---
title: "[BCM] [SAESL] [E1] [C10] Chapter 10: Identifying Critical Business Functions for Singapore Aero Engine Services Private Limited"
description: How SAESL can identify its critical business functions through a BIA, with key ISO 22301 terms, indicative prioritised activities and disruption scenarios.
---
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###### Building Resilient Operations: Implementing Business Continuity Management at SAESL
![\[BB\] \[SAESL\] \[10\] Technician Beside Giant Jet Engine](https://blog.bcm-institute.org/hs-fs/hubfs/SAESL%20Graphic%20Folder/BB%20SAESL/%5BBB%5D%20%5BSAESL%5D%20%5B10%5D%20Technician%20Beside%20Giant%20Jet%20Engine.png?width=1536&height=1024&name=%5BBB%5D%20%5BSAESL%5D%20%5B10%5D%20Technician%20Beside%20Giant%20Jet%20Engine.png "[BB] [SAESL] [10] Technician Beside Giant Jet Engine")
# \[BCM\] \[SAESL\] \[E1\] \[C10\] Chapter 10: Identifying Critical Business Functions for Singapore Aero Engine Services Private Limited
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c9d0ea0f-9f66-4232-97e2-6be3fe001e05)
Those activities are SAESL's critical business functions. ISO 22301 calls them "prioritised activities". This chapter explains how to identify them through a business impact analysis (BIA), sets them in Singapore's regulatory and governance context, and offers a preliminary list for SAESL that the BIA will confirm. Chapter 9 asks what could go wrong. This chapter asks what matters most when it does.
By the end of this chapter, readers should be able to:
1. Explain what a critical business function is and how ISO 22301 describes it
2. Use the key BIA terms, including MTPD, RTO, RPO and MBCO, with SAESL examples
3. Distinguish the legal, governance and voluntary frameworks that shape SAESL's continuity priorities
4. Describe the steps SAESL should follow to identify and rank its critical functions
5. Recognise SAESL's likely critical functions and their dependencies
6. Assess how common disruption scenarios would affect those functions
[![\[Logo\] \[BCM\] Certification Transparent](https://no-cache.hubspot.com/cta/default/3893111/7789ece9-0b11-4cae-9f32-d34d7eb1688a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7789ece9-0b11-4cae-9f32-d34d7eb1688a)
[Moh Heng Goh](https://blog.bcm-institute.org/bcm-v2/author/moh-heng-goh) Nov 14, 2026
## Introduction
When an airline sends a Trent engine to Singapore Aero Engine Services Private Limited (SAESL), an aircraft is often waiting for it. Every day the engine spends in the shop beyond the agreed turnaround can mean a spare engine leased, a flight rescheduled or an aircraft on the ground. If a disruption hits SAESL, the question is not whether everything can carry on as normal. It is which activities must continue or resume first, how quickly, and at what minimum level, so that customers are protected and SAESL's approvals and reputation remain intact.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c9d0ea0f-9f66-4232-97e2-6be3fe001e05)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/fbb42012-8f64-401c-a56c-d84bdcfeee14)
[![\[BCM\] \[SAESL\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/35676644-c1ae-416d-aab0-5da1a3695a80.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/35676644-c1ae-416d-aab0-5da1a3695a80)Those activities are SAESL's critical business functions. ISO 22301 calls them "prioritised activities". This chapter explains how to identify them through a business impact analysis (BIA), sets them in Singapore's regulatory and governance context, and offers a preliminary list for SAESL that the BIA will confirm. Chapter 9 asks what could go wrong. This chapter asks what matters most when it does.
By the end of this chapter, readers should be able to:
1. Explain what a critical business function is and how ISO 22301 describes it
2. Use the key BIA terms, including MTPD, RTO, RPO and MBCO, with SAESL examples
3. Distinguish the legal, governance and voluntary frameworks that shape SAESL's continuity priorities
4. Describe the steps SAESL should follow to identify and rank its critical functions
5. Recognise SAESL's likely critical functions and their dependencies
6. Assess how common disruption scenarios would affect those functions
## About Singapore Aero Engine Services Private Limited
SAESL is a joint venture between Rolls-Royce Plc and SIA Engineering Company (SIAEC). It began operations in the early 2000s, was selected as a launch maintenance facility for the Trent 900 and Trent XWB, and in 2016 amalgamated with International Engine Component Overhaul Pte Ltd (IECO) to strengthen its component repair business. It describes itself as a Trent Centre of Excellence and supports all six Trent variants.
Several features of SAESL shape its continuity needs:
- **A linked chain of work:** engines move through induction, disassembly, inspection, repair, assembly, testing and release. A stoppage at one stage soon backs up every stage before it.
- **A unique test facility:** every overhauled engine must be tested before release, and the in-house facility handles engines up to 140 inches in diameter and 150,000 lbf of thrust.
- **Specialist repair:** five accredited Centres of Excellence repair fan blades, compressor blades, nozzle guide vanes, compressor stator vanes and front combustion liners, for SAESL's own engines and for customers worldwide.
- **Regulatory dependence:** SAESL holds approvals from 13 aviation authorities, and its work is only valuable if it is certified under them.
- **Scale and reach:** more than 1,000 staff serve customers on six continents.
## Key Terms
A critical business function is an activity whose disruption would quickly cause unacceptable harm. ISO 22301 uses the term "prioritised activity" for the same idea, and this chapter uses both. The terms below form the vocabulary of the BIA.
**Table 10.1: Key ISO 22301 Terms with SAESL Examples**
| **Term** | **Meaning (paraphrased)** | **SAESL example (illustrative)** |
| --- | --- | --- |
| **Disruption** | **An incident that interrupts the expected delivery of products and services** | **A fire closes the engine test facility** |
| **Prioritized activity** | **An activity given priority after a disruption to reduce impacts** | **Engine testing and quality release** |
| **Business impact analysis (BIA)** | **Analysis of the impact of disruption on the organisation over time** | **Workshops with each service line to rate impacts at one day, one week and one month** |
| **Maximum tolerable period of disruption (MTPD)** | **The time after which the impact of not resuming an activity becomes unacceptable** | **For engine testing, perhaps around two weeks** |
| **Recovery time objective (RTO)** | **The target time to resume an activity, set shorter than the MTPD** | **For engine testing, perhaps one week** |
| **Recovery point objective (RPO)** | **The point to which information must be restored** | **Maintenance records restored to no more than a few hours before the incident** |
| **Minimum business continuity objective (MBCO)** | **The minimum acceptable level of service during a disruption** | **Testing priority engines for aircraft on the ground** |
| **Business continuity strategy** | **The approach chosen to continue or recover prioritised activities** | **An alternative testing arrangement within the Trent MRO network, subject to approval** |
| **Business continuity plan** | **Documented information that guides response and recovery** | **The engine testing recovery plan** |
| **Exercise** | **A process to train for, assess and improve performance** | **A tabletop exercise on loss of the test facility** |
All timeframes in the table are illustrative. SAESL's actual figures will come from its BIA.
## Regulatory and Governance Context
Three distinct groups of requirements shape how SAESL prioritises its activities. They carry different kinds of authority, and it is important not to confuse them.
### Regulators and legislation: legal obligations
The Civil Aviation Authority of Singapore (CAAS) is SAESL's primary regulator. It approves SAESL as a maintenance organisation under the Singapore Airworthiness Requirements, made under the Air Navigation Act and the Air Navigation Order. These requirements apply to SAESL because it performs and certifies maintenance on aircraft engines. They do not relax during a disruption.
The 12 other aviation authorities that approve SAESL, including the FAA, EASA and CAAC, apply because SAESL serves customers whose aircraft are registered in, or operate under, their jurisdictions.
The Workplace Safety and Health Act applies to SAESL as an employer in Singapore and governs how it protects people during any incident. The Personal Data Protection Act applies to the personal data SAESL holds about staff and customer contacts.
No Singapore law requires SAESL to operate a business continuity management system (BCMS). If SAESL's leadership is unsure whether a sector requirement applies, the quality function should confirm the position with CAAS rather than assume it.
### Governance: board and shareholder oversight
SAESL is a private joint venture rather than a listed company or a charity, so neither a listed-company corporate governance code nor a charity governance code applies to it directly. Instead, governance runs through SAESL's own board and its shareholder agreements with Rolls-Royce and SIAEC. For BCM, this means senior management should approve critical function priorities and, where they involve major investment or shared resources, discuss them with the shareholders.
### Voluntary standards: the basis for the BCMS
ISO 22301:2019 sets the requirements for a BCMS and is the basis for any certification SAESL may seek. Singapore has adopted it as its national standard. ISO 22313:2020 gives guidance on applying ISO 22301 and is useful for designing the BIA. Neither is legally mandatory, but conformity provides credible evidence of resilience to customers, shareholders and regulators.
Amendment 1:2024 to ISO 22301 adds climate action changes. In practice, it asks SAESL to determine whether climate change is relevant to its BCMS and notes that interested parties may have climate-related requirements. For SAESL, this means the BIA and risk assessment should consider whether heat, intense rainfall or flooding could affect critical functions, and whether customers or shareholders expect climate resilience to be addressed.
### A worked scenario: how the frameworks interact
Suppose a fire damages part of SAESL's component repair area. The legal frameworks act first: the Workplace Safety and Health Act governs the immediate protection of people, and the airworthiness requirements govern whether any affected parts or tooling can still be used. Governance comes next: the crisis management team informs the board and shareholders and decides whether to seek help within the Rolls-Royce network. Finally, the voluntary standard shapes the recovery: the BCMS built to ISO 22301 provides the prioritised list of functions, their recovery objectives and the plans to restore them. Each framework has a role, and none replaces another.
## How SAESL Can Identify Its Critical Functions
Clause 8.2.2 of ISO 22301 requires a BIA that identifies the activities supporting the organisation's products and services, assesses the impact of disruption over time, sets prioritised timeframes and identifies dependencies. SAESL's practical approach has six steps.
### Step 1: List activities by service line
Each departmental BC coordinator lists the activities their area performs. For engine overhaul, this might include work scoping, induction, disassembly, module work, assembly and dispatch. For component repair, each Centre of Excellence lists its repair processes.
### Step 2: Agree impact categories
SAESL should rate impact in the same categories used in Chapter 9: safety and airworthiness, customers and turnaround, regulatory approvals, financial and reputation. Using the same categories keeps the BIA and the risk assessment consistent.
### Step 3: Rate impact over time
For each activity, the team rates impact at set points after a disruption, for example, after one day, three days, one week, two weeks and one month. The point at which impact becomes unacceptable indicates the MTPD.
### Step 4: Set recovery objectives
For each activity, the team proposes an RTO shorter than the MTPD, an MBCO describing the minimum acceptable output, and, for information, an RPO.
### Step 5: Identify dependencies
The team records the people, premises, equipment, information, technology and suppliers each activity needs, as well as other activities it depends on. Many dependencies cross service lines. Engine assembly, for example, depends on component repair, stores and the planning system.
### Step 6: Validate and approve
The BCM coordinator consolidates the results, checks them for consistency, and presents them to the steering committee for approval. Senior management must agree on the priorities, because they will drive investment in continuity strategies.
A common trap is to rate every activity as critical. The BIA should be honest about which activities can wait. Payroll, for example, matters greatly to staff, but it can usually tolerate a short delay or be run manually, unlike engine testing.
### Getting good BIA data
The quality of the BIA depends on the quality of the conversations behind it. A short questionnaire, sent before each workshop, lets departments gather facts in advance: volumes of work in progress, typical turnaround by work scope, staff numbers and skills, systems used and key suppliers. The workshop then focuses on judgement, such as how quickly impact grows and what minimum level of service would be acceptable.
Impact should be grounded in the realities of MRO work. For SAESL, useful questions include:
- How many engines are typically in this stage of work at any one time?
- At what point would a delay here keep a customer aircraft on the ground, or force a customer to lease a spare engine?
- Which contractual turnaround commitments would be breached, and when?
- Would a delay create any airworthiness or record-keeping risk, or only a commercial one?
- Could this work be done manually, more slowly, or by another part of SAESL for a time?
Workshops should also capture variation. Demand at an engine MRO is rarely flat. If a fleet-wide inspection campaign or a seasonal peak in shop visits is underway, the same disruption may have a far greater impact. The BIA should therefore rate impact at a realistic busy period, not an average one.
### Mapping upstream and downstream dependencies
Critical functions rarely stand alone. Engine assembly cannot proceed without repaired components, parts from stores and planning instructions. Engine testing cannot proceed without assembly. Quality release cannot proceed without records. A simple dependency map, drawn with each department, shows how a failure in one place travels through the chain.
The map should extend beyond SAESL's walls. For example, SAESL might depend on Rolls-Royce for engine design data and approved repair schemes, on specialist suppliers for materials, on logistics providers for moving engines and parts, and on utility and IT providers for power and systems. These external dependencies often set the real limit on how quickly SAESL can recover, because SAESL cannot control them directly.
### Sequencing recovery
Once critical functions and their RTOs are known, SAESL can set a recovery sequence. Functions with the shortest RTOs, and those that other functions depend on, come first. For SAESL, a typical sequence might begin with health and safety, then restore maintenance records and quality release so that work can be certified, then bring back testing and assembly, and finally restore lower-priority support activities. Writing this sequence down before a disruption avoids competing demands for scarce resources during one.
### Keeping the BIA current
The BIA is not a one-off exercise. SAESL should review it at least once a year and whenever something significant changes, such as a new engine variant, a new repair capability, a change in key suppliers, or a change in the BCMS scope. Each review should check that the list of critical functions, their recovery objectives and their dependencies still reflect how SAESL actually works.
### Pitfalls to avoid
- **Confusing importance with urgency:** an activity can be very important to SAESL, such as long-term repair development, without needing to resume within days.
- **Letting the loudest voice decide:** priorities should rest on evidence about impact over time, not on which department argues hardest.
- **Ignoring hidden enablers:** records, stores and IT networks are easy to overlook because they rarely make headlines, yet other functions stop without them.
- **Setting RTOs by aspiration:** an RTO that SAESL cannot achieve with its current resources is a gap to close through strategy, not a target to write down and forget.
## Indicative Critical Business Functions
The table below is a preliminary view based on SAESL's publicly described services. It is illustrative only and will be confirmed, revised or replaced through SAESL's BIA.
**Table 10.2: Indicative Critical Business Functions (Prioritised Activities) for Singapore Aero Engine Services Private Limited**
| **Function** | **What it involves** | **Key dependencies** | **Impact if disrupted** | **Indicative priority** |
| --- | --- | --- | --- | --- |
| **Quality certification and release** | **Certifying completed work and releasing engines and components to service** | **Certifying staff; maintenance records system; approvals** | **No engine or part can leave SAESL; regulatory exposure** | **High** |
| **Engine testing** | **Performance testing and vibration surveys before release** | **Test facility; operators; fuel and utilities; test data systems** | **Completed engines queue; deliveries halt** | **High** |
| **Maintenance planning and records** | **Planning work and recording maintenance as required by approvals** | **IT systems and networks; data backups; planners** | **Work cannot be planned, tracked or certified** | **High** |
| **Engine assembly** | **Rebuilding engines, including modifications** | **Skilled technicians; gantries; tooling; parts from stores and repair** | **Engines cannot be completed; turnaround lengthens** | **High** |
| **Component repair (Centres of Excellence)** | **Repairing fan blades, compressor blades, nozzle guide vanes, compressor stator vanes and front combustion liners** | **Specialists; repair equipment; materials; utilities** | **Assembly delayed; external repair customers affected** | **High** |
| **Parts, materials and logistics** | **Receiving, storing and issuing parts; shipping engines and components** | **Warehouse; suppliers; logistics providers; customs** | **Work stops for lack of parts; engines cannot ship** | **High** |
| **Engine induction and disassembly** | **Receiving engines, recording condition and breaking them down** | **Technicians; tooling; work scope agreement** | **New work backs up; customer engines wait** | **Medium** |
| **Inspection** | **Assessing parts, including through the Smart Inspection System** | **Inspectors; inspection systems; data** | **Repair and replacement decisions delayed** | **Medium** |
| **On-wing support** | **Field support to customers' engines on aircraft** | **Field engineers; travel; tooling** | **Customer aircraft may stay on the ground longer** | **Medium** |
| **Customer communication and status reporting** | **Keeping customers informed of engine status and delays** | **Customer support staff; online status reporting** | **Customer trust erodes; contractual exposure** | **Medium** |
| **Engineering services** | **Technical support, repair development and investigations** | **Engineers; design data from Rolls-Royce** | **Technical queries and non-routine repairs delayed** | **Medium** |
| **Health, safety and environment** | **Protecting people and the environment during operations and incidents** | **Safety team; emergency equipment; procedures** | **Risk to people; legal exposure** | **High** |
| **Human resources and payroll** | **Paying staff and managing people** | **HR systems; bank interfaces** | **Staff concern; can tolerate short delays** | **Medium** |
| **Finance and procurement** | **Paying suppliers, invoicing and purchasing** | **Finance systems; banking** | **Cash flow and supplier relationships affected over weeks** | **Medium** |
| **Training and development** | **Building and maintaining staff competence** | **Trainers; facilities; records** | **Little short-term impact** | **Low** |
## Disruption Scenarios
Looking at critical functions through common disruption scenarios helps test whether the list is right and whether dependencies have been captured.
**Table 10.3: Disruption Effects on Critical Functions at Singapore Aero Engine Services Private Limited**
| **Disruption type** | **SAESL example (illustrative)** | **Critical functions most affected** |
| --- | --- | --- |
| **Loss of staff** | **Illness removes several certifying engineers in one shift pattern** | **Quality release; engine assembly** |
| **Loss of utilities** | **Extended power or compressed-air outage** | **Component repair; engine testing** |
| **Loss of premises** | **Fire closes part of the overhaul shop** | **Engine assembly; disassembly; inspection** |
| **Loss of suppliers** | **A key parts supplier cannot deliver for several weeks** | **Parts and logistics; engine assembly** |
| **Loss of IT** | **Planning and records system unavailable for several days** | **Maintenance planning and records; quality release** |
| **Health emergency** | **Pandemic with high absence and border restrictions** | **All functions; on-wing support; logistics** |
| **Climate event** | **Flash flooding affects stores or site access** | **Parts and logistics; all shift-based work** |
| **Reputational event** | **Quality escape on a released engine** | **Quality release; customer communication** |
### A worked example: loss of the maintenance planning and records system
1. **The event:** a technical failure takes SAESL's maintenance planning and records system offline. Initial estimates suggest it could be down for five days.
2. **Immediate effect:** planners cannot release new work packages, technicians cannot record completed tasks electronically, and quality staff cannot complete certification.
3. **Functions affected:** maintenance planning and records and quality release are hit first. Within days, assembly and testing slow because work cannot be signed off, and customer status reporting stops.
4. **Checking the BIA:** suppose, for illustration, that the BIA set an RTO of two days and an MTPD of one week for the records function. Five days is beyond the RTO and close to the MTPD, so the continuity plan must act.
5. **Continuity response:** SAESL switches to approved manual records procedures, prioritises engines for aircraft on the ground, and notifies affected customers.
6. **Regulatory check:** the quality function confirms that manual records meet the requirements of CAAS and the other approving authorities, and plans how they will be transferred to the system once it returns.
7. **Lesson for the BIA:** the example shows that records, which might seem like a support function, are critical because release depends on them.
## Benefits of Identifying Critical Functions
- **Airline customers:** clearer priorities mean faster recovery of the services that keep their aircraft flying, and more reliable communication during delays.
- **Shareholders:** Rolls-Royce and SIAEC gain assurance that the joint venture's most valuable capabilities are protected.
- **Regulators:** CAAS and the other authorities see that continuity decisions protect airworthiness and records.
- **Staff:** people know which work comes first in a disruption and what is expected of them.
- **Suppliers and partners:** they understand which deliveries and services SAESL needs most urgently.
- **SAESL's leadership:** investment in resilience can be targeted where it matters most, rather than spread thinly.
## Roles and Responsibilities
Building on the team structure in Chapter 6, the main roles in identifying critical functions are:
- **Board and shareholders:** note the approved priorities and any major investment they imply.
- **BCM steering committee:** approves the BIA method, challenges the results and approves the final list of prioritised activities.
- **BCM coordinator:** designs and runs the BIA, consolidates results and maintains the records.
- **Heads of service lines:** own the BIA results for their areas and sign off recovery objectives.
- **Quality manager:** confirms that recovery objectives and dependencies reflect approval requirements.
- **Departmental BC coordinators:** gather information, complete BIA templates and maintain dependency records.
- **Supervisors and shift staff:** provide practical knowledge of how work really flows and what it needs, and take part in exercises.
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/b5945536-415f-4c64-9e05-c7b4d4f26c76)
## Conclusion
Identifying critical business functions tells SAESL what to protect and restore first. Through a structured BIA, SAESL can move from a general sense that "everything matters" to an evidence-based, approved list of prioritised activities, each with an MTPD, RTO, MBCO and, where relevant, an RPO, and each linked to the resources it depends on.
Key takeaways:
- ISO 22301 calls critical business functions "prioritised activities", identified through the BIA under clause 8.2.2.
- For SAESL, quality release, engine testing, maintenance records, assembly, component repair, and parts supply are likely among the most critical.
- Legal requirements, governance and voluntary standards each play a distinct role, and none replaces another.
- Apparent support functions, such as maintenance records, can be critical when other functions depend on them.
- The preliminary list in Table 10.2 must be confirmed by SAESL's own BIA and approved by senior management.
Chapter 11 brings together the work of this eBook, summarising each chapter and checking SAESL's readiness to move on to implementation.
## 10.11 Sources
- [SAESL: Company profile](https://www.saesl.com.sg/about-us/company-profile/)
- [SAESL: History](https://www.saesl.com.sg/about-us/history/)
- [SAESL: Quality (approvals)](https://www.saesl.com.sg/about-us/quality/)
- [SAESL: Engine overhaul](https://www.saesl.com.sg/our-services/engine-overhaul/)
- [SAESL: Component repair](https://www.saesl.com.sg/our-services/component-repair/)
- [ISO 22301:2019/Amd 1:2024 Climate action changes](https://www.iso.org/standard/88412.html)
- [Singapore Standards eShop: SS 540:2008 (withdrawn, replaced by SS ISO 22301)](https://www.singaporestandardseshop.sg/Product/SSPdtDetail/235b31c7-7d39-4282-9205-6e4a5a3f7805)
**Continue reading:** Chapter 11, *Summary of Understanding Your Organisation for Singapore Aero Engine Services Private Limited*, consolidates the eBook and prepares SAESL for implementation.
| Building Resilient Operations: Implementing Business Continuity Management at SAESL | | | | | |
| --- | --- | --- | --- | --- | --- |
| **eBook 1: Understanding Your Organisation** | | | | | |
| **C1** | **C2** | **C3** | **C4** | **C5** | **C6** |
| [![\[BCM\] \[SAESL\] \[E1\] \[C1\] Overview of BCM Case Study](https://no-cache.hubspot.com/cta/default/3893111/450a4d77-0206-4ce4-a98f-5e71af6950da.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/450a4d77-0206-4ce4-a98f-5e71af6950da) | [![\[BCM\] \[SAESL\] \[E1\] \[C2\] Understanding Your Organisation](https://no-cache.hubspot.com/cta/default/3893111/c1325405-e10a-4b33-be2d-609691a1d95a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c1325405-e10a-4b33-be2d-609691a1d95a) | [![\[BCM\] \[SAESL\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/f6b87584-5a0b-45ff-9668-851e889e24ea.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/f6b87584-5a0b-45ff-9668-851e889e24ea) | [![\[BCM\] \[SAESL\] \[E1\] \[C4\] Establishing Business Continuity Objectives](https://no-cache.hubspot.com/cta/default/3893111/40bd7e34-edd8-4af1-934b-823c9e2d7806.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/40bd7e34-edd8-4af1-934b-823c9e2d7806) | [![\[BCM\] \[SAESL\] \[E1\] \[C5\] Determining BC Assumptions](https://no-cache.hubspot.com/cta/default/3893111/41c902ee-5f7a-4669-b54f-76e23501b7ba.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/41c902ee-5f7a-4669-b54f-76e23501b7ba) | [![\[BCM\] \[SAESL\] \[E1\] \[C6\] Composing BCM Team](https://no-cache.hubspot.com/cta/default/3893111/3a8585db-df63-44d6-b4e8-ad5d962c7b46.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3a8585db-df63-44d6-b4e8-ad5d962c7b46) |
| **C7** | **C8** | **C9** | **C10** | **C11** | **C12** |
| [![\[BCM\] \[SAESL\] \[E1\] \[C7\] Analysing Operating Environment](https://no-cache.hubspot.com/cta/default/3893111/a99d7cc3-a42a-40ea-9f03-271f8bad042e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a99d7cc3-a42a-40ea-9f03-271f8bad042e) | [![\[BCM\] \[SAESL\] \[E1\] \[C8\] Implementing the BCM Planning Methodology](https://no-cache.hubspot.com/cta/default/3893111/e35d2c13-2432-42e5-9c92-3df273c4669f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e35d2c13-2432-42e5-9c92-3df273c4669f) | [![\[BCM\] \[SAESL\] \[E1\] \[C9\] Assessing Risks and Threats](https://no-cache.hubspot.com/cta/default/3893111/3b86a4aa-c09b-42b3-a7b9-7c160f07ecec.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3b86a4aa-c09b-42b3-a7b9-7c160f07ecec) | [![\[BCM\] \[SAESL\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/35676644-c1ae-416d-aab0-5da1a3695a80.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/35676644-c1ae-416d-aab0-5da1a3695a80) | [![\[BCM\] \[SAESL\] \[E1\] \[C11\] Summary](https://no-cache.hubspot.com/cta/default/3893111/c8066dcf-c95f-4b06-9815-218c9dfeaf65.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c8066dcf-c95f-4b06-9815-218c9dfeaf65) | [![\[BCM\] \[SAESL\] \[E1\] \[C12\] Back Cover](https://no-cache.hubspot.com/cta/default/3893111/c14472c5-9955-453a-8bfd-806956bfdcbc.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c14472c5-9955-453a-8bfd-806956bfdcbc) |
| | | | | | |
---
## **Comments**
---
---
---
---
All rights reserved. Copyright 2026
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