International Training
Programmes
Focused professional learning for participants from South Africa and abroad.
International training subject areas
Oil & Gas Industry
Five courses, each delivered over five days.
Explore Oil & Gas coursesPEOPLE & CAPABILITY
Human Resource Management and Training
Develop an integrated approach to managing people, assessing workforce capability and translating learning into improved performance.
5 days · Professional short course
View course outline
Duration: 5 days
Introduction
Develop an integrated approach to managing people, assessing workforce capability and translating learning into improved performance. This programme connects workforce planning, recruitment, employee performance and training with competency requirements and organisational priorities. Participants will explore how to identify capability gaps, design targeted development interventions and use workforce information to support informed people-management decisions.
Course Objectives
At the end of the course, participants will be able to:
- Align human resource and training priorities with organisational objectives.
- Define role-specific competency requirements and identify workforce capability gaps.
- Apply structured approaches to recruitment, onboarding, performance management and employee development.
- Conduct training needs analyses and develop targeted learning interventions.
- Develop individual and team development plans that support workplace application.
- Evaluate people-management and training initiatives using relevant evidence and performance measures.
Who Should Attend
- Human resource managers, officers and business partners.
- Training managers and learning and development practitioners.
- Talent management and organisational development professionals.
- Line managers and supervisors with people-management responsibilities.
- Skills development and staff-development coordinators.
- Managers responsible for workforce capability and organisational performance.
Course Outline
Day 1: Connecting People Strategy with Workforce Capability
- Translating organisational priorities into human resource objectives.
- Workforce planning and identifying current and future capability requirements.
- Developing role profiles and defining competency requirements.
- Assessing workforce gaps and prioritising interventions.
- Ethical practice, confidentiality and responsibilities in people management.
- Practical exercise: preparing a workforce capability assessment.
Day 2: Recruiting, Integrating and Developing Talent
- Job requirements, recruitment planning and candidate sourcing.
- Inclusive selection, structured interviews and assessment methods.
- Connecting recruitment decisions with role-specific competencies.
- Induction, onboarding and early performance support.
- Talent development, succession planning and retention.
- Practical exercise: developing a competency-based recruitment and onboarding plan.
Day 3: Strengthening Performance and Employee Experience
- Setting performance expectations and measurable objectives.
- Conducting feedback and development-focused conversations.
- Addressing underperformance through fair and structured processes.
- Employee engagement, recognition, inclusion and wellbeing.
- Communication and performance management in hybrid teams.
- Practical exercise: conducting a performance-development discussion.
Day 4: Designing Learning that Addresses Capability Gaps
- Organisational, team and individual training needs analysis.
- Distinguishing learning needs from process, resource and management problems.
- Writing learning objectives and selecting relevant content.
- Adult learning principles and inclusive learning design.
- Combining facilitated learning, coaching, mentoring and workplace assignments.
- Practical exercise: developing a targeted learning intervention and individual development plan.
Day 5: Evaluating Development and Demonstrating Progress
- Training implementation plans, budgets and responsibilities.
- Assessing learning and gathering evidence of competence.
- Supporting learning transfer through managers and workplace practice.
- Using workforce and learning information to monitor development.
- Reporting outcomes and recommending improvements.
- Integrated exercise: presenting a workforce capability improvement plan.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
FINANCIAL DECISIONS
Finance for Non-Financial Managers
Build confidence in interpreting financial information and understanding how management decisions affect organisational performance.
5 days · Professional short course
View course outline
Duration: 5 days
Introduction
Build confidence in interpreting financial information and understanding how management decisions affect organisational performance. This programme introduces financial statements, budgeting, cost management, cash flow and investment appraisal through practical management situations. Participants will examine how staffing, purchasing, service delivery and investment choices influence financial results, and develop the skills to recommend responsible resource-allocation decisions. No specialist accounting background is required.
Course Objectives
At the end of the course, participants will be able to:
- Explain essential financial terminology and the relationships between financial statements.
- Interpret financial information to assess performance and identify concerns.
- Prepare, monitor and revise departmental or project budgets.
- Apply cost, contribution and cash-flow concepts to management decisions.
- Evaluate investment options using financial evidence, assumptions and risk considerations.
- Present financially informed recommendations that recognise both financial and non-financial outcomes.
Who Should Attend
- Managers and supervisors without formal finance training.
- Departmental heads and budget holders.
- Project and programme managers.
- Operations, human resource, marketing and technical managers.
- Entrepreneurs and business owners.
- Managers responsible for organisational, programme or donor-funded resources.
Course Outline
Day 1: Understanding Financial Statements and Transactions
- The role of financial information in planning, control and accountability.
- Income, expenditure, assets, liabilities and equity or accumulated funds.
- Statements of financial position, financial performance and cash flows.
- Changes in equity or accumulated funds.
- How operational transactions affect financial statements.
- Practical exercise: interpreting a simplified set of financial statements.
Day 2: Assessing Financial Performance and Organisational Health
- Relationships between financial statements and operational activities.
- Revenue, expenditure, profitability and operating results.
- Liquidity, efficiency and solvency indicators.
- Comparing results with budgets, targets and previous periods.
- Identifying warning signs and explaining performance movements.
- Practical exercise: preparing a management commentary on financial results.
Day 3: Developing Budgets and Testing Assumptions
- Linking budgets to operational objectives and planned activities.
- Estimating resource requirements and documenting assumptions.
- Preparing departmental and project budgets.
- Rolling forecasts and responses to changing conditions.
- Variance analysis, corrective action and accountability.
- Practical exercise: developing a budget and testing alternative scenarios.
Day 4: Managing Costs, Cash Flow and Working Capital
- Fixed, variable, direct and indirect costs.
- Cost drivers, cost allocation and total-cost considerations.
- Contribution and break-even analysis.
- Cash flow compared with accounting profit.
- Working capital and the effects of receivables, payables and inventory.
- Practical exercise: assessing an operational cost decision and preparing a cash forecast.
Day 5: Evaluating Investments and Presenting Recommendations
- Time value of money and investment appraisal principles.
- Payback, net present value and return considerations.
- Sensitivity analysis and the effects of changing assumptions.
- Financial controls, delegated authority and fraud awareness.
- Comparing financial benefits, non-financial outcomes and risks.
- Integrated exercise: presenting an investment recommendation supported by financial analysis.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
COMMUNICATION & REPUTATION
Public Relations
Develop a strategic approach to organisational communication, stakeholder engagement and reputation management.
5 days · Professional short course
View course outline
Duration: 5 days
Introduction
Develop a strategic approach to organisational communication, stakeholder engagement and reputation management. This programme combines audience insight, message development, media relations and digital communication with practical approaches to consultation, influence and crisis preparedness. Participants will learn to communicate clearly, respond to stakeholder concerns and develop coordinated communication plans that support understanding, constructive relationships and organisational credibility.
Course Objectives
At the end of the course, participants will be able to:
- Align public relations activities with organisational objectives.
- Analyse stakeholder interests, influence and concerns to prioritise engagement.
- Develop clear messages and content for different audiences and channels.
- Plan media engagement and prepare organisational representatives.
- Respond constructively to reputational issues, disagreement and communication crises.
- Evaluate communication activities in terms of audience response, understanding and relationship outcomes.
Who Should Attend
- Public relations and communication practitioners.
- Corporate affairs and stakeholder-relations personnel.
- Media liaison and public information officers.
- Marketing and digital communication professionals.
- Community engagement and outreach personnel.
- Managers and spokespersons representing their organisations.
Course Outline
Day 1: Understanding Stakeholders and Communication Priorities
- The purpose and scope of public relations.
- Connecting communication priorities with organisational objectives.
- Mapping stakeholder interests, influence, concerns and information needs.
- Reputation, credibility and organisational identity.
- Communication ethics, accuracy and confidentiality.
- Practical exercise: preparing a stakeholder and communication assessment.
Day 2: Developing Messages and Audience-Focused Content
- Defining communication purposes and intended audience responses.
- Developing key messages and supporting evidence.
- Adapting language, tone and content to different audiences.
- Writing media releases, statements and organisational announcements.
- Preparing briefing notes, speeches and spokesperson messages.
- Practical exercise: developing a coordinated communication content pack.
Day 3: Managing Media and Stakeholder Engagement
- Understanding media requirements and identifying newsworthy information.
- Building professional relationships with journalists.
- Planning interviews, briefings and stakeholder meetings.
- Preparing spokespersons for challenging questions.
- Coordinating websites, social media and other communication channels.
- Practical exercise: conducting a simulated media interview and stakeholder briefing.
Day 4: Responding to Issues and Communication Crises
- Identifying emerging issues and reputational risks.
- Establishing response roles, approvals and escalation arrangements.
- Preparing holding statements and timely stakeholder updates.
- Communicating uncertainty without speculation.
- Responding to misinformation, disagreement and loss of trust.
- Practical exercise: managing a simulated communication crisis.
Day 5: Planning Campaigns and Evaluating Communication
- Defining campaign objectives, audiences and intended outcomes.
- Selecting activities, channels, schedules and resources.
- Planning consultation and responding to stakeholder feedback.
- Distinguishing communication outputs from changes in understanding and response.
- Using evaluation findings to improve communication decisions.
- Integrated exercise: presenting a stakeholder communication and engagement plan.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
SERVICE & EXPERIENCE
Customer Service Excellence
Develop the interpersonal skills and operational practices needed to deliver consistent, responsive and respectful customer service.
5 days · Professional short course
View course outline
Duration: 5 days
Introduction
Develop the interpersonal skills and operational practices needed to deliver consistent, responsive and respectful customer service. This programme combines customer communication, complaint handling and service recovery with service standards, internal coordination and performance monitoring. Participants will examine how individual behaviour and organisational processes shape the customer experience, and develop practical improvements that address both immediate concerns and recurring service failures.
Course Objectives
At the end of the course, participants will be able to:
- Identify customer needs and translate them into clear service priorities.
- Apply respectful, accessible and audience-appropriate communication techniques.
- Manage complaints and challenging interactions professionally.
- Establish service ownership, referral arrangements and escalation responsibilities.
- Distinguish service problems arising from communication, capability, policy or process weaknesses.
- Use customer feedback and service information to develop and monitor improvements.
Who Should Attend
- Customer service officers and frontline personnel.
- Contact-centre agents, team leaders and supervisors.
- Reception, help-desk and administrative personnel.
- Client-relations and account-management professionals.
- Public-service and community-facing personnel.
- Managers responsible for service quality and customer experience.
Course Outline
Day 1: Understanding Customers and Defining Service Commitments
- Connecting customer service with organisational purpose.
- Identifying internal and external customers.
- Customer needs, expectations and achievable service commitments.
- Mapping customer journeys and key service interactions.
- Inclusive service and responding to diverse customer needs.
- Practical exercise: identifying gaps in a customer journey.
Day 2: Communicating Clearly and Managing Expectations
- Active listening, questioning and confirming understanding.
- Explaining processes, requirements and next steps.
- Professional tone, language and non-verbal communication.
- Telephone, email and digital-service etiquette.
- Communicating delays, limitations and unwelcome decisions.
- Practical exercise: responding to customer enquiries across different channels.
Day 3: Resolving Complaints and Recovering Service
- Understanding complaint causes and emotional responses.
- Remaining composed during challenging interactions.
- Acknowledging concerns and clarifying the desired resolution.
- Service-recovery authority, approvals and escalation.
- Following up and confirming whether concerns have been addressed.
- Practical exercise: resolving a complex customer complaint.
Day 4: Coordinating Reliable Service Delivery
- Service standards, response times and accountability.
- Ownership, referrals and effective internal handovers.
- Internal service agreements and cross-functional coordination.
- Customer records, confidentiality and information accuracy.
- Managing demand, backlogs and recurring enquiries.
- Practical exercise: redesigning a service-handling process.
Day 5: Measuring Quality and Preventing Recurring Failures
- Gathering feedback through surveys, complaints and service interactions.
- Selecting customer service indicators.
- Combining customer feedback with process information and observed practice.
- Root-cause analysis and prioritisation of corrective action.
- Coaching teams and monitoring improvement results.
- Integrated exercise: developing a customer service improvement plan.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
LEADERSHIP & DELIVERY
Leadership and Management
Strengthen the leadership judgement and management practices needed to turn organisational priorities into sustained team performance.
5 days · Professional short course
View course outline
Duration: 5 days
Introduction
Strengthen the leadership judgement and management practices needed to turn organisational priorities into sustained team performance. This programme integrates self-leadership, strategic alignment, people development, communication, negotiation and responsible resource management. Participants will practise making decisions, influencing stakeholders and leading change while balancing performance expectations, available resources and the working environment they create for others.
Course Objectives
At the end of the course, participants will be able to:
- Apply leadership and management practices appropriate to different workplace situations.
- Translate organisational priorities into team objectives, work plans and resource requirements.
- Assess how leadership behaviour influences team climate and performance.
- Use delegation, coaching and feedback to strengthen capability and accountability.
- Apply structured decision-making and negotiation to competing priorities.
- Develop a practical approach to leading change and sustaining improvement.
Who Should Attend
- Middle and senior managers.
- Newly appointed managers and supervisors.
- Team leaders and departmental heads.
- Project and programme managers.
- Technical specialists moving into management roles.
- Professionals preparing for broader leadership responsibilities.
Course Outline
Day 1: Leadership Behaviour and Management Effectiveness
- Leadership and management as complementary responsibilities.
- Adapting leadership approaches to people and situations.
- Self-awareness, values and professional credibility.
- Leadership influence, ethical judgement and use of authority.
- Assessing team climate and personal effectiveness.
- Practical exercise: identifying leadership strengths and development priorities.
Day 2: Translating Strategy into Coordinated Delivery
- Interpreting organisational direction and priorities.
- Setting team objectives, deliverables and performance measures.
- Work planning, resource allocation and budget awareness.
- Evaluating resource trade-offs and operational constraints.
- Delegating responsibilities and establishing decision boundaries.
- Practical exercise: developing a team delivery and resource plan.
Day 3: Developing People and Managing Performance
- Establishing expectations and productive working agreements.
- Motivation, recognition and employee engagement.
- Coaching and development-focused conversations.
- Constructive feedback and responses to underperformance.
- Talent development, team capability and succession readiness.
- Practical exercise: conducting a coaching and performance conversation.
Day 4: Making Decisions and Negotiating Priorities
- Defining problems and evaluating available evidence.
- Comparing options, risks and consequences.
- Communicating decisions and influencing stakeholders.
- Identifying interests, developing options and negotiating agreements.
- Managing disagreement and evaluating alternatives to agreement.
- Practical exercise: negotiating a cross-functional resource decision.
Day 5: Leading Change and Sustaining Performance
- Understanding change impacts and employee concerns.
- Leadership sponsorship and stakeholder commitment.
- Communicating change priorities and maintaining operational continuity.
- Encouraging learning, innovation and continuous improvement.
- Monitoring change implementation and leadership effectiveness.
- Integrated exercise: presenting a leadership action plan for an organisational challenge.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
GOVERNANCE & ACCOUNTABILITY
Corporate Governance
Develop the knowledge and judgement needed to exercise effective oversight and strengthen organisational accountability.
5 days · Professional short course
View course outline
Duration: 5 days
Introduction
Develop the knowledge and judgement needed to exercise effective oversight and strengthen organisational accountability. This programme examines governing-body responsibilities, ethical leadership, strategy and performance oversight, risk, assurance and reporting. Participants will analyse governance dilemmas and evaluate the quality of information, decisions and controls that support responsible stewardship, organisational resilience and stakeholder confidence. Discussions will distinguish organisational requirements and jurisdiction-specific obligations from broader governance principles.
Course Objectives
At the end of the course, participants will be able to:
- Explain governance principles and distinguish oversight from operational management.
- Analyse the responsibilities of governing bodies, executives and committees.
- Apply ethical reasoning and appropriate conflict-of-interest controls.
- Evaluate arrangements for strategy, risk, compliance and assurance oversight.
- Assess the quality of governing-body information, reporting and decision-making.
- Recommend improvements to transparency, accountability and governance effectiveness.
Who Should Attend
- Board members, trustees and governing-body members.
- Executive directors and senior managers.
- Company secretaries and governance professionals.
- Risk, compliance and internal audit personnel.
- Members of audit, risk, ethics and related committees.
- Leaders of public entities, private organisations, non-profits and NGOs.
Course Outline
Day 1: Governance Purpose, Responsibilities and Accountability
- Governance principles and organisational context.
- Distinguishing effective governance from formal compliance.
- Responsibilities of governing bodies and executive management.
- Governing documents, mandates and delegated authority.
- Applicable legislation, governance codes and organisational requirements.
- Practical exercise: reviewing an organisation’s governance structure.
Day 2: Governing-Body Effectiveness and Decision Quality
- Composition, independence and relevant competencies.
- Roles of the chairperson, executives and governance support functions.
- Committee mandates and reporting relationships.
- Meeting agendas, board papers and decision records.
- Constructive challenge, information gaps and governing-body evaluation.
- Practical exercise: assessing a board pack and decision-making process.
Day 3: Ethical Leadership and Organisational Conduct
- Ethical responsibilities, organisational values and competing interests.
- Conflicts of interest, declarations and recusal.
- Fraud, corruption and misuse of organisational resources.
- Speak-up mechanisms and responsible handling of concerns.
- Oversight of culture, incentives and organisational conduct.
- Practical exercise: evaluating an ethical governance dilemma.
Day 4: Risk, Assurance and Technology Oversight
- Oversight of strategy, performance and resource allocation.
- Risk appetite, principal risks and escalation arrangements.
- Internal controls and management accountability.
- Internal audit, external audit and coordinated assurance.
- Governance questions relating to technology, cybersecurity and data use.
- Practical exercise: evaluating a risk and assurance report.
Day 5: Reporting, Stakeholders and Governance Improvement
- Stakeholder relationships and accountability expectations.
- Financial and non-financial reporting.
- Sustainability-related risks and organisational resilience.
- Transparency, disclosure and information quality.
- Tracking governance actions and assessing their effectiveness.
- Integrated exercise: developing a governance improvement plan from a simulated organisational failure.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
AI & RESPONSIBLE ADOPTION
Artificial Intelligence for Managers and Leaders
Develop the practical knowledge and managerial judgement needed to identify useful artificial intelligence applications and oversee responsible adoption.
5 days · Professional short course
View course outline
Duration: 5 days
Introduction
Develop the practical knowledge and managerial judgement needed to identify useful artificial intelligence applications and oversee responsible adoption. This non-technical programme combines hands-on exploration of management tasks with use-case selection, data readiness, supplier evaluation and implementation planning. Participants will assess AI-generated outputs, examine benefits and risks, and develop a controlled pilot that includes human review, workforce preparation and measurable success criteria.
Course Objectives
At the end of the course, participants will be able to:
- Explain key AI concepts, capabilities and limitations in management language.
- Identify and prioritise AI applications linked to organisational needs.
- Apply structured prompting and verification practices to selected management tasks.
- Assess data readiness, implementation requirements and supplier considerations.
- Establish controls for responsible, secure and accountable AI use.
- Develop an AI pilot with baseline measures, review arrangements and evaluation criteria.
Who Should Attend
- Executives, senior managers and departmental heads.
- Strategy, innovation and digital-transformation leaders.
- Operations, human resource, finance and communication managers.
- Project and programme managers.
- Governance, risk, compliance and assurance professionals.
- Managers responsible for evaluating or introducing AI-enabled tools.
Course Outline
Day 1: Understanding AI and Identifying Management Opportunities
- AI terminology: machine learning, generative AI and automation.
- Capabilities, limitations and common misconceptions.
- Applications in HR, finance, operations, communication and customer support.
- Human judgement and accountability in AI-assisted work.
- Organisational readiness and workforce implications.
- Practical exercise: identifying suitable opportunities within a management workflow.
Day 2: Using AI Tools and Evaluating Outputs
- Selecting appropriate tasks and defining required outputs.
- Prompt design: context, instructions, constraints and examples.
- Drafting, summarising, brainstorming and document comparison.
- Checking accuracy, completeness, relevance and unsupported claims.
- Protecting confidential, personal and commercially sensitive information.
- Practical exercise: producing and critically reviewing an AI-assisted management document.
Day 3: Selecting Solutions and Preparing a Pilot
- Mapping the existing process and defining the problem.
- Assessing data availability, quality, permissions and relevance.
- Comparing general-purpose tools, embedded features and customised solutions.
- Evaluating benefits, costs, feasibility and supplier capabilities.
- Defining pilot scope, ownership and baseline performance.
- Practical exercise: preparing an AI use-case and pilot assessment.
Day 4: Establishing Governance and Responsible-Use Controls
- Accuracy risks, overreliance and unintended consequences.
- Bias, fairness and impacts on affected stakeholders.
- Privacy, intellectual property and information-security considerations.
- Acceptable-use rules, human-review points and approval controls.
- Accountable owners, incident response and escalation arrangements.
- Practical exercise: developing a control framework for a proposed AI application.
Day 5: Leading Adoption and Evaluating Value
- Stakeholder engagement and communication of adoption objectives.
- Staff development, role changes and implementation support.
- Comparing pilot outcomes with the existing process.
- Measuring quality, review effort, errors, cost and user experience.
- Deciding whether to expand, redesign or discontinue a pilot.
- Integrated exercise: presenting a responsible AI adoption roadmap.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
EMOTIONS & RELATIONSHIPS
Emotional Intelligence for Effective Leadership
Strengthen your ability to recognise emotional patterns, manage responses and build constructive working relationships.
5 days · Professional short course
View course outline
Duration: 5 days
Introduction
Strengthen your ability to recognise emotional patterns, manage responses and build constructive working relationships. This programme connects self-awareness, emotional regulation, motivation and empathy with practical leadership responsibilities. Participants will practise handling pressure, influencing others and conducting difficult conversations, while developing observable behaviours that support trust, respectful challenge and accountability.
Course Objectives
At the end of the course, participants will be able to:
- Recognise personal emotional patterns, motivators and their effects on leadership behaviour.
- Apply techniques to regulate responses during demanding situations.
- Demonstrate empathy while maintaining professional boundaries and accountability.
- Use emotionally aware communication in feedback, influence and conflict situations.
- Respond constructively to setbacks, uncertainty and workplace change.
- Develop a behaviour-change plan supported by feedback and observable progress measures.
Who Should Attend
- Executives, managers and supervisors.
- Team leaders and project managers.
- Human resource and organisational development practitioners.
- Professionals responsible for stakeholder relationships.
- Managers leading teams through change or challenging circumstances.
- Emerging leaders seeking to strengthen interpersonal effectiveness.
Course Outline
Day 1: Understanding Emotional Patterns and Leadership Impact
- Emotional intelligence and its application to leadership.
- Recognising emotions, personal triggers and habitual responses.
- Connections between assumptions, emotions and behaviour.
- Personal values, motivation and leadership decisions.
- Seeking feedback and identifying blind spots.
- Practical exercise: analysing a leadership interaction and its effects on others.
Day 2: Regulating Responses and Maintaining Purpose
- Recognising early signs of emotional escalation.
- Pausing, reframing and choosing a deliberate response.
- Managing frustration, defensiveness and impulsive reactions.
- Maintaining purposeful action during setbacks and criticism.
- Personal boundaries, recovery habits and appropriate support.
- Practical exercise: responding to a high-pressure leadership scenario.
Day 3: Practising Empathy and Understanding Perspectives
- Listening for meaning, concerns and emotional cues.
- Perspective-taking without assuming another person’s experience.
- Recognising different communication styles and emotional expressions.
- Checking interpretations and avoiding premature judgement.
- Balancing empathy, fairness and performance expectations.
- Practical exercise: conducting an empathy-focused workplace conversation.
Day 4: Influencing Others and Managing Difficult Conversations
- Communicating concerns clearly and respectfully.
- Giving and receiving feedback without unnecessary escalation.
- Influencing colleagues without relying solely on formal authority.
- Choosing an appropriate time and approach for sensitive discussions.
- Managing conflict and repairing strained working relationships.
- Practical exercise: navigating a challenging feedback and influence discussion.
Day 5: Building Emotionally Intelligent Leadership Practices
- Establishing expectations for respectful team behaviour.
- Creating space for questions, concerns and constructive challenge.
- Responding to mistakes while maintaining accountability.
- Leading through uncertainty and emotionally demanding change.
- Defining behavioural commitments, feedback sources and review measures.
- Integrated exercise: developing a personal and team leadership action plan.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
THE COURSE PORTFOLIO
Oil & Gas Industry
TERMINAL OPERATIONS
Understanding LNG Terminals & Terminal Operations
Develop a practical understanding of liquefied natural gas (LNG) terminals and their role in connecting production, shipping, storage and gas supply.
View course outline
Duration: 5 days
Introduction
Develop a practical understanding of liquefied natural gas (LNG) terminals and their role in connecting production, shipping, storage and gas supply. This programme explores terminal infrastructure, cargo handling, marine coordination, storage and regasification, alongside the safety, environmental and regulatory considerations that shape terminal operations. Participants will also examine opportunities to improve operational reliability, logistics efficiency and performance through digital technologies and coordinated working practices.
Course Objectives
At the end of the course, participants will be able to:
- Explain the LNG value chain and the functions of different terminal configurations.
- Identify principal terminal systems and describe their operational relationships.
- Describe the preparation, monitoring and completion of LNG cargo transfers.
- Explain LNG storage, boil-off gas management and regasification principles.
- Analyse coordination requirements between terminal, vessel, port and logistics teams.
- Identify operational hazards and explain relevant safeguards and emergency arrangements.
- Recommend improvements to terminal safety, reliability and efficiency.
Who Should Attend
- Terminal operations managers, supervisors and operational personnel.
- Marine, jetty, port and vessel operations personnel.
- Cargo-handling, barging and LNG transportation coordinators.
- Engineers, maintenance personnel and technical support teams.
- Health, safety, security and environmental professionals.
- LNG logistics, supply chain and commercial personnel.
- Project managers and officials involved in LNG infrastructure or operational oversight.
Course Outline
Day 1: LNG Fundamentals and Terminal Functions
- LNG properties, cryogenic conditions and handling considerations.
- The LNG value chain: production, liquefaction, transportation and gas delivery.
- Market influences, supply continuity and the role of terminals in energy security.
- Operational differences between import and export terminals.
- Floating storage and regasification units (FSRUs) and floating LNG production facilities.
- Responsibilities and interfaces across terminal, vessel, port and logistics teams.
Day 2: Terminal Systems and Process Integration
- Terminal layout: jetties, storage areas, process facilities and supporting utilities.
- Functions of transfer arms, cryogenic pipelines, pumps, compressors and vaporizers.
- LNG storage, inventory monitoring and tank pressure management.
- Boil-off gas generation, recovery and handling.
- Regasification, gas quality and downstream delivery.
- Metering, custody-transfer principles and operational records.
Day 3: Marine Interfaces and Cargo Transfer Management
- Vessel compatibility, arrival planning and berth readiness.
- Berthing, mooring and weather-related operating restrictions.
- Ship–shore responsibilities, communication and pre-transfer checks.
- Cargo-transfer preparation, cool-down, monitoring and completion.
- Cargo documentation and coordination of vessel arrivals and departures.
- Small-scale LNG distribution, barging and bunkering interfaces.
Day 4: Operational Risk, Compliance and Emergency Readiness
- Cryogenic exposure, flammable vapour, oxygen deficiency and pressure-related hazards.
- Hazard identification, risk assessment and safety management systems.
- Applicable regulatory requirements and relevant industry guidance.
- Gas detection, emergency shutdown and emergency release arrangements.
- Environmental controls, methane emissions and release management.
- Emergency communication, evacuation, response coordination and incident learning.
Day 5: Terminal Performance and Technology-Enabled Improvement
- Cargo-handling efficiency, vessel turnaround and logistics coordination.
- Equipment reliability, maintenance planning and operational readiness.
- Performance indicators, reporting and recurring operational problems.
- Automation, real-time monitoring and predictive maintenance concepts.
- Cybersecurity awareness, workforce development and simulation-based learning.
- Integrated case exercise: developing a terminal-improvement action plan.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
ASSET MANAGEMENT
Upstream Oil and Gas Asset Management
Strengthen your ability to manage upstream oil and gas assets across their lifecycle, from development and operation to renewal and retirement.
View course outline
Duration: 5 days
Introduction
Strengthen your ability to manage upstream oil and gas assets across their lifecycle, from development and operation to renewal and retirement. This programme connects asset strategy, production performance, equipment reliability, maintenance and integrity assurance with investment and risk-management decisions. Participants will explore how to balance operational requirements, lifecycle costs and long-term asset value while developing practical approaches to asset optimisation and improvement.
Course Objectives
At the end of the course, participants will be able to:
- Explain asset management principles and their application to upstream operations.
- Align asset management priorities with organisational objectives and lifecycle requirements.
- Interpret asset performance information to identify constraints and improvement opportunities.
- Evaluate maintenance, reliability and integrity-management approaches.
- Apply lifecycle costing and risk considerations to asset investment decisions.
- Assess options for asset renewal, life extension and retirement.
- Develop a prioritised asset management improvement plan.
Who Should Attend
- Asset managers and upstream operations managers.
- Production, facilities and maintenance engineers.
- Reliability, inspection and asset integrity professionals.
- Field development and project personnel.
- Technical services and engineering managers.
- Finance, commercial and investment-planning professionals supporting asset decisions.
- Health, safety, environmental and compliance personnel.
Course Outline
Day 1: Asset Strategy and Lifecycle Planning
- The upstream operating environment: exploration, field development and production.
- Asset management objectives and alignment with organisational strategy.
- Asset portfolios, ownership responsibilities and decision-making structures.
- Lifecycle stages: acquisition, development, operation, renewal and retirement.
- Asset registers, information requirements and data quality.
- Balancing production objectives, cost, risk and long-term asset value.
Day 2: Production Assets and Performance Evaluation
- Overview of wells, production facilities and supporting infrastructure.
- Relationships between reservoir, well and surface-facility performance.
- Capacity constraints, production losses and operational bottlenecks.
- Equipment availability, utilisation and production-deferment analysis.
- Performance indicators and asset reporting.
- Prioritising interventions to improve asset performance.
Day 3: Reliability, Maintenance and Integrity Assurance
- Asset criticality and the consequences of equipment failure.
- Preventive, predictive and corrective maintenance approaches.
- Reliability-centred maintenance and risk-based inspection concepts.
- Well, pipeline, structural and process-equipment integrity considerations.
- Maintenance planning, work prioritisation and critical spare parts.
- Failure investigation, corrective actions and reliability improvement.
Day 4: Investment Decisions and Asset Risk
- Lifecycle costing and total cost of ownership.
- Evaluating repair, refurbishment, replacement and expansion options.
- Capital prioritisation and investment appraisal principles.
- Managing operational, commercial, safety and environmental risks.
- Managing change, ageing equipment and obsolescence.
- Contractor oversight, assurance and compliance responsibilities.
Day 5: Asset Optimisation and End-of-Life Decisions
- Asset performance monitoring and condition-based decision-making.
- Digital asset information, analytics and predictive diagnostics.
- Life-extension opportunities and reassessment of asset condition.
- Decommissioning, abandonment and environmental restoration considerations.
- Developing asset management plans, responsibilities and performance measures.
- Integrated case exercise: preparing a prioritised upstream asset-improvement plan.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
PROJECT DELIVERY
Professional Oil and Gas Project Management
Develop a structured approach to planning, managing and completing oil and gas projects.
View course outline
Duration: 5 days
Introduction
Develop a structured approach to planning, managing and completing oil and gas projects. This programme integrates project governance, scope definition, scheduling, cost control, procurement, risk and stakeholder coordination across the project lifecycle. Through practical exercises, participants will examine how to manage engineering, procurement, construction and operational interfaces, respond to delivery challenges and prepare projects for commissioning, handover and close-out.
Course Objectives
At the end of the course, participants will be able to:
- Define project objectives, scope, governance arrangements and success criteria.
- Develop integrated scope, schedule, resource and cost plans.
- Evaluate procurement and contracting approaches against project requirements.
- Identify project risks and establish appropriate response and control measures.
- Interpret performance information and recommend corrective action.
- Manage project changes, technical interfaces and stakeholder communication.
- Plan project completion, operational readiness, handover and close-out.
Who Should Attend
- Project managers, project engineers and project coordinators.
- Engineering, construction and commissioning personnel.
- Project planners, schedulers and cost-control professionals.
- Procurement, contracts and commercial personnel.
- Operations representatives involved in project delivery and handover.
- Quality, health, safety and environmental professionals.
- Technical managers and professionals preparing for project leadership roles.
Course Outline
Day 1: Project Definition and Governance
- Characteristics of oil and gas projects across the industry value chain.
- Project lifecycle stages and decision-gate requirements.
- Business needs, feasibility considerations and project justification.
- Project charters, objectives, scope boundaries and success criteria.
- Stakeholder identification, governance structures and accountability.
- Interfaces between engineering, procurement, construction and operations.
Day 2: Integrated Scope, Schedule and Cost Planning
- Work breakdown structures and deliverable definition.
- Activity sequencing, dependencies and critical-path analysis.
- Resource planning and productivity assumptions.
- Cost estimation, budgeting and contingency principles.
- Schedule and cost baselines.
- Planning for long-lead equipment, logistics and operational constraints.
Day 3: Procurement, Contracts and Project Risk
- Procurement strategies and packaging of project requirements.
- Contracting approaches and allocation of responsibilities.
- Supplier and contractor evaluation.
- Risk identification, assessment, ownership and response planning.
- Safety, environmental, permitting and quality requirements.
- Managing technical interfaces and supply-related uncertainties.
Day 4: Execution Control and Stakeholder Coordination
- Progress measurement and project performance reporting.
- Schedule variance, cost variance and earned-value concepts.
- Change control, configuration management and decision records.
- Contractor coordination, site interfaces and communication.
- Quality assurance, inspections and corrective-action management.
- Recovery planning for delays, cost overruns and performance shortfalls.
Day 5: Completion, Operational Readiness and Close-Out
- Completion planning and verification of project deliverables.
- Pre-commissioning, commissioning and start-up interfaces.
- Operational readiness, personnel preparation and handover documentation.
- Acceptance criteria, outstanding work and defects management.
- Contract close-out, lessons learned and benefits review.
- Integrated case exercise: evaluating project performance and preparing a completion strategy.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
LOGISTICS & SYSTEMS
SAP in Oil and Gas Logistics
Build an understanding of how SAP supports oil and gas logistics processes, from procurement and materials receipt to inventory control, transportation and operational reporting.
View course outline
Duration: 5 days
Introduction
Build an understanding of how SAP supports oil and gas logistics processes, from procurement and materials receipt to inventory control, transportation and operational reporting. This programme explores the connections between logistics transactions, master data, process controls and financial records, while introducing field-logistics and bulk-distribution concepts. Demonstrations and practical exercises will be tailored to the SAP version, configured functionality and training environment available.
Course Objectives
At the end of the course, participants will be able to:
- Explain how SAP connects key oil and gas logistics processes.
- Identify the organisational structures and master data required for logistics transactions.
- Trace procurement and inbound-material workflows from requisition to receipt.
- Interpret inventory movements, stock records and reconciliation requirements.
- Describe transportation, field-supply and bulk-distribution workflows.
- Use relevant reports to identify transaction exceptions and data inconsistencies.
- Recommend improvements to logistics data quality, process controls and visibility.
Who Should Attend
- Logistics and supply chain managers, supervisors and coordinators.
- Procurement and materials-management personnel.
- Inventory controllers and warehouse personnel.
- Transportation, distribution and field-logistics coordinators.
- Maintenance and operations personnel involved in material supply.
- SAP business users, key users and process owners.
- Business analysts and digital-transformation personnel supporting logistics processes.
Course Outline
Day 1: SAP Logistics Processes and Data Foundations
- Oil and gas logistics workflows and their representation in SAP.
- Relationships between procurement, inventory, warehousing, transportation and finance.
- SAP navigation, user roles and process responsibilities.
- Organisational structures and logistics master data.
- Material, supplier, customer and location data requirements.
- Data quality, authorisations and transaction traceability.
Day 2: Procurement and Inbound Materials Management
- Translating operational demand into purchasing requirements.
- Purchase requisitions, purchase orders and approval workflows.
- Supplier delivery coordination and inbound visibility.
- Goods receipt, inspection interfaces and material discrepancies.
- Invoice-verification interfaces and procurement records.
- Process exercise: following a material requirement from request to receipt.
Day 3: Inventory Control and Warehouse Transactions
- Stock categories, storage locations and material availability.
- Goods issues, returns and internal stock transfers.
- Reservations and material supply for maintenance or field activities.
- Physical inventory, reconciliation and stock adjustments.
- Traceability and handling-unit concepts, where configured.
- Process exercise: investigating and resolving an inventory discrepancy.
Day 4: Transportation, Field Supply and Bulk Distribution
- Planning and coordinating movements between supply bases and operating locations.
- Transport requirements, delivery documents and shipment visibility.
- Field-logistics concepts for remote and offshore operations.
- Bulk-product dispatch and secondary-distribution concepts.
- Petroleum-specific quantity and product-handling considerations.
- Process exercise: mapping a logistics movement using the available SAP functionality.
Day 5: Process Integration, Reporting and Improvement
- Connecting purchasing, stock movements, deliveries and financial records.
- Logistics reports, exception monitoring and performance measures.
- Identifying incomplete transactions and data inconsistencies.
- Interfaces with terminals, transport providers and other systems.
- User controls, audit trails and continuous process improvement.
- Integrated case exercise: tracing an end-to-end logistics process and recommending improvements.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
SUPPLY CHAIN MANAGEMENT
Supply Chain Management in the Oil & Gas Industry
Strengthen your ability to plan and coordinate supply chains that support oil and gas projects and operations.
View course outline
Duration: 5 days
Introduction
Strengthen your ability to plan and coordinate supply chains that support oil and gas projects and operations. This programme brings together demand planning, strategic sourcing, supplier management, inventory control, warehousing and transportation, with particular attention to critical materials, remote operating locations and supply disruptions. Participants will examine how cost, service, risk, digital visibility and sustainability considerations inform supply decisions and operational performance.
Course Objectives
At the end of the course, participants will be able to:
- Explain supply chain relationships across upstream, midstream and downstream operations.
- Align demand and materials planning with operational and project requirements.
- Evaluate sourcing options and supplier-selection criteria.
- Apply inventory and warehousing principles to improve materials availability.
- Assess logistics requirements for remote, offshore and international movements.
- Identify supply chain risks and develop practical resilience measures.
- Use performance information and cost analysis to recommend supply chain improvements.
Who Should Attend
- Supply chain and logistics managers, supervisors and coordinators.
- Procurement, sourcing and contracts professionals.
- Materials planners, inventory controllers and warehouse personnel.
- Transport, distribution and supply-base personnel.
- Project and maintenance planners.
- Operations managers and technical personnel involved in supply decisions.
- Commercial, supplier-management and supply chain improvement professionals.
Course Outline
Day 1: Supply Chain Structure and Integrated Planning
- Supply chain relationships across upstream, midstream and downstream operations.
- Connections between operational requirements, project plans and supply decisions.
- Demand forecasting and materials-requirements planning.
- Supply chain mapping, interfaces and accountability.
- Balancing cost, availability, lead time and service requirements.
- Planning for remote locations, maintenance activities and project mobilisation.
Day 2: Strategic Sourcing and Supplier Management
- Procurement planning and development of clear specifications.
- Sourcing strategies for equipment, materials and specialist services.
- Supplier prequalification, evaluation and selection.
- Negotiation preparation and commercial considerations.
- Contract management and supplier-performance monitoring.
- Ethical sourcing, local participation and sustainability criteria.
Day 3: Inventory, Warehousing and Materials Availability
- Inventory classification and critical-material identification.
- Reorder levels, safety stock and replenishment principles.
- Long-lead items, critical spares and shutdown materials.
- Warehouse layout, storage conditions and material preservation.
- Stock accuracy, traceability and inventory reconciliation.
- Managing surplus, obsolete and slow-moving stock.
Day 4: Logistics Coordination and Supply Chain Resilience
- Transport-mode selection and multimodal logistics.
- Supply-base, offshore and remote-site delivery coordination.
- Dangerous-goods handling requirements and contractor responsibilities.
- Import and export documentation and customs-clearance interfaces.
- Supply disruption, geopolitical exposure and contingency planning.
- Reverse logistics, returns and equipment-repair movements.
Day 5: Performance, Digital Visibility and Continuous Improvement
- Supply chain performance indicators and service-level monitoring.
- Spend analysis, landed cost and total-cost evaluation.
- Digital visibility, integrated systems and supplier information.
- Sustainability, emissions and lifecycle considerations in supply decisions.
- Cross-functional collaboration and improvement planning.
- Integrated case exercise: developing a resilient and cost-effective supply chain plan.
Dates, fees, venue and completion documentation will be confirmed in the proposal.
YOUR DELIVERY OPTIONS
Choose where and how you learn
Individual or small group
Cape Town experience
Five focused mornings, with time for independent work or optional afternoon activities.
- Five-day learning programme
- Proposed group size: 1–10 participants
Individual or small group
Johannesburg experience
Five focused mornings, with time for independent work or optional afternoon visits to Johannesburg’s heritage attractions and Sandton City.
- Five-day learning programme
- Proposed group size: 1–10 participants
- Optional heritage, culture and Sandton City visits
Tailored team programme
At your organisation
Bring the learning to your workplace in Cape Town or Johannesburg, subject to agreed arrangements.
- Five-day learning programme
- Group size agreed to suit your team
Connect from anywhere
Live online
Facilitated discussions and practical cases delivered live to individuals or teams across countries.
- Five-day learning programme
- Individual or group, by arrangement
In-person international programmes are available in Cape Town and Johannesburg. Live online programmes are subject to facilitator availability and agreed arrangements.
FIVE-DAY COURSE OUTLINES
Explore the five-day course outline
Five-day content outline. Learning scope, delivery arrangements and fees are agreed in a proposal.
LEARN IN THE MORNING · EXPLORE IN THE AFTERNOON
The Cape Town experience
Combine five mornings of focused learning with optional afternoons exploring Cape Town’s heritage, culture and natural attractions. The same international course portfolio is available to individual participants and small groups from South Africa and abroad.
Focused learning
Guided discussion, relevant cases and practical application across five days.
Your afternoon, your choice
Choose an optional attraction visit, independent study or free time.
Plan the details together
Venue, transport, entry tickets and activity preferences are agreed in the proposal.
Robben Island heritage tours are an optional activity. Ferry departures, weather, availability and tour duration determine the arrangements, which are confirmed separately.
Attraction visits are optional and arranged separately. Availability, travel, entry tickets and costs are confirmed in the proposal. Site or industrial visits require separate permissions.
Robben Island
Explore Robben Island’s heritage and the history of South Africa’s struggle for freedom. Ferry departures, weather and availability determine the arrangements.
Waterfront and maritime heritage
Explore Cape Town’s waterfront, harbour setting and maritime heritage, with time for shopping or dining.
Table Mountain experience
Enjoy the Table Mountain experience and views across Cape Town, with arrangements subject to weather and availability.
Cape Town culture and history
Explore Cape Town’s culture and history through an optional visit shaped around your interests.
LEARN IN THE MORNING · EXPLORE IN THE AFTERNOON
The Johannesburg experience
Combine five mornings of focused learning with optional afternoons exploring Johannesburg’s history, culture and city life. The same international course portfolio is available to individual participants and small groups from South Africa and abroad.
Focused learning
Guided discussion, relevant cases and practical application across five days.
Your afternoon, your choice
Choose a heritage attraction or Sandton City visit, independent study or free time.
Plan the details together
Venue, transport, entry tickets and activity preferences are agreed in the proposal.
Attraction visits are optional and arranged separately. Opening hours, availability, travel time, visit duration and costs are confirmed in the proposal.
Mandela Family House
Visit Mandela House on Vilakazi Street in Soweto and explore the family home and its place in South Africa’s history.
Apartheid Museum
Explore the history of apartheid and South Africa’s journey towards democracy.
Constitution Hill
Discover a former prison complex, its stories of struggle and its role as the home of the Constitutional Court.
Hector Pieterson Museum and Memorial
Reflect on the 1976 Soweto uprising and the young people whose courage helped shape South Africa’s history.
Walter Sisulu Square
Explore the Kliptown site associated with the Congress of the People and the adoption of the Freedom Charter.
Sandton City
Explore Sandton City and the surrounding Sandton precinct, known as Africa’s richest square mile, with time for shopping and dining.
THE VUCA APPROACH
Experience that shapes
the learning
Daisy Mafubelu
Chief Executive Officer and Founder
Daisy has developed and delivered the LNG terminal operations, upstream asset management, oil and gas project management and SAP logistics courses through previous facilitation assignments. VUCA’s Oil & Gas Industry portfolio builds on that capability with original materials and relevant cases across five course areas.
These are professional development short courses. No NQF credits, occupational qualification or SAP vendor certification is claimed for this portfolio.
For participants
across borders
Individual professionals & organisational teams
Explore an individual course or bring colleagues with shared learning priorities. Professionals and teams from South Africa and abroad are welcome. Specify your country and delivery preferences in the enquiry.
Prepare for your visit
Raise invitation-letter needs, accessibility, dietary preferences or accommodation questions when planning. Travel, visas, accommodation and activities are agreed separately and are not automatically included.
PLAN THE NEXT CONVERSATION
Tell us what
you want to achieve
Review your details before sending your enquiry to VUCA. Sending an enquiry does not book a course. Dates, fees and programme arrangements remain subject to confirmation.
Fees, dates, venue and programme inclusions will be set out in a course proposal.
BEFORE YOU PLAN
A few practical details
Can a course run for one participant?
The proposed Cape Town and Johannesburg experiences accommodate an individual participant or a small group. Delivery depends on availability and an agreed proposal.
Are dates and fees confirmed?
No dates or prices are published in this prototype. VUCA will confirm duration, learning scope, delivery arrangements and fees in a proposal.
Are accommodation and activities included?
They are optional items to discuss separately. Travel, accommodation, activities and industrial visits are not automatically included in course fees.
Is this an accredited oil and gas qualification?
This portfolio is presented as professional development short courses. No NQF credits, occupational qualification or SAP vendor certification is claimed. Any completion documentation will be specified in the proposal.