---
title: [BCM] [JS] [E1] [C11] Summary for Jamiyah Singapore
description: [BCM] [JS] [E1] [C11] Summary for Jamiyah Singapore
image: https://blog.bcm-institute.org/hubfs/Jamiyah%20Singapore%20Graphic%20Folder/JS%20BCM%20E1%20Morepost/%5BBCM%5D%20%5BJS%5D%20%5BE1%5D%20%5BC11%5D%20Summary.jpg
---
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##### Resilient Communities: Implementing Business Continuity Management at Jamiyah Singapore
# \[BCM\] \[JS\] \[E1\] \[C11\] Summary for Jamiyah Singapore
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/b764264e-ccf8-489f-9125-6bdfc8db17b3)
Business Continuity Management (BCM) is essential for organisations that provide services upon which individuals, families and communities depend.
For Jamiyah Singapore (JS), sustaining essential services during disruption is closely linked to its social mission, beneficiary welfare, organisational responsibilities, and the community's confidence in it.
As a charitable and community service organisation operating in Singapore, JS must consider how unexpected incidents could affect its people, premises, technology, information, suppliers, financial resources and service delivery arrangements. Disruptions such as fires, infectious disease outbreaks, cybersecurity incidents, workforce shortages, and supply chain failures can have serious consequences, particularly when they affect vulnerable beneficiaries who require continuous care or timely assistance.
This first eBook, Understanding Your Organisation for Jamiyah Singapore, lays the organisational foundation needed to implement a structured, sustainable Business Continuity Management System (BCMS).
Rather than proceeding immediately to recovery procedures, the eBook emphasises the importance of understanding the organisation, establishing its continuity priorities, defining planning assumptions, assigning responsibilities, examining its operating environment and identifying the business functions that must be protected.
These activities are fundamental to developing a BCMS aligned with ISO 22301:2019, including Amendment 1:2024, and informed by ISO 22313:2020.
The eBook also considers Singapore's charity governance environment, the Code of Governance for Charities and IPCs (2023), and relevant service-specific obligations administered by authorities such as MSF, MOH and ECDA, where applicable.
The central principle of this eBook is that effective business continuity planning begins with understanding what the organisation must protect, why those activities are essential and what resources are required to sustain them.
This concluding chapter consolidates the principal lessons from the preceding chapters and explains how they establish the foundation for the practical BCM implementation activities addressed in the subsequent two eBooks.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/d9e168e3-ac3e-49f1-96f8-fdf9b11bf195)
[Moh Heng Goh](https://blog.bcm-institute.org/ebook/author/moh-heng-goh) Oct 15, 2026
###### Business Continuity Management Certified Planner-Specialist-Expert
### **[![\[BCM\] \[JS\] Legal Disclaimer Banner](https://no-cache.hubspot.com/cta/default/3893111/7a1ba6dc-8352-46e7-b150-d25945acf3d9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7a1ba6dc-8352-46e7-b150-d25945acf3d9)**
### eBook 1: Chapter 11
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/d9e168e3-ac3e-49f1-96f8-fdf9b11bf195)
#### Introduction
[![\[BCM\] \[JS\] \[E1\] \[C11\] Summary](https://no-cache.hubspot.com/cta/default/3893111/63397e83-6813-4186-ac55-88ec64749e8d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/63397e83-6813-4186-ac55-88ec64749e8d)
Business Continuity Management (BCM) is essential for organisations that provide services upon which individuals, families and communities depend.
For Jamiyah Singapore (JS), sustaining essential services during disruption is closely connected to its social mission, beneficiary welfare, organisational responsibilities, and the community's confidence in it.
As a charitable and community service organisation operating in Singapore, JS must consider how unexpected incidents could affect its people, premises, technology, information, suppliers, financial resources and service delivery arrangements.
Disruptions such as fires, infectious disease outbreaks, cybersecurity incidents, workforce shortages, and supply chain failures can have serious consequences, particularly when they affect vulnerable beneficiaries who require continuous care or timely assistance.
This first eBook, Understanding Your Organisation for Jamiyah Singapore, lays the organisational foundation needed to implement a structured, sustainable Business Continuity Management System (BCMS).
[![eBook Cover \[BCM\] \[JS\] \[E1\] Understanding Your Organisation](https://no-cache.hubspot.com/cta/default/3893111/a2d010d0-92a5-4af5-8052-8c0fc345a251.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a2d010d0-92a5-4af5-8052-8c0fc345a251)Rather than proceeding immediately to recovery procedures, the eBook emphasises the importance of understanding the organisation, establishing its continuity priorities, defining planning assumptions, assigning responsibilities, examining its operating environment and identifying the business functions that must be protected.
These activities are fundamental to developing a BCMS aligned with ISO 22301:2019, including Amendment 1:2024, and informed by ISO 22313:2020.
The eBook also considers Singapore's charity governance environment, the Code of Governance for Charities and IPCs (2023), and relevant service-specific obligations administered by authorities such as MSF, MOH and ECDA, where applicable.
The central principle of this eBook is that effective business continuity planning begins with understanding what the organisation must protect, why those activities are essential and what resources are required to sustain them.
This concluding chapter consolidates the principal lessons from the preceding chapters and explains how they establish the foundation for the practical BCM implementation activities addressed in the subsequent two eBooks.
#### **Summary of the BCM Implementation Foundation**
**[](https://cta-redirect.hubspot.com/cta/redirect/3893111/59b1f360-112a-43a7-9fcc-02bc16017f53)**
The first eBook covers ten interconnected areas of organisational understanding and BCM preparedness.
**Table 11.1: Summary of the Chapters in eBook 1**
| Chapter | Chapter Focus | Principal Learning Outcome |
| --- | --- | --- |
| 1 | Introducing BCM for Jamiyah Singapore | Understand BCM principles, benefits and their application to JS's community services. |
| 2 | Understanding Jamiyah Singapore's Operations | Identify JS's services, beneficiaries, operating arrangements and essential resources. |
| 3 | Identifying BCM Goals for Jamiyah Singapore | Establish strategic continuity priorities aligned with the organisation's mission. |
| 4 | Establishing BC Objectives for Jamiyah Singapore | Translate BCM goals into measurable objectives and minimum continuity outcomes. |
| 5 | Determining BC Assumptions for Jamiyah Singapore | Establish and validate the assumptions underpinning continuity planning. |
| 6 | Developing the BCM Team Composition for Jamiyah Singapore | Define governance, accountability and implementation responsibilities. |
| 7 | Analysing the Operating Environment for Jamiyah Singapore | Examine internal and external factors affecting resilience. |
| 8 | Implementing the BCM Planning Methodology | Establish a structured methodology to assess and develop continuity capabilities. |
| 9 | Assessing Risks and Threats for Jamiyah Singapore | Identify disruptive threats and potential crisis scenarios. |
| 10 | Identifying Critical Business Functions for Jamiyah Singapore | Determine the essential activities requiring continuity and recovery arrangements. |
Together, these chapters provide a systematic approach to establishing the organisational context and planning foundation for JS's BCMS.
#### **Chapter 1: Introducing BCM for Jamiyah Singapore**
The first chapter introduced BCM as a management discipline concerned with preparing for, responding to, and recovering from disruptive incidents while continuing to deliver essential products and services.
For JS, BCM extends beyond protecting buildings, computers and administrative processes. Its primary purpose is to maintain the services that beneficiaries and the community rely upon.
For example, a prolonged disruption affecting a residential care facility could threaten resident supervision, daily living assistance, healthcare coordination and safeguarding.
Similarly, unavailable digital beneficiary records could interrupt urgent case management, welfare assistance, and communication with families.
The chapter established that BCM should integrate with the organisation's existing governance, risk management, emergency response, crisis management, and operational arrangements.
It also explained the importance of adopting a structured BCMS rather than relying exclusively on isolated emergency procedures.
##### **Key Learning Outcome**
JS should regard BCM as an organisation-wide responsibility supported by senior management, service owners and supporting functions.
The organisation should ultimately measure BCM effectiveness by its demonstrated ability to protect people and sustain essential services during disruption.
#### **Chapter 2: Understanding Jamiyah Singapore's Operations**
The second chapter focused on understanding the organisation's operational structure, service portfolio, beneficiaries, stakeholders and essential resources.
Before determining which activities require continuity arrangements, JS must establish what services it delivers and how those services are supported.
For BCM planning, the organisational service portfolio may include residential care, healthcare support, early childhood services, student care, welfare assistance, food distribution, and beneficiary case management, subject to validation against actual JS operations.
Each service depends on a combination of people, processes, premises, information, technology and third-party arrangements.
For example, residential care and safe accommodation depend on competent care personnel, suitable facilities, essential utilities, food supplies, healthcare support, resident information and communications.
A disruption affecting any of these resources could compromise service continuity.
##### **Key Learning Outcome**
Understanding organisational operations enables JS to distinguish between activities essential to beneficiary welfare and those that can be temporarily deferred.
This understanding provides the foundation for identifying Critical Business Functions and conducting Business Impact Analysis.
#### **Chapter 3: Identifying BCM Goals for Jamiyah Singapore**
Chapter 3 addressed establishing strategic BCM goals.
These goals describe the broad outcomes that JS intends to achieve through its BCM programme.
They should align with the organisation's mission, governance responsibilities, stakeholder expectations, and risk appetite.
Illustrative BCM goals for JS include protecting beneficiaries, sustaining essential care, preserving vital records, maintaining effective stakeholder communications and strengthening the organisation's ability to respond to major disruptions.
A particularly important consideration is the distinction between restoring normal operations and maintaining minimum acceptable service outcomes.
During a major disruption, JS may not be able to deliver every service at its normal capacity. However, it must identify which essential outcomes should continue to protect beneficiaries and meet applicable obligations.
##### **Key Learning Outcome**
BCM goals set the programme's strategic direction and guide management decisions on continuity priorities, resources, and recovery capabilities.
#### **Chapter 4: Establishing Business Continuity Objectives**
Chapter 4 explains how to translate strategic BCM goals into specific, measurable Business Continuity Objectives.
These objectives enable JS to determine whether its BCM programme is achieving the required outcomes.
They should identify accountable owners, required resources, performance measures and evaluation arrangements.
This chapter introduces the Minimum Business Continuity Objective (MBCO).
At the corporate level, the MBCO describes the minimum essential service outcomes that the organisation intends to sustain during disruption.
At the business unit or CBF level, MBCOs describe the minimum service capability required for individual functions.
**Table 11.2: Illustrative BCM Objectives for JS**
| BCM Objective | Illustrative Performance Measure |
| --- | --- |
| Protect resident safety | Essential supervision and safeguarding arrangements remain effective during disruption. |
| Maintain essential healthcare support | Time-critical care requirements continue through approved arrangements. |
| Sustain critical beneficiary communications | Alternative communication arrangements are available and exercised. |
| Protect vital records | Essential information can be accessed through approved recovery or manual procedures. |
| Maintain emergency welfare assistance | Assess and support urgent beneficiary needs through alternative processes. |
| Strengthen recovery preparedness | Test critical recovery arrangements and track corrective actions. |
These are proposed objectives, not confirmed organisational commitments.
##### **Key Learning Outcome**
Measurable BCM objectives provide a basis for monitoring implementation progress, assessing recovery capabilities and demonstrating management accountability.
#### **Chapter 5: Determining Business Continuity Assumptions**
Chapter 5 examined the assumptions used when designing BCM strategies and recovery arrangements.
Business continuity assumptions describe the conditions expected to exist when a disruptive incident occurs.
Examples include assumptions concerning workforce availability, access to alternative premises, supplier support, ICT recovery, transportation, utilities and communications.
For JS, assess assumptions particularly carefully when they concern safety-critical services.
For example, a recovery plan may assume that qualified care personnel can be mobilised within a specified period. However, this assumption may prove invalid during a widespread infectious disease outbreak or transportation disruption.
Likewise, an alternative residential facility may not be suitable unless its capacity, accessibility, safety and care requirements have been verified.
**Table 11.3: Examples of BCM Planning Assumptions**
| Planning Assumption | Validation Requirement |
| --- | --- |
| Qualified backup care personnel will be available. | Verify competencies, staffing capacity and mobilisation arrangements. |
| Alternative accommodation can support displaced residents. | Confirm suitability, capacity, accessibility and service arrangements. |
| Essential resident records can be recovered. | Test backup restoration and authorised alternative access. |
| Emergency food supplies can be obtained. | Verify supplier capability and delivery arrangements. |
| Alternative communications will remain available. | Test communication channels under realistic disruption conditions. |
##### **Key Learning Outcome**
Continuity plans should be based on documented, realistic and validated assumptions.
Do not treat an assumption that has not been tested or supported by evidence as a demonstrated recovery capability.
#### **Chapter 6: Developing the BCM Team Composition**
Chapter 6 addressed the governance structure and responsibilities required to establish and maintain the BCM programme.
BCM implementation requires participation from senior management, service owners, supporting functions and operational recovery teams.
A proposed governance structure for JS includes the Governing Board, Senior Management, BCM Steering Committee, BCM Coordinator, CBF Owners, supporting function representatives and Business Continuity Recovery Teams.
**Table 11.4: Proposed BCM Governance Responsibilities**
| **Governance Role** | **Principal Responsibility** |
| --- | --- |
| Governing Board | Provide governance oversight and accountability. |
| Senior Management | Establish policy direction, approve resources and exercise executive accountability. |
| BCM Steering Committee | Oversee implementation priorities, programme performance and significant decisions. |
| BCM Coordinator | Coordinate methodology, implementation, reporting and programme maintenance. |
| CBF Owners | Define continuity requirements, recovery strategies and business unit plans. |
| Supporting Functions | Provide HR, facilities, ICT, finance, procurement, communications and compliance support. |
| Recovery Teams | Execute approved continuity and recovery procedures during disruptions. |
This structure is illustrative and should be adapted to JS's approved organisational governance arrangements.
##### **Key Learning Outcome**
Effective BCM requires clear authority, accountability and coordination.
A documented BCM plan is insufficient unless personnel understand their responsibilities and can execute them during a disruptive incident.
#### **Chapter 7: Analysing the Operating Environment**
Chapter 7 examined the internal and external factors that influence JS's ability to sustain essential services.
Internal factors include workforce competencies, organisational structure, premises, technology, financial resources, governance arrangements and operational dependencies.
External factors include Singapore's environmental conditions, public infrastructure, regulatory environment, economic conditions, cybersecurity threats, service providers and community expectations.
For example, severe weather may affect access to operating premises and delay essential supplies.
A telecommunications outage may affect emergency communications and access to cloud-based systems.
A supplier failure may interrupt food distribution or residential care services.
The chapter emphasised that JS should understand both direct dependencies and interdependencies between its Critical Business Functions.
##### **Key Learning Outcome**
Operating environment analysis helps JS identify potential sources of disruption and determine whether its organisational resources and dependencies are sufficiently resilient.
It also supports ISO 22301 requirements for organisational context and interested parties.
#### **Chapter 8: Implementing the BCM Planning Methodology**
Chapter 8 introduced the structured methodology required to translate BCM concepts into practical implementation activities.
The methodology provides a systematic approach to establishing continuity requirements, selecting recovery arrangements, developing plans and validating capabilities.
**Table 11.5: BCM Planning Methodology**
| BCM Phase | Purpose | Principal Output |
| --- | --- | --- |
| Programme Management (PgM) | Establish governance and programme arrangements. | BCM policy, responsibilities and programme schedule. |
| Risk Analysis and Review (RAR) | Identify threats, vulnerabilities and control requirements. | Threat Register and Risk Assessment Report. |
| Business Impact Analysis (BIA) | Determine impacts, recovery priorities and resource dependencies. | BIA Report, MTPDs, RTOs and MBCOs. |
| Business Continuity Strategy (BCS) | Select appropriate continuity and recovery arrangements. | Approved recovery strategies and resource requirements. |
| Plan Development (PD) | Document activation, continuity and recovery procedures. | Business Continuity Plans and recovery procedures. |
| Testing and Exercising (TE) | Validate the effectiveness of continuity arrangements. | Exercise reports, demonstrated capabilities and corrective actions. |
| Programme Maintenance (PgM) | Review, monitor and improve the programme. | Updated plans, management reports and improvement actions. |
The methodology should operate as a continuous management cycle rather than a one-time documentation exercise.
##### **Key Learning Outcome**
A structured methodology enables JS to maintain consistency across business units and demonstrate how identified threats and business impacts are translated into tested recovery capabilities.
#### **Chapter 9: Assessing Risks and Threats for Jamiyah Singapore**
Chapter 9 examined the principal types of threats that may affect JS and the crisis scenarios that could develop when disruptive incidents escalate.
Five categories of BCM threats were identified:
1. Denial of Access – Natural Disaster.
2. Denial of Access – Man-made Disaster.
3. Unavailability of People.
4. Disruption to the Supply Chain.
5. Equipment and IT-Related Disruption.
These categories provide a structured foundation for developing the Threat Register.
The chapter also distinguished between threats, vulnerabilities, operational incidents, emergencies and organisational crises.
For example, a prolonged electricity outage may begin as a utility disruption but escalate into an emergency if residential care equipment and essential resident services become unavailable.
Similarly, a ransomware incident may escalate into an organisational crisis if multiple CBFs are affected, sensitive beneficiary information is compromised, or essential services cannot continue.
The chapter highlighted the need to integrate BCM with emergency response, Crisis Management, cybersecurity and ICT Disaster Recovery.
##### **Key Learning Outcome**
Threat identification helps JS anticipate potential disruptions, while crisis scenario analysis supports strategic decision-making and preparedness for severe incidents.
#### **Chapter 10: Identifying Critical Business Functions for Jamiyah Singapore**
Chapter 10 established the importance of identifying Critical Business Functions (CBFs).
A CBF is an activity or group of activities that must be sustained or recovered within defined requirements to support essential products and services.
Identifying CBFs enables JS to focus continuity planning on the functions that most directly contribute to beneficiary welfare, organisational obligations, and essential service delivery.
**Table 11.6: Proposed Critical Business Functions for JS**
| CBF Code | Critical Business Function | Principal Continuity Consideration |
| --- | --- | --- |
| CBF-1 | Residential Care and Resident Safety | Maintain resident safety, supervision, safeguarding and essential daily care. |
| CBF-2 | Nursing and Essential Healthcare Support | Maintain time-critical healthcare support and appropriate escalation. |
| CBF-3 | Early Childhood Care and Education | Maintain child safety, accountability and essential care arrangements. |
| CBF-4 | Student Care and Educational Support | Maintain student safeguarding, supervision and family communications. |
| CBF-5 | Emergency Welfare and Financial Assistance | Continue prioritised emergency assistance for vulnerable beneficiaries. |
| CBF-6 | Food Assistance and Essential Distribution | Maintain essential food and supply distribution. |
| CBF-7 | Critical Beneficiary Case Management and Referral | Continue urgent case assessment, safeguarding and referrals. |
| CBF-8 | Beneficiary, Family and Emergency Communications | Maintain critical stakeholder communications. |
| CBF-9 | Critical ICT Systems and Information Management | Maintain access to essential information and technology services. |
| CBF-10 | Essential Finance, Procurement and Resource Support | Maintain critical payments, procurement and resource mobilisation. |
Validate this proposed CBF catalogue against JS's actual service portfolio and approved BCM scope.
##### **Understanding CBF Interdependencies**
CBFs rarely operate independently.
For example, CBF-1 Residential Care and Resident Safety depends on healthcare support, communications, ICT and essential resource mobilisation.
A disruption to any of these supporting functions could compromise residential care delivery.
[![x \[BCM\] \[JS\] Summing Up Banner](https://no-cache.hubspot.com/cta/default/3893111/7ac10d1d-0ce9-43c4-b788-b82967012808.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7ac10d1d-0ce9-43c4-b788-b82967012808)
| **eBook 1: Understanding Your Organisation** | | | | | |
| --- | --- | --- | --- | --- | --- |
| **C1** | **C2** | **C3** | **C4** | **C5** | **C6** |
| [![\[BCM\] \[JS\] \[E1\] \[C1\] Overview of BCM Case Study](https://no-cache.hubspot.com/cta/default/3893111/90950226-c212-4120-a636-5df405a583be.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/90950226-c212-4120-a636-5df405a583be) | [![\[BCM\] \[JS\] \[E1\] \[C2\] Understanding Your Organisation](https://no-cache.hubspot.com/cta/default/3893111/44f3a3f2-fe38-486b-ba11-e9dc6f5135db.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/44f3a3f2-fe38-486b-ba11-e9dc6f5135db) | [![\[BCM\] \[JS\] \[E1\] \[C3\] Establishing Organisational Goals](https://no-cache.hubspot.com/cta/default/3893111/633757ca-6975-44c3-b449-24e69f3e0d5b.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/633757ca-6975-44c3-b449-24e69f3e0d5b) | [![\[BCM\] \[JS\] \[E1\] \[C4\] Establishing Business Continuity Objectives](https://no-cache.hubspot.com/cta/default/3893111/8fd3550d-2ed2-4e87-9bc2-fd539440c672.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/8fd3550d-2ed2-4e87-9bc2-fd539440c672) | [![\[BCM\] \[JS\] \[E1\] \[C5\] Determining BC Assumptions](https://no-cache.hubspot.com/cta/default/3893111/ee5f005a-a260-466b-a362-f5d3e152b998.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ee5f005a-a260-466b-a362-f5d3e152b998) | [![\[BCM\] \[JS\] \[E1\] \[C6\] Composing BCM Team](https://no-cache.hubspot.com/cta/default/3893111/579601b8-d4e0-427c-aa19-965ec8dd1d9a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/579601b8-d4e0-427c-aa19-965ec8dd1d9a) |
| **C7** | **C8** | **C9** | **C10** | **C11** | **C12** |
| [![\[BCM\] \[JS\] \[E1\] \[C7\] Analysing Operating Environment](https://no-cache.hubspot.com/cta/default/3893111/74d86b35-a399-48a3-8ecf-3c08b8afa473.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/74d86b35-a399-48a3-8ecf-3c08b8afa473) | [![\[BCM\] \[JS\] \[E1\] \[C8\] Implementing the BCM Planning Methodology](https://no-cache.hubspot.com/cta/default/3893111/6e595cc3-b4cf-403d-b82b-852a55b76a7e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/6e595cc3-b4cf-403d-b82b-852a55b76a7e) | [![\[BCM\] \[JS\] \[E1\] \[C9\] Assessing Risks and Threats](https://no-cache.hubspot.com/cta/default/3893111/1627555b-6cfd-45ba-aa1a-23c911976ea9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1627555b-6cfd-45ba-aa1a-23c911976ea9) | [![\[BCM\] \[JS\] \[E1\] \[C10\] 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) | [![\[BCM\] \[JS\] \[E1\] \[C11\] Summary](https://no-cache.hubspot.com/cta/default/3893111/63397e83-6813-4186-ac55-88ec64749e8d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/63397e83-6813-4186-ac55-88ec64749e8d) | [![\[BCM\] \[JS\] \[E1\] \[C12\] Back Cover](https://no-cache.hubspot.com/cta/default/3893111/533a4598-10a4-4347-895c-0b2dff7c7a3e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/533a4598-10a4-4347-895c-0b2dff7c7a3e) |
| | | | | | |
#### More Information About Business Continuity Management Courses
To learn more about the course and schedule, click the buttons below for BCM-300 Business Continuity Management Implementer \[BCM-3\] and BCM-5000 Business Continuity Management Expert Implementer \[BCM-5\].
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