---
title: [BCM] [JS] [E3] [BIA] [PS] Key Product and Services
description: [BCM] [JS] [E3] [BIA] [PS] Key Product and Services
image: https://blog.bcm-institute.org/hubfs/Jamiyah%20Singapore%20Graphic%20Folder/JS%20BCM%20E3%20Morepost/BCM%5D%20%5BJS%5D%20%5BE3%5D%20%5BBIA%5D%20%5BPS%5D%20Key%20Product%20and%20Services.jpg
---
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##### Resilient Communities: Implementing Business Continuity Management at Jamiyah Singapore
# \[BCM\] \[JS\] \[E3\] \[BIA\] \[PS\] Key Product and Services
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/b764264e-ccf8-489f-9125-6bdfc8db17b3)
Identifying an organisation's key products and services is an important starting point in Business Impact Analysis (BIA).
It establishes what the organisation delivers to its beneficiaries and stakeholders and provides the basis for determining which activities must continue during an incident, emergency or disaster.
Under ISO 22301, the organisation must understand its products and services, the activities that support their delivery, the consequences of disruption and the resources required to maintain an acceptable level of service.
For Jamiyah Singapore (JS), continuity planning should focus on protecting vulnerable beneficiaries, maintaining essential care, sustaining urgent assistance and preserving the supporting capabilities required to deliver these services.
[![Banner \[BCM\] \[E3\] \[BIA\] \[P&S\] Product and Service](https://no-cache.hubspot.com/cta/default/3893111/e36acdb9-4264-4f9e-95f1-d268e56a0260.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e36acdb9-4264-4f9e-95f1-d268e56a0260)
[Dr Goh Moh Heng](https://blog.bcm-institute.org/ebook/author/dr-goh-moh-heng) 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)
[![\[BCM\] \[E3\] \[BIA\] \[P1\] \[P2\] \[P3\] \[P4\] {P5\] \[P6\] Template ](https://no-cache.hubspot.com/cta/default/3893111/d0508ed9-8fef-4cbe-a91b-337f2f8a2463.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d0508ed9-8fef-4cbe-a91b-337f2f8a2463)[![\[BCM\] \[BIA\] Template BIA 1-B Key Product and Services](https://no-cache.hubspot.com/cta/default/3893111/711d74b4-ed8b-4b2d-bf01-bda4ef287ec2.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/711d74b4-ed8b-4b2d-bf01-bda4ef287ec2)[![Banner \[BCM\] \[E3\] \[BIA\] \[P&S\] Product and Service](https://no-cache.hubspot.com/cta/default/3893111/e36acdb9-4264-4f9e-95f1-d268e56a0260.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e36acdb9-4264-4f9e-95f1-d268e56a0260)
### BIA P&S: Products and Services for Jamiyah Singapore
#### Introduction
[![\[BCM\] \[JS\] \[E3\] \[BIA\] \[PS\] 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)
Identifying an organisation's key products and services is an important starting point in Business Impact Analysis (BIA).
It establishes what the organisation delivers to its beneficiaries and stakeholders and provides the basis for determining which activities must continue during an incident, emergency or disaster.
Under ISO 22301, the organisation must understand its products and services, the activities that support their delivery, the consequences of disruption and the resources required to maintain an acceptable level of service.
For Jamiyah Singapore (JS), continuity planning should focus on protecting vulnerable beneficiaries, maintaining essential care, sustaining urgent assistance and preserving the supporting capabilities required to deliver these services.
JS operates within Singapore's charity and community service environment. Its continuity arrangements should reflect the needs of residents, children, students, families, vulnerable individuals and other beneficiaries, as applicable to its actual programmes.
The objective is not necessarily to maintain every service at its normal operating level during a major disruption.
Instead, JS should identify the Minimum Business Continuity Objective (MBCO) for each essential service and establish arrangements to sustain that level until it can restore normal operations.
##### **Purpose of Identifying Products and Services**
The assessment supports JS in determining which products and services are most important to its mission and business objectives.
It provides the foundation for identifying Critical Business Functions (CBFs), determining recovery priorities, establishing recovery objectives and selecting appropriate continuity strategies.
It also helps management distinguish between essential beneficiary-facing services and internal supporting functions.
##### **Relationship Between Products, Services and Critical Business Functions**
Products and services represent the outcomes delivered to beneficiaries and stakeholders.
Critical Business Functions represent the organisational capabilities and activities required to deliver those outcomes.
A single service may depend on several CBFs. Likewise, one CBF may support several services.
For example, residential care depends not only on direct care activities but also on healthcare coordination, communications, ICT, finance, procurement and resource support.
[![Banner \[Table\] \[BCM\] \[E3\] \[BIA\] \[P0\] Product and Services \[P&S\]](https://no-cache.hubspot.com/cta/default/3893111/a7e8538a-66a2-4c4e-ac09-eafe2b45ca49.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a7e8538a-66a2-4c4e-ac09-eafe2b45ca49)
#### **Proposed Key Products and Services**
Table BIA P&S: Key Products and Services for Jamiyah Singapore
The following catalogue identifies proposed services based on the ten CBFs supplied for this assessment.
The service descriptions and continuity objectives are illustrative and should be validated against JS's actual operating model, service commitments, contractual obligations and applicable requirements.
**Table P0 BIA P&S: Key Products and Services for Jamiyah Singapore**
| No. | Key Product / Service | Description of Product or Service | Primary Beneficiaries / Stakeholders | Supporting Critical Business Functions | Minimum Service During an Incident, Emergency or Disaster |
| --- | --- | --- | --- | --- | --- |
| P&S-1 | Residential Care and Safe Accommodation Services | Provide residential accommodation, essential daily care, supervision, safeguarding, and resident welfare support. | Residents, families, authorised representatives and relevant service partners. | CBF-1, CBF-2, CBF-8, CBF-9, CBF-10 | Maintain safe accommodation, continuous appropriate supervision, safeguarding, essential meals, hydration, hygiene and necessary care. Activate suitable alternative accommodation when required. |
| P&S-2 | Essential Nursing and Healthcare Support Services | Coordination or delivery of essential nursing-related support, medication arrangements, health monitoring and healthcare referrals, where within JS's authorised service scope. | Residents and other beneficiaries requiring essential healthcare support. | CBF-2, CBF-1, CBF-8, CBF-9, CBF-10 | Maintain time-critical healthcare support, essential care information, authorised medication arrangements and access to emergency healthcare escalation or transfer. |
| P&S-3 | Early Childhood Care and Education Services | Provision of childcare, early learning, supervision and safeguarding for enrolled children, where operated by JS. | Children, parents, guardians and relevant education stakeholders. | CBF-3, CBF-8, CBF-9, CBF-10 | Maintain child safety, accountability, safeguarding, essential care and authorised parent communication. Suspend or relocate normal activities where safe delivery cannot be maintained. |
| P&S-4 | Student Care and Educational Support Services | Provision of student supervision, care, learning support and essential welfare arrangements outside normal school activities, where applicable. | Students, parents, guardians and educational partners. | CBF-4, CBF-8, CBF-9, CBF-10 | Maintain safeguarding and accountability for students under JS's care, essential supervision and urgent family communications. Resume educational enrichment when safe and practicable. |
| P&S-5 | Emergency Welfare and Financial Assistance Services | Assessment and provision of urgent welfare support or financial assistance to eligible beneficiaries experiencing hardship or immediate need. | Vulnerable individuals, low-income households, families in crisis and relevant community partners. | CBF-5, CBF-7, CBF-8, CBF-9, CBF-10 | Continue urgent eligibility assessment, prioritisation, approval and delivery of essential assistance through approved alternative administrative and payment arrangements. |
| P&S-6 | Food Assistance and Essential Distribution Services | Provision or coordination of food assistance and essential household items for eligible beneficiaries. | Vulnerable households, individuals requiring food support and community partners. | CBF-6, CBF-7, CBF-8, CBF-9, CBF-10 | Prioritise essential food assistance, maintain minimum distribution capability and activate alternative suppliers, volunteers or delivery channels where necessary. |
| P&S-7 | Critical Beneficiary Case Management and Referral Services | Assessment, coordination, referral and follow-up for beneficiaries requiring urgent social support, protection or access to essential services. | Beneficiaries, families, referring agencies and community partners. | CBF-7, CBF-5, CBF-6, CBF-8, CBF-9 | Maintain urgent case triage, essential beneficiary information, safeguarding escalation and referrals for high-priority cases. Defer routine follow-up where appropriate. |
| P&S-8 | Beneficiary, Family and Emergency Communication Services | Provide essential service information, emergency notifications, beneficiary contact, and stakeholder coordination during disruptions. | Residents, children, students, beneficiaries, families, staff and relevant partners. | CBF-8, CBF-1–CBF-7, CBF-9 | Maintain at least one approved communication channel for urgent information, safety notifications, service changes and emergency contact. |
| P&S-9 | Critical Information and Digital Service Support | Provide essential information access, secure records, ICT availability, and communication technology that supports beneficiary services. | Internal service teams and beneficiaries who depend on ICT-enabled services. | CBF-9, CBF-1–CBF-8, CBF-10 | Maintain secure access to essential records and communication capabilities through recovery systems or approved manual alternatives. Prioritise safety-critical information. |
| P&S-10 | Essential Financial, Procurement and Resource Support | Provide essential payments, procurement, emergency expenditure, supplier coordination, and resource mobilisation to support critical services. | JS service units, beneficiaries, employees, suppliers and partners. | CBF-10, CBF-5, CBF-6, CBF-9 | Maintain emergency purchasing, essential supplier payments, urgent assistance disbursements and resource allocation through approved alternative arrangements. |
Classification note: P&S-1 to P&S-8 are primarily beneficiary-facing service categories. P&S-9 and P&S-10 are enabling services that support the continuity of beneficiary-facing outcomes.
JS should confirm whether these are treated as separate internal services in its formal service catalogue or only as supporting CBFs.
#### **Proposed Minimum Business Continuity Objectives for Key Services**
The MBCO describes the minimum acceptable level of service that JS intends to sustain during a disruption.
Do not confuse it with the RTO, which sets the time by which the required capability must be available.
**Table BIA P&S-2: Proposed Minimum Service Objectives**
| CBF Code | Critical Business Function | Proposed MBCO | General Recovery Priority |
| --- | --- | --- | --- |
| CBF-1 | Residential Care and Safe Accommodation Services | Maintain safe accommodation, supervision, safeguarding and essential care for all residents under JS responsibility. | Immediate / Continuous |
| CBF-2 | Essential Nursing and Healthcare Support Services | Maintain time-critical care, authorised medication support, essential monitoring and emergency healthcare escalation. | Immediate for time-critical needs |
| CBF-3 | Early Childhood Care and Education Services | Maintain child safety and accountability while children remain under JS care; arrange safe collection, transfer or approved alternative care when needed. | Immediate safeguarding |
| CBF-4 | Student Care and Educational Support Services | Maintain student safety, accountability and urgent parent communication while students remain under JS care. | Immediate safeguarding |
| CBF-5 | Emergency Welfare and Financial Assistance Services | Continue urgent assistance for prioritised beneficiaries facing immediate hardship or safety-related needs. | High |
| CBF-6 | Food Assistance and Essential Distribution Services | Maintain essential food distribution for prioritised beneficiaries, using approved alternatives where normal delivery is disrupted. | High |
| CBF-7 | Critical Beneficiary Case Management and Referral Services | Maintain urgent case assessment, safeguarding escalation and essential referrals. | High |
| CBF-8 | Beneficiary, Family and Emergency Communication Services | Maintain urgent safety and service communications through approved channels. | Immediate for emergencies |
| CBF-9 | Critical Information and Digital Service Support | Preserve access to essential beneficiary and care information through secure recovery or controlled manual alternatives. | Immediate for safety-critical information |
| CBF-10 | Essential Financial, Procurement and Resource Support | Maintain essential expenditure, procurement and payment capabilities required to sustain critical services. | High |
These priority labels are indicative and do not replace a time-based BIA. Where safeguarding, life safety or emergency response is involved, the required capability must be maintained without an unsafe gap.
#### **Mapping Key Products and Services to Critical Business Functions**
The following mapping establishes a preliminary relationship between service delivery and the ten identified CBFs.
**Table BIA P&S-3: Service-to-CBF Mapping**
| CBF Code | Critical Business Function | Primary Product / Service Supported | Additional Services Supported |
| --- | --- | --- | --- |
| CBF-1 | Residential Care and Resident Safety | P&S-1 Residential Care and Safe Accommodation | P&S-2, P&S-8 |
| CBF-2 | Nursing and Essential Healthcare Support | P&S-2 Essential Nursing and Healthcare Support | P&S-1 |
| CBF-3 | Early Childhood Care and Education | P&S-3 Early Childhood Care and Education | P&S-8 |
| CBF-4 | Student Care and Educational Support | P&S-4 Student Care and Educational Support | P&S-8 |
| CBF-5 | Emergency Welfare and Financial Assistance | P&S-5 Emergency Welfare and Financial Assistance | P&S-7 |
| CBF-6 | Food Assistance and Essential Distribution | P&S-6 Food Assistance and Essential Distribution | P&S-5, P&S-7 |
| CBF-7 | Critical Beneficiary Case Management and Referral | P&S-7 Critical Beneficiary Case Management and Referral | P&S-5, P&S-6 |
| CBF-8 | Beneficiary, Family and Emergency Communications | P&S-8 Beneficiary, Family and Emergency Communication | P&S-1–P&S-7 |
| CBF-9 | Critical ICT Systems and Information Management | P&S-9 Critical Information and Digital Service Support | P&S-1–P&S-8, P&S-10 |
| CBF-10 | Essential Finance, Procurement and Resource Support | P&S-10 Essential Financial, Procurement and Resource Support | P&S-1–P&S-9 |
This mapping shows that losing an enabling CBF may affect several beneficiary-facing services at once.
For example, a prolonged ICT outage could affect residential records, beneficiary case management, welfare assistance, communications and financial processing.
Therefore, assess supporting CBFs by the consequences their disruption creates for the services they enable.
#### **Example: Service-to-Process Mapping for Residential Care**
The following example shows how one key service translates into its supporting operational requirements.
This mapping helps ensure recovery planning starts with the service outcome rather than individual departments or technologies.
For example, restoring a resident management system is important, but it does not, by itself, show that residents are safely supervised, appropriately accommodated, and receiving essential care.
The organisation must assess whether the combined people, processes, facilities, technology and external services can deliver the required minimum outcome.
#### **Determining Which Products and Services Must Continue**
JS should assess each proposed service using consistent criteria.
**Table BIA P&S-4: Service Criticality Assessment Criteria**
| Assessment Criterion | Key Question |
| --- | --- |
| Life Safety and Safeguarding | Would disruption expose residents, children or beneficiaries to harm? |
| Beneficiary Dependency | Are beneficiaries dependent on JS for essential needs? |
| Service Interruption Consequences | What happens if the service is unavailable? |
| Regulatory and Contractual Requirements | Are there applicable legal, licensing, funding or service commitments? |
| Financial Consequences | Could interruption cause significant financial loss or emergency expenditure? |
| Reputation and Stakeholder Confidence | Could disruption undermine trust in JS's ability to deliver essential services? |
| Recovery Complexity | Would restoring the service require specialist personnel, facilities or suppliers? |
| Interdependencies | Does the service depend on other CBFs or external organisations? |
| Alternative Service Availability | Can beneficiaries safely obtain an equivalent service elsewhere? |
| Duration of Disruption | How do consequences increase over time? |
Services involving direct safety and safeguarding responsibilities should receive particular attention.
For other services, establish priority through documented BIA evidence rather than assuming it solely from the service name.
#### **Minimum Service Delivery Arrangements During a Disruption**
Once JS has identified the key products and services, it should determine how it can continue under reduced operating conditions.
**Table BIA P&S-5: Proposed Continuity Arrangements**
| Service Category | Normal Delivery Arrangement | Proposed Disruption Arrangement |
| --- | --- | --- |
| Residential Care | Care delivered through normal residential facilities and personnel | Safe unaffected premises or approved alternative accommodation, supported by contingency staffing |
| Essential Healthcare Support | Normal care and healthcare coordination arrangements | Authorised contingency personnel, essential care records and external healthcare escalation |
| Early Childhood Services | Normal childcare and education operations | Safeguarding, supervised care, safe collection and approved alternative arrangements where applicable |
| Student Care | Normal student care and learning support | Essential supervision, student accountability and parent communications |
| Emergency Welfare Assistance | Standard assessment and disbursement procedures | Urgent triage, simplified authorised workflows and alternative payment arrangements |
| Food Assistance | Normal sourcing, storage and distribution | Emergency stock, alternative suppliers and prioritised distribution |
| Case Management | Standard case management and referral systems | Urgent case prioritisation, controlled manual records and alternative communications |
| Communications | Normal telephone, email and digital channels | Approved secondary telecommunications and emergency contact procedures |
| ICT Support | Normal systems and infrastructure | Disaster recovery, protected backups and controlled manual workarounds |
| Finance and Procurement | Normal financial and purchasing workflows | Emergency expenditure approval, alternative procurement and essential payment procedures |
Evaluate the proposed arrangements during BCS development to confirm their feasibility, cost, and ability to meet approved recovery objectives.
#### **Responsibilities for Identifying and Maintaining Products and Services**
The Products and Services Catalogue should be maintained as controlled BCM documentation.
**Table BIA P&S-6: Roles and Responsibilities**
| Activity | Responsible Contributor | Required Review |
| --- | --- | --- |
| Identify organisational products and services | Service Owners | BCM Coordinator |
| Describe beneficiary and stakeholder outcomes | Service Owners | Relevant Department Heads |
| Identify supporting CBFs | Service Owners and Process Owners | BCM Coordinator |
| Propose minimum service levels | Business Function Owners | Relevant Service Management |
| Identify legal and service obligations | Relevant Compliance / Governance Personnel | Senior Management |
| Validate dependencies | ICT, HR, Facilities, Procurement and Service Representatives | BCM Coordinator |
| Consolidate the service catalogue | BCM Coordinator | BCM Steering Committee |
| Approve the service catalogue and MBCOs | Designated Senior Management | Authorised Management Approver |
| Review and maintain the catalogue | Service Owners and BCM Coordinator | BCM Sponsor |
##### **Recommended Review Triggers**
The catalogue should be reviewed when JS introduces or discontinues services, changes delivery arrangements, restructures functions, changes critical suppliers or facilities, or identifies new obligations affecting service continuity.
It should also be reviewed following significant incidents, BIA reassessments and BCM exercises.
#### **Expected Deliverables**
The Products and Services assessment should produce the following controlled outputs.
**Table BIA P&S-7: Assessment Deliverables**
| No. | Deliverable | Purpose |
| --- | --- | --- |
| 1 | Organisational Products and Services Catalogue | Establish the complete scope of services requiring consideration |
| 2 | Key Products and Services Register | Identify the principal service outcomes relevant to BCM |
| 3 | Service-to-CBF Mapping | Establish which CBFs support each service |
| 4 | Preliminary Service Criticality Assessment | Identify services requiring priority BIA analysis |
| 5 | Proposed MBCO Register | Define minimum service outcomes during disruption |
| 6 | Supporting Dependency Register | Identify key internal and external service dependencies |
| 7 | Service Owner and Accountability Register | Assign responsibility for service continuity |
| 8 | Approved Service Catalogue | Establish management-approved BCM planning scope |
| 9 | Service Review and Maintenance Schedule | Keep the catalogue current |
| 10 | BIA Assessment Scope | Provide the starting point for detailed impact analysis |
#### **Implementation Guidance for Jamiyah Singapore**
To complete this assessment, JS should conduct a structured validation exercise involving its relevant service owners and supporting departments.
The BCM Coordinator should first confirm the services the organisation actually delivers, including their beneficiaries, delivery locations, and responsible owners.
The proposed catalogue should then be reconciled with the ten identified CBFs.
Service owners should validate which activities are essential during disruption and identify the minimum service level required to protect beneficiaries and meet applicable obligations.
Supporting departments should identify key dependencies, including personnel, facilities, ICT systems, suppliers, records and funding arrangements.
Senior Management should then review the proposed MBCOs and confirm whether the service priorities align with JS's mission, risk appetite, and responsibilities.
Once approved, the Products and Services Catalogue becomes a foundational input to subsequent BIA and BCS assessments.
Do not treat the catalogue as a static list. It should remain aligned with the organisation's actual programmes and operating environment.
[![Banner \[BCM\] \[E3\] \[BIA\] \[Summing Up\] \[P0\] Product and Services \[P&S\]](https://no-cache.hubspot.com/cta/default/3893111/253824e8-df5c-41b8-ba55-9e25886fd532.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/253824e8-df5c-41b8-ba55-9e25886fd532)
Identifying key products and services is an essential first step in developing an effective Business Continuity Management programme.
For Jamiyah Singapore, the assessment establishes the services that support its community-focused mission and the minimum outcomes that should be maintained during an incident, emergency or disaster.
The proposed catalogue covers residential care, essential healthcare support, early childhood services, student care, emergency welfare assistance, food assistance, beneficiary case management, communications, ICT and essential finance and procurement support.
These services are interconnected. Their continuity depends not only on the individual service teams but also on the availability of supporting personnel, information, facilities, suppliers and financial resources.
The assessment shows the importance of distinguishing between normal service delivery and the minimum acceptable service level required during disruption.
By defining MBCOs, JS can focus limited recovery resources on protecting beneficiaries, maintaining essential care and sustaining urgent assistance.
The Products and Services Catalogue also provides a structured basis for identifying Critical Business Functions, conducting detailed BIA assessments, establishing recovery objectives and selecting appropriate recovery strategies.
Through management validation, documented accountability and regular review, JS can maintain a service catalogue that reflects its actual operating environment and continuity priorities.
Ultimately, effective BCM begins with a clear understanding of what the organisation must continue to deliver, who depends on those services and what minimum outcomes must be protected when normal operations are disrupted.
The approved outputs of BIA P&S — Products and Services should therefore be used to guide the subsequent BIA assessments and recovery planning activities across all ten identified Critical Business Functions.
Implementation note from author: We retained the ten CBFs exactly as supplied. The service descriptions, mapping and proposed MBCOs are illustrative planning recommendations, not verified statements about JS's current service portfolio.
Relevant service owners must confirm them. ISO 22301 and ISO 22313 provide the BCM framework; the Commissioner of Charities is a governance authority, while MSF, MOH and ECDA requirements apply only to services within their respective remit.
[![x \[BCM\] \[JS\] \[3/4 Banner\] Resilient Communities: Implementing Business Continuity Management at JS](https://no-cache.hubspot.com/cta/default/3893111/320f01c4-c800-4496-aa02-c30e72e7481d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/320f01c4-c800-4496-aa02-c30e72e7481d)
| **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) |
#### More Information About Business Continuity Management Courses
To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer \[BCM-3\] and the BCM-5000 Business Continuity Management Expert Implementer \[BCM-5\].
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/f3922b80-e96a-46d6-8993-dc150a5de2d5) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/9ff8a3dc-e39a-465b-929f-72e232cdd5fb) | [![Register \[BL-B-3\]\*](https://no-cache.hubspot.com/cta/default/3893111/ac6cf073-4cdd-4541-91ed-889f731d5076.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ac6cf073-4cdd-4541-91ed-889f731d5076) |
| --- | --- | --- |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/21525c10-4003-4934-95fc-fe218174bc5b) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/46460171-c91a-4936-9bb2-8dc5928a0e02) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/1cb17ac7-50b2-4f88-bc4b-c7444e4b57b5) |
| [![FAQ \[BL-B-3\]](https://no-cache.hubspot.com/cta/default/3893111/b3824ba1-7aa1-4eb6-bef8-94f57121c5ae.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b3824ba1-7aa1-4eb6-bef8-94f57121c5ae) | Please feel free to send us a note if you have any questions. [![Email to Sales Team \[BCM Institute\]](https://no-cache.hubspot.com/cta/default/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/9c199ae8-c470-4bb7-9612-73c7a084e94c) |
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