---
title: [BCM] [JHA] [E3] [BIA] Corporate and BU MBCO
description: How Jamiyah Home for the Aged sets a Corporate MBCO and Business Unit MBCOs for its 12 critical functions, and links them to RTO, MTPD and resources.
image: https://blog.bcm-institute.org/hubfs/Generic%20Morepost%20for%20Companies/Updated%20Generic%20BCM%20eBook%20Morepost/BCM%20GEN%20E3/%5BBCM%5D%20%5BGEN%5D%20%5BE3%5D%20%5BBIA%5D%20MBCO%20Corporate%20MBCO.png
---
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##### Sustaining Community Services: Implementing BCM at Jamiyah Home for the Aged
# \[BCM\] \[JHA\] \[E3\] \[BIA\] Corporate and BU MBCO
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1ce18ee1-97ef-4ed4-b16b-5d6ab24cec19)This chapter sets the floor below which Jamiyah Home for the Aged (JHA) must never fall during a disruption.
That floor is expressed as a Corporate Minimum Business Continuity Objective (MBCO) for the Home as a whole, and as a Business Unit MBCO for each of the twelve Critical Business Functions (CBFs) identified earlier in this series.
The MBCO is the first decision of the Business Impact Analysis (BIA), not the last. Before anyone can say how quickly a function must recover, the Board and the Superintendent must agree what "recovered" means.
For a welfare home whose residents are frail, elderly, and often without family support, that answer centres on people's safety and dignity, not output or revenue.
By the end of this chapter, readers will be able to:
- explain the difference between a Corporate MBCO, a Business Unit MBCO, a Recovery Time Objective (RTO) and a Maximum Tolerable Period of Disruption (MTPD);
- draft a Corporate MBCO statement for JHA with measurable indicators;
- cascade that statement into Business Unit MBCOs for each CBF;
- use the MBCOs to drive RTOs, MTPDs and resource requirements in the BIA; and
- take the MBCOs through review and approval by the Board.
[![Banner \[BCM\] \[E3\] \[BIA\] \[MBCO\] Corporate and Business Unit Minimum Business Continuity Objective](https://no-cache.hubspot.com/cta/default/3893111/1e9291a0-98a4-41d2-af73-3d2fcab2037d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1e9291a0-98a4-41d2-af73-3d2fcab2037d)
[Dr Goh Moh Heng](https://blog.bcm-institute.org/ebook/author/dr-goh-moh-heng) Oct 20, 2026
###### Business Continuity Management Certified Planner-Specialist-Expert
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/5cd5edea-eed4-45ec-99b3-824e5267fb21)
### [![\[BCM\] \[BIA\] Template BIA 1-A Corporate MBCO](https://no-cache.hubspot.com/cta/default/3893111/b2eab235-0740-49cf-bcae-8e11eedac6ac.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b2eab235-0740-49cf-bcae-8e11eedac6ac)
### [![Banner \[BCM\] \[E3\] \[BIA\] \[MBCO\] Corporate and Business Unit Minimum Business Continuity Objective](https://no-cache.hubspot.com/cta/default/3893111/1e9291a0-98a4-41d2-af73-3d2fcab2037d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1e9291a0-98a4-41d2-af73-3d2fcab2037d)
### Corporate Minimum Business Continuity Objective (MBCO) and Products and Services
#### About this chapter
This chapter sets the floor below which Jamiyah Home for the Aged (JHA) must never fall during a disruption.[![\[BCM\] \[JS\] \[E3\] \[BIA\] MBCO Corporate MBCO](https://no-cache.hubspot.com/cta/default/3893111/723f3c3d-5ee0-4bf8-8e22-3244b607978a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/723f3c3d-5ee0-4bf8-8e22-3244b607978a)
That floor is expressed as a Corporate Minimum Business Continuity Objective (MBCO) for the Home as a whole, and as a Business Unit MBCO for each of the twelve Critical Business Functions (CBFs) identified earlier in this series.
The MBCO is the first decision of the Business Impact Analysis (BIA), not the last. Before anyone can say how quickly a function must recover, the Board and the Superintendent must agree what "recovered" means.
For a welfare home whose residents are frail, elderly, and often without family support, that answer centres on people's safety and dignity, not output or revenue.
By the end of this chapter, readers will be able to:
- explain the difference between a Corporate MBCO, a Business Unit MBCO, a Recovery Time Objective (RTO) and a Maximum Tolerable Period of Disruption (MTPD);
- draft a Corporate MBCO statement for JHA with measurable indicators;
- cascade that statement into Business Unit MBCOs for each CBF;
- use the MBCOs to drive RTOs, MTPDs and resource requirements in the BIA; and
- take the MBCOs through review and approval by the Board.
The figures used in this chapter are illustrative starting points.
Each must be tested against JHA's actual resident profile, staffing, and licensing conditions during the BIA workshops before adoption.
##### Why a minimum level matters for a home of last resort
JHA cannot close its doors during a crisis. Since 1996 the Home (Darul Takrim) has provided shelter and care for elderly destitute persons as an MSF-gazetted welfare home, with Jamiyah Singapore as managing agent, operating around the clock from 1 Tampines Avenue 3.
Many residents have nowhere else to go. If the Home stops functioning, the burden does not disappear; it moves to hospitals, to MSF and, most seriously, to the residents themselves.
Three features of JHA's situation make an explicit MBCO essential:
- **Continuous duty of care.** Residents need supervision, personal care, medication and meals every day, at every hour. There is no quiet period in which a service can be safely paused.
- **Statutory and licensing accountability.** Residents are admitted under the Destitute Persons Act 1989, and from 1 July 2026 the Home also operates under the Social Residential Homes Act 2025. MSF, and MOH on public health matters, will judge the Home's response to a disruption against the standard of care it is expected to maintain.
- **Scarce resources under pressure.** A disruption such as an infectious disease outbreak, a prolonged power failure or a sudden loss of staff reduces capacity at the very moment demand rises. Without an agreed floor, managers are left to decide under stress which services to drop and which to protect.
An MBCO turns those stressful judgements into decisions taken calmly in advance.
It tells the duty manager what must continue, what may be reduced and what may be paused. It tells the Board what level of service it has committed to, and therefore what resources, contracts and arrangements it must fund to make that commitment credible.
The MBCO also protects the Home from over-promising.
A plan that implies full normal service during a major outbreak is not credible. A plan that states an honest, defensible minimum, and shows how it will be met, is one that regulators, families and staff can trust.
##### Four Terms, Four Different Questions
The Corporate MBCO, Business Unit MBCO, RTO, and MTPD answer four different questions, and you must never use them interchangeably. Two describe a level of service; two describe time.
ISO 22301 requires an organisation, through its BIA, to identify the timeframe within which the impact of not resuming an activity becomes unacceptable, and to set prioritised timeframes for resuming activities at a specified minimum acceptable capacity.
The standard does not prescribe a format for expressing that minimum capacity at corporate level. This chapter's structure is a practical method that JHA can adopt and adapt; ISO 22313 offers further guidance on how to conduct the BIA.
| Term | Question it answers | Measured in | Applies to | JHA example |
| --- | --- | --- | --- | --- |
| **Corporate MBCO** | **What is the least the Home as a whole must still deliver during a disruption?** | **Level of service and outcomes** | **The whole organisation** | **Every resident is accounted for, supervised, fed, hydrated, medicated and sheltered at all times** |
| **Business Unit MBCO** | **What is the least this one function must still deliver?** | **Level of service, volume or quality** | **One Critical Business Function** | **CBF-3: three halal, nutritionally adequate meals a day, with texture-modified diets maintained** |
| **Recovery Time Objective (RTO)** | **How quickly must this function be back at its MBCO level?** | **Time** | **One activity or function** | **CBF-3: back at MBCO before the next scheduled meal, and within 4 hours** |
| **Maximum Tolerable Period of Disruption (MTPD)** | **How long can this function fall short before the harm becomes unacceptable?** | **Time** | **One activity or function** | **CBF-3: no more than 12 hours without an adequate meal** |
Three relationships follow from these definitions and should be checked in every BIA worksheet:
1. The RTO must always be shorter than the MTPD. The gap between them is the Home's safety margin.
2. The RTO is the time to reach the MBCO, not the time to return to normal. Full recovery usually takes longer and is planned separately.
3. Business Unit MBCOs must together deliver the Corporate MBCO. If every function meets its own minimum but the Home as a whole still fails residents, the cascade is wrong.
A useful test is to ask whether a statement can be answered with "how much" or "how fast". An MBCO answers "how much". An RTO or MTPD answers "how fast" or "how long". If a statement tries to answer both, split it.
### Start from what JHA delivers and to whom
An MBCO is set for the Home's products and services, so the first step is to name them in terms its stakeholders would recognise. For JHA, the "product" is residential care and shelter for destitute elderly persons.
That single outcome breaks down into a small number of services that residents, MSF and the public rely on.
| **Service JHA delivers** | **Who relies on it** | **What failure looks like** |
| --- | --- | --- |
| **Safe shelter and 24-hour supervision** | **Residents; MSF as the gazetting authority** | **A resident is unsupervised, missing or harmed** |
| **Personal and health care, including medication** | **Residents; attending doctors; hospitals** | **Missed time-critical doses, untreated deterioration, avoidable hospital admissions** |
| **Nutrition and hydration, including halal and therapeutic diets** | **Residents** | **Dehydration, malnutrition, choking risk from incorrect diets** |
| **Protection from infection** | **Residents, staff and the wider community; MOH** | **An outbreak spreads within the Home or into the community** |
| **Placement, case management and liaison with MSF** | **MSF; referring agencies; families** | **Residents cannot be admitted, discharged or reviewed when they must be** |
| **Faith, dignity and wellbeing** | **Residents; Jamiyah Singapore; families** | **Residents' religious needs or end-of-life rites are not respected** |
| **Accountable stewardship of public and donor funds** | **MSF; the Commissioner of Charities; donors** | **Financial controls lapse; staff or suppliers are not paid** |
The twelve CBFs identified in the earlier BIA work are the internal functions that deliver these services. Some CBFs map almost directly to a service (CBF-3 to nutrition, for example); others, such as CBF-6 Staffing and rostering and CBF-9 Resident records and IT, support every service at once.
When setting the MBCO, the Board should weigh the obligations that sit behind each service:
- **Legal and regulatory:** the Destitute Persons Act 1989; the Social Residential Homes Act 2025 and the licensing conditions that follow from it; MOH requirements on infection control and notifiable diseases.
- **Governance:** the Code of Governance for Charities and IPCs (2023), which expects the Board to oversee risk management and the continuity of the charity's work.
- **Contractual:** the Home's agreement with MSF and its contracts with food, medical, cleaning and security suppliers.
- **Ethical and religious:** the values of Jamiyah Singapore as managing agent, including respect for each resident's faith and dignity.
These obligations set the lower boundary for the MBCO. An objective that would breach a statutory requirement or licensing condition is not a valid minimum, however difficult the circumstances.
### Setting the Corporate MBCO
The Corporate MBCO is a short, Board-approved statement of the minimum the Home will deliver during any disruption, supported by a handful of measurable indicators. It should be brief enough to be remembered by a duty manager at three in the morning, and precise enough to be audited afterwards.
#### Step 1: Agree the principles
Before drafting, the Superintendent and senior staff should agree three principles with the Board:
1. **Life safety comes first.** No resident may be left without supervision, care, medication, food, water or safe shelter.
2. **Residents may be moved, but not abandoned.** The MBCO applies to residents wherever they are cared for, including at an alternate site or a partner home.
3. **Everything else is prioritised, not abandoned.** Programmes that support wellbeing may be scaled down, but each has a stated point at which it must resume.
#### Step 2: Draft the statement
A draft Corporate MBCO for JHA might read:
During any disruption, Jamiyah Home for the Aged will keep every resident safe, supervised and sheltered, whether in the Home or at an alternate site; will meet each resident's essential needs for personal care, medication, nutrition and hydration without interruption; will contain the spread of infection; will keep MSF and next of kin informed within the required timeframes; and will respect each resident's faith and dignity, including at the end of life. Services that are not essential to these outcomes may be reduced or paused for a defined period.
#### Step 3: Make it measurable
A statement alone cannot be tested. Each element needs an indicator the Home can monitor during an incident and report on afterwards. The values below are starting points for the BIA workshops.
| **Element of the Corporate MBCO** | **Indicator** | **Illustrative minimum** |
| --- | --- | --- |
| **Safe and supervised** | **Residents accounted for at each headcount** | **100% at every shift change and at least every 4 hours** |
| **Sheltered** | **Residents in a safe, habitable location** | **100%; relocation begins if the Home cannot be made safe within its MTPD** |
| **Essential care** | **Residents receiving planned essential personal care** | **100% of essential tasks; non-essential care may be deferred** |
| **Medication** | **Time-critical doses given on time** | **100% within the prescribed window** |
| **Nutrition and hydration** | **Residents receiving adequate meals and fluids** | **3 meals a day and planned fluids, with therapeutic diets maintained** |
| **Infection control** | **Isolation and PPE capability** | **Isolation available for every suspected case; at least 14 days of PPE on hand** |
| **Staffing** | **Care staff on duty against the safe minimum roster** | **Never below the safe minimum for any shift** |
| **Communication** | **Notifications made to MSF and families** | **Within the timeframes MSF sets for serious incidents** |
#### Step 4: Test it against scenarios
The draft should be tested against the scenarios most likely to affect JHA: an infectious disease outbreak, a loss of power or water, a fire or flood at the premises, a sudden shortfall of staff, the failure of a key food or medical supplier, and an IT outage. ISO 22301 Amendment 1:2024 also asks organisations to consider whether climate change is relevant to their context; in Singapore, prolonged heat and intense rainfall are realistic stresses for frail residents and ageing premises. If the MBCO cannot be met in a plausible scenario, the Board must either fund the arrangements needed to meet it or consciously revise it.
### Cascading to Business Unit MBCOs
Each CBF needs its own MBCO that states, in operational terms, what that function must still deliver so that the Corporate MBCO holds. The function owner drafts it; the BCM coordinator checks that the twelve together add up to the corporate commitment.
#### How to write a Business Unit MBCO
For each CBF, the owner works through four questions:
1. Which elements of the Corporate MBCO does this function deliver or support?
2. What is the smallest volume, frequency or quality of output that still protects residents and meets JHA's obligations?
3. Which parts of normal activity can be reduced, deferred or paused, and for how long?
4. How will the Home know, during an incident, whether this minimum is being met?
A good Business Unit MBCO is specific, measurable, owned and realistic. "Maintain adequate staffing" fails the test. "Never fewer than the approved safe minimum of care staff on any shift, with at least one trained medication-competent staff member on every shift" passes it.
#### Draft Business Unit MBCOs for JHA
The table below gives draft MBCOs for the twelve CBFs, with indicative RTOs and MTPDs. The tiers group functions by urgency: Tier 1 protects life and must continue without a break; Tier 2 must be restored within hours to days; Tier 3 can be paused for a defined period. All values are illustrative and must be validated in the BIA.
| **CBF** | **Business Unit MBCO (minimum acceptable level)** | **Indicative RTO** | **Indicative MTPD** | **Tier** |
| --- | --- | --- | --- | --- |
| **CBF-1 Personal care and 24-hour supervision** | **Every resident accounted for and supervised at all times; essential care (toileting, repositioning, hygiene, safe transfers) delivered as planned** | **Continuous** | **1 hour** | **1** |
| **CBF-2 Medication management and access to medical care** | **All time-critical medication given within the prescribed window; 24-hour access to a doctor or emergency services; at least 7 days' medication reserve** | **2 hours** | **4 hours** | **1** |
| **CBF-3 Meals, nutrition and hydration** | **Three halal, nutritionally adequate meals a day; planned fluid intake; texture-modified and therapeutic diets maintained** | **Next meal, within 4 hours** | **12 hours** | **1** |
| **CBF-4 Safe premises and essential utilities** | **Power to critical loads, potable water, sanitation, fire safety and a safe temperature; otherwise residents relocated** | **4 hours** | **24 hours** | **1** |
| **CBF-5 Infection prevention and control** | **Suspected cases isolated or cohorted; PPE and cleaning supplies for at least 14 days; MOH requirements followed** | **4 hours** | **24 hours** | **1** |
| **CBF-6 Staffing and rostering** | **No shift below the approved safe minimum; at least one medication-competent staff member per shift** | **Before the next shift** | **12 hours** | **1** |
| **CBF-7 Incident reporting and communication with MSF** | **Serious incidents reported to MSF and next of kin within required timeframes; one named spokesperson** | **2 hours** | **Within MSF's reporting timeframe** | **1** |
| **CBF-9 Resident records and IT** | **Care plans, medication charts, allergies and next-of-kin details available on paper or offline at all times** | **4 hours (critical information)** | **24 hours** | **2** |
| **CBF-11 Finance, procurement and payroll** | **Emergency purchasing authority in place; payroll paid on the scheduled date; critical suppliers paid** | **1 working day** | **5 working days, and never past a payroll date** | **2** |
| **CBF-8 Admissions, discharges and case management** | **Hospital discharges back to JHA accepted; MSF-directed urgent admissions considered; routine admissions and reviews deferred** | **3 days** | **7 days** | **2** |
| **CBF-10 Religious and spiritual life** | **Residents able to pray and observe their faith; end-of-life and funeral rites arranged in line with the resident's faith; group programmes may pause** | **24 hours (end-of-life rites: immediate)** | **72 hours** | **2** |
| **CBF-12 Social, recreational and volunteer programmes** | **Daily one-to-one contact for residents' emotional wellbeing; group activities and volunteer visits may be suspended** | **14 days** | **30 days** | **3** |
Two points deserve attention. First, CBF-6 and CBF-9 are enablers: if either falls below its MBCO, several Tier 1 functions fail with it, so their RTOs are set by the most urgent function they support. Second, CBF-10 contains an element that cannot wait. For Muslim residents, burial is customarily arranged as soon as possible after death, so the procedures for death management, family notification and coordination with the relevant authorities must work even when the rest of CBF-10 is paused.
#### Linking the MBCO to MTPD, RTO and resources
The MBCO sets the level; the MTPD and RTO set the time; together, they determine the resources JHA must have ready. The BIA works through them in a fixed order.
1. **Confirm the Business Unit MBCO.** This defines what "minimum acceptable" means for the function.
2. **Assess impacts over time to set the MTPD.** For each function, the BIA team asks what happens to residents, regulatory standing, reputation, finances and staff if the function stays below its MBCO for 1 hour, 4 hours, 12 hours, 24 hours, 3 days and 7 days. The MTPD is the point at which the impact becomes unacceptable. For Tier 1 functions, harm to residents almost always sets the MTPD.
3. **Set the RTO inside the MTPD.** The RTO must leave enough margin for detection, decision-making and mobilisation. A reasonable rule is that the RTO should be no more than half the MTPD for Tier 1 functions.
4. **Identify resources needed at the MBCO level.** List the people, premises, equipment, information, IT and suppliers needed to deliver the minimum, not the normal level, within the RTO.
5. **Select continuity strategies.** Where the resources cannot be guaranteed, choose a strategy that closes the gap: reserve stocks, alternate suppliers, cross-trained staff, mutual-aid arrangements with other Jamiyah homes, or paper fallbacks.
Picture one function's service level over time. When the disruption strikes, the level falls. The MBCO is a floor drawn across that picture; the RTO is the point at which the function must be back on that floor; the MTPD is a later point beyond which the harm becomes unacceptable. The gap between the RTO and the MTPD is the safety margin, and full recovery to normal comes afterwards.
##### A worked example: CBF-3 Meals, nutrition and hydration
The MBCO is three halal, nutritionally adequate meals a day with therapeutic diets maintained. The BIA concludes that missing meals for more than 12 hours would cause unacceptable harm to frail and diabetic residents, so the MTPD is 12 hours. The RTO is the next scheduled meal, and no later than 4 hours.
To meet this at the minimum level, JHA needs: a ready-to-serve halal food reserve sufficient for at least 3 days; an alternative caterer able to supply texture-modified meals at short notice; a bottled water reserve; a list of residents' dietary requirements available on paper; and enough staff to serve meals and assist residents who need help with eating. Each of these becomes a requirement in the continuity strategy and a line in the budget.
#### Governance, validation and approval
The Corporate MBCO is a Board decision; the Business Unit MBCOs are management decisions that the Board endorses. This split reflects the Code of Governance for Charities and IPCs (2023), under which the Board oversees the charity's risks while management runs its operations.
##### Who does what
| **Role** | **Responsibility for the MBCOs** |
| --- | --- |
| **Board of Jamiyah Singapore, or its delegated committee for JHA** | **Approves the Corporate MBCO; endorses Business Unit MBCOs; approves the funding needed to meet them; accepts any residual risk where an MBCO cannot yet be met** |
| **Superintendent** | **Owns the MBCO framework; recommends the Corporate MBCO to the Board; resolves conflicts between functions** |
| **BCM coordinator** | **Facilitates the BIA workshops; checks that Business Unit MBCOs add up to the Corporate MBCO; maintains the MBCO register** |
| **CBF owners (for example, the nursing lead, kitchen supervisor and administration manager)** | **Draft and maintain the Business Unit MBCO for their function; identify the resources needed** |
| **Internal audit or the audit committee** | **Tests whether MBCOs are measurable, evidenced and reflected in plans and exercises** |
#### Validating the MBCOs
Before approval, each MBCO should pass four checks:
- **Compliance:** it does not fall below any statutory requirement, MSF licensing condition or MOH directive.
- **Consistency:** the twelve Business Unit MBCOs together deliver the Corporate MBCO, and every RTO sits within its MTPD.
- **Feasibility:** the resources needed to meet it either exist now or are funded in an approved improvement plan.
- **Acceptability:** frontline staff, and where appropriate MSF, regard it as a credible and humane minimum.
Where a gap is found, the Board has three choices: fund the arrangements to close it, accept the residual risk for a defined period with a remediation date, or revise the MBCO with a recorded rationale. Never leave a gap undocumented.
#### Keeping the MBCOs current
Review MBCOs at least once a year and whenever there is a significant change: a change in resident profile or capacity, new licensing conditions under the Social Residential Homes Act 2025, a change of key supplier, a major incident, or the findings of an exercise.
Minute each review, and record the approved version in the BCM document register so auditors and regulators can see what was committed to and when.
### Common Pitfalls
Most weak MBCOs fail in one of six predictable ways:
- **Writing an aspiration, not a minimum.** "Maintain normal standards of care" describes the goal on a good day. An MBCO must describe the least the Home can safely accept on a bad one.
- **Mixing level and time.** "Restore meals within 4 hours" is an RTO. The MBCO is what "restored" means: three adequate halal meals with therapeutic diets maintained.
- **Ignoring enablers.** Staffing, records and finance rarely feel urgent, yet failure in any of them can bring down every Tier 1 function.
- **Setting MBCOs no one can resource.** An MBCO with no reserve stock, no alternate supplier and no trained back-up is a statement of hope.
- **Forgetting residents who are moved.** The MBCO follows the resident. If residents are relocated to a hospital or partner home, JHA's duty to monitor their care and keep families informed continues.
- **Treating the MBCO as a one-off.** Resident needs, staffing and regulation change; the MBCO must change with them.
### Implementation checklist
- Board briefed on the purpose of the Corporate MBCO and the principles behind it
- JHA's services and stakeholder obligations listed and confirmed
- Draft Corporate MBCO statement and indicators prepared by the Superintendent
- Corporate MBCO tested against priority scenarios, including outbreak, utilities failure and staff shortage
- Business Unit MBCO drafted by each of the twelve CBF owners
- Business Unit MBCOs checked for consistency with the Corporate MBCO
- MTPD and RTO set for each CBF, with every RTO inside its MTPD
- Resources needed at MBCO level identified for each CBF
- Gaps recorded, with funding, risk acceptance or revision decided for each
- Corporate MBCO approved and Business Unit MBCOs endorsed by the Board
- MBCO register created and review date set
### [![Banner \[BCM\] \[E3\] \[BIA\] \[Summing Up\] \[P0\] Corporate MBCO \[MBCO\]](https://no-cache.hubspot.com/cta/default/3893111/654ba2b5-756b-4dda-8b69-3428c1521e4b.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/654ba2b5-756b-4dda-8b69-3428c1521e4b)
The Corporate MBCO states the minimum JHA owes every resident during a disruption: safety, supervision, shelter, care, medication, nutrition, infection control, communication and respect for faith and dignity.
The twelve Business Unit MBCOs translate that commitment into specific, measurable minimums for each function. The MTPD and RTO then set how long the Home can tolerate falling short and how quickly each function must return to its minimum. Together, these objectives give the Board a clear basis for deciding what resources and arrangements to fund.
The MBCOs set here depend on a sound understanding of the environment in which JHA operates: its regulators, partners, suppliers, premises and the risks it faces.
The next chapter builds on that foundation, understanding the organisation and its context as required by clause 4 of ISO 22301, and shows how it shapes the scope and priorities of the Home's Business Continuity Management System.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/45126cea-7fe9-4ffe-b72e-5e4451c0e271)
| **eBook 3: Starting Your BCM Implementation** | | | | | | |
| --- | --- | --- | --- | --- | --- | --- |
| **MBCO** | **P&S** | **RAR T1** | **RAR T2** | **RAR T3** | **BCS T1** | **CBF** |
| [![\[BCM\] \[JS\] \[E3\] \[BIA\] MBCO Corporate MBCO](https://no-cache.hubspot.com/cta/default/3893111/723f3c3d-5ee0-4bf8-8e22-3244b607978a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/723f3c3d-5ee0-4bf8-8e22-3244b607978a) | [![\[BCM\] \[JS\] \[E3\] \[BIA\] \[PS\] Key Product and Services](https://no-cache.hubspot.com/cta/default/3893111/db4572cb-afab-45f2-902b-8a8b33b88b58.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/db4572cb-afab-45f2-902b-8a8b33b88b58) | [![\[BCM\] \[JS\] \[E3\] \[RAR\] \[T1\] List of Threats](https://no-cache.hubspot.com/cta/default/3893111/87b522e2-f0d8-4959-9c59-40a3be1b6f71.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/87b522e2-f0d8-4959-9c59-40a3be1b6f71) | [![\[BCM\] \[JS\] \[E3\] \[RAR\] \[T2\] Treatment and Control](https://no-cache.hubspot.com/cta/default/3893111/bbf2124f-6183-4c2f-85f0-727313f44adf.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/bbf2124f-6183-4c2f-85f0-727313f44adf) | [![\[BCM\] \[JS\] \[E3\] \[RAR\] \[T3\] Risk Impact and Likelihood Assessment](https://no-cache.hubspot.com/cta/default/3893111/f4035e58-2c2f-4b9b-aa1d-4e24ef7507fe.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/f4035e58-2c2f-4b9b-aa1d-4e24ef7507fe) | [![\[BCM\] \[JS\] \[E3\] \[BCS\] \[T1\] Mitigation Strategies and Justification](https://no-cache.hubspot.com/cta/default/3893111/4691ede5-015e-4d02-890f-1dc8a37980a6.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/4691ede5-015e-4d02-890f-1dc8a37980a6) | [![\[BCM\] \[JS\] \[E1\] \[C10\] Identifying Critical Business Functions](https://no-cache.hubspot.com/cta/default/3893111/0e87ad0d-3fdf-495a-a60f-384b0e67a940.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/0e87ad0d-3fdf-495a-a60f-384b0e67a940) |
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