[BCM] [MBS] [E3] [BIA] [T1] [CBF] [6] Security & Surveillance

[Business Impact Analysis] [Critical Business Function] [T1] Part 1

Bann_BCM_BIA_BIAQ Part 1 and 2

Part 1: Identification of Business Functions

CBF-6: Security & Surveillance

Security and surveillance are integral to Marina Bay Sands’ (MBS) operations, ensuring the safety of guests, staff, assets, and critical infrastructure within one of Singapore’s most iconic integrated resorts. With its extensive hotel, casino, convention centre, shopping mall, and event venues, MBS is highly dependent on robust security and surveillance systems to mitigate risks such as theft, fraud, terrorism, crowd-related incidents, and cyber-physical threats.

In the context of Business Continuity Management (BCM), the identification of sub-critical business functions (Sub-CBFs) within Security & Surveillance enables MBS to define its Business Unit Minimum Business Continuity Objectives (BU MBCO). The BU MBCO reflects the minimum acceptable level of operations a business unit must sustain during a disruption to ensure corporate continuity objectives are met. This chapter outlines the ten Sub-CBFs of CBF-6, their descriptions, and the minimum operating thresholds necessary to safeguard business resilience.

Table: CBF-6 Security & Surveillance – Sub-CBFs

Sub-CBF Code	Sub-CBF	Description of CBF	Business Unit Minimum Business Continuity Objective (MBCO)
CBF-6.1	Access Control & Identity Management	Management of guest, staff, vendor, and contractor access to MBS facilities through card systems, biometric checks, and visitor registration.	Ensure at least 70% of access control systems remain operational within 4 hours to maintain secure entry points.
CBF-6.2	Surveillance & Monitoring	24/7 monitoring via CCTV, video analytics, and control room operations covering hotel, casino, retail, and event areas.	Maintain 80% coverage of critical surveillance areas (casino, vaults, entrances) within 2 hours of disruption.
CBF-6.3	Security Operations / Response	On-ground deployment of security personnel for patrols, rapid incident response, and emergency lockdowns.	Sustain 50% of on-site response teams during disruptions, with full capacity restored within 6 hours.
CBF-6.4	Equipment Maintenance & Technical Surveillance Infrastructure	Upkeep and recovery of surveillance cameras, access systems, sensors, and monitoring software.	Ensure priority repair and redundancy systems are maintained at least 60% equipment functionality.
CBF-6.5	Security Administration & Policy Management	Oversight of security frameworks, policy enforcement, compliance with regulations, and security audits.	Maintain core policy enforcement and communication channels at a minimum 50% capacity.
CBF-6.6	Training, Drills & Human Resources Security	Security staff training, emergency drills, and vetting/clearance of personnel.	Continue essential staff vetting and mandatory training at reduced levels (40%) within 7 days.
CBF-6.7	Incident Reporting & Investigation	Recording, escalation, and investigation of security incidents to support operational continuity and legal compliance.	Maintain the ability to log and escalate 100% of critical incidents within 1 hour.
CBF-6.8	Event Security & Crowd Control	Management of large-scale events, VIP protection, and visitor crowd flow within MBS venues.	Ensure essential event security presence at 60% deployment capacity during disruptions.
CBF-6.9	Access to External Support & Liaison	Coordination with external agencies (police, SCDF, regulatory bodies, emergency contractors).	Maintain 24/7 liaison capability with at least one functional communication channel.
CBF-6.10	Security & Surveillance Business Continuity Tasks	Execution of BCM tasks specific to security, including relocation of monitoring functions, backup operations, and crisis communication.	Ensure a minimum 70% BCM task execution capability within 4 hours.

Summing Up ... for Part 1

The identification of Sub-CBFs for CBF-6 Security & Surveillance at Marina Bay Sands highlights the layered and multi-dimensional nature of security operations in a large-scale integrated resort. From access control and surveillance monitoring to external liaison and incident investigation, each Sub-CBF plays a vital role in sustaining the resilience of the organisation.

By defining the Business Unit Minimum Business Continuity Objectives (MBCOs), MBS ensures that security functions continue at a minimum acceptable level during disruptions. This guarantees the protection of guests, employees, and critical assets, while maintaining regulatory compliance and stakeholder confidence. In essence, the continuity of Security & Surveillance underpins the broader resilience of MBS, supporting safe operations even under adverse conditions.

[Business Impact Analysis] [Critical Business Function] [T1] Part 2

Part 2: Impact Area Of Business Functions

CBF-6: Security & Surveillance

Security and surveillance form a critical backbone of Marina Bay Sands (MBS) operations, ensuring the safety of guests, employees, assets, and the wider reputation of the organisation. Given the complex nature of MBS as an integrated resort comprising gaming, hospitality, retail, and convention facilities, the ability to prevent, detect, and respond to security threats is vital. The business continuity implications of security-related disruptions are severe, spanning financial losses, reputational damage, regulatory penalties, and even the safety of human lives.

This section, Part 2: Impact Area of Business Functions, examines the impact of each Sub-CBF under CBF-6 Security & Surveillance. The assessment is aligned with industry practices and follows the BCM Institute methodology. Each Sub-CBF is analysed across impact areas, financial losses (with calculation methods), and its effect on the organisation’s Minimum Business Continuity Objective (MBCO). The aim is to provide management with a clear perspective on the vulnerabilities and dependencies within MBS’s security and surveillance framework.

Table: Impact Area of Business Functions – CBF-6 Security & Surveillance

Sub-CBF Code	Sub-CBF	Impact Area	Financial Impact – Monetary Loss (Estimated)	Financial Impact – Calculation of Monetary Loss	Impact on MBCO – Affect MBCO	Impact on MBCO – Impact	Remarks – Description
CBF-6.1	Access Control & Identity Management	Physical Security, Compliance, Reputation	SGD 500K – 1M	(Avg. daily visitor revenue × % of access disruption) + fines	Yes	Disruption compromises controlled access to restricted zones, leading to potential security breaches	Ensures staff, guest, and vendor authentication; failure can allow unauthorised entry.
CBF-6.2	Surveillance & Monitoring	Operational Integrity, Legal/Regulatory, Safety	SGD 2M – 5M	(Gaming revenue per day × downtime %) + potential penalties	Yes	Directly affects the ability to detect theft, fraud, or criminal activity	CCTV and monitoring system downtime compromises fraud detection in gaming areas.
CBF-6.3	Security Operations / Response	Safety, Operational Continuity, Reputation	SGD 1M – 3M	(Cost of incident response + potential compensation claims)	Yes	Slower or absent response impacts the safety of guests/staff	Includes patrolling, physical intervention, and coordination with emergency services.
CBF-6.4	Equipment Maintenance & Technical Surveillance Infrastructure	Operational Reliability, Financial, Legal	SGD 500K – 2M	(Replacement cost + downtime loss)	Partial	Failure reduces the reliability of surveillance and access control systems	Covers CCTV systems, access card readers, scanners, alarms, and monitoring tools.
CBF-6.5	Security Administration & Policy Management	Compliance, Governance, Reputation	SGD 300K – 800K	(Regulatory fine + cost of policy revision & training)	Yes	Weak policies increase vulnerability and regulatory non-compliance	Involves drafting, updating, and enforcing security SOPs.
CBF-6.6	Training, Drills & Human Resources Security	Safety, Preparedness, Staff Morale	SGD 200K – 500K	(Cost of additional training + incident escalation losses)	Partial	Lack of readiness leads to inefficient crisis handling	Covers drills for fire, terror, evacuation, and HR screening protocols.
CBF-6.7	Incident Reporting & Investigation	Legal, Regulatory, Reputation	SGD 500K – 1M	(Penalty for non-reporting + litigation costs)	Yes	Impacts compliance reporting and legal defensibility	Formal investigations required by regulators; lapses damage credibility.
CBF-6.8	Event Security & Crowd Control	Safety, Public Image, Operational Continuity	SGD 1M – 4M	(Event cancellation loss + liability claims)	Yes	High-risk during conventions, concerts, or casino events	Mismanagement of crowds can lead to injury, panic, or public backlash.
CBF-6.9	Access to External Support & Liaison	Partnership Continuity, Safety	SGD 800K – 2M	(Cost of delayed law enforcement support + reputational loss)	Yes	Weak external coordination delays response to crises	Liaison with police, SCDF, regulators, and industry security networks.
CBF-6.10	Security & Surveillance Business Continuity Tasks	Continuity of Operations, Recovery Speed	SGD 1M – 3M	(Recovery delay cost × revenue per day)	Yes	Failure delays restoration of critical security functions	Involves activation of alternate monitoring systems and emergency BCP roles.

Summing Up ... for Part 2

Security and surveillance at Marina Bay Sands represent a mission-critical business function where disruptions can quickly escalate into safety incidents, financial losses, and reputational crises.

The Sub-CBF analysis reveals that most areas significantly impact the Minimum Business Continuity Objective (MBCO) due to the integrated and high-profile nature of MBS operations.

Financially, the impact ranges from hundreds of thousands to millions of dollars per incident, driven by lost gaming revenue, regulatory fines, and liability costs.

From a business continuity management (BCM) perspective, the findings emphasise the importance of proactive security investments, robust training, and ongoing engagement with external support agencies.

Ensuring operational resilience in security and surveillance not only safeguards financial interests but also sustains customer confidence and regulatory compliance—cornerstones of Marina Bay Sands’ long-term business sustainability.

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].