Notes for BCM Institute's Course Participants: This is the template for completing the "Overview of CBFs and Business Unit MBCO."
Identifying business functions is a foundational step in the Business Continuity Management (BCM) process.
It ensures that the organisation has a comprehensive understanding of its critical operations and the interdependencies that sustain its ability to deliver services.
For Bandtree, a government-linked company under Darussalam Assets, this exercise is vital to safeguarding the continuous delivery of corporate property management services that support national infrastructure and real estate development.
Each CBF is broken down into specific sub-processes (Sub-CBFs), with corresponding descriptions and Business Unit Minimum Business Continuity Objectives (MBCO).
The MBCO establishes the minimum level of activity that must be maintained during a disruption to ensure corporate service delivery expectations and compliance obligations are met.
By clearly defining these business functions, Bandtree enhances its preparedness to respond to disruptions, allocate resources effectively, and prioritise recovery efforts based on operational and strategic importance.
Based on the information provided and referring to the BCM Institute’s definition of Minimum Business Continuity Objective (MBCO), the following table outlines the Critical Business Function (CBF-3) of Client & Stakeholder Management and its related sub-processes (Sub-CBFs) for Bandtree.
The Business Unit MBCO refers to the minimum level of services or products that the business unit must deliver to meet the overall Corporate MBCO.
|
Critical Business Functions (CBF) |
CBF Code |
Description of CBF |
Business Unit Minimum Business Continuity Objective (MBCO) |
|
Client & Stakeholder Management |
3 |
Managing relationships and communications with clients, government stakeholders, service providers, and the public to uphold operational trust and alignment. |
Ensure ongoing engagement and communication with key external and internal stakeholders to maintain trust, service alignment, and regulatory compliance. |
|
Sub-CBF |
Sub-CBF Code |
Description of CBF |
Business Unit Minimum Business Continuity Objective (MBCO) |
|
Client Relationship Management |
3.1 |
Maintaining and nurturing relationships with property clients to ensure satisfaction, resolve issues, and align services with client expectations. |
Respond to critical client requests and complaints within 24 hours during disruptions to maintain service continuity and ensure client satisfaction. |
|
Stakeholder Engagement & Government Liaison |
3.2 |
Coordinating with government entities and key stakeholders to align with national infrastructure priorities and ensure compliance. |
Maintain open communication with government agencies within one business day to meet compliance, licensing, and operational alignment obligations. |
|
Service Provider & Contractor Management |
3.3 |
Overseeing outsourced vendors and service partners involved in facility and property operations. |
Ensure continuity of essential contractor services (e.g., security, cleaning) within 48 hours to avoid disruption in building operations. |
|
Public and Community Engagement |
3.4 |
Managing communications and engagements with the public and local communities to support transparency and community relations. |
Issue public notices or advisories within 72 hours in the event of a significant disruption impacting services or the community. |
|
Internal Stakeholder Communication (Staff & Board) |
3.5 |
Communicating timely and accurate information to internal stakeholders, including employees and the board. |
Ensure that staff and board are informed within 4 hours of any significant incident that may impact operations or public image. |
|
Client and Stakeholder Records Management |
3.6 |
Managing and safeguarding records and documents relating to clients, partners, and stakeholders. |
Ensure critical stakeholder records are accessible and retrievable within 24 hours to support decision-making and compliance during disruptions. |
The identification and documentation of Bandtree’s critical business functions serve as a strategic reference for building resilience across the organisation.
By mapping out each function and its associated sub-processes, this chapter supports a structured understanding of operational priorities and highlights essential continuity requirements.
With a clear view of what must continue during a disruption, Bandtree is better positioned to develop targeted recovery strategies, minimise service interruptions, and uphold its commitments to clients, stakeholders, and the government of Brunei Darussalam.
This foundational work will inform subsequent parts of the BCM programme, ensuring continuity planning is aligned with actual business needs and risk exposures.
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."
Understanding the potential impact of business function disruptions is a cornerstone of effective Business Continuity Management (BCM).
For Bandtree, a government-linked company entrusted with the stewardship of Brunei Darussalam’s corporate real estate, identifying and assessing the impact areas of critical business functions ensures operational resilience, stakeholder confidence, and strategic alignment with national infrastructure goals.
This chapter examines the impact areas associated with each Critical Business Function (CBF), with a focus on key domains such as financial, operational, legal, regulatory, reputational, and strategic impact.
By quantifying financial losses and articulating the potential implications on the Minimum Business Continuity Objective (MBCO), Bandtree can prioritise recovery strategies, allocate resources effectively, and uphold its service commitments even in times of disruption.
Each CBF is dissected to highlight the specific risks associated with its failure, along with clear formulas to estimate potential financial impacts.
This approach not only provides a deeper understanding of business vulnerabilities but also supports decision-makers in formulating evidence-based continuity strategies.
Here is the requested table for CBF-3: Client & Stakeholder Management of Bandtree, formatted in line with the BCMpedia.org guidelines on Impact Areas:
|
Critical Business Function |
Sub-CBF Code |
Impact Area |
Financial Impact – Monetary Loss (Estimated) |
Financial Impact – Calculation of Monetary Loss (State Formula for Calculations) |
Impact on MBCO – Affect MBCO |
Impact on MBCO – Impact |
Remarks – Description |
|
Client Relationship Management |
3.1 |
Reputation, Revenue |
BND 100,000 per month |
(Avg. Monthly Revenue per Client) x (No. of Affected Clients) |
Yes |
Loss of client trust may result in service cancellation and long-term revenue loss. |
Manages direct interactions with key clients to maintain service satisfaction and retention. |
|
Stakeholder Engagement & Government Liaison |
3.2 |
Compliance, Strategic Risk |
BND 250,000 in penalties/ fines |
(Estimated Regulatory Penalty) + (Loss of Strategic Partnerships) |
Yes |
Poor communication may cause compliance breaches or political fallout with government entities. |
Ensures alignment with governmental and stakeholder expectations to preserve operational licence and reputation. |
|
Service Provider & Contractor Management |
3.3 |
Operations, Financial |
BND 75,000 per month |
(No. of Service Contracts Disrupted) x (Avg.. Monthly Value per Contract) |
Yes |
Service delivery disruption due to unmanaged vendors may impact operations and breach SLAs. |
Coordinates third-party service providers and ensures compliance with SLAs and procurement policies. |
|
Public and Community Engagement |
CBF-3.4 |
Reputation, Social Trust |
BND 50,000+ (reputation management cost) |
(Crisis Communication Cost) + (PR Campaign to Rebuild Trust) |
Yes |
Negative publicity may damage public perception and investor confidence. |
Handles the company’s public image, community outreach, and response to public concerns. |
|
Internal Stakeholder Communication (Staff & Board) |
3.5 |
Human Capital, Governance |
BND 30,000 (delays, inefficiencies) |
(Avg. Delay in Decision-Making) x (Cost of Daily Operational Inefficiencies) |
Yes |
Miscommunication within leadership or staff may result in delayed decisions or disjointed recovery efforts. |
Facilitates internal communication among departments, leadership, and board members during normal and crisis operations. |
|
Client and Stakeholder Records Management |
3.6 |
Legal, Data Privacy |
BND 150,000 (legal and recovery costs) |
(Cost of Data Recovery) + (Penalty for Data Breach) + (Cost of Legal Proceedings or Compensation) |
Yes |
Loss of data can result in legal non-compliance, client dissatisfaction, and potential lawsuits. |
Manages and secures all physical and digital records of clients and stakeholders, ensuring compliance with data protection regulations. |
The assessment of impact areas for Bandtree Sdn Bhd’s critical business functions forms a crucial foundation for proactive continuity planning and risk mitigation.
By identifying how each function contributes to overall resilience—and the extent to which its disruption can affect financial standing, legal compliance, public trust, and operational capability—Bandtree positions itself to respond more effectively to potential crises.
This analysis supports the organisation in meeting its Minimum Business Continuity Objectives (MBCOs) and provides clarity on which functions require urgent attention during a crisis.
More importantly, it reflects Bandtree’s commitment to safeguarding national infrastructure interests, client relationships, and stakeholder confidence through robust and structured business continuity planning.
As the BCM programme evolves, continuous reviews of these impact areas—driven by organisational changes, regulatory developments, and stakeholder expectations—will remain essential to ensuring Bandtree’s operational integrity and long-term resilience.
Implementing Business Continuity Management for Bandtree: A Practical Guide |
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| eBook 3: Starting Your BCM Implementation |
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| MBCO | P&S | RAR T1 | RAR T2 | RAR T3 | BCS T1 | CBF |
| CBF-3: Client & Stakeholder Management | ||||||
| DP | BIAQ T1 | BIAQ T2 | BIAQ T3 | BCS T2 | BCS T3 | PD |
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].
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Please feel free to send us a note if you have any questions. |
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