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This paper aims to find a suitable structure for a practitioner's handbook that addresses the structural elements of the business continuity (BC) practice.

The case study using the mixed method, quantitative with a questionnaire and conceptual research approach was what has been chosen. The four steps to the research process are outlined: one, choosing the topic, two, collecting relevant literature, three, identifying specific variables and four, generating a structure. The design brought on by years of experience, should be put into an organised system and handbook that can be reused, without having to reinvent the wheel.

A BC handbook should be as relevant to the executives and management as to their employees. By adopting a BC practice in a government department, state-owned entity, agency or municipality. Assurance will be ascertained for reliable, improved service delivery and reputation with much less interruption. Therefore a handbook with a “cradle to the grave” BC approach should outline, with examples of standards, awareness, policy, BC programme plan, BC structures, business impact and risk analysis, strategy, budgets, scorecards, monitoring and evaluation, recovery and BC plans, together with the audit and an International Standards Organization (ISO) 22301 certification process.

The research was limited to literature, questionnaires and identified variables pertaining to BC management (BCM) in the South African Government.

The implications of the case study is that out of the variables identified and the relevant literature and standards, a structure for a relevant post-COVID-19 government practitioner's handbook could be made available.

The use of a BCM handbook for government would assist in the continuation of services through manmade and natural disasters. The service to the citizen, including but not limited to water, electricity, sanitation, medical and health services, and the food supply chain are just a few areas that can be positively impacted upon by good BCM. By implication the reliance of government structure are treated most in time of disasters as experienced through the two year period of the COVID-19 pandemic.

The government departments in South Africa do not have or have not implemented BCM due to the lack of clear guidelines. The COVID-19 pandemic however had accelerated the requirement for a top down BCM approach. To ensure that the scope of BCM is not limited, the possibility of having a set handbook for the government practitioner will ensure that service quality remains intact. Such a handbook related to government BCM practice is long outstanding.

Trade unions are the political arm of the working class, economically active masses, whilst industrial action is a demonstration of the will to reach their objectives. However, the crippling of systems through such contradicts business continuity. Yet, the opposite is true for a natural disaster that traumatises the union member and has a direct impact on their well-being. Inculcating a service continuity and resilience in government, with trade unions as majority stakeholders, may be a challenge. Moreover, it is further complicated by the African perspective, which will become prevalent in the author’s deliberations, as the trade union landscape is open to revolutionary Marxism, Socialism and Capitalistic precepts and concepts. Testing the problem and solutions with the period model produces evidence that purports a future praxis for business continuity management (BCM) that involves trade union representatives and their members. Ultimately, trade unions, cumbersome as they may seem, have much to offer as far as human resources, mass membership, knowledge and skill are concerned. The paper aims to discuss these issues.

An action learning approach linked to the period model to answer five research questions, namely: What is the actual modus operandi of trade unions with regard to business continuity and resilience?; What is the actual interest of union representatives in the understanding and implementation of BCM and resilience standards and concepts?; What would be required to utilise trade union platforms for the purposes of BC induction and awareness?; How will BCM certification for trade union stewards affect or impact on their industrial actions or campaigns?; How can the BCM fora develop a theory and possible praxis, to involve trade unions as part of the business continuity and resilience programme of an organisation?

The findings are as follows: the period model works as an agent of action learning. The likelihood of trade unions to participate in business continuity outside of labour action is commendable. Trade union representatives are keen on being certified as BCM practitioners. BCPs are inclined to fail with industrial action when involving trade union representatives. The BCM Policy and ISO 22301 standards bring about a good understanding of the roles of BC practitioners and union representatives in a crisis period.

Research was limited to the pilot site, i.e. The Government Pensions Administration Agency – South Africa.

The paper brings about a new dimension to a business continuity programme, where the trade unions are no longer an interested party but rather they become active members of a business continuity team.