[BCM] [e2i] [E2] [C8] Program Management

Chapter 8

Business Continuity Management Planning Methodology for the Employment and Employability Institute

The Program Management Phase is the foundational stage in the Business Continuity Management (BCM) Planning Methodology as prescribed by ISO 22301.

For the Employment and Employability Institute (e2i), a strategic initiative of the National Trades Union Congress (NTUC), this phase establishes the framework to manage and sustain BCM efforts across the organisation.

Given e2i’s mission to empower Singapore’s workforce through career services, job matching, and skills upgrading, it is critical to implement a robust and sustainable BCM programme that ensures uninterrupted service delivery, even during disruptions.

Objectives of the Program Management Phase

The Program Management Phase aims to:

• Establish governance for BCM within e2i.
• Assign roles and responsibilities to ensure program ownership and accountability.
• Define the scope, policy, and objectives of the BCM programme in alignment with e2i’s strategic priorities.
• Integrate BCM into e2i’s organisational culture and business processes.
• Ensure compliance with regulatory requirements and stakeholder expectations, especially those from government agencies and union partners.

Key Components of BCM Program Management for e2i

1. Top Management Commitment

Strong leadership commitment is a prerequisite. e2i's management must endorse the BCM programme, allocate adequate resources, and lead by example in promoting business continuity awareness.

Actionable Steps

• Endorse a BCM Policy signed by senior management.
• Include BCM in e2i’s annual strategic planning reviews.
• Allocate budget and manpower to sustain BCM initiatives.

2. BCM Governance Structure

e2i should establish a cross-functional BCM Steering Committee chaired by a senior executive (e.g., Director, Corporate Services or Chief Operating Officer). This committee provides direction and oversight for the BCM implementation.

Responsibilities

• Oversee risk identification and mitigation strategies.
• Approve Business Impact Analysis (BIA) and risk assessment findings.
• Endorse the development and testing of BCM plans.

3. Appoint a BCM Coordinator

Designate a BCM Coordinator to manage day-to-day programme activities and liaise with internal departments. This person should have access to decision-makers and possess strong project management skills.

Key Functions

• Coordinate training and awareness campaigns.
• Monitor BCM compliance and documentation updates.
• Support internal audits and continuous improvement efforts.

4. Define the BCM Policy and Scope

Develop a formal BCM policy tailored to e2i’s operations. The scope should cover all critical business functions, including:

• Career Coaching & Advisory Services
• Job Matching and Placement Support
• Skills Upgrading & Training Coordination
• IT and Digital Services (e2i website, MyCareersFuture integration)
• Event and Workshop Management (including large-scale career fairs)

5. Stakeholder Engagement

e2i must identify and engage with internal and external stakeholders who are vital to continuity efforts. These include:

• NTUC central agencies
• Government partners (e.g., Ministry of Manpower, Workforce Singapore)
• Employers and training providers
• IT service vendors and facility management partners

Regular communications, briefings, and updates should be scheduled to ensure stakeholder alignment and participation.

6. Regulatory and Compliance Alignment

e2i operates in a regulated and public-facing environment. The BCM programme must comply with relevant legal, regulatory, and contractual obligations.

Relevant Requirements

• ISO 22301:2019 Business Continuity Management System (BCMS)
• Data protection obligations under the Personal Data Protection Act (PDPA)
• Public sector agency requirements and audits (e.g., internal audit reviews, accountability reporting)

Performance Metrics and Monitoring

Establish Key Performance Indicators (KPIs) and Key Risk Indicators (KRIs) to monitor the health and maturity of the BCM programme.

For e2i, these could include:

• Percentage of critical services with tested recovery plans.
• Time taken to resume career advisory services during the disruption.
• Frequency and completion rate of staff BCM awareness training.
• Audit results and closure rates for BCM non-conformities.

These metrics must be reviewed quarterly and reported to senior management.

Continuous Improvement and Sustainability

The BCM Programme for e2i should not be static. Lessons learned from tests, real incidents, and audits must feed into the continuous improvement cycle.

Annual reviews, benchmarking against peer organisations, and incorporation of new technologies or threats (e.g., cyberattacks or pandemic resurgence) are essential.

Key actions

• Conduct an annual BCM maturity assessment.
• Refresh the BIA and Risk Assessment every 12–18 months.
• Update the BCM Plan based on changes to operational priorities or the external environment.

Summing Up ...

The Program Management Phase lays the strategic groundwork for e2i’s Business Continuity Management System.

By embedding BCM into its organisational governance, operational priorities, and employee mindset, e2i can ensure it remains resilient in the face of disruption.

As a pivotal institution supporting Singapore’s workforce transformation and employment resilience, e2i’s commitment to a strong BCM framework is both a responsibility and a strategic advantage.

References

• ISO 22301:2019 – Security and resilience — Business continuity management systems — Requirements
• Employment and Employability Institute. (n.d.). Retrieved from https://www.e2i.com.sg
• PDPA Compliance Guidelines, Personal Data Protection Commission Singapore