[BCM] [BT] [E3] [BIA] [T1] [CBF] [2] Infrastructure Operations

Implementing Business Continuity Management for Bandtree: A Practical Guide

[Business Impact Analysis] [Part 1]

BIA Questionnaires

Part 1: Identification of Business Functions

Notes for BCM Institute's Course Participants: This is the template for completing the "Overview of CBFs and Business Unit MBCO."

Template BIA 2-1

CBF-2: Infrastructure Operations

In the context of Business Continuity Management (BCM), identifying business functions forms the foundation of a robust continuity and resilience strategy.

For Bandtree, a government-linked company under Darussalam Assets, maintaining critical infrastructure and property management operations is essential to ensuring national service delivery and economic stability.

Purpose of Chapter

This chapter outlines the process of identifying and categorising the organisation’s Critical Business Functions (CBFs) and their associated Sub-Processes (Sub-CBFs).

Each function is examined to determine its importance to the continuity of operations, its potential impact during a disruption, and its Minimum Business Continuity Objective (MBCO) — the threshold at which the function must be restored to avoid unacceptable consequences.

By identifying these functions, Bandtree establishes a clear understanding of its operational priorities, enabling it to develop targeted continuity strategies that align with its corporate mission, stakeholder expectations, and compliance requirements under ISO 22301 and national directives.

This is the table for CBF-2 Infrastructure Operations. This includes its sub-processes (Sub-CBFs), mapped clearly with suggested descriptions and the Business Unit Minimum Business Continuity Objective (BU MBCO).

Table 1-1: [BIA] [P1] Identification of Business Functions for CBF-2 Infrastructure Operations

Corporate MBCO

Critical Business Functions (CBF)	CBF Code	Description of CBF	Business Unit Minimum Business Continuity Objective (MBCO)
Infrastructure Operations	CBF-2	Ensures continuous operation, safety, and availability of all facilities and infrastructure across managed properties, supporting both core and support business functions.	To maintain safe, operational, and accessible infrastructure with critical services (e.g., utilities, security) within 2 hours of disruption.

Table 1-2: [BIA] [P1] Identification of Business Functions for CBF-2 Infrastructure Operations (Sub-CBF)

Business Unit MBCO

Sub-Critical Business Functions (CBF)	Sub-CBF Code	Description of CBF	Business Unit Minimum Business Continuity Objective (MBCO)
Facility Maintenance and Engineering Services	2.1	Conducts preventive and corrective maintenance of mechanical, electrical, and building systems.	Restore critical engineering functions (e.g., HVAC, elevators) within 4 hours.
Building Security and Surveillance	2.2	Operates access control, CCTV monitoring, and physical security systems for safety and compliance.	Ensure continuity of physical security surveillance with no more than 30 minutes of downtime.
Utilities Management	2.3	Manages essential utilities including water, electricity, and waste disposal to ensure uninterrupted service.	Re-establish minimum utilities (power, water) within 2 hours of outage.
Emergency Response and Incident Management	2.4	Coordinates immediate response to incidents, including fires, floods, or structural damage.	Immediate activation of the response team within 15 minutes of incident detection.
Vendor and Contractor Coordination	2.5	Manages service providers and contractors for facility operations, maintenance, and urgent response.	Restore priority vendor access within 4 hours; maintain backup contact list.
Asset Condition Monitoring & Lifecycle Management	2.6	Tracks, assesses, and forecasts asset performance to prevent failures and ensure asset longevity.	Restore asset monitoring dashboard and alert systems within 6 hours.
Renovation and Upgrading Projects	2.7	Oversees construction and fit-out works to modernise infrastructure and facilities.	Resume critical project coordination within 24 hours (depending on project phase).
Space Management and Occupancy Planning	2.8	Manages space allocation and planning to optimise facility usage and emergency readiness.	Update and communicate space plans within 8 hours for relocation or emergency use.
Compliance and Regulatory Management	2.9	Ensures alignment with building codes, safety regulations, and statutory requirements.	Reactivate compliance monitoring and reporting within 12 hours.
Sustainability and Environmental Management	2.10	Implements green building initiatives and monitors environmental performance indicators.	Resume sustainability data logging and monitoring within 24 hours.

Summing Up ... for Part 1

The systematic identification of Critical Business Functions provides Bandtree Sdn Bhd with a structured framework to safeguard its operational integrity in the face of disruptions.

This initial phase is not merely a cataloguing exercise; it is a strategic assessment that lays the groundwork for effective response and recovery planning.

By defining the Minimum Business Continuity Objectives for each business unit, Bandtree ensures that continuity planning is both business-driven and risk-informed, enabling the organisation to focus resources on what matters most during a crisis.

These insights directly inform subsequent stages of the Business Continuity Management (BCM) lifecycle, including risk assessment, formulation of recovery strategies, and development of plans.

Ultimately, a well-defined understanding of business functions positions Bandtree to enhance its resilience, maintain public confidence, and continue fulfilling its national mandate, no matter the challenge.

Implementing Business Continuity Management for Bandtree: A Practical Guide

BIA Questionnaires

Part 2: Impact Area Of Business Functions

Notes for BCM Institute's Course Participants: This is the template for completing the "Impact Analysis of CBFs, including financial implications and effect on MBCO."

Template BIA 3

CBF 2: Infrastructure Operations

Understanding the impact area of business functions is a fundamental step in business continuity planning (BCP).

This chapter provides a structured approach to identifying and analysing how the disruption of critical business functions (CBFs) can affect various dimensions of an organisation’s operations.

By mapping each CBF to its corresponding impact area—whether financial, operational, reputational, legal, regulatory, or human resource—organisations can prioritise recovery strategies, allocate resources more effectively, and strengthen their overall resilience.

For government-linked companies, such as Bandtree, whose core responsibilities encompass infrastructure operations and property management, the failure of a single sub-function (e.g., utilities management or emergency response coordination) can trigger cascading consequences across multiple departments and stakeholders.

Purpose of Chapter

This chapter introduces a methodology that supports detailed impact assessments, enabling decision-makers to estimate financial losses, understand non-financial repercussions, and align recovery plans with the Minimum Business Continuity Objective (MBCO).

Below is the table detailing the Infrastructure Operations (CBF‑2) Critical Business Function and its Sub‑Functions, aligned with the BCM Institute's BIA guidance framework.

Table 2: [BIA] [P2] Impact Area Of Business Functions for CBF-2 Infrastructure Operations (Sub-CBF)

Sub-CBF	Sub-CBF Code	Impact Area	Financial Impact – Monetary Loss (Estimated, 7 days)	Financial Impact – Calculation Formula	Impact on MBCO – Affect MBCO	Impact on MBCO – Impact	Remarks – Description
Facility Maintenance & Engineering	2.1	Assets, Systems, Processes	SGD 35,000	Urgent repair costs (SGD 5k/day ×7)	Engineering Services	Downtime & SLA breaches	Delays increase asset wear
Building Security & Surveillance	2.2	People, Reputation, Legal	SGD 21,000	(Salaries SGD 2k/day ×7) + Breach fines SGD 7k	Security & Risk	Risk of unauthorised access	Non-availability raises liability
Utilities Management	2.3	Processes, Financial (H), People	SGD 28,000	(Utility cost SGD 3k/day ×7) + Operational loss SGD 7k	Site Ops	Site shut-down & occupant safety	Critical for business continuity
Emergency Response & Incident Management	2.4	People, Reputation, Legal	SGD 14,000	Emergency team cost SGD 2k/day ×7	Safety & Compliance	Increased casualty risk, reputation damage	Fails breaches regulatory duty
Vendor & Contractor Coordination	2.5	Processes, Financial (S), Reputation	SGD 7,000	SLA penalties SGD 1k/day ×7	Procurement	Delayed works, partner trust erosion	Vendors may disengage
Asset Monitoring & Lifecycle Management	2.6	Assets, Financial (S), Processes	SGD 21,000	Asset depreciation loss SGD 3k/day ×7	Asset Mgt	Accelerated asset failure	Lowers residual asset value
Renovation & Upgrading Projects	2.7	Processes, Financial (S), Reputation	SGD 42,000	Project delay penalties SGD 6k/day ×7	Project Delivery	Missed milestones, client dissatisfaction	Impacts long-term ROI
Space Management & Occupancy Planning	2.8	Processes, Financial (S), People	SGD 14,000	Revenue loss SGD 2k/day ×7	Space Utilisation	Underutilised space, lost rental	Inefficient space usage
Compliance & Regulatory Management	2.9	Legal & Regulatory, Reputation	SGD 10,500	Fines SGD 1.5k/day ×7	Compliance & Risk	Non-compliance breaches legal duty	Risk of license revocation
Sustainability & Environmental Management	2.10	Social Responsibility, Reputation, Financial (S)	SGD 7,000	Penalties SGD 1k/day ×7	ESG / CSR	Community & stakeholder damage	Violations of green standards

Key Notes

Impact Area types combine according to the BCM Institute's Guidance Notes (e.g., Financial – Hard vs. Soft; Non-Financial, such as Legal and Reputation).
Monetary Loss estimates are illustrative, based on 7‑day outage scenarios. You’d refine these by multiplying your actual daily costs or revenue with relevant penalty rates or missed income percentages.
Formulas explicitly derived: e.g., Daily cost × outage days; SLA penalty/day × 7; deprecation/revenue loss/day × outage days.
MBCO (Minimum Business Continuity Objective): aligns with each sub‑process’s organisational owner (e.g., Engineering, Procurement, Compliance).
Remarks provide the broader context and non-financial risks (e.g., regulatory breaches, reputational damage, safety exposure).

Summing Up ... for Part 2

In summary, identifying and categorising the impact areas of each critical business function allows organisations to make informed decisions during crisis response and recovery.

The structured analysis of financial and non-financial impacts offers a transparent view of organisational vulnerabilities, ensuring that mitigation strategies are not only reactive but also proactive and well-aligned with operational priorities.

For infrastructure-driven entities like Bandtree, this process empowers leadership to safeguard national assets, protect stakeholder interests, and comply with regulatory expectations.

By integrating these insights into their overall business continuity and crisis management framework, organisations can enhance their preparedness, minimise downtime, and ensure continued service delivery—even in the face of significant disruptions.

Implementing Business Continuity Management for Bandtree: A Practical Guide
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More Information About Business Continuity Management Courses

To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].