[BCM] [PKL] [E1] [C10] Identifying Critical Business Functions

Chapter 10

What Are Pavilion Kuala Lumpur’s Critical Business Functions Concerning Business Continuity Management?

Introduction

Pavilion Kuala Lumpur, located in the heart of Bukit Bintang, Kuala Lumpur’s premier shopping and entertainment district, is one of Malaysia’s most iconic retail destinations.

Comprising over 700 retail outlets, dining venues, and entertainment facilities, the mall represents a complex ecosystem of retail, hospitality, property management, and tenant support services.

In the context of ISO 22301:2019 – Business Continuity Management Systems (BCMS), identifying Critical Business Functions (CBFs) is the cornerstone of the Business Impact Analysis (BIA) phase.

For Pavilion Kuala Lumpur, this process ensures that its operations can continue or recover quickly following a disruption, protecting its tenants, customers, and brand reputation.

Defining Critical Business Functions

Under ISO 22301, critical business functions refer to the essential activities that must be maintained or rapidly resumed during a disruption to meet the organisation’s operational objectives, contractual obligations, and stakeholder expectations.

At Pavilion Kuala Lumpur, critical business functions are determined through the Risk Analysis and Review (RAR) and Business Impact Analysis (BIA) processes. Each function is assessed for its contribution to:

Revenue generation and operational sustainability
Customer and tenant experience
Safety and security of occupants and assets
Compliance with regulatory and contractual obligations
Brand image and public confidence

Pavilion Kuala Lumpur’s Organisational Context

Pavilion Kuala Lumpur Management manages the mall’s operations, overseeing property maintenance, security, tenant relations, and customer services.

As part of a larger group involved in property development and retail management, Pavilion Kuala Lumpur aligns its BCM efforts with corporate governance, insurance, and crisis response frameworks.

Given its size and prominence, disruptions such as power outages, fire incidents, IT failures, or public emergencies can severely affect tenants, customers, and brand integrity. Hence, identifying and protecting critical business functions is central to Pavilion’s resilience strategy.

Pavilion Kuala Lumpur’s Critical Business Functions

The following table outlines the core CBFs identified through the BIA process, mapped to ISO 22301 requirements:

CBF Code	Critical Business Function	Description / Scope	Primary Objective	Key Stakeholders
CBF-1	Mall Operations Management	Day-to-day management of mall facilities, including housekeeping, utilities, and maintenance.	Ensure the mall’s operational continuity and environmental safety.	Mall Management, Maintenance Teams, Tenants
CBF-2	Tenant and Leasing Management	Coordination of tenant relations, lease administration, renewals, and occupancy planning.	Maintain tenancy revenue streams and tenant satisfaction.	Leasing Department, Tenants, Finance
CBF-3	Security and Emergency Response	On-site physical security, CCTV surveillance, crowd control, and emergency incident management.	Protect lives, assets, and property; ensure rapid response.	Security, Police, Fire & Rescue Department
CBF-4	Building Facilities and Technical Services	Operation and maintenance of building systems — power, water, air-conditioning, escalators, and lifts.	Maintain essential utilities and infrastructure.	Engineering, Facility Management
CBF-5	Information Technology and Digital Services	Management of IT infrastructure supporting operations, security, tenant systems, and customer-facing platforms.	Enable system resilience, uptime, and cybersecurity.	IT Department, Vendors, Tenants
CBF-6	Customer Experience and Concierge Services	Management of guest services, mall promotions, and visitor assistance.	Preserve the Pavilion brand image and customer satisfaction.	Concierge, Marketing, Customer Relations
CBF-7	Crisis Communication and Media Relations	Coordination of internal and external communication during disruptions.	Ensure clear, timely communication to stakeholders.	Management, PR, Tenants, Media
CBF-8	Finance and Revenue Collection	Handling of financial transactions, billing, rental payments, and insurance claims.	Maintain financial continuity and liquidity.	Finance, Accounting, Tenants
CBF-9	Health, Safety, and Environmental Management	Implementation of safety protocols, health monitoring, and environmental compliance.	Safeguard staff, tenants, and visitors while ensuring regulatory compliance.	HSE Team, Government Agencies
CBF-10	Retail Marketing and Events Management	Planning and execution of marketing campaigns, festive events, and promotions.	Sustain visitor traffic and brand engagement.	Marketing, Event Organisers, Tenants

Dependency and Interrelationship Among CBFs

The effectiveness of Pavilion Kuala Lumpur’s BCM depends on how these CBFs interlink. For example:

CBF-1 Mall Operations Management is heavily dependent on CBF-4 Facilities and Technical Services for electricity and HVAC systems.
CBF-3 Security supports all other functions by ensuring access control and crisis management readiness.
CBF-5 IT and Digital Services enables automation, tenant billing, and surveillance systems.
CBF-7 Crisis Communication connects operational continuity with public trust, a critical resilience factor for a retail landmark.

This interdependency underscores the need for a holistic continuity strategy that aligns with ISO 22301’s Clause 8.4 — Business Continuity Procedures.

BCM Integration with ISO 22301 Requirements

Pavilion Kuala Lumpur’s BCM framework addresses ISO 22301 requirements through the following alignment:

ISO 22301 Clause	Requirement	Pavilion Kuala Lumpur Implementation
8.2.2 Business Impact Analysis (BIA)	Identify critical business functions and their maximum tolerable downtime.	Conducted annual BIA for key functions and updated recovery priorities.
8.2.3 Risk Assessment	Evaluate risks to operations and assets.	RAR performed for physical, IT, and operational risks.
8.4.2 Recovery Strategy	Define recovery strategies for CBFs.	Developed tiered RTO (Recovery Time Objective) strategies for essential operations.
8.4.3 Business Continuity Plans	Establish documented plans and procedures.	Maintains a BCM Plan covering emergency, IT, and tenant recovery procedures.
8.5 Exercising and Testing	Validate BCM arrangements through exercises.	Conducts annual evacuation drills, IT disaster recovery tests, and scenario simulations.

Summing Up …

Identifying Pavilion Kuala Lumpur’s Critical Business Functions provides the foundation for its Business Continuity Management System.

These functions are essential to maintaining tenant operations, customer confidence, and brand reputation during disruptions.

By adhering to ISO 22301 requirements, Pavilion Kuala Lumpur demonstrates its commitment to retail resilience, ensuring that the mall remains a safe, reliable, and vibrant destination for millions of visitors — even in the face of unforeseen events.

Implementing BCM: Pavilion Kuala Lumpur — A Case in Retail Resilience
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