---
title: "[BCM] [EGH] [E1] [C1] Overview of Business Continuity Management for Eastern General Hospital"
description: "An overview of business continuity management for EGH: goals, objectives, BCM team, risks and critical functions for a new SingHealth hospital under ISO 22301."
---
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###### Keeping Care Running: Managing and Implementing Business Continuity Management at Eastern General Hospital
# \[BCM\] \[EGH\] \[E1\] \[C1\] Overview of Business Continuity Management for Eastern General Hospital
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/dfa53785-5be1-4117-a1bc-43e40cdb42e8)Eastern General Hospital (EGH) is being built to care for people in Singapore's east, and a hospital cannot pause when something goes wrong.
Emergency patients, operating theatres, wards and home-based care all depend on power, people, systems and suppliers working together.
Business continuity management (BCM) is the discipline that keeps the most important care going when normal operations are interrupted.
This chapter opens *Understanding Your Organisation for Eastern General Hospital*, the first of three eBooks in the series *Keeping Care Running: Managing and Implementing Business Continuity Management at Eastern General Hospital*.
It gives senior management, the BCM coordinator and department heads a plain-language overview of BCM and previews the topics covered in Chapters 2 to 10.
It supports the leadership and commitment expectations in clause 5.1 of ISO 22301:2019, the international standard for business continuity management systems (BCMS), as amended in 2024.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/26552c6a-ef41-48d4-b53d-d0b00b62e57f)
[Moh Heng Goh](https://blog.bcm-institute.org/bcm-v2/author/moh-heng-goh) Nov 3, 2026
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/dfa53785-5be1-4117-a1bc-43e40cdb42e8)eBook 1: Chapter 1**
**[](https://cta-redirect.hubspot.com/cta/redirect/3893111/26552c6a-ef41-48d4-b53d-d0b00b62e57f)**
#### **Overview of Business Continuity Management for Eastern General Hospital**
## Introduction
Eastern General Hospital (EGH) is being built to care for people in Singapore's east, and a hospital cannot pause when something goes wrong.
Emergency patients, operating theatres, wards and home-based care all depend on power, people, systems and suppliers working together.
Business continuity management (BCM) is the discipline that keeps the most important care going when normal operations are interrupted.
This chapter opens *Understanding Your Organisation for Eastern General Hospital*, the first of three eBooks in the series *Keeping Care Running: Managing and Implementing Business Continuity Management at Eastern General Hospital*.
It gives senior management, the BCM coordinator and department heads a plain-language overview of BCM and previews the topics covered in Chapters 2 to 10.
It supports the leadership and commitment expectations in clause 5.1 of ISO 22301:2019, the international standard for business continuity management systems (BCMS), as amended in 2024.
## Introducing BCM for EGH
BCM identifies which activities an organisation must keep delivering during a disruption, how quickly each must resume, and which resources make that possible.
A BCMS is the set of policies, roles, plans and reviews that keeps BCM alive year after year, rather than leaving it as a one-off project.
BCM is not the same as emergency response. A fire evacuation moves patients to safety within minutes.
BCM asks what happens next: where the displaced patients are treated tonight, how medication reaches them tomorrow, and how theatre lists resume next week.
The series uses ISO 22301:2019 (with Amendment 1:2024) as the basis for the BCMS and ISO 22313:2020 as supporting guidance.
Both are voluntary standards. They sit alongside EGH's legal obligations as a healthcare provider regulated by the Ministry of Health (MOH) under the Healthcare Services Act 2020 (HCSA), which Chapters 7 and 10 examine.
EGH is also unusual because it is still being built. Its [website](https://www.egh.com.sg) describes a hospital of about 1,000 beds in Bedok North, with the campus opening progressively from 2029, while virtual and home-based services already run today.
That gives EGH a rare chance to design continuity in from the start. Examples in this eBook about EGH's future set-up are illustrative and are labelled as such.
## Understanding EGH's Operations
EGH belongs to the SingHealth group and shares the EGH Campus with Eastern Community Hospital (ECH), which will provide sub-acute and rehabilitative care.
EGH plans to deliver emergency, inpatient, and outpatient services across many specialities, supported by the One SingHealth speciality centres.
Its Smart Hospital Roadmap commits to care beyond hospital walls, smarter operations and smart infrastructure.
A continuity programme can only protect what it understands. Chapter 2 therefore maps services, people, premises, technology and suppliers, and shows how each phase of the opening changes the picture.
For example, an interim service such as SingHealth@Home depends on remote monitoring and telecommunications, while the future wards will depend on power, medical gases and building systems.
## Identifying BCM Goals and Objectives
Goals state what EGH wants its continuity programme to achieve. For a hospital, the first goal is patient safety, followed by continuity of essential clinical services, compliance with MOH expectations and the confidence of patients, staff and the SingHealth cluster. Chapter 3 develops these goals and a draft business continuity policy.
Objectives turn goals into measurable commitments with owners and dates.
EGH might, for example, set an objective to complete a business impact analysis (BIA) for every clinical and support department before each opening phase.
Chapter 4 sets out objectives like this.
Chapter 5 then records planning assumptions, such as staff absence, utility loss, or system failure, that every plan must withstand.
## Building the BCM Team and Reading the Environment
BCM works only when people own it. Chapter 6 describes a team that runs from the governing body and a steering committee through a BCM coordinator to department representatives and incident roles on every shift.
A hospital operates around the clock, so each role needs trained deputies.
Chapter 7 analyses the operating environment under clause 4.1 of ISO 22301.
It covers the HCSA licensing regime, the SingHealth cluster, cyber and data protection law, public health threats, climate and the construction programme.
Amendment 1:2024 asks organisations to consider whether climate change is a relevant issue, which matters for a campus in a tropical city exposed to heavy rain and heat.
## The Planning Methodology, Risks and Critical Functions
Chapter 8 introduces a seven-phase planning methodology: Project Management, Risk Analysis and Review, Business Impact Analysis, Business Continuity Strategy, Plan Development, Testing and Exercising, and Program Management. The phases give EGH a repeatable route from first workshop to a tested capability.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/fbeb1a05-a26a-4e83-bdf5-200a565fd721)
Chapter 9 assesses risks and threats to the activities EGH cannot afford to lose. These include ransomware, system failure, power loss, outbreaks and supplier failure.
Chapter 10 then identifies critical business functions, which ISO 22301 calls prioritised activities, and shows which ones need the fastest recovery. Chapter 11 consolidates the findings and prepares the ground for eBook 2.
One historical precedent shows why this matters. In 2018, a cyber-attack on SingHealth's patient database exposed the non-medical personal data of about 1.5 million patients. A Committee of Inquiry later found that the data theft was not unavoidable. Chapter 9 draws on this and other precedents.
## Why Start Before the Doors Open
Most hospitals m
eet BCM after they are built, when systems, contracts and habits are already fixed. Changing them then is slow and costly. EGH is in a different position.
The campus is under construction, and SingHealth has said that its spaces are designed to be converted or scaled up quickly in an outbreak and that areas can be closed off to limit the spread of pathogens.
Business continuity thinking can strengthen these choices while they are still on the drawing board.
Starting early also helps with the opening itself. Each phase of a new campus brings new staff, new equipment and new suppliers at the same time. If every department completes its impact analysis and plan before go-live, the hospital meets its first disruption with a plan that people have already practised.
## How the Series Fits Together
The three eBooks follow the logic of ISO 22301.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/e9a39a85-2a0e-4b9f-9070-845e26391b34)
This first eBook covers context, direction, structure, and analysis, which map to clauses 4 to 6 and the analysis parts of clause 8.2.
The second eBook, *Implementing Operational Resilience for Eastern General Hospital*, moves to strategies, plans and exercises.
The third, *Starting Your Operational Resilience Implementation for Eastern General Hospital*, helps EGH begin that implementation in practice.
Readers do not have to follow the chapters in order, but the sequence is deliberate.
Goals in Chapter 3 shape objectives in Chapter 4, and the assumptions in Chapter 5 shape the risk work in Chapter 9.
A reader who jumps straight to the critical business functions in Chapter 10 will find it easier if the earlier chapters have defined who owns what and how priorities are judged.
## Summary Table
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/59b1f360-112a-43a7-9fcc-02bc16017f53)
**Table 1: Overview of Business Continuity Management for Eastern General Hospital**
| **Topic** | **Chapter** | **Key question for EGH** | **Main ISO 22301 link** |
| --- | --- | --- | --- |
| **Introducing BCM** | **1** | **What does BCM involve, and why does it matter before opening?** | **5.1 Leadership** |
| **Operations** | **2** | **What does EGH do, and what does it depend on?** | **4.1 Context** |
| **Goals** | **3** | **What should BCM achieve?** | **5.2 Policy** |
| **Objectives** | **4** | **How will success be measured?** | **6.2 Objectives** |
| **Assumptions** | **5** | **What conditions must plans withstand?** | **6.1; 8.2** |
| **BCM team** | **6** | **Who decides and who acts?** | **5.3; 7.2; 7.3** |
| **Operating environment** | **7** | **Which external and internal factors shape continuity?** | **4.1; 4.2** |
| **Planning methodology** | **8** | **How is the programme delivered?** | **4.3; 4.4; 8.1** |
| **Risks and threats** | **9** | **What could interrupt care?** | **6.1; 8.2.3** |
| **Critical business functions** | **10** | **Which activities come back first?** | **8.2.2** |
Clause references are indicative. Later chapters explain each link in detail.
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/297a5452-5a0d-4b73-9778-093a77c00efb)
BCM gives EGH a structured way to keep care running when power, people, systems or suppliers fail.
Because EGH is still under construction, the work can begin early and shape the hospital's design, commissioning plan, and culture. Understanding the organisation comes before building strategies, so this eBook focuses on context, direction, structure and analysis.
The next chapter looks closely at EGH itself: its services, people, premises, technology and suppliers.
## Sources
- [Eastern General Hospital: Hospital overview](https://www.egh.com.sg/about-egh/hospital-overview/)
- [SingHealth: EGH Campus commences main construction (5 August 2025)](https://www.singhealth.com.sg/news/infrastructure/eastern-general-hospital-campus-commences-main-construction-and-)
- [Society for Computers and Law: Singapore's worst cyber attack, the outcome of the investigation](https://www.scl.org/10405-singapore-s-worst-cyber-attack-the-outcome-of-the-investigation/)
**Continue reading:** Chapter 2, *Understanding Your Organisation for Eastern General Hospital*, maps EGH's services, people, premises, technology and suppliers as the foundation for every later BCM decision.
---
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