[P1] Identification of Business Functions
This section documents the identification of business functions for Bandtree as part of the Business Impact Analysis (BIA).
The analysis encompasses the organisation’s eight Critical Business Functions (CBFs), namely: Asset and Facilities Management, Infrastructure Operations, Client & Stakeholder Management, Billing, Finance & Vendor Management, Compliance, Governance & Reporting, Information Systems & Records Management, Human Resources & Payroll, and Procurement & Supply Chain Management.
For each CBF, both the primary functions and the associated sub-functions have been systematically identified and presented in the respective tables.
The information was compiled and referenced from BCM Institute’s structured BIA framework and supporting documentation to ensure accuracy, consistency, and alignment with recognised business continuity management practices.
In this summary, each Bandtree's CBF is described in greater detail, and their MBCOs are identified.
The MBCO establishes the minimum acceptable level of activity that must be sustained to prevent serious consequences to the business, its stakeholders, and national operations.
By defining these priorities, Bandtree ensures that critical facilities services can continue, be restored quickly, or be adapted during adverse events to meet both regulatory and operational demands.
|
CBF |
Sub-CBF Code |
Business Unit Minimum Business Continuity Objective (MBCO) |
Description of CBF |
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CBF-1 |
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CBF-1 |
1.1 |
Maintain essential maintenance for critical systems in occupied or high-risk properties to prevent health and safety hazards. |
Property and Facility Maintenance Management |
|
CBF-1 |
1.2 |
Continue monitoring of key building assets to prevent deterioration that could lead to failure or safety risks. |
Asset Lifecycle and Condition Monitoring |
|
CBF-1 |
1.3 |
Maintain the ability to reassign or reconfigure space to support business operations or emergency accommodation. |
Space Planning and Allocation |
|
CBF-1 |
1.4 |
Ensure the availability of critical vendors to sustain core property functions and emergency services. |
Vendor and Contractor Management |
|
CBF-1 |
1.5 |
Maintain minimum HSSE compliance activities to mitigate legal risks and ensure safety during disruptions. |
Health, Safety, Security & Environment (HSSE) Compliance |
|
CBF-1 |
1.6 |
Maintain critical utilities (power, water, fire systems) in active facilities to prevent operational disruption and ensure safety. |
Energy and Utilities Management |
|
CBF-1 |
1.7 |
Maintain an operational emergency response protocol with basic staffing and communication channels. |
Emergency and Incident Response for Facilities |
|
CBF-1 |
1.8 |
Postpone non-critical projects but maintain monitoring of active construction sites to manage risk and avoid safety violations. |
Capital Projects and Renovation Oversight |
|
CBF-1 |
1.9 |
Maintain open communication with key tenants and stakeholders to manage expectations and ensure the delivery of essential services. |
Tenant and Stakeholder Relationship Management |
|
CBF-1 |
1.10 |
Ensure the timely submission of statutory reports, which are critical to legal operations and regulatory compliance. |
Regulatory and Compliance Reporting |
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CBF-2 |
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CBF-2 |
2.1 |
Restore critical engineering functions within 4 hours. |
Facility Maintenance and Engineering Services |
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CBF-2 |
2.2 |
Ensure continuity of physical security surveillance with no more than 30 minutes of downtime. |
Building Security and Surveillance |
|
CBF-2 |
2.3 |
Re-establish minimum utilities within 2 hours of an outage. |
Utilities Management |
|
CBF-2 |
2.4 |
Activate the response team within 15 minutes. |
Emergency Response and Incident Management |
|
CBF-2 |
2.5 |
Restore priority vendor access within 4 hours. |
Vendor and Contractor Coordination |
|
CBF-2 |
2.6 |
Restore monitoring dashboard and alert systems within 6 hours. |
Asset Condition Monitoring & Lifecycle Management |
|
CBF-2 |
2.7 |
Resume critical project coordination within 24 hours. |
Renovation and Upgrading Projects |
|
CBF-2 |
2.8 |
Update and communicate space plans within 8 hours. |
Space Management and Occupancy Planning |
|
CBF-2 |
2.9 |
Reactivate compliance monitoring within 12 hours. |
Compliance and Regulatory Management |
|
CBF-2 |
2.10 |
Resume sustainability data logging within 24 hours. |
Sustainability and Environmental Management |
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CBF-3 |
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CBF-3 |
3.1 |
Respond to critical client requests and complaints within 24 hours during disruptions to maintain service continuity and ensure client satisfaction. |
Client Relationship Management |
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CBF-3 |
3.2 |
Maintain open communication with government agencies within one business day to ensure compliance, licensing, and operational alignment obligations are met. |
Stakeholder Engagement & Government Liaison |
|
CBF-3 |
3.3 |
Ensure continuity of essential contractor services (e.g., security, cleaning) within 48 hours to avoid disruptions in building operations. |
Service Provider & Contractor Management |
|
CBF-3 |
3.4 |
Issue public notices or advisories within 72 hours in the event of a significant disruption impacting services or the community. |
Public and Community Engagement |
|
CBF-3 |
3.5 |
Ensure that staff and board are informed within 4 hours of any significant incident that may impact operations or public image. |
Internal Stakeholder Communication (Staff & Board) |
|
CBF-3 |
3.6 |
Ensure critical stakeholder records are accessible and retrievable within 24 hours to support decision-making and compliance during disruptions. |
Client and Stakeholder Records Management |
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CBF-4 |
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CBF-4 |
4.1 |
Must resume within 24–48 hours to maintain cash flow and client trust. |
Customer Billing & Invoicing |
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CBF-4 |
4.2 |
Must resume within 24–72 hours to ensure financial health and reduce ageing receivables. |
Payment Collection & Reconciliation |
|
CBF-4 |
4.3 |
Should resume within 72 hours to 5 days to prevent late fees and maintain vendor relationships. |
Accounts Payable (AP) Processing |
|
CBF-4 |
4.4 |
A resume can be submitted within 5–7 days, but interim tracking must be available within 3 days. |
Financial Reporting & Budgeting |
|
CBF-4 |
4.5 |
Should resume within 5–7 days, especially for critical services and suppliers. |
Vendor Onboarding & Contract Management |
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CBF-4 |
4.6 |
Must resume within 24–48 hours, particularly during reporting periods or regulatory deadlines. |
Regulatory & Compliance Management |
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CBF-4 |
4.7 |
Should resume within 3–5 days to support financial recovery and business restoration processes. |
Insurance & Risk Financing Administration |
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CBF-5 |
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CBF-5 |
5.1 |
Ensure the continuity of regulatory reporting and legal filings to avoid fines, sanctions, or operational disruption. |
Regulatory & Legal Compliance |
|
CBF-5 |
5.2 |
Maintain oversight of key risks and internal controls during disruptions to prevent the compounding of threats and ensure continuity. |
Internal Audit & Risk Oversight |
|
CBF-5 |
5.3 |
Maintain transparency and documentation in decision-making processes to ensure compliance with corporate governance obligations. |
Corporate Governance Monitoring |
|
CBF-5 |
5.4 |
Sustain mandated ESG disclosures, especially for investor and regulatory accountability. |
ESG Reporting |
|
CBF-5 |
5.5 |
Ensure the continuity of the Business Continuity Management (BCM) program and coordination of recovery strategies during a crisis. |
Business Continuity Governance |
|
CBF-5 |
5.6 |
Deliver critical reports to stakeholders within statutory deadlines to uphold financial credibility and compliance. |
Strategic & Statutory Reporting |
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CBF-6 |
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CBF-6 |
6.1 |
Restore critical ICT infrastructure within 24 hours to ensure minimal disruption to business operations. |
ICT Infrastructure Management |
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CBF-6 |
6.2 |
Ensure property management applications are available and functional within 8 hours post-disruption. |
Property Systems Application Support |
|
CBF-6 |
6.3 |
Maintain access to vital records within 12 hours, ensuring compliance with legal and regulatory requirements. |
Records Retention & Archiving |
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CBF-6 |
6.4 |
Ensure data backups are available and recoverable within 4 hours after an incident. |
Data Backup & Recovery |
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CBF-6 |
6.5 |
Maintain cybersecurity controls and access management to prevent breaches with zero tolerance for extended downtime. |
Cybersecurity & Access Control |
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CBF-6 |
6.6 |
Prioritise system enhancements that impact critical business functions; non-critical updates may follow normal change management timelines. |
System Development & Enhancement |
|
CBF-6 |
6.7 |
Maintain vendor contracts and Service Level Agreements (SLAs) to ensure timely support and recovery within the agreed-upon Mean Business Cycle Objective (MBCO). |
ICT Vendor Management |
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CBF-6 |
6.8 |
Deliver essential user support and training to minimise operational delays during recovery phases. |
User Training & Support |
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CBF-6 |
6.9 |
Ensure ongoing compliance with minimal disruption to business processes—immediate attention to critical compliance issues. |
Compliance & IT Governance |
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CBF-6 |
6.10 |
Maintain secure access and protection of physical records within 24 hours of disruption. |
Physical Records Handling |
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CBF-7 |
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CBF-7 |
7.1 |
Ability to onboard essential staff during prolonged disruptions or replacements for critical roles. |
Staff Recruitment & Onboarding |
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CBF-7 |
7.2 |
Ensure access to essential employee records for legal, operational, and payroll purposes. |
Employee Records Management |
|
CBF-7 |
7.3 |
Ensure uninterrupted and timely salary payment, even during a crisis. |
Payroll Processing & Disbursement |
|
CBF-7 |
7.4 |
Maintain access to critical welfare benefits, especially healthcare and insurance support. |
Employee Benefits & Welfare Administration |
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CBF-7 |
7.5 |
Defer unless linked to contractual obligations; resume within 30 days of stability. |
Performance Management & Appraisals |
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CBF-7 |
7.6 |
Suspend operations during a crisis; resume when operations stabilise, unless safety or compliance issues are involved. |
Training & Development |
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CBF-7 |
7.7 |
Maintain policies and ensure compliance with labour laws and regulatory guidelines. |
HR Policy Development & Compliance |
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CBF-7 |
7.8 |
Maintain a minimum capability to respond to critical disputes or legal matters. |
Industrial Relations & Employee Grievances |
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CBF-8 |
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CBF-8 |
8.1 |
Ensure continuous availability of prequalified vendors to support essential procurement during disruption (within T+48 hours). |
Vendor Selection & Prequalification |
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CBF-8 |
8.2 |
Maintain accessibility to critical contracts and enforceability of terms during a crisis (within T+24 hours). |
Contract Management |
|
CBF-8 |
8.3 |
Resume approval workflows for essential purchases to avoid operational delay (within T+48 hours). |
Purchase Requisition & Approval |
|
CBF-8 |
8.4 |
Maintain critical supplier contact and engagement for urgent requirements (within T+48 hours). |
Supplier Relationship Management |
|
CBF-8 |
8.5 |
Maintain minimum operational inventory levels and delivery schedules to avoid service interruption (within T+24 to T+48 hours). |
Inventory & Logistics Coordination |
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CBF-8 |
8.6 |
Ensure continuity of compliance oversight and auditability of urgent procurements (within T+72 hours). |
Compliance & Procurement Governance |
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CBF-8 |
8.7 |
Enable risk tracking mechanisms and supplier contingency plans (within T+72 hours). |
Risk Management in Supply Chain |
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CBF-8 |
8.8 |
Activate emergency procurement procedures to support essential services (within T+4 hours). |
Emergency Procurement |
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CBF-8 |
8.9 |
Restore access to procurement systems and critical data repositories (within T+24 hours). |
Procurement System & Data Management |
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The identification of business functions and sub-functions across the eight Critical Business Functions establishes a comprehensive foundation for Bandtree Sdn Bhd’s Business Impact Analysis.
This structured documentation provides the necessary basis for assessing operational dependencies, evaluating the potential consequences of disruptions, and determining prioritised recovery requirements.
By adopting a systematic and evidence-based approach, the organisation is better positioned to safeguard critical processes, allocate resources effectively, and enhance organisational resilience.
This phase of the BIA will serve as the cornerstone for subsequent analyses, including impact assessments, minimum resource requirements, and the development of a recovery strategy, thereby ensuring a robust and sustainable continuity framework.
Implementing Business Continuity Management for Bandtree: A Practical Guide
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eBook 4: Consolidate and Report Your BCM Implementation |
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[P1] Business Unit MBCO for CBF-1 to CBF-8 |
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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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