlled approaches to bus stops, and seatbelt usage above 99 percent in service.

The result is a structured, data led onboarding process that protects passengers, supports our drivers, and strengthens the reliability of Sydney’s bus network daily.

The New Starter Program (NSP) represents a bold reinvention of Flight Centre Travel Group’s onboarding experience. Launched in August 2023, NSP was designed to close critical capability gaps created by industry disruption and deliver a globally consistent “One Best Way” approach to onboarding.

We undertook the unprecedented challenge of training in a live environment, enabling new consultants to experience real-world bookings from day one. This immersive approach eliminated inefficiencies and exposed participants to a broader range of products and suppliers, building confidence to recommend complete travel solutions and increase basket size.

The redesigned program features 132 new modules, blending virtual facilitation, in-person workshops, and on-the-job coaching. Daily integration of curated customer personas—our “Brand Warriors”—reinforces the principle of matching the right product to the right customer. A major uplift in instructional and graphic design ensures every element mirrors the Flight Centre playbook, immersing learners in brand culture from the start.

Since launch, 1103 participants have been onboarded, equipped with technical expertise and power skills to succeed. NSP has become the blueprint for global adoption, reducing onboarding costs by over $19 million annually, improving retention by 17%, and accelerating productivity with new starters now averaging >$100k TTV per month. More than a training program, NSP is a cultural catalyst—transforming leisure learning from good to great, driving consultant confidence, and keeping the People & Culture Flywheel spinning. It sets a new standard for scalable, impactful onboarding in the travel industry.

The Leading with Operational Excellence program builds capability from awareness to mastery through theory, simulation, on-the-job application, and opens pathways towards formal accreditation. Leading with Operational Excellence is structured around three modules: Operate My Business, Improve My Business, and Common Practices. These modules cover end-to-end process thinking, operational metrics, compliance, root cause analysis, and change leadership.

At its core is the Celebrity Booking Station (CBS) simulation: an immersive, in-person experience that brings operational excellence to life. Over four iterative rounds, participants apply new tools to a realistic business scenario, seeing cycle times drop from 11–13 minutes to as little as 2.5–8 seconds. More than just tools, the simulation drives a mindset shift.

Designed with Telstra-specific constraints, CBS challenges participants to navigate real-world pressures—shifting priorities, limited resources, and last-minute changes—fostering accountability, collaboration, and continuous improvement.

Yarno is a mobile-first learning platform. Its key feature is a gamified quiz-based tool, offering bite-sized learning and short, sharp videos that seamlessly integrate into teams’ daily workflows. Yarno helps organisations build content within the tool, then supports them throughout the launch of the microlearning campaign. Yarno is also delivered in a team vs team format, with gamified elements such as leaderboards and badges, which encourage participation and completion as teams compete against their peers.

Kent Relocation Services is Australia’s largest family-owned relocation and removals provider, with over 500 employees.

As part of the Sprouta network, Kent approached Yarno with a pressing business problem: increasing rates of damage to high-value items (i.e. TVs, lounges, and mattresses) during household relocations. These incidents were not only costly (leading to high-value claims) but also damaging to customer trust and team confidence. Yarno’s solution was a targeted microlearning campaign designed to bridge the gap between policy and practice, and reduce costs.

The results for Kent were exceptional, resulting in a 41% reduction in damage claims for targeted items and $30,000 in monthly cost savings from fewer claims.

Yarno is a mobile-first learning platform. Its key feature is a gamified quiz-based tool, offering bite-sized learning and short, sharp videos that seamlessly integrate into teams’ daily workflows. Yarno helps organisations build content within the tool, then supports them throughout the launch of the microlearning campaign. Yarno is also delivered in a team vs team format, with gamified elements such as leaderboards and badges, which encourage participation and completion as teams compete against their peers.

Kent Relocation Services is Australia’s largest family-owned relocation and removals provider, with over 500 employees.

As part of the Sprouta network, Kent approached Yarno with a pressing business problem: increasing rates of damage to high-value items (i.e. TVs, lounges, and mattresses) during household relocations. These incidents were not only costly (leading to high-value claims) but also damaging to customer trust and team confidence. Yarno’s solution was a targeted microlearning campaign designed to bridge the gap between policy and practice, and reduce costs.

The results for Kent were exceptional, resulting in a 41% reduction in damage claims for targeted items and $30,000 in monthly cost savings from fewer claims.

The CA Pathways Navigator, developed by Chartered Accountants Australia and New Zealand (CA ANZ), is a transformative digital tool that has redefined access to CA ANZ pathway programs. Traditionally, entry into the program was limited to those with accredited accounting degrees, creating barriers for talented individuals with alternative qualifications or significant workplace experience. The Pathways Navigator addresses this by using advanced technology to provide a transparent, user-friendly platform where candidates can easily explore their eligibility, understand exemptions, and identify personalized pathways based on both formal education and practical experience.

This innovative solution streamlines what was once a complex and manual process, integrating data from universities across Australia, New Zealand, and beyond. The tool’s intuitive design empowers users to test different scenarios and receive instant feedback, while the structured application process ensures only serious candidates proceed. Employers have welcomed the Navigator for its ability to broaden the talent pool and reduce unnecessary administrative burden, while users have praised its clarity, accessibility, and efficiency. Feedback has been overwhelmingly positive, with candidates describing the experience as “very easy and streamlined” and “fast, clear indication, love it.”

Since launch, the Navigator has driven significant improvements in application quality, reduced unnecessary Recognition of Prior Learning requests, and increased enrolments from non-traditional candidates. The CA Pathways Navigator stands as a game changer in professional learning, supporting inclusivity, operational excellence, and the evolving needs of both employers and aspiring accountants.

For more than 25 years, Sue Borhan has made a significant and lasting contribution to the Learning and Development profession across Australia, leading capability and culture transformation in some of the nation’s most complex and operationally challenging environments. Her career spans policing, hospitality, aged care, government, retail, mining villages, and global integrated services—bringing a rare depth of cross-sector insight into how learning genuinely drives performance, safety, and culture.

Sue is recognised for elevating L&D from a transactional function to a strategic lever for organisational impact. She has built enterprise capability functions from the ground up, introduced leadership systems that reshape culture, and created pathways for under-represented talent to thrive. Her achievements include uplifting culture and inclusion for 21,500 staff at NSW Police, designing global capability frameworks across APAC and EMEA at BGIS, and establishing a new enterprise capability function during major departmental reform at DEIT.

At Cater Care, Sue has delivered national capability uplift through the EDGE Leadership Program, the Chefs’ Culinary Masterclass Series, aged care reform readiness, and First Nations capability through the organisation’s RAP. In 2025, she was promoted to General Manager, People & Talent Capability, reflecting her expanded influence across learning, talent, workforce planning, organisational development, culture, and HR shared services.

Sue continues to contribute to the profession through mentoring, thought leadership, and championing capability uplift in frontline and dispersed workforces—areas often underserved in traditional L&D conversations. Her work demonstrates how capability, when designed with humanity and operational reality, can transform organisations and the people within them.

Long-term delivery of science-informed learning: For 19+ years, I have delivered instructional design and facilitation that reflects best practices in short courses, adult learning, and neuroscience. Clients include Under Armour, Dell, Rio Tinto, Lockheed Martin, Telstra, Australian Government, ACT Government. In that time I have personally delivered over 4,000 workshops to 300+ clients, impacting more than 100,000 learners.

Pioneering brain-friendly short course learning: I developed a brain-friendly 90-minute format, years before other providers adopted this approach. My approach combines pre-session priming, a neuroscience-based 90-minute workshop, and three to five spaced reinforcements that strengthens retention and behaviour change.

Mentoring of emerging facilitators: Over 19+ years, I have personally mentored 27 L&D professionals (in and outside my business), strengthening their capability and confidence to design and facilitate programs. Many now lead programs, consult independently, and contribute to organisational capability uplift.