[BCM] [e2i] [E2] [C4] Business Impact Analysis

Chapter 4

Business Continuity Management Planning Methodology for the Employment and Employability Institute

The Business Impact Analysis (BIA) phase is a cornerstone of the Business Continuity Management (BCM) planning process as prescribed under ISO 22301.

For the Employment and Employability Institute (e2i), the BIA provides the foundation to identify and evaluate the consequences of a disruption to its key services.

As a strategic initiative under the National Trades Union Congress (NTUC), e2i delivers vital programmes that connect workers with job opportunities, skills upgrading, and workforce transformation.

Any prolonged disruption to these services can significantly affect Singapore’s workforce ecosystem.

This chapter outlines the implementation of the BIA phase tailored to e2i's unique mission and operational environment. It includes identification of Critical Business Functions (CBFs), assessment of impacts, and determination of recovery priorities.

2. Objectives of the Business Impact Analysis

The main objectives of the BIA for e2i are:

• To identify and prioritise e2i’s Critical Business Functions (CBFs).
• To quantify the potential operational, financial, and reputational impact of a disruption.
• To establish Recovery Time Objectives (RTOs) and Recovery Point Objectives (RPOs) for each CBF.
• To inform and align continuity strategies with organisational priorities and stakeholder expectations.

3. BIA Implementation Process

3.1 Preparation and Planning

The BCM Coordinator at e2i initiates the BIA by:

• Assembling cross-functional teams from all departments.
• Preparing BIA templates tailored to e2i’s structure.
• Scheduling interviews and workshops with function owners and key stakeholders.

3.2 Identification of Critical Business Functions (CBFs)

The following seven CBFs have been identified as essential for e2i:

4. Impact Assessment Criteria

Each CBF is evaluated using the following criteria to determine the severity of a potential disruption:

• Operational Impact: Inability to deliver services to job seekers, employers, and partners.
• Financial Impact: Revenue loss from funded training programmes or cost overruns.
• Legal and Compliance Impact: Breach of data protection and labour regulations.
• Reputational Impact: Stakeholder and public confidence in e2i’s service delivery.
• Social Impact: Delayed job placements and upskilling opportunities for vulnerable groups.

A rating scale (e.g., Low, Medium, High, Critical) is used to categorise impact severity over different time frames (e.g., 0–4 hours, 4–24 hours, 1–3 days, etc.).

5. Recovery Time Objectives (RTO) and Recovery Point Objectives (RPO)

The BIA process establishes realistic RTO and RPO for each CBF. These timelines determine how quickly services must be resumed and how much data loss is tolerable.

For example:

These recovery targets help inform the design of business continuity strategies and resource allocation during a crisis.

6. Dependency Mapping

e2i’s BIA also includes dependency analysis to understand interdependencies among functions, systems, and third-party providers. For instance:

• CBF-1 (Job Matching) relies heavily on CBF-4 (IT Infrastructure) for platform availability and CBF-7 (Data Management) for accurate jobseeker-employer matching.
• CBF-2 (Skills Training) depends on third-party training providers and venue availability, which is linked to CBF-6 (Facilities Management).

Such mapping enables better scenario planning and targeted mitigation strategies.

7. Documentation and Approval

All findings from the BIA are documented in the BIA Report. The report includes:

• Executive Summary
• Impact Ratings per CBF
• RTO/RPO Matrix
• Dependency Maps
• Recommendations for BCM Strategy Development

The report is reviewed by the BCM Steering Committee and approved by senior management to ensure alignment with e2i’s strategic goals.

8. Periodic Review and Update

To remain effective, the BIA must be reviewed:

• Annually or whenever there is a significant organisational change (e.g., new programme, restructuring, or regulatory requirement).
• After each major incident or business disruption.

BCM coordinators ensure that the BIA remains a living document and reflects the evolving needs of e2i’s operating environment.

Summing Up ...

The Business Impact Analysis phase equips e2i with the necessary insight to prioritise its business continuity efforts based on real-world impacts and operational dependencies. It allows the organisation to make informed decisions on where to allocate resources, how to respond to disruptions, and how to protect the continuity of essential services that support Singapore’s employability and workforce transformation.

By aligning the BIA with ISO 22301 standards and e2i’s mission, this phase becomes a strategic tool in building a resilient and future-ready institution.