SETA Accreditation No. 6570

Disaster Management and Business Continuity



*** During National lock down this course will be presented online
as from 15 April 2020. ***

As from 1 May 2020 most of our courses will be offered online too.

*** Early bird discount less 25% p/p and group bookings less 30%,
off the normal fee for public workshops.***

*** In-house special rate for up to 12 people – R18,500.00 excl. VAT per day. ***

*** All discount offers available until 9 April 2020. See details below.***


Workshop dates:

*** Online session only: ***
15-17 April and 22-24 April 2020 (4-hours per day).

Midrand, Johannesburg: 17-19 June 2020
Durbanville, Cape Town: 22-24 June 2020
Durban North: 1-3 July 2020

(Our workshops are max. 15 people)


Course fee (3 days): R6,500.00 (R7,475.00 incl. VAT) per delegate.

Online sessions:
R4,200-00 (R4,830.00 incl. VAT) per delegate for all new registrations received and paid for by 6 April 2020.
(It is your responsibility to ensure that you have the correct internet connection, data etc. to connect and stay connected during these sessions.)

Group booking for 3 or more delegates less 30% (R2,250.00) p/p = R5,250.00 (R6,037.50 incl. VAT) per delegate for all new registrations received and paid by 9 April 2020.

In-house booking for up to 12 people = R18,500.00 (R21,274.00 incl. 15% VAT) per day x 3 days for all NEW registrations received and paid by 9 April 2020. Terms and Conditions apply.

Public training sessions:

Early bird fee less 15% p/p (R975.00) =
R5,525.00 (R6,353.75 incl. VAT) for all new registrations received and paid by 9 April 2020.

Group booking for 3 or more delegates less 20% (R1,300.00) p/p = R5,200.00 (R5,980.00 incl. VAT) per delegate for all new registrations received and paid by 9 April 2020.

In-house booking for up to 12 people = R16,500.00 (R18,975.00 incl. 15% VAT) per day x 3 days for all NEW registrations received and paid by 9 April 2020. Terms and Conditions apply.




For Corporate Governance, dealing with Black Swans, is risk management: Thus, events like COVID-19 or fires in Australia.

The Board is responsible for oversight and the strategic direction of the company – not execution. This means Board members should take on a devil’s advocate role by asking C-Level managers questions such as:

What is the worst that could go wrong and how will you manage the outcomes?

The governing body is responsible to ensure the establishment and implementation of business continuity arrangements that allow the organisation to operate under conditions of volatility, and to withstand and recover from acute shocks.

The question that needs to be answered: is that according to the companies act?  A company must not carry on its business recklessly, with gross negligence.  And directors / governing body must manage with the degree of care, skill and diligence that may reasonably be expected of a person.

Should companies fail due to the COVID-19 or similar events, can directors / governing bodies be held criminally liable if no disaster management plan and business continuity plan was in place when the event occurred? In King IV it is the responsibility of the governing body to task the executive management to ensure that this is in place and that the internal audit through the audit committee must ensure that it is implemented.

At many of my workshops that I facilitate I ask the delegates if their organisation have a disaster management plan and a business continuity plan and in many cases the answer is: we think there is one but we have not seen it or practised any of the protocols.

Are organisations prepared for the following?

  1. Should people be required to work from home, as we have seen with the Coronavirus?  Are they prepared to do so?  Do they have the required connectivity?  How vulnerable is the organisation’s data spread over many locations?  How do they access supporting documentation?  (Debtors clerk requiring customer invoices and statements that could be in paper format etc.)
  2. What will happen if the call centre is sent home and placed under quarantine?  Do we have arrangements with another call centre to take over servicing our client.
    On a positive note: that this will force organisations to become innovative and to test new ways of working which could result in improved performance by organisations

Objectives of the programme

1. To train delegates how to define a disaster and how to make plans that:

    • Are not paper tigers
    • Obtain buy in from affected parties
    • And ensuring that the plans are implementable

2. By facilitating highly interactive training sessions using templates provided. When delegates leave, they will have the basis of a disaster management plan and business continuity plan to proceed with back at the workplace.

3. Facilitating workshops with the various levels of the organisation to develop disaster management plans and business continuity plans for their organisations.



  • Non-Executive Directors
  • Directors
  • Council members
  • Directors general permanent secretaries etc in government
  • Senior management
  • Line management
  • Risk managers
  • Information officers

Small business owners and management


Module 1 

  • Importance of planning for major disruption
    • Corporate governance guidelines
      • Governing body responsibility
      • Executive management responsibility
      • Risk management
        • Policy and procedure
        • Implementation
        • Monitoring
        • Internal audit function
        • External audit function

 Practical exercise

 Module 2 

  • Create possible scenarios:
    • Developing black swan scenarios
    • Analysing the possible impact on the environment (Economy social etc.)
    • Developing impact possibilities for the organisation within the business environment:
    • Own business / municipality / government dept
    • Suppliers
    • Customers/rate payers/population
    • Rating such scenario’s (worst case, best case etc.)
    • Identifying opportunities within these scenarios

 Practical exercise

 Module 3 

  • Analysing current position
    • Developing a high-level Organisation process map
    • Identifying the vulnerable and essential processes
    • Analysing the as is to identify:
      • Critical staff issues (Skills Performance, management etc.)
      • Facilities used to perform tasks
      • Materials that are essential
      • Equipment used
      • Information applied to perform tasks
      • IT Infrastructure
    • Identifying the high-risk tasks

Practical exercise

Module 4:

  • Developing a Disaster management plan
    • Defining what constitutes a disaster
    • Developing the procedures to be adopted in a disaster situation
      • Securing the site
      • Communication plan
      • Analysing impact
      • Dealing with emergency corrections
      • Planning recovery
      • Performing debriefing

 Practical exercise

Module 5:

  • Developing a business continuity (BC) plan
    • Determining the objectives of the BC requirements
    • Setting measurements to monitor success of BC plan
    • Developing possible solutions
    • Assessing best fit for purpose
    • Designing Process required for BC
    • Aligning to the BC process
      • Staff (Skills, performance assessment, policy)
      • Facilities
      • Materials
      • Equipment
      • Information required
      • IT infrastructure required
      • Doing risk management proposed solution
    • Determine benefits that may emanate from the solution

 Practical exercise 

Module 6:

  • Implementation plan
    • Developing a project plan for implementation
      • Work breakdown structure
      • Determine resources required
      • Develop a Responsibility Assignment Matrix
    • Preparing Standard Operating Procedures
    • Preparing a business case
      • Cost of Major event
      • Cost of proposed BC solution
      • Value of benefits
    • Prepare presentation to stakeholders

 Practical exercise

Module 7:

  • Monitoring and evaluation
    • Simulation drills
    • Debriefing and learning
    • Plan do review
    • Reporting to governing body
    • Audit committee involvement
    • Internal audit actions
    • External auditors’ responsibility

Practical exercise.

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