[BCM] [MBS] [E3] [RAR] [T2] Treatment and Control

[Business Impact Analysis] [Treatment and Control]

Bann_BCM_RAR_Risk Treatment and Control

Part 2: RAR – Treatment and Control for MBS

Introduction

[BCM] [GEN] [E3] [RAR] [T2] Treatment and Control

In business continuity management, risk treatment and control are critical steps in addressing threats that may disrupt operations.

For Marina Bay Sands (MBS), a global integrated resort and iconic destination in Singapore, identifying appropriate treatments and implementing effective controls ensures resilience against both foreseeable and unforeseen incidents.

Risk treatment strategies are aligned with ISO 22301 principles and are applied in four key ways:

Risk Avoidance – Eliminating activities or exposures that could give rise to threats.
Risk Reduction – Implementing measures that reduce the likelihood or impact of threats.
Risk Transference – Shifting the impact of risks to third parties, such as through insurance or outsourcing.
Risk Acceptance – Acknowledging risks when they are within tolerable levels and preparing for recovery if they occur.

This section presents the threats faced by MBS (as outlined in Part 1: RAR – List of Threats) and maps them against the existing and planned risk treatments and controls that safeguard business continuity.

Table: Treatment and Control for MBS

Threat	Existing Risk Treatment – Risk Avoidance	Existing Risk Treatment – Risk Reduction	Existing Risk Treatment – Risk Transference	Existing Risk Treatment – Risk Acceptance	Existing Controls	Additional (Planned) Controls
Denial of Access – Natural Disaster (e.g., Flood, Earthquake, Pandemic Outbreak)	Avoid building in flood-prone areas; compliance with building codes	Business continuity planning; structural reinforcement; flood barriers; pandemic protocols	Insurance for property damage and business interruption	Acceptance of residual risks of natural hazards	Elevated infrastructure design; emergency evacuation procedures; stockpiling medical supplies	Expansion of remote working infrastructure; advanced disease monitoring and health screening
Denial of Access – Man-made Disaster (e.g., Terrorist Attack, Fire, Civil Unrest)	Avoid unsafe activities; limit high-risk operations	Enhanced surveillance, fire suppression systems, access control, and crisis management drills	Liability insurance; security outsourcing	Residual risks of unforeseen attacks	24/7 security monitoring; coordination with Singapore Police Force and SCDF; in-house emergency response team	Deployment of AI-driven surveillance; public-private partnerships for intelligence sharing
Unavailability of People (e.g., Pandemic, Transport Disruptions, Labour Shortage)	Avoid over-reliance on single staff categories	Workforce cross-training; staggered shifts; remote working capability	Outsourcing of certain non-core services	Acceptance of temporary workforce reduction	Health and safety protocols; flexible staffing arrangements; employee assistance programs	Greater investment in automation; strategic partnerships with manpower agencies
Disruption to the Supply Chain (e.g., Food Supply Shortages, Vendor Failure)	Diversify suppliers geographically	Strategic stockpiling; just-in-case instead of just-in-time logistics	Contracts with multiple suppliers; risk-sharing with vendors	Acceptance of short-term supply disruption	Vendor risk assessment program; local supply chain partnerships	Development of regional distribution hubs; increased use of predictive supply chain analytics
Equipment and IT-Related Disruption (e.g., Power Outage, System Failure, Cyberattack)	Avoid legacy systems with known vulnerabilities	Redundancy in IT systems; preventive maintenance; cybersecurity measures	IT disaster recovery insurance; cloud-based service agreements	Acceptance of minimal downtime during controlled upgrades	Backup power generators, data recovery sites, and real-time monitoring of IT systems	Migration to advanced cloud resilience platforms; enhanced AI-driven cybersecurity defense

Summing Up ...

The effectiveness of Marina Bay Sands’ business continuity strategy depends on the proactive treatment of risks and the implementation of robust controls across operational, technological, and human dimensions.

While existing measures significantly reduce vulnerabilities, planned enhancements such as automation, AI-driven surveillance, advanced disease monitoring, and predictive supply chain analytics will further strengthen resilience.

Through a balanced combination of risk avoidance, reduction, transference, and acceptance, MBS ensures that it can withstand, respond to, and recover from crises while continuing to safeguard its guests, employees, and stakeholders.

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].