---
title: "[BCM] [SAESL] [E1] [C6] Chapter 6: Composing BCM Team for Singapore Aero Engine Services Private Limited"
description: "A BCM team structure for SAESL under ISO 22301: steering committee, BCM coordinator, crisis team, regulatory liaison, a RACI matrix and competence needs."
---
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###### Building Resilient Operations: Implementing Business Continuity Management at SAESL
![\[BB\] \[SAESL\] \[6\] Jet Engine Maintenance in SAESL Hangar](https://blog.bcm-institute.org/hs-fs/hubfs/SAESL%20Graphic%20Folder/BB%20SAESL/%5BBB%5D%20%5BSAESL%5D%20%5B6%5D%20Jet%20Engine%20Maintenance%20in%20SAESL%20Hangar.png?width=1536&height=1024&name=%5BBB%5D%20%5BSAESL%5D%20%5B6%5D%20Jet%20Engine%20Maintenance%20in%20SAESL%20Hangar.png "[BB] [SAESL] [6] Jet Engine Maintenance in SAESL Hangar")
# \[BCM\] \[SAESL\] \[E1\] \[C6\] Chapter 6: Composing BCM Team for Singapore Aero Engine Services Private Limited
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c9d0ea0f-9f66-4232-97e2-6be3fe001e05)
ISO 22301 addresses this directly. Clause 5.3 requires top management to assign and communicate responsibilities and authorities for the business continuity management system (BCMS). Clauses 7.2 and 7.3 require those people to be competent and aware of their role. This chapter proposes a BCM team structure suited to SAESL's operations, explains each role, and shows how to make the structure work in practice.
[![\[Logo\] \[BCM\] 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
A business continuity programme is only as effective as the people who run it. Goals, objectives and assumptions give Singapore Aero Engine Services Private Limited (SAESL) direction, but someone has to own the programme, gather the analysis, write the plans and lead the response when a disruption occurs. Without clearly assigned roles, these tasks drift between departments, and in a crisis people waste valuable time working out who should decide what.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c9d0ea0f-9f66-4232-97e2-6be3fe001e05)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/7d3edc55-29ae-4482-b5f0-90d2063aa09e)
[![\[BCM\] \[SAESL\] \[E1\] \[C6\] 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)ISO 22301 addresses this directly. Clause 5.3 requires top management to assign and communicate responsibilities and authorities for the business continuity management system (BCMS). Clauses 7.2 and 7.3 require those people to be competent and aware of their role. This chapter proposes a BCM team structure suited to SAESL's operations, explains each role, and shows how to implement it in practice.
## Principles for SAESL's BCM Team
Four principles shape a good team structure for an organisation like SAESL.
- **Leadership ownership:** business continuity must be led from the top, not delegated entirely to a specialist.
- **Business representation:** every service line (engine overhaul, component repair and support services) should have a voice, because each understands its own dependencies best.
- **Separation of planning and response:** the people who maintain the programme day to day are not always the right people to lead a crisis response.
- **Depth:** every critical role needs at least one trained alternate, because a disruption may affect the very people the plan relies on.
## The Proposed Structure
The structure below has two parts: a governance and programme team that runs the BCMS in normal times, and a response team that activates during a disruption. Many people will hold a role in both.
### BCM steering committee
The steering committee is the senior body accountable for the BCMS. For SAESL, it might be chaired by the chief executive or chief operating officer and include the heads of engine overhaul, component repair, support services, quality, finance, human resources and information technology.
The committee approves the BC policy, objectives and scope, provides resources, accepts residual risks, and conducts the management review required by clause 9.3. Because SAESL is a joint venture between Rolls-Royce Plc and SIA Engineering Company (SIAEC), the committee should also agree how and when significant continuity matters are reported to the shareholders.
### BCM coordinator
The BCM coordinator, sometimes called the BCM manager, runs the programme day to day. Responsibilities include maintaining the BCMS documents, coordinating the business impact analysis (BIA) and risk assessment, keeping the objectives and assumptions registers up to date, organising training and exercises, and reporting progress to the steering committee.
For an organisation of SAESL's size, with more than 1,000 staff, this role is likely to need dedicated time rather than being added to an already full job.
### Departmental BC coordinators
Each department or service line appoints a BC coordinator who acts as the link between the programme and the business. For SAESL, coordinators might come from engine overhaul, each of the five Centres of Excellence in component repair, the engine test facility, quality, supply chain and logistics, IT, facilities, HR and customer support.
Departmental coordinators provide information for the BIA, draft and maintain their area's plans, and ensure their colleagues know what to do during a disruption.
### Crisis management team
The crisis management team (CMT) leads SAESL's response to a serious disruption. It makes strategic decisions, approves external communications and coordinates with customers, shareholders and authorities. Its membership will overlap with the steering committee, but its role is different: the steering committee governs the programme, while the CMT runs the response.
### Response and recovery teams
Below the CMT sit the teams that carry out the response:
- **Emergency response team:** handles immediate safety, evacuation and liaison with emergency services, in line with Singapore's workplace safety duties.
- **IT recovery team:** restores systems and data, including engineering records and customer status reporting.
- **Business recovery teams:** one for each service line, responsible for resuming prioritised activities such as engine induction, repair, assembly and testing.
- **Communications team:** manages messages to staff, customers and the media.
## The Role of Quality and Regulatory Liaison
For an approved maintenance organisation, regulatory liaison deserves a defined place in the structure. Under Singapore Airworthiness Requirements Part 145 (SAR-145), the Civil Aviation Authority of Singapore (CAAS) expects an approved organisation to have nominated post holders who are accountable for maintenance standards. SAESL's quality manager, or an equivalent post holder, should sit on both the steering committee and the CMT.
In practice, this means any recovery decision affecting how maintenance is performed, recorded, or certified is checked against the requirements of CAAS and the other 12 approving authorities before implementation.
## Defining Responsibilities with a RACI Matrix
A RACI matrix shows who is Responsible, Accountable, Consulted and Informed for each BCM activity. It removes ambiguity and is easy for auditors to follow. Table 6 later in this chapter gives an illustrative version for SAESL.
Each role should also have written terms of reference describing its purpose, authority, membership, meeting frequency and reporting lines. For the CMT, the terms of reference should state clearly who can activate the team and on what triggers.
## Building Competence and Awareness
Clause 7.2 requires the organisation to ensure people in BCM roles are competent and to keep evidence of that competence. Clause 7.3 requires everyone working under the organisation's control to be aware of the BC policy and their own role in a disruption.
For SAESL, a practical approach includes:
- Formal BCM training and certification for the BCM coordinator
- Role-based training for departmental coordinators and CMT members
- Short awareness briefings for all staff, built into induction and existing safety briefings
- Regular exercises so that team members practise their roles under realistic conditions
Shift patterns in an MRO shop mean that awareness activities should reach every shift, not just day staff.
## Ensuring Depth and Availability
Every critical role should have at least one named alternate who has received the same training. Keep contact lists current and available offline. For roles that require specialist judgement, such as certifying engine releases during recovery, SAESL might consider whether additional staff could be pre-authorised, subject to its approval conditions.
## Summary Table
**Table 6: Composing BCM Team for Singapore Aero Engine Services Private Limited**
| **Activity** | **Steering committee** | **BCM coordinator** | **Departmental coordinators** | **Quality manager** | **Crisis management team** |
| --- | --- | --- | --- | --- | --- |
| **Approve BC policy and objectives** | **A** | **R** | **C** | **C** | **I** |
| **Conduct BIA and risk assessment** | **I** | **A** | **R** | **C** | **I** |
| **Develop continuity strategies** | **A** | **R** | **R** | **C** | **C** |
| **Check strategies against approvals** | **I** | **C** | **C** | **A/R** | **I** |
| **Maintain BC plans** | **I** | **A** | **R** | **C** | **I** |
| **Run exercises** | **I** | **A/R** | **R** | **C** | **R** |
| **Lead response to a disruption** | **I** | **C** | **R** | **C** | **A** |
| **Conduct management review** | **A/R** | **R** | **I** | **C** | **I** |
R = Responsible, A = Accountable, C = Consulted, I = Informed. Assignments are illustrative.
## [](https://cta-redirect.hubspot.com/cta/redirect/3893111/b5945536-415f-4c64-9e05-c7b4d4f26c76)
## Conclusion
A clear BCM team structure turns SAESL's continuity intentions into action. By combining senior ownership through a steering committee, day-to-day coordination by a dedicated BCM coordinator, business representation from every service line, a distinct crisis management team and a defined place for regulatory liaison, SAESL can meet clauses 5.3, 7.2 and 7.3 of ISO 22301 and respond with confidence when disruption strikes.
With the team in place, SAESL can look outward at the environment in which it operates, which is the focus of Chapter 7.
**Continue reading:** Chapter 7, *Analysing Operating Environment for Singapore Aero Engine Services Private Limited*, examines the external forces and trends that shape SAESL's continuity needs.
| 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) |
| | | | | | |
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