Facilities Management: A Career of Opportunity, Growth & Impact

Facilities Management (FM) is no longer just about buildings and maintenance, it’s about strategy, sustainability, and smart solutions.

Over the next five years, the FM industry in Australia is set to grow significantly, driven by outsourcing trends, technological innovation, and the increasing complexity of infrastructure across sectors like healthcare, education, and commercial real estate.

According to market forecasts, the Australian FM sector is projected to grow from $14.22 billion in 2024 to $23.71 billion by 2032*, with a CAGR of 6.6%*. This growth is fuelled by demand for integrated services, automation, and smarter energy management. *Australia Markets and Data

“The world is changing very fast. Big will not beat small anymore.

It will be the fast beating the slow.”

Rupert Murdoch 

Emerging Opportunities:

• Integrated Facility Management (IFM): Bundling services for efficiency and cost savings.
• Smart Buildings: IoT and AI are transforming how facilities are monitored and maintained.
• Sustainability & Compliance: Green building standards and net-zero targets are reshaping FM priorities.
• Leadership Roles: From operations to strategic planning, FM leaders are now key decision-makers.

“I always wake up thinking ‘What’s next?’”

Katie Page, CEO of Harvey Norman 

Staying Relevant:

• Upskill in areas like data analytics, sustainability, and project management.
• Build cross-functional knowledge, FM now intersects with HR, IT, and finance.
• Stay informed through industry bodies like FMA Australia and Green Building Council.

Already working in Facilities Management? Check out this article here

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What Type of Manager Are You (or Could You Be)?

Management isn’t one-size-fits-all. Great managers come in many styles, each with strengths, challenges, and unique ways of leading. Understanding your natural management style can help you lead with confidence, build stronger teams, and grow into the kind of leader others want to follow.

Popular Management Styles:

• The Visionary: Big-picture thinkers who inspire with purpose and direction.
• The Coach: Focused on developing people, offering guidance and feedback.
• The Democratic Leader: Values collaboration and team input in decision-making.
• The Transactional Manager: Keeps things running smoothly with clear rules and structure.
• The Servant Leader: Prioritises the needs of the team and fosters a supportive environment.
• The Autocratic Manager: Makes decisions independently, often in high-pressure or fast-paced settings.

Ask Yourself:

1. Do I prefer guiding others or giving them space to find their own way?
2. Do I thrive on structure or flexibility?
3. How do I handle conflict or underperformance?
4. What motivates me, results, relationships, or innovation?

Now, think about the best manager you’ve ever had. What made them great? Was it their empathy, clarity, trust, or ability to challenge you in a supportive way?

Then reflect on a manager you didn’t enjoy working with. What behaviours made it difficult? Was it micromanagement, poor communication, or lack of recognition?

Tip: Emulate the traits of great leaders and consciously avoid the habits that hinder growth and morale.

Mastering Situational Leadership: Why One Size Doesn’t Fit All

Mastering Situational Leadership: Why One Size Doesn’t Fit All

In today’s dynamic workplace, leadership isn’t about sticking to a single style, it’s about adapting. Situational Leadership highlights four distinct approaches: Participating, Selling, Delegating, and Telling.

Each style balances two critical factors: the team’s need for support and their need for direction. Effective leaders know when to step in with guidance and when to empower their team to take the reins.

Are you adjusting your leadership style to match your team’s readiness, or are you leading on autopilot?

Want to explore further?

Here are a couple of insightful books to help you grow your leadership style:

• “Lean In: Women, Work, and the Will to Lead” by Sheryl Sandberg: provides practical advice for women on negotiation, mentorship, and pursuing goals.
• “Leaders Eat Last” by Simon Sinek: A powerful look at how great leaders build trust and loyalty.
• “The Coaching Habit” by Michael Bungay Stanier: Practical tools to become a more empowering and effective manager.

Whether you’re already managing people or preparing to step into leadership, understanding your style is the first step toward becoming the kind of manager people remember, for all the right reasons.

Ready to step in to Leadership learning?

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Email: ask@unep.edu.au

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Why It Matters:

1. Keeps your skills sharp and up to date.
2. Builds confidence and adaptability.
3. Opens doors to new opportunities.
4. Fuels creativity and innovation.
5. Strengthens your ability to lead and collaborate.

Tips to Build a Learning Habit:

• Schedule it: Set aside time each week for learning, even 15 minutes counts.
• Start small: Choose bite-sized content like short articles or podcast episodes.
• Make it social: Join a book club, study group, or attend local networking/information events.
• Track progress: Use a journal or app to record what you’ve learned.
• Stay curious: Ask questions, explore new topics, and challenge your thinking.

Ask yourself:

• What’s one new thing I’ve learned this month?
• How do I challenge myself to grow outside of work?
• What inspires me to keep learning and growing?

Whether it’s through study, conversation, or curiosity, lifelong learning is your edge in a fast-changing world. Embrace it and watch your confidence, career, and creativity flourish.

Recommended Resources:

Book: “Atomic Habits” (2018) by James Clear: Learn how small changes lead to big growth.

Film: “The Intern” (2015) A heart-warming story about a 70-year-old widower who joins a start-up as an intern, proving that learning and growth never stop. A reminder that age is no barrier to reinvention and relevance.

Top 5 Podcasts to Inspire Your Personal & Professional Growth

Here our top 5 list of podcasts to fuel your mind and motivation:

• The Diary of a CEO: Honest conversations with leaders and changemakers.
• How I Built This: Stories behind the people who created iconic brands.
• The Mindset Mentor: Daily tips for mental clarity and motivation.
• WorkLife with Adam Grant: Insights into better work and better thinking.

Ready to start your next step to life long learning?

Call: 1800 066 128

Email: ask@unep.edu.au

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Thriving in Today’s Health Practice Environment

Working in a health practice means juggling multiple priorities, delivering exceptional patient care, managing time constraints, and adapting to evolving technologies like telehealth. Whether you’re at reception, in a clinical role, or managing a team, the challenge is the same: how do you maintain high-quality service in a fast-paced, face-to-face environment?

The Human Touch Matters

Patients often arrive stressed, unwell, or anxious. A warm greeting, clear communication, and empathy go a long way in building trust. Even when time is short, small gestures: eye contact, a calm tone, or remembering a patient’s name, can transform their experience.

Managing Time-Poor Patients

In busy practices, balancing efficiency with compassion is key. Frontline staff are often the first point of contact, and their ability to manage appointments, triage concerns, and handle sensitive information sets the tone for the entire visit.

Modern patients expect convenience. Many are juggling work, family, and health, and they want quick, clear, and respectful service. Streamlining processes like online bookings, SMS reminders, and digital forms can reduce stress for both patients and staff.

Engaging Through Telehealth

Teleconferencing has become a vital tool, especially in rural and remote areas. But engaging online requires intentional effort:

• Speak clearly and check for understanding.
• Use visual cues when possible (e.g., screen sharing).
• Follow up with written summaries or resources.
• Ensure privacy and professionalism in your setup.

Managers can support staff by offering training in digital communication and encouraging feedback from patients about their virtual experience.

Tips for Success:

• Prioritise empathy, even under pressure.
• Use technology to enhance (not replace) human connection.
• Encourage team debriefs to share challenges and solutions.
• Invest in communication skills for both in-person and online interactions.

Balancing care and efficiency isn’t easy, but it’s what sets great health practices apart. With the right mindset and tools, you can create a space where patients feel seen, heard, and supported, whether they’re in the waiting room or on a screen.

Best Practice Engagement Checklist

Great patient engagement starts with small, consistent actions. Whether you’re face-to-face or online, this checklist will help you deliver care that’s efficient, empathetic, and relevant.

Face-to-Face Patient Engagement

• Greet every patient warmly, use their name and maintain eye contact.
• Maintain a calm, professional tone even during busy periods.
• Actively listen to patient concerns without interrupting.
• Offer clear explanations of procedures, wait times, and next steps.
• Respect privacy, ensure conversations are discreet and confidential.
• Be culturally aware and inclusive in communication and service delivery.
• Use signage and digital screens to keep patients informed and reduce anxiety.

Managing Time-Poor Patients

• Streamline check-in and appointment processes with digital tools.
• Offer flexible appointment options (e.g., early morning, lunch hour).
• Provide concise, clear communication (avoid jargon).
• Use SMS or app-based reminders to reduce no-shows and improve flow.
• Empower patients with self-service options (e.g., online forms, portals).

Telehealth & Online Engagement

• Ensure a quiet, professional background and stable internet connection.
• Begin each session by confirming identity and consent.
• Speak clearly and check for understanding throughout.
• Use screen sharing or visual aids when appropriate.
• Follow up with written summaries or resources via secure messaging.
• Maintain empathy and attentiveness, even through a screen.

Team & Practice Culture

• Hold regular team huddles to share feedback and patient insights.
• Encourage staff to reflect on what worked well and what could improve.
• Provide ongoing training in communication, cultural competency, and digital tools.
• Celebrate great service moments and patient compliments.
• Monitor patient satisfaction and use feedback to guide improvements.

By following these best practices, your team can create a patient experience that’s not only efficient and professional, but genuinely caring and memorable.

Ready to start your learning journey?

Explore our Health Practice courses here

Call: 1800 066 128 

Email: ask@unep.edu.au

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Why Investing in Training Your Team Pays Off

Organisations that prioritise career development outpace others on key indicators of business success. As we find ourselves in a continually changing business environment, we are provided with a remarkable opportunity for self-reflection. This may be a good opportunity to consider what the future looks like and to ensure that your team is ready.

In 2026, skills needs are shifting faster than hiring pipelines can keep up with. The question isn’t if you should invest in training, but how to align learning with your business goals to accelerate performance, retention, and innovation.

LinkedIn’s Workplace Learning Report offers clear direction: when learning is paired with career development, organisations build agility, retain talent, and outperform peers. Only 36% of companies have mature career development programs, yet those that do are more confident in profitability and in attracting and retaining talent and are better positioned as frontrunners in generative AI adoption.

Why training your teams matters now:

1) Retention and engagement

• Career progress is employees’ #1 motivation to learn; without visible growth paths, people leave. Making development tangible reduces attrition and builds loyalty.

• 90% of organisations reported retention as a top concern and cited learning opportunities as the #1 retention strategy, a signal that development is central to keeping great people.

2) Productivity and performance

• Well-trained employees work more efficiently, make fewer errors, and deliver better business results—especially when programs are aligned to priority outcomes and measured beyond completion rates.

3) Innovation and idea generation

• Learning plus career development accelerates the flow of critical skills, enabling teams to adapt, experiment, and solve complex problems. Organisations that champion career development see stronger business performance and are more likely to lead in AI adoption, helping innovation spread faster across the business.

4) Competitive advantage

• A workforce that’s skilled and adaptable isn’t just an asset—it’s your shield against disruption. When employees can pivot quickly and apply new knowledge, your business stays ahead of market shifts instead of scrambling to catch up.

• Align learning programs directly with your strategic goals. This approach turns training into a growth engine, ensuring every skill developed contributes to innovation, efficiency, and long-term success.

5) Culture and leadership

• When managers actively support development, through mentoring, internal mobility, and leadership training, teams feel valued and connected to the mission, boosting morale and reinforcing a growth culture.

From strategy to execution: how UNE Partnerships can help

UNE Partnerships has been a leader in highly customised online education and training for more than 40 years, helping organisations turn capability plans into measurable outcomes.

What we offer:

• Workforce consultation: Map critical roles, skills gaps, and career pathways; align learning to business metrics.
• Training solutions: Flexible, accredited programs that fit around busy schedules and deliver applied skills.
• Tailored qualifications: Co-designed pathways that blend leadership, compliance, and role-specific expertise.
• Advice on FREE Traineeships in NSW/QLD: Access government-funded traineeships that reduce cost barriers while lifting capability.

Key benefits:

For the organisation:

• Increased productivity & performance: Fewer errors, faster delivery, stronger results.
• Stronger competitive advantage: Skills agility keeps pace with tech and market shifts.
• Higher profitability: Efficiency and improved customer outcomes lift the bottom line.
• Innovation & problem solving: Learning fuels fresh thinking and better decision making.
• Improved culture: Development reinforces purpose, morale, and alignment.

For employees

• Enhanced skills & confidence: People feel capable and equipped for evolving roles.
• Higher satisfaction & motivation: Feeling valued increases engagement.
• Career growth & advancement: Clear pathways reduce turnover and strengthen succession.

Strategic importance

• Future proofing: Build a pipeline of leaders ready for new challenges.
• Talent retention: Development signals commitment, increasing loyalty.
• Better leadership: Managers learn to coach, mobilise talent, and sustain culture.

Investing in training isn’t just an expense; it’s a strategic investment in human capital that drives present success and future growth.

Action checklist for 2026

1. Start with business outcomes: Define the performance, productivity, or risk metrics you need to move this year; build training around those targets.
2. Pair learning with career progress: Add mentoring, internal mobility, and leadership pathways so skills gains translate into advancement.
3. Equip managers as career supporters: Give managers playbooks to set goals, coach, and track progress.
4. Measure impact, not just completions: Track outcomes (quality, cycle time, customer metrics) and talent signals (internal moves, skills acquired).
5. Build AI ready capability: Integrate AI literacy and applied use-cases to accelerate performance while maintaining responsible adoption.

Let’s plan your next chapter

If you’re ready to explore tailored training for your team, whether to meet immediate compliance needs, lift frontline performance, or develop future leaders, UNE Partnerships can design a program that aligns learning to your goals and measures outcomes that matter.

Contact UNE Partnerships for:

• Consultation: Workforce capability review and training plan
• Programs: Flexible, accredited, and customised pathways
• Funding: Guidance on FREE Traineeships in NSW where eligible

Ready to start you and your team on a learning journey?

Call: 1800 066 128

Email: ask@unep.edu.au

Enquiry: Fill in the form below

Why Investing in Your Learning Matters: Unlocking Personal and Professional Growth

In today’s fast-changing world, standing still may mean falling behind. Whether you’re looking to advance in your current role, explore new opportunities, or simply feel more confident in your skills, continuous learning is one of the most powerful investments you can make in yourself.

Your Next Step

Ask yourself:

• What skills will help me excel in my current role?
• What knowledge will prepare me for the next step in my career?

At UNE Partnerships, we’ve been helping professionals like you achieve their goals for over 40 years. Our flexible, online courses are designed to fit around your life while delivering practical, career-ready skills.

Ready to start your learning journey?

Explore our programs today, call 1800 066 128 or fill in the EOI form below and take the first step toward a smarter brighter future.

The New South Wales Rugby League (NSWRL) and UNE Partnerships celebrated the achievements of Women in Sport Leadership (WISL) graduates at the inaugural Alumni Breakfast on Monday 1 December 2025 at the NSWRL Centre of Excellence, Sydney Olympic Park.

A Partnership Driving Change

The collaboration between NSWRL and UNE Partnerships has created a transformative educational pathway specifically designed for women in sporting leadership. The flexible delivery model accommodates the demanding schedules of sports professionals while maintaining rigorous academic standards aligned with national training frameworks.

The program curriculum addresses critical competencies including emotional intelligence, team building, communication strategies, change management, and media engagement, skills essential for women aspiring to leadership positions in sports administration, coaching, and management.

Jenny Sewell, UNE Partnerships Academic Director for Leadership and Management, said, “This program continues to prove how powerful education can be in unlocking confidence, capability, and leadership potential for women in sport.”

The program combines facilitator-led workshops with flexible online learning over 20 weeks and face-to-face sessions. Participants complete two Diploma and Certificate-level modules, which provide credit towards entry to a Diploma or Certificate IV in Leadership and Management, creating pathways for further professional development.

Building Leadership Capability

Since its pilot in 2021, WISL has achieved a 95% completion rate, with 63 participants from more than 20 state sporting organisations graduating with nationally recognised qualifications. The program continues to address the barriers women face in progressing into leadership roles across elite sport.

Creating Lasting Networks

The new Alumni initiative will expand peer networks, mentoring opportunities, and cross-code collaboration while supporting greater representation of women in sport leadership.

NSWRL acknowledged the support of the Holman Barnes Group, whose funding ensures the program remains accessible to women across diverse sporting organisations.

The success of the Women in Sport Leadership program demonstrates the power of strategic partnerships in addressing systemic barriers and creating meaningful change. As graduates progress into influential roles across Australian sport, they serve as role models and decision-makers capable of driving innovation and excellence within their organisations.

For more details about this important program: NSW Rugby League Women in Sports Leadership Program.

“Each day is different and brings something new,” Krystal says. “I enjoy being hands-on and building relationships with stakeholders, tenants, and contractors.”

When Krystal decided to formalise her experience through study, she chose UNE Partnerships for its flexibility and strong industry focus. “The UNE Partnerships course gave me a strong foundation in both the technical and strategic sides of Facilities Management,” she explains. “It helped me better understand compliance, risk, and asset planning, all of which apply in my current role. More importantly, it gave me the confidence to approach challenges.”

That confidence helped Krystal advance to her current role as Senior Facilities Manager, where she oversees Charter Hall’s industrial portfolio. “It’s been incredibly rewarding,” she reflects. “Every project brings a new opportunity to learn and grow. I’ve been fortunate to work with supportive mentors and teams who believed in my capability.”

For those considering a career in Facilities Management or looking to take the next step, Krystal’s advice is simple: “Be curious and open to learning. Facilities Management is such a broad field; every site, every challenge, and every stakeholder teaches you something new. Build strong relationships and don’t be afraid to step outside your comfort zone.”

To stay ahead in an ever-evolving industry, Krystal makes professional development a priority. “I stay connected, both with peers in the industry and through ongoing learning. I keep up with technology trends, sustainability initiatives, and compliance updates. Regular reflection helps me stay proactive and adaptable.”

Krystal also recommends keeping up with industry news through the Facility Management Association of Australia (FMA) e-newsletters for the latest insights and opportunities.

Now thriving in her senior leadership role, Krystal credits her success to her drive, positive outlook, and resilience along with the mentors who encouraged her along the way.

“I’ve always been motivated to keep learning and improving. UNE Partnerships gave me the tools to do that, and it’s made all the difference in where I am today.”

Whether you already work in or are thinking of, it is important to note that Facilities Management is a wide and diverse sector. The Industry Definition describes facilities managers as those who “primarily provide non-core business services that allow buildings and precincts to operate effectively. These include monitoring, planning and management services such as cleaning, gardening, security and maintenance. Industry services are typically provided under contract. For definition, the primary activities of the industry can be defined as:

• Major and minor maintenance services
• Cleaning services
• Workplace safety services
• Accommodation services
• Pest control
• Energy and environmental management

So, as you can see the skills needed to be successful in the roles of facilities management are interesting and diverse.

So where are facilities managers now – in a post-pandemic environment?

The latest research indicates facilities managers have benefited from the private and public sectors’ increasing willingness to outsource non-core business activities and strong demand from the mining and public sectors has amplified this trend. Although negative conditions caused by the COVID-19 pandemic have weighed on facilities managers’ incomes, since the middle of 2022, there has been a significant upswing as WFH practices and temporary delays to elective surgeries for example have been reduced, along with the reduction in intermittent closures of many education providers which eroded demand for facilities managers. However, easing restrictions and the gradual reopening of institutions has benefited the need for facilities management.

This in turn has increased the need for facilities managers, with some clients taking the opportunity to re-organise better contracts. Contracts signed with government agencies can run for many years. For example, Serco began operating Australia’s largest correctional facility, Clarence Correctional Centre, in 2020. Serco is contracted to operate and maintain the facility for at least the next 20 years.

In the broader picture, facilities managers are set to benefit from recovering economic activity and the public sector continuing to outsource services. Moreover, lucrative long-term contracts with large government agencies will provide larger facilities managers with steady income streams for many years. The industry is poised to grow but to remain competitive, both individuals and organisations need to ensure they have the right skills in their facilities team and most importantly have regular succession plans in place as good facilities managers become more employment “mobile”

The skills of a Facility Manager

Cost control: One of the key skills to succeed as a Facilities managers is to control costs. After the impact of the pandemic more and more teams and roles are increasingly focused on procurement to control costs, as expenses are easier to manage when they are part of long-term contracts. Large facilities management firms typically have several purchasing contracts and suppliers, which gives them significant scope to reduce the complexity of their supply arrangements and limit costs, supporting profitability. While individual facilities managers provide a diverse range of services, the industry is still highly fragmented but the demand for skilled facilities managers remains high.

ESG: Additionally, scrutiny in the media over government outsourcing has made some organisations cautious about potentially contracting facilities managers. That’s why facilities managers are tipped to emphasise their ESG profiles to continue acquiring large government contracts and facilities managers are poised to continue changing strategies to maintain competitiveness.

Procurement: Procurement is set to remain a major focus for facilities managers as Intelligent procurement can reduce risk, management costs and purchasing costs.

Technology and Systems: Facilities managers are changing their technologies at a relatively moderate pace. Computer diagnostics on internal equipment allow for accurate and quick maintenance. Project management systems allow firms to easily map out the asset life cycle of facilities and components.

So, what’s next if you want a career in facilities management?

So where does all this lead, when you are considering a career in Facilities Management? Experience is vital and highly regarded but as competition for roles with a wider skill set increases then being able to demonstrate workplace competence in an accredited and nationally recognised way will improve job prospects for an already mobile workforce.

After delivering a non-accredited program to the facilities sector, both UNE Partnerships and Facilities Management Australia (FMA) decided to invest heavily, both time and resources to create a contemporary nationally accredited qualification that was relevant to the skills needed in the sector today and into the future.

The launch of the accredited 10938NAT Diploma of Facilities Management in 2022, was heralded a success. As, the Facility Management Association represents professionals, teams and organisations involved in the strategic and operational management of facilities in both the public and private sectors throughout Australia they were the perfect industry partner for the qualification. Fully staffed by current facilities management professionals the organisation is actively engaged in a wide range of advocacy activities bringing a wealth of expertise to the table.

Now with over 134 enrolments in just over a year, the qualification is going from strength to strength.

But what if you haven’t studied for years?

To remain accessible to as many aspiring facilities employees, UNE Partnerships have developed the entry requirements so that as many people as possible can get ahead in their career with this qualification. The course is 100% online BUT you are never 100% on your own.

Peer group and mentor groups are all part of the qualification and if you get stuck an assessor is at the end of the phone or video call.

Can your experience count?

In many instances, you may have been in the role for several years and perhaps now have the opportunity to step into a more senior or management-based role?

Here is where a process called Recognition of Prior Learning can help.

With the support of an assessor and a trainer, you can work through units providing evidence of your real-world experience which demonstrates competence to the standard required. If you are not sure if this would work for you, give us a call and we can set you up with an assessor for a 15-minute chat completely free of charge to run through your own personal experiences and which units may or may not be suitable.

Or, you can simply dive right in. The course study time is between xx months and xx months but of course it all depends how much time you can put in during the week.

To whet your appetite here are some of the subjects you will cover:

• Budgets and financial plans
• Manage supplier relationships
• Implement and monitor environmentally sustainable work practices
• Develop and manage facility maintenance plans
• Manage projects in the property industry
• Coordinate construction or renovation of facilities

AND, all this backed by the Training and Education company of Australia’s only 5* rated on-line University, the University of New England.

So, are you serious about a career in this interesting and evolving sector.

Then get in touch today with one of course advisor.

A new course designed by industry for senior leaders, managers and HR professionals will highlight the importance of diversity and inclusion in a productive workplace. The ‘Developing and Sustaining Diverse and Inclusive Workplaces’ micro-credential is the latest course to be released through the NSW Government’s $37.4 million New Education Training Model (NETM).

The University of New England Partnerships has teamed up with Supporting and Linking Tradeswomen (SALT) to release the course, which commences on 15 August 2022. The course will give learners the opportunity to design and implement bespoke staff recruitment and retention strategies to promote diversity and inclusion in their organisations.

The NETM is a new ‘flipped model’ designed for and by industry that is being rolled out by the Western Parkland City Authority, the NSW Government agency responsible for coordinating infrastructure, investment attraction and job creation in the Western Parkland City.

The partnership between SALT and UNE Partnerships will help build greater workforce participation in western Sydney for women, Aboriginal and Torres Strait Islander peoples and people from culturally and linguistically diverse backgrounds, particularly in industries like manufacturing. It also supports the Government’s recent Women’s Opportunity Statement, which aims to ensure there are real choices for women to play an equal role in the workforce.

Fi Shewring, President and co-founder of SALT said that the micro-credential will have a wide-reaching impact on industry.

“The Western Parkland City is one of the most diverse places in the world, and with one in three Australian workers born overseas. An inclusive workplace with a diverse range of different backgrounds leads to more innovation, a greater breadth of skills and improved employee engagement and wellbeing.”

UNE Partnerships CEO Benjamin Gilmore, said he is delighted to be given the opportunity to work with SALT and to demonstrate the importance of regional universities and training organisations strengthening the skills base of the WPC. He noted regional cities across Australia have had to develop a strategic approach to maximising participation within their communities given the smaller populations in many of these regions.

“We’re very excited to be working with SALT to deliver this important micro-credential. Diverse and inclusive workplaces play an important role in attracting and retaining productive workforces of the future.”

NETM micro-credentials will be free of charge for learners and their employers during the early stages of the pilot program. The program targets skills gaps in key industries that will help grow productivity across the Western Parkland City.

For more information please visit:

• Developing and Sustaining Diverse and Inclusive Workplaces

This article has been reproduced with permission from:

• Western Parkland City Authority