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Our specialised training programmes are designed to have practical application in the workplace, and ultimately improve employee and corporate performance.

Adult learning methods are applied to contextualise theoretical information. Interaction, questions and debates between delegates and the facilitators are encouraged. Real-life industry specific case studies are used to illustrate the impact of, e.g. unethical behaviour, on the reputation and performance of an organisation.

Interactive and practical group exercises and video material are used as training tools.


In the development of our training material we contextualise the information shared with the delegates, in order to not just impart information, but to truly bring delegates to a new level of understanding (Rhema). Each delegate needs to come to a personal revelation of what the information shared means in his/her workplace, this leads to greater wisdom. Leaders, managers and staff are equally empowered to make the right decisions and do the right thing. Through the process of contextualisation, delegates gain better judgement and become more effective and successful in their work. This can be illustrated by the following model developed by Prof Gustav Puth:

Wisdom Diagram

In order to maximise adult learning, we follow a process whereby:

  • information (facts provided or learned about something or someone – Oxford Dictionaries)
  • is transferred into
  • knowledge, (facts, information, and skills acquired through experience or education; the theoretical or practical understanding of a subject – Oxford Dictionaries)
  • understanding (perceive the intended meaning – Oxford Dictionaries)
  • and contextualised (wisdom – the quality of having experience, knowledge, and good judgement; the quality of being wise – Oxford Dictionaries) by each person.

In short, information must be understood and contextualised by each person. It must “make sense” (wisdom) for learners in their respective work environments. This “empowers” people to apply the newly gained information/knowledge/understanding/wisdom in the desired way.



When an instruction for the development of training material is received from a client, an interactive consultation process is followed to gain an accurate understanding of the target audience, objectives of the training and the desired outcomes. All relevant research is done to ensure that the training is aligned with the policies of the client and that the training meets the demands of relevant legislation, “watchdog” bodies and industry standards. The training content is designed to also enhance the recommendations made by the 2009 King III Corporate Governance Report. All our programmes include a focus on ethical values and how these values should be lived in daily work life.

Delegates are empowered to understand how to avoid legal and reputational risks — thereby the good name of the organisation is protected.

Investing in training in order to build a healthy culture has been proven to be financially worthwhile. This was proven in a Harvard Law Review of 2014. In the article, corporate culture is defined as the principles and values guiding the behaviour of an organisation’s employees. The values that organisations most commonly advertise are: innovation, integrity and respect. Advertised values, however, do not seem to be very important in terms of an organisation’s actual performance. The values that employees perceive are more important than the advertised ones. High levels of perceived integrity lead to improvements in productivity, profitability and industrial relations, and to the organisation being more attractive to job applicants.

Corporate culture is important because it provides guidance when employees face choices that cannot be properly regulated before the event. Maintaining a culture of integrity may have short-term costs, because, for example an employee will place customers’ satisfaction above immediate higher profits. There are long-term benefits, however, in terms of retaining the loyalty of customers. Initially, the market (which determines stock-market returns) tends to underestimate the value of integrity in the short term. For that reason, many publicly traded firms tend to place a higher value on immediate profits and have a lower integrity value than similar private firms.



Dr Minnaar is accredited for Continuing Professional Development (CPD) for her courses in corporate governance, anti-corruption and ethics.

In order to ensure the highest professional service delivery and quality, ProEthics requests delegates to complete a written evaluation form at the end of each training session. This provides continuous quality assurance to our clients.


When ProEthics develop and present training programmes, we typically meet the following deliverables:

  • A comprehensive set of PowerPoint slides (approximately 100 slides per one-day programme) is developed in accordance to our clients’ needs.
  • An electronic copy of the training material is provided to clients for printing and branding purposes (unless otherwise requested).
  • Dr Minnaar travels to clients’ sites to present the training in person and answer questions and concerns from delegates.
  • Ongoing research relevant to the training is done.
  • During the project timeframe, the training material is continuously updated to reflect the latest legislation, developments and research.
  • Formal written feedback is provided to our clients.
  • Where risks or gaps in business policies or procedures are identified, formal recommendations are made to client project leaders for consideration.