[BCM] [MOM] [E4] [CR] [BIA] [P3] Impact Over Time of Business Functions for CBF-1 to CBF-6

Written by Dr Goh Moh Heng | Jan 11, 2026 5:59:20 AM

Consolidated Report

BIAQ Part 3-1: Impact Over Time of Business Functions for CBF-1 to CBF-6

Part 2: Impact Over Time of Business Functions for CBF-1 to CBF-6 for the Ministry of Manpower (MOM) presents a structured, time-based analysis of how disruptions affect MOM’s critical business functions as incident duration increases.

By examining impact levels across defined time horizons—from the first four hours through sixty days—this chapter shows that the consequences of service unavailability are not static but intensify over time.

The consolidated assessment across CBF-1 to CBF-6 highlights how regulatory, operational, strategic, and reputational impacts manifest differently depending on the nature of the function and the length of disruption.

The purpose of this chapter is to provide decision-makers, BCM practitioners, and operational leaders with a common, evidence-based understanding of when and why specific MOM functions must be prioritised for recovery.

Before proceeding to the subsequent sections on recovery strategies and continuity planning, readers are expected to understand the rationale for time-criticality, impact escalation, and tolerance thresholds for each Sub-CBF.

This chapter, therefore, establishes the analytical foundation for setting recovery time objectives (RTOs), allocating resources effectively, and justifying continuity investments based on measured operational and strategic risk.

Table P3-1: Impact Over Time of Business Functions for CBF-1 to CBF-6

Sub-CBF Code	Sub-CBF	Highest Impact Area	4 hr	8 hr	1 Day	2 Day	3 Day	5 Day	7 Day	10 Day	14 Day	21 Day	30 Day	60 Day
1.1	Policy & Regulation Design	National Labour Policy Integrity	1	1	2	2	3	3	3	4	4	4	5	5
1.2	Licensing & Permits	Employer & Worker Compliance	2	3	3	4	4	5	5	5	5	5	5	5
1.3	Inspections, Monitoring & Investigation	Employment Standards & Safety	2	3	4	4	4	5	5	5	5	5	5	5
1.4	Adjudication & Dispute Resolution	Industrial Harmony	2	2	3	3	4	4	4	5	5	5	5	5
1.5	Enforcement Actions & Sanctions	Compliance Credibility	3	3	4	4	5	5	5	5	5	5	5	5
1.6	Stakeholder Engagement & Education	Public Confidence	1	2	2	3	3	3	4	4	4	5	5	5
1.7	Regulatory Intelligence & Risk Management	Labour Market Stability	1	2	2	3	3	4	4	4	5	5	5	5
2.1	Policy & Planning	Workforce Policy Integrity	2	3	4	4	4	4	4	4	3	3	3	3
2.2	Work Pass Application & Issuance	Processing & Issuance Delays	3	4	5	5	5	5	5	5	4	4	3	3
2.3	Arrival, Onboarding & Deployment	Workforce Supply Continuity	4	5	5	5	5	5	5	5	4	4	3	3
2.4	Monitoring, Compliance & Enforcement	Regulatory Compliance	3	4	5	5	5	5	5	5	4	4	4	3
2.5	Renewal, Transfer & Exit Management	Worker Status Continuity	3	3	4	5	5	5	5	5	4	3	3	2
2.6	Support Services & Well-being	Worker Welfare & Health	2	3	4	4	4	4	4	4	3	3	2	1
3.1	Policy & Standards Development	Legal & Reputational	1	1	2	2	2	3	3	3	4	4	4	5
3.2	Legislative & Regulatory Oversight	Legal Compliance	1	2	2	3	3	4	4	4	5	5	5	5
3.3	Risk-Based Inspections & Enforcement	Safety & Legal	2	3	3	4	4	5	5	5	5	5	5	5
3.4	Monitoring & Surveillance Programmes	Safety & Operations	1	2	2	3	3	4	4	4	5	5	5	5
3.5	Accident Reporting & Investigation	Safety & Reputation	3	4	4	5	5	5	5	5	5	5	5	5
3.6	Stakeholder Engagement & Education	Social & Reputational	1	1	2	2	3	3	3	4	4	4	4	5
3.7	Certification & Registration	Operational & Legal	1	2	2	3	3	4	4	4	4	5	5	5
3.8	Performance Monitoring & Reporting	Governance & Reputation	1	1	2	2	2	3	3	3	4	4	5	5
4.1	Labour Market Analysis & Forecasting	Labour market trends & policy planning	3	3	4	4	4	5	5	5	5	5	5	5
4.2	Job Matching & Placement Services	Employment outcomes & placement rates	4	4	5	5	5	5	5	5	5	5	5	5
4.3	Work Pass & Foreign Talent Policy Services	Work pass approvals & compliance	5	5	5	5	5	5	5	5	5	5	5	5
4.4	Skills Development & Transition Support	Training program delivery & outcomes	3	4	4	4	4	5	5	5	5	5	5	5
4.5	Incentives & Employment Support Schemes	Timely disbursement & scheme uptake	4	4	5	5	5	5	5	5	5	5	5	5
4.6	Stakeholder Engagement & Tripartism	Partner coordination & agreements	3	3	4	4	4	5	5	5	5	5	5	5
4.7	Monitoring & Rapid Response	Labour market interventions & alerts	5	5	5	5	5	5	5	5	5	5	5	5
4.8	BCM Integration & Continuity Processes	Continuity of employment facilitation	4	4	5	5	5	5	5	5	5	5	5	5
5.1	Labour Market Analysis	Strategic Decision-Making	1	1	2	2	3	3	4	4	4	5	5	5
5.2	Policy Development & Formulation	Strategic & Reputational	1	2	2	3	3	4	4	4	5	5	5	5
5.3	Workforce Planning & Modelling	Strategic Workforce Resilience	1	1	2	2	3	3	4	4	4	5	5	5
5.4	Stakeholder Consultation	Regulatory Confidence	1	2	2	3	3	3	4	4	4	5	5	5
5.5	Policy Implementation Planning	Operational Readiness	1	1	2	2	3	3	4	4	4	5	5	5
5.6	Monitoring & Evaluation	Compliance Assurance	1	1	2	2	2	3	3	4	4	4	5	5
5.7	BCM Integration & Contingency Policies	Organisational Resilience	1	1	1	2	2	3	3	4	4	4	5	5
6.1	Governance & Strategic Planning	Leadership Continuity	3	4	5	5	5	4	4	3	3	2	2	1
6.2	Financial Management	Budget & Resource Control	4	4	5	5	4	3	3	2	2	1	2	—
6.3	Human Resource Continuity	Workforce Availability	2	3	4	4	4	3	2	2	1	1	1	—
6.4	Procurement & Contract Management	Supply Chain Continuity	3	3	4	4	4	3	2	2	2	1	1	4
6.5	IT Infrastructure & Digital Services	System Availability	5	5	5	5	4	4	3	2	2	2	1	5
6.6	Administration & Facilities Management	Operational Support	3	3	4	4	3	2	2	2	1	1	2	—

Legend – Impact Scores

1 = Negligible Impact (Very Low)
2 = Minor Impact (Low)
3 = Moderate Impact (Medium)
4 = Major Impact (High)
5 = Critical/Catastrophic Impact (Very High)

In conclusion for Part 3-1, the Impact Over Time analysis for CBF-1 to CBF-6 demonstrates that MOM’s ability to regulate the labour market, manage foreign manpower, safeguard workplace safety, sustain employment facilitation, and support operations through corporate and IT services is highly time-sensitive.

While some functions experience manageable impacts in the initial hours of disruption, prolonged outages rapidly escalate into severe regulatory, safety, economic, and reputational consequences.

This reinforces the importance of understanding not only which functions are critical but also how quickly their disruption becomes unacceptable.

By consolidating and standardising impact assessments across all major business functions, this chapter provides a clear and defensible basis for continuity planning and crisis decision-making.

The insights derived here guide the prioritisation of recovery efforts, inform the design of proportionate continuity strategies, and ensure that MOM remains resilient in fulfilling its mandate to protect workers, employers, and the broader labour market under adverse conditions.

Consolidated Report

BIAQ Part 3-1: Impact Over Time of Business Functions for CBF-1 to CBF-6

This is the second part of BIAQ Part 3. It presents a consolidated view of how disruptions affect the Ministry of Manpower’s (MOM) critical business functions over time, drawing from the Business Impact Analysis (BIA) outcomes for CBF-1 to CBF-6.

The table synthesises sub-CBFs across regulatory enforcement, foreign workforce management, workplace safety and health oversight, employment facilitation, and corporate services, and aligns them with key impact dimensions, including the highest-impact area, Recovery Time Objective (RTO), Maximum Tolerable Period of Disruption (MTPD), and vulnerable periods.

Together, these elements illustrate not only which functions are critical but also when service interruptions begin to pose material risks to national labour market stability, public confidence, compliance credibility, and operational continuity.

The purpose of this chapter is to help readers understand the time-based criticality of MOM’s business functions and the consequences of delayed recovery.

By comparing RTOs and MTPDs across different sub-CBFs, the chapter highlights variations in urgency—from functions requiring restoration within hours (such as accident reporting or IT infrastructure continuity) to those tolerating longer disruptions without immediate systemic impact (such as policy development or strategic planning).

This time-phased perspective enables readers to appreciate how operational, legal, reputational, and strategic impacts escalate, and why prioritisation of recovery actions must be aligned to both impact severity and disruption duration.

Table P3-2: Impact Over Time of Business Functions for CBF-1 to CBF-6

Sub-CBF Code	Sub-CBF	Highest Impact Area	RTO	MTPD	Vulnerable Period
1.1	Policy & Regulation Design	National Labour Policy Integrity	14 days	60 days	Policy review cycles, parliamentary sessions
1.2	Licensing & Permits	Employer/Worker Compliance & Legitimacy	3 days	14 days	Peak hiring seasons, foreign worker intake periods
1.3	Inspections, Monitoring & Investigation	Workplace Safety & Employment Standards	2 days	7 days	High-risk sector incidents (construction, marine, etc.)
1.4	Adjudication & Dispute Resolution	Industrial Harmony & Employer-Employee Relations	5 days	21 days	During major wage or retrenchment disputes
1.5	Enforcement Actions & Sanctions	Compliance Credibility & Deterrence	2 days	7 days	Following high-profile violations or accidents
1.6	Stakeholder Engagement & Education	Public Confidence & Workforce Preparedness	7 days	30 days	Labour market campaigns, awareness weeks
1.7	Regulatory Intelligence & Risk Management	Strategic Labour Market Stability	10 days	30 days	During emerging threats (economic downturn, pandemic)
2-1	Policy & Planning	National workforce policies	1	2	(Not explicitly given; likely RTO “1 day”, MTPD “2 days”)
2-2	Work Pass Application & Issuance	Issuance and processing delays	5	3	(Assumed from context: RTO “5 days”, MTPD “3 days”; table formatting ambiguous)
2-3	Arrival, Onboarding & Deployment	Delays in foreign worker arrivals	4	2	(Assumed ordering: RTO “4 days”, MTPD “2 days”)
2-4	Monitoring, Compliance & Enforcement	Non-compliance risks	5	3	(Assumed: RTO “5 days”, MTPD “3 days”)
2-5	Renewal / Transfer / Exit Management	Issues with foreign worker status	4	3	(Assumed: RTO “4 days”, MTPD “3 days”)
2-6	Support Services & Well-being	Welfare and health services	4	3	(Assumed: RTO “4 days”, MTPD “3 days”)
3.1	Policy & Standards Development	Legal / Reputational	5 days	30 days	During major policy reviews or national WSH reforms
3.2	Legislative & Regulatory Oversight	Legal / Compliance	3 days	14 days	Periods of legislative amendments or enforcement actions
3.3	Risk-Based Inspections & Enforcement	Safety / Legal	24 hours	7 days	High-risk industry operations (construction, marine, manufacturing)
3.4	Monitoring & Surveillance Programmes	Safety / Operational	3 days	14 days	Periods of elevated incident trends
3.5	Accident Reporting & Incident Investigation	Safety / Reputational	8 hours	3 days	Immediately after serious workplace accidents
3.6	Stakeholder Engagement & Education	Reputational / Social	5 days	30 days	Campaign launches and industry outreach periods
3.7	Competent Person Certification & Registration	Operational / Legal	3 days	21 days	Peak renewal and licensing cycles
3.8	Performance Monitoring & Reporting	Reputational / Governance	7 days	30 days	Statutory reporting and public disclosure cycles
4.1	Labour Market Analysis & Forecasting	Labour market trends & policy planning	2 Days	10 Days	Month-end reporting
4.2	Job Matching & Placement Services	Employment outcomes & placement rates	1 Day	7 Days	Daily operations
4.3	Work Pass & Foreign Talent Policy Services	Work pass approvals & compliance	12 Hours	5 Days	Peak hiring periods
4.4	Skills Development & Transition Support	Training program delivery & outcomes	2 Days	14 Days	Program start dates
4.5	Incentives & Employment Support Schemes	Timely disbursement & scheme uptake	1 Day	10 Days	Quarterly disbursements
4.6	Stakeholder Engagement & Tripartism	Partner coordination & agreements	2 Days	14 Days	Scheduled engagement events
4.7	Monitoring & Rapid Response	Labour market interventions & alerts	12 Hours	5 Days	During labour market disruptions
4.8	BCM Integration & Continuity Processes	Continuity of employment facilitation	1 Day	7 Days	Crisis response periods
5.1	Environmental Scanning & Labour Market Analysis	Strategic / Regulatory	5 days	21 days	During economic downturns, major labour shocks
5.2	Policy Development & Formulation	Strategic / Reputational	7 days	30 days	Pre-budget cycles, legislative timelines
5.3	Strategic Workforce Planning & Scenario Modelling	Strategic	7 days	21 days	Major industry transformation initiatives
5.4	Stakeholder Engagement & Consultation	Reputational / Regulatory	5 days	21 days	Public consultations, tripartite negotiations
5.5	Policy Implementation Planning	Operational / Strategic	5 days	21 days	Transition from policy approval to rollout
5.6	Monitoring, Evaluation & Feedback Loops	Strategic / Compliance	10 days	30 days	Post-implementation review cycles
5.7	BCM Integration and Contingency Policies	Strategic / Organisational Resilience	10 days	30 days	During national crises or cross-agency activation
6.1	Governance & Strategic Planning	Leadership & Policy Oversight	48 hours	72 hours	48h governance urgency
6.2	Financial Management & Resource Allocation	Budgeting & Allocation Processes	72 hours	96 hours	Budgeting cycles
6.3	Human Resource Continuity	Employee Services	48 hours	72 hours	HR critical periods
6.4	Procurement & Contract Management	Supply Chain Management	96 hours	120 hours	Procurement review windows
6.5	IT Infrastructure & Digital Services Continuity	IT System Availability	24 hours	48 hours	Critical IT outage periods
6.6	Internal Administration & Facilities Management	Facilities and Operational Support	72 hours	96 hours	Operational support peak cycles

The table highlights the interdependencies and criticality of each Sub-CBF within SHINE’s operations, demonstrating the varying degrees of urgency and impact across service areas.

By mapping the RTO, MTPD, and vulnerable periods, SHINE can effectively prioritise recovery efforts, allocate resources, and maintain continuity of care for children, youth, families, and the wider community.

This structured assessment provides a foundation for robust business continuity and crisis management strategies, enabling SHINE to maintain service excellence, safeguard client well-being, and uphold compliance with regulatory and funding requirements.

Ultimately, this framework ensures that SHINE can respond proactively to disruptions while sustaining its mission-critical activities across all operational domains.

Key Notes

RTO (Recovery Time Objective): Indicates the acceptable downtime before severe impact begins.
MTPD (Maximum Tolerable Period of Disruption): Maximum allowable time the sub-function can be disrupted before irrecoverable consequences occur.
Vulnerable Period: Timeframes in which disruption has amplified effects (e.g., audits, contract renewals, public reporting).

In conclusion, Part 3-2 establishes a structured foundation for continuity planning by translating MOM’s diverse responsibilities into measurable, time-sensitive impact profiles.

The insights from this chapter support informed decision-making on recovery priorities, resource allocation, and contingency strategy design.

By clearly articulating vulnerable periods and tolerance thresholds across CBF-1 to CBF-6, the chapter reinforces the importance of proactive preparedness and coordinated response, ensuring that MOM can sustain critical services and uphold its regulatory mandate even under prolonged or complex disruption scenarios.

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