2026 AITD Excellence Awards Winners

On Thursday 14 May 2026, we announced the winners of the 2026 AITD Excellence Awards at a glittering gala dinner. Held at the Sofitel in Brisbane, the gala dinner was attended by over 150 people.

Coveted by companies across Australia and New Zealand, the AITD Excellence Awards recognise outstanding achievements in learning and development. The Awards set new benchmarks for our members, recognising, rewarding and sharing quality and innovation across the learning and development spectrum.

AITD would like to take this opportunity to thank all our volunteer judges for 2026. Your time and dedication to the process is very much appreciated.

After a record number of entries and an exceptional calibre across the board, it was a hard-fought contest this year. All of our finalists, winners and highly commended entries should be incredibly proud of their achievement.

BEST BLENDED LEARNING SOLUTION

Aspiring Leaders Program

Camp Australia is a leading provider of Outside School Hours Care (OSHC), supporting over 4,000 educators who care for 76,000 children annually. Their people are at the heart of their 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 Camp Australia’s core values - Joy, Belonging, Courage, Respect, and Gratitude - the program uses a blended learning approach, combining structured online modules, live virtual sessions, mentoring, DISC profiling, and practical application to prepare participants for the complexities of modern OSHC services.

The program fosters technical, managerial, and people leadership skills to create a strong internal leadership pipeline. Graduates consistently report increased readiness for leadership roles, improving retention and service quality. By shaping confident, values-driven leaders through blended learning, the Aspiring Leaders Program strengthens both Camp Australia and the broader OSHC sector, uplifting leadership capability across the industry.

Judges’ Comments

“Strong alignment between leadership capability, workforce sustainability, and service outcomes. Excellent use of mentoring, learning circles, and workplace projects to drive real-world application.”

“Strong design logic for a blended learning solution, with thoughtful consideration of learner diversity, operational constraints, and workplace application. Measurable impact demonstrated through meaningful organisational indicators such as retention and promotion outcomes across cohorts.”

“Truly impressive blend including a variety of opportunities to learn. Very impressive learning design using Learning Circles at heart plus real world projects and ongoing support. Improvements in national consistency, grounded in the business's core values.”

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.

BEST CAPABILITY BUILDING PROGRAM

Grant Thornton Australia’s AI capability uplift program is a pioneering initiative designed to equip their workforce with the skills and confidence to thrive in an AI-driven future. Responding to the rapid evolution of AI 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, Grant Thornton offers adaptive, role-based pathways, including live training, on-demand resources, and innovative gamification via their 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 administrative hours. The initiative has received external recognition, including coverage in the Australian Financial Review and invitations to present at major industry events.

Judges’ Comments

“Exceptional scaling and delivery, and strong measures show the robustness of the initiative.”

“This submission demonstrates strong, multi-modal design with clear engagement mechanisms. It also highlights compelling, organisation level impact signals.”

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.

BEST DIVERSITY AND INCLUSION PROGRAM

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.

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.

Judges’ Comments

“The program demonstrates a strong, organisationwide diversity and inclusion strategy, clearly embedded within DFAT’s vision, capability frameworks, and Reconciliation Action Plan. Codesign with First Nations partners is embedded throughout the process, strengthening authenticity, trust, and cultural integrity. The learning experience is rich, engaging, and thoughtfully designed, incorporating storytelling, interactive media, reflection tools, and culturally safe practices.”

“Outstanding design and delivery with quality materials created in collaboration with lived experience. A very strong application.”

“It was fabulous to see authentic co-design with First Nations partners, and strong Reconciliation Action Plan and foreign policy alignment. Congratulations on high-quality instructional design and global scalability.”

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.

BEST LEADERSHIP DEVELOPMENT PROGRAM

Camp Australia is a leading provider of Outside School Hours Care (OSHC), supporting over 4,000 educators who care for 76,000 children annually. Their people are at the heart of their 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 Camp Australia’s core values - Joy, Belonging, Courage, Respect, and Gratitude - the program uses a blended learning approach, combining structured online modules, live virtual sessions, mentoring, DISC profiling, and practical application to prepare participants for the complexities of modern OSHC services.

The program fosters technical, managerial, and people leadership skills to create a strong internal leadership pipeline. Graduates consistently report increased readiness for leadership roles, improving retention and service quality. By shaping confident, values-driven leaders through blended learning, the Aspiring Leaders Program strengthens both Camp Australia and the broader OSHC sector, uplifting leadership capability across the industry.

Judges’ Comments

“The program design addressed the specific challenges and environment of both the organisation and the individuals in their roles. I particularly commend the staged launch events. The content pillars and learning delivery methods were detailed and focused on how learners really learn in the workplace.”

“It was great to see the embedding of values into the program, strong consideration of social context, a strong focus on inclusion (synchronous and asynchronous access) for a dispersed workforce, a clearly defined evaluation approach to measure program success, and openness to continuous improvement and feedback from participants.”

“This is a values-aligned and research-based development program that builds on the deep industry knowledge of program designers and facilitators, coaches and mentors, as well as deep knowledge of the target audience.”

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.

BEST LEARNING CULTURE IN AN ORGANISATION

At Australia and New Zealand Recycling Platform (ANZRP), learning is 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.

The 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.

Judges’ Comments

“There was strong articulation of organisational drivers and capability needs, supported by credible internal and external signals. There was a clear linkage between learning culture and organisational performance, with emphasis on sustainability and continuous improvement.”

“Business needs were clearly articulated and the design of the program was well thought out and follows learning principles. The delivery with the WOW cards and recognition of service is a fantastic way to build a better culture. Well done!”

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.

BEST ONBOARDING OR INDUCTION PROGRAM

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.

Judges’ Comments

“Extremely clear alignment to the strong business commitment, digital transformation goal, and workforce sustainability requirement. The submission presents clear, credible metrics across efficiency, compliance, safety, and productivity, demonstrating real organisational value.”

“There were clearly articulated measurable impacts, supported by data collected over the two-year rollout of the program, and a strong alignment with business needs and strategic objectives. There was a demonstrated focus on not only achieving compliance, but also delivering an engaging learning experience for participants.”

“There was a clear link to need and strategic aims, and excellent use of adult learning principles, impressive data over time, and exciting future use of predictive analytics, which is rare in L&D.”

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.

BEST USE OF GAMIFICATION OR SIMULATION FOR LEARNING

Kent Relocation Services, Australia’s largest family-owned removals provider, faced a costly challenge: rising damage claims to high-value household items and a workforce that was tough to reach with traditional training. Paper-based resources weren’t cutting through, and inconsistent processes were impacting customer trust, operational costs, and team confidence. Kent partnered with Yarno to address these challenges.

The Top 5 Campaign was created – a mobile-first microlearning initiative designed to strengthen procedural knowledge for Kent’s dispersed employees. Grounded in Yarno’s human-centred five-step design process, the learning approach combined discovery workshops, targeted quiz-based learning, and a tailored communications rollout that met time-poor road crews where they were: on the job, direct to their phones.

Learners received three daily questions over two weeks. Using proven learning science – microlearning, spaced repetition, gamification, and team-based learning – the campaign transformed essential procedures into memorable, practical habits.

The impact was remarkable. Kent achieved a 41% reduction in damage claims across targeted items, translating into $30,000 in monthly savings. Engagement soared, with a 95% completion rate and strong performance results that demonstrated deep understanding of the material.

Judges’ Comments

“The learning goals are clearly established, particularly the strategic shift toward microlearning and the move away from traditional paper-based approaches. This demonstrates forward-thinking design aligned with modern workforce expectations and operational realities.”

“The learning architecture is comprehensive, with strong collaboration from regional leaders and subject matter experts across five key focus areas. The program delivery is well executed, leveraging appropriate digital tools for microlearning, gamification elements to drive engagement, and team-based learning to reinforce application and peer accountability.”

“Importantly, the initiative goes beyond participation metrics. Learning outcomes are clearly defined and measured, with tangible business impact indicators such as reduction in damages, monthly cost savings, learner completion rates, and performance improvement metrics. This integrated measurement approach strengthens both the credibility and sustainability of the program.”

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.

BEST USE OF TECHNOLOGY FOR LEARNING

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. Kent approached Yarno with a pressing business problem: increasing rates of damage to high-value items 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.

Judges’ Comments

“Delivery demonstrates a strong and effective blend of automation, gamification, and microlearning, creating an engaging and practical learning experience well suited to a dispersed, frontline workforce.”

“Design is clearly articulated, with a wellexplained endtoend process that shows deliberate design decisions and a thoughtful change journey from paperbased training to a mobilefirst digital solution. Measurable impact is a standout strength, with clear beforeandafter data that directly links the learning intervention to improved operational outcomes.”

“Very clear business need and the design strategy very clearly laid out. The use of technology in this instance was a great choice and simple to use, and when a question was incorrect the explanation was a great way for people to take on new learning.”

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.

DR ALASTAIR RYLATT AWARD FOR L&D PROFESSIONAL OF THE YEAR

Andrew has delivered instructional design and facilitation that reflects best practices in short courses, adult learning, and neuroscience for 20 years. Working with organisations like Under Armour, Dell, Rio Tinto, Lockheed Martin, Telstra, and the Australian Government, Andrew has personally delivered over 4,000 workshops to 300+ clients, impacting more than 100,000 learners.

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

He has personally mentored 27 L&D professionals, strengthening their capability and confidence to design and facilitate programs. Many now lead programs, consult independently, and contribute to organisational capability uplift.

Andrew founded The Learning Zone in 2025, which shares thought leadership on applied neuroscience and learning practices. It explores topics such as priming, spaced repetition, making learning stick, and more. As AITD’s Canberra President, Andrew regularly contributes to the AITD community, and is making a real impact in the L&D industry.

Judges’ Comments

“Andrew Lawson is a kind and compassionate leader who has had a great depth of experience. He contributes that willingly as ACT President and is a worthwhile recipient of this award.”

“Andrew has been a solid contributor to AITD, and there is a clear indicator of impact within his businesses.”

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.