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Business Continuity Planning at Surbana Jurong: A Strategic Approach
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[BCM] [SJ] [E3] [BCS] [T3] [CBF] [1] Minimum Resources Required during a Disaster

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In the face of an unexpected disruption, the ability of Surbana Jurong (SJ) to maintain continuity of its Project Design and Engineering Services is critically dependent on having pre-identified and readily available minimum resources.

This chapter outlines the essential physical and technological requirements necessary to resume and sustain critical sub-functions of CBF 1 at alternate recovery locations during a disaster.

The identification of these resources — including staffing, workspaces, telecommunications, computing devices, and specialised tools — ensures that business continuity can be implemented swiftly and effectively, minimising downtime and client impact.

Each Sub-Critical Business Function (Sub-CBF) under this high-level CBF has unique resource needs based on its operational dependencies and deliverables.

By detailing the minimum quantity and type of resources needed per function and recovery site, SJ reinforces its commitment to operational resilience and proactive risk management. This analysis forms the foundation for strategic planning, resource pre-positioning, and continuity training, aligning with best practices outlined in ISO 22301.

Dr Goh Moh Heng
Business Continuity Management Certified Planner-Specialist-Expert
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[Business Continuity Strategy] [Minimum Resources Required] [T3]

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Business Continuity Strategy

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Minimum Resources Required During a Disaster

CBF-1 Project Design and Engineering Services

[BCM] [SJ [E3] [BCS] [T3] [CBF] [1] Minimum Resources Required during a DisasterIn the face of an unexpected disruption, the ability of Surbana Jurong (SJ) to maintain continuity of its Project Design and Engineering Services is critically dependent on having pre-identified and readily available minimum resources.

This chapter outlines the essential physical and technological requirements necessary to resume and sustain critical sub-functions of CBF 1 at alternate recovery locations during a disaster.

The identification of these resources — including staffing, workspaces, telecommunications, computing devices, and specialised tools — ensures that business continuity can be implemented swiftly and effectively, minimising downtime and client impact.

Each Sub-Critical Business Function (Sub-CBF) under this high-level CBF has unique resource needs based on its operational dependencies and deliverables.

By detailing the minimum quantity and type of resources needed per function and recovery site, SJ reinforces its commitment to operational resilience and proactive risk management. This analysis forms the foundation for strategic planning, resource pre-positioning, and continuity training, aligning with best practices outlined in ISO 22301.

Table 3: [BCS] [T3] Minimum Resources Required for CBF-1 Project Design and Engineering Services

Sub-CBF Code

Sub-CBF

Recovery Location

Minimum Resource Requirements Per Function Per Recovery Location

Number of Staff (Min Qty)

No of Seats (Min Qty)

No of Tel (Min Qty)

No of PC/Laptops (Min Qty)

Others (Pls describe and provide min qty)

1.1

Project intake & scope definition

Alternate Design Office

Workspace, internet, access to client databases and templates

3

3

2

3

Access to SJ project management system (3)

1.2

Conceptual design & cost estimating

Alternate Design Office

Design software, costing tools, and internet access

4

4

2

4

Access to BIM/CAD tools (4), Estimating software license (2)

1.3

Multidisciplinary design engineering

Alternate Design Office

Engineering tools, a collaboration platform, internet

6

6

3

6

High-performance workstations (6), Design licenses (6)

1.4

Virtual coordination (VDC/CAVE)

Virtual Command Centre (HQ)

VDC platform, 3D visualisation suite, stable high-speed connection

3

3

2

3

Large-screen displays (2), VR/AR equipment (2), Headsets (3)

1.5

Digital delivery & QA compliance

Alternate Design Office

Digital delivery software, QA checklist access

3

3

2

3

Access to QA systems (3), Compliance framework documents (3)

1.6

Handover & asset ops readiness

Client’s Secondary Office

Handover templates, documentation repository, client access point

2

2

1

2

Mobile devices/tablets (2), Digital signature tools (2)

1.7

Post‑delivery support

Regional Office or Remote Site

Communication tools, defect reporting system

2

2

1

2

Mobile internet device (2), Remote support software (2)

1.8

Innovation & continuous improvement

Innovation Lab or Home Office

Access to knowledge base, research tools, and collaboration tools

2

2

1

2

Cloud-based design/test platform (2), Innovation dashboard (2)
 

Summing Up ...

Establishing the minimum resource requirements for the Project Design and Engineering Services function enables Surbana Jurong to recover and operate its critical design and engineering processes with minimal disruption.

The structured approach taken in this chapter ensures that each Sub-CBF is adequately supported with the necessary infrastructure, personnel, and digital tools, regardless of the location or nature of the disruption.

By planning for the minimum operational thresholds, SJ enhances its preparedness posture and ensures continuity in delivering complex, multidisciplinary design projects.

This resource readiness not only supports internal service excellence but also reinforces client confidence in SJ’s ability to manage crises effectively and maintain delivery commitments under adverse conditions.

 

 

Business Continuity Planning at Surbana Jurong: A Strategic Approach
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