AEES Executive Certificate in Business law for managers

The capabilities the assessment attests if you pass.

• Spot a duty
• Decide to sign or hold
• Escalate a legal risk
• Keep what will let you hold tomorrow
• Handle a gap before it becomes a case
• Know when to stop improvising

This is the European Commission’s classification of skills, competences, qualifications and occupations. This certificate is linked to it through the skills below. Each link opens the official record.

• commercial law http://data.europa.eu/esco/skill/d63c2bad-817d-4116-b4d8-b927cb01212d
• manage contract disputes http://data.europa.eu/esco/skill/f79e4715-5776-485c-ab7d-631c9b8d70ad
• abide by business ethical code of conducts http://data.europa.eu/esco/skill/6bc02a4a-66af-4b49-9bd3-d07695d52b42

1. Duty This module gives you a practical lens to see duties before they turn into problems. Duty is what you must do or must not do, triggered by a situation and backed by a consequence if you ignore it. Unlike broad ambitions or values, duties are specific enough to act on today. You will learn to spot them in contracts, in laws and guidance, in promises your brand makes, and in your own policies. You do not need to be a lawyer to manage duties. You do need a systematic way to map them, pick the ones that matter now, and set up simple controls that will work when things get busy. You will learn a short method to frame the activity, identify triggers, classify and rank duties, assign ownership, and plan what evidence to keep. This is how you protect the business and your team while enabling progress.
2. Module 2/6: Contract Price attracts attention. Obligations keep you in business. This module trains you to read contracts as engines that allocate work, money, time, and risk. You will learn to translate dense clauses into operational steps and measurable exposure. The aim is not to memorize legalese, but to read what binds. Managers often skim for scope and price, then rely on intuition for the rest. That is where disputes begin. Well-handled, the contract sets expectations, channels change, and gives you a map when things go wrong. Poorly handled, it drains cash and leverage. You will learn a method to spot where to push back, where to accept, and when to escalate.
3. Module 3/6: Signature Business commitments become binding when the right person signs in the right way. The wrong person, the wrong form, or the wrong tool can leave a company unbound, a deal unenforceable, or a manager personally exposed. This module shows you how to make a practical, defensible call on who may sign, and how. You will learn to read your organization’s delegation of authority, translate contract value and risk into signature requirements, and verify the counterparty’s authority. You will also learn when a paper signature, an advanced electronic signature, or a qualified electronic signature is appropriate, and what supporting evidence to keep.
4. AEES Executive Certificate in Business Law for Managers, Module 4: Evidence Evidence is what lets you hold tomorrow. In business, facts are negotiated daily, then tested later by auditors, regulators, counterparties, or courts. What you keep, how you keep it, and how fast you can retrieve it often decides outcomes. This module gives you a practical method to turn daily business traces into reliable evidence without freezing your operations. You do not need to be a litigator to manage evidence well. You do need to recognize where facts are created in your teams, what makes a document credible, when a preservation duty arises, and how to avoid destroying value through poor habits. We will focus on the parts of evidence law that managers can apply: relevance, authenticity, completeness, and preservation. We will also cover modern realities like cloud platforms, chat tools, and logs.
5. Module 5/6, Early Dispute: Handle a gap before it becomes a case Most business conflicts start as a gap. A delivery is late, an invoice is wrong, a feature underperforms, a partner goes quiet. If you act early, you often avoid claims, penalties, and formal proceedings. This module shows how to move from vague concern to controlled action. You will learn what to capture, what to say, what not to say, which levers to pull, and when to escalate. Early dispute handling is not about winning arguments. It is about restoring alignment or exiting cleanly with the least possible loss. You need both legal signals and business levers. You will preserve evidence, give timely notices, reserve rights, and open confidential settlement channels. At the same time, you will analyze options like cure, credits, variation, setoff, and standstill. You will keep a record that helps the company if the matter later becomes a case.
6. Escalation Most managers solve problems as they arise. That is good business hygiene. Yet some situations move beyond ordinary management and become legal or regulatory risks. In those moments, improvising is not resilience. It is exposure. Escalation is the disciplined choice to pause, loop in the right expertise, protect the record, and prevent a manageable issue from turning into a case. This module gives you a practical way to know when to stop improvising, what to do next, and how to justify that decision to your leadership. Escalation is not panic, nor is it passing the problem to someone else. It is a controlled handover at the right point. To identify that point, you need clear thresholds, a reliable internal map of roles, and a basic grasp of confidentiality, privilege, and preservation. You also need to recognize regulatory clocks that start to run the moment you become aware of a breach, safety incident, or market disclosure trigger. Escalation protects people, value, and time. Done well, it is a skill that accelerates progress rather than slowing it.