Inter-dependency analysis is a critical requirement in ISO 22301 Business Continuity Management.
It identifies the relationships between business functions, internal departments, external agencies, systems, suppliers, and stakeholders that are essential for the delivery of critical services.
Understanding these dependencies ensures that continuity strategies are realistic, coordinated, and capable of addressing cross-functional and external disruptions.
For the Gambling Regulatory Authority (GRA), CBF-1 (Gambling Licensing and Approval) is highly dependent on multiple internal units and external stakeholders.
These include legal, compliance, IT, finance, law enforcement, financial intelligence units, and other government agencies. Any disruption in these dependencies can directly affect licensing timelines, regulatory decisions, and enforcement actions.
This chapter outlines the key inter-dependencies for each Sub-CBF under CBF-1, highlighting internal and external relationships, directional dependencies, and the nature of operational reliance required to sustain licensing continuity.
Table P5: Inter‑dependencies for CBF-1
|
Sub-CBF Code |
Sub-CBF |
Business Unit / Vendor / Outsource Partner |
Internal Dependency |
External Dependency |
Dependency Direction |
Description of Nature of Dependency |
|
1-1 |
Licence Application Intake and Registration |
ICT Department / Licensing Division / Portal Service Provider |
Yes |
Yes |
Upstream |
Depends on IT systems and external applicants submitting complete and valid licence applications |
|
1-2 |
Applicant Eligibility Assessment |
Compliance Unit / Legal Department |
Yes |
Yes |
Upstream |
Requires internal compliance checks and external background verification from regulators and agencies |
|
1-3 |
Regulatory Due Diligence and Screening |
Risk & Compliance Unit / Financial Intelligence Units / AML Agencies |
Yes |
Yes |
Upstream |
Depends on internal risk teams and external intelligence sources for screening applicants |
|
1-4 |
Risk Evaluation of Applicants |
Risk Management Department / Data Analytics Team |
Yes |
Yes |
Mutual |
Requires internal data modelling and external market or risk data inputs for scoring applicants |
|
1-5 |
Inter-Agency Consultation and Clearance |
Government Agencies / Law Enforcement / Central Bank / Legal Counsel |
Yes |
Yes |
External |
Strong reliance on external agencies for regulatory clearance and intelligence sharing |
|
1-6 |
Licensing Decision and Approval Workflow |
Licensing Committee / Senior Management / Legal Department |
Yes |
Yes |
Internal |
Requires internal governance approvals supported by external advisory inputs when required |
|
1-7 |
Licence Issuance and Documentation |
ICT Systems Team / Document Management Vendor |
Yes |
Yes |
Downstream |
Depends on internal systems and external digital certification or printing services |
|
1-8 |
Licence Renewal Management |
Licensing Operations Unit / Compliance Division |
Yes |
Yes |
Upstream |
Relies on compliance monitoring data and external operator submissions |
|
1-9 |
Licence Suspension and Revocation Processing |
Enforcement Unit / Legal Department / Law Enforcement Agencies |
Yes |
Yes |
External |
Requires coordinated enforcement actions and legal validation with external authorities |
|
1-10 |
Change in Licence Conditions Management |
Policy Division / Legal Counsel / Regulatory Boards |
Yes |
Yes |
Mutual |
Depends on internal policy decisions and external regulatory consultation |
|
1-11 |
Regulatory Record Keeping and Documentation |
Records Management Unit / ICT Storage Providers |
Yes |
Yes |
Downstream |
Relies on internal data entry and external secure cloud or archival services |
|
1-12 |
Public Register and Transparency Reporting |
Communications Unit / Web Hosting Provider |
Yes |
Yes |
Downstream |
Depends on internal approval of data and external hosting infrastructure availability |
|
1-13 |
Licence Fee Assessment and Collection Coordination |
Finance Department / Treasury Systems / Banking Institutions |
Yes |
Yes |
External |
Requires financial system integration and external banking/payment channels |
|
1-14 |
Compliance Linkage Review (Pre-Licensing Conditions) |
Compliance Division / Audit Team / External Certifiers |
Yes |
Yes |
Upstream |
Depends on internal compliance verification and external certification or audit inputs |
|
1-15 |
Emergency Licensing Decisions (Fast-Track Approvals) |
Crisis Management Team / Executive Leadership / Government Agencies |
Yes |
Yes |
External |
Requires rapid coordination across internal leadership and external regulatory stakeholders |
The inter-dependency analysis for CBF-1 (Gambling Licensing and Approval) demonstrates that the Gambling Regulatory Authority (GRA) operates within a highly interconnected ecosystem involving multiple internal departments, external regulators, law enforcement agencies, ICT service providers, and financial institutions.
Each Sub-CBF relies on a combination of upstream inputs, downstream processing systems, and mutual dependencies that must function cohesively to ensure uninterrupted licensing operations.
External dependencies, in particular, play a significant role in areas such as compliance verification, inter-agency clearance, enforcement actions, and financial processing.
Understanding these interdependencies is essential for developing effective Business Continuity strategies, as disruptions in any linked function or partner can have cascading impacts on licensing operations. This analysis enables GRA to identify critical dependency points, strengthen resilience across the ecosystem, and ensure coordinated recovery planning.
Ultimately, this structured dependency mapping supports GRA’s ability to maintain regulatory continuity, uphold licensing integrity, and ensure uninterrupted governance of gambling activities even during complex multi-organisation disruption scenarios.
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