[BCM] [MOM] [E1] [C5] Determining BC Assumptions

Chapter 5

Determining the MOM’s Business Continuity Assumptions

Introduction

Business continuity planning for a national ministry such as the Ministry of Manpower (MOM) requires a clear articulation of planning assumptions.

These assumptions form the foundation for continuity strategies, resource commitments, response structures, and recovery time expectations.

Without explicit assumptions, the Business Continuity Management (BCM) Programme risks operating on inconsistent expectations among departments, leading to gaps in preparedness and inaccuracies in recovery planning.

This chapter establishes the key business continuity assumptions adopted by MOM for implementing its organisation-wide BCM programme, aligned with ISO 22301 and the operating realities of Singapore’s public sector environment.

Purpose of Establishing Business Continuity Assumptions

Business continuity assumptions help MOM:

• Set realistic baselines for continuity planning across divisions.
• Define the external and internal conditions under which BCM strategies are expected to operate.
• Anticipate constraints and operational challenges that may arise during disruptions.
• Ensure planning consistency across departments, statutory boards, and external partners.
• Align expectations with national crisis management structures, including Whole-of-Government (WOG) contingency frameworks.

These assumptions allow MOM to develop pragmatic, operationally grounded continuity plans that support uninterrupted delivery of manpower policy, worker protection, employment facilitation, and workplace safety regulation in the event of disruption.

Organisational Context Influencing Assumptions

MOM operates in a highly interconnected ecosystem involving:

• Employers, employees, and labour market intermediaries
• Foreign workforce dependents and international agencies
• Government ministries and statutory bodies
• Regulation-dependent industries such as construction, marine, and services
• Technology-enabled services such as Work Permit issuance, employment services, and workplace reporting platforms

Given this broad operating landscape, continuity assumptions must reflect dependencies on national infrastructure, digital systems, legislative obligations, and multisector collaboration.

Key Business Continuity Assumptions for MOM

The following planning assumptions are established to guide BCM implementation across MOM’s divisions and statutory boards.

External Environment Assumptions

National Infrastructure Stability

• Singapore’s critical infrastructure (utilities, water, telecommunications, transportation) is expected to remain functional at a baseline level during most disruptions.
• Short-term outages may occur, but long-term nationwide failures are not assumed unless otherwise directed by national scenarios.

Whole-of-Government Coordination

• MOM will receive timely situational updates, crisis directives, and coordination support through WOG frameworks such as:

• Homefront Crisis Management System (HFCMS)
• National Digital Government infrastructure
• Multi-ministry taskforces (MMTFs), depending on the crisis type

External Partners’ Continuity

• Key service providers (IT vendors, call centre providers, data centres, training institutions) are assumed to maintain their own BCM arrangements that enable them to meet MOM’s minimum service needs.
• International partners, especially in foreign manpower matters, may experience varied levels of disruption; contingency time should be factored into cross-border processes.

Internal Operational Assumptions

Employee Availability

• A minimum percentage of MOM staff must be available even during major disruptions.
• Workforce segmentation (critical vs. non-critical roles) will determine prioritised deployment.
• Remote working capabilities can be activated for staff with approved access.

Access to Systems and Data

• Core MOM systems such as Work Pass Integrated System (WPIS), employment facilitation platforms, enforcement case systems, and HR/finance systems are expected to be supported by:
  • High availability environments
  • Offsite backups
  • Government Commercial Cloud (GCC) resilience features
• Temporary system degradation may occur, requiring manual or alternate processing.

Availability of Alternative Worksites

• Designated alternate worksites or remote work arrangements will be used if the primary offices are inaccessible.
• Essential staff can transition to alternative sites within the Recovery Time Objective (RTO).

Crisis Response Assumptions

Crisis Management Team (CMT) Activation

• The CMT can be activated within a defined timeframe and will have access to communication tools and decision-making authorities.
• Virtual coordination platforms (e.g., MS Teams, secure WOG communication channels) will remain available.

Prioritisation of Critical Functions

During severe disruptions, MOM will prioritise continuity of the following categories of functions:

1. Regulatory & Enforcement Functions
   Workplace safety reporting, regulatory approvals, and enforcement actions.
2. Foreign Workforce Management Functions
   Work pass issuance, renewals, and compliance processes, especially for essential sectors.
3. Employment Facilitation & Worker Support Services
   Employment dispute resolution, support for displaced workers, and public-facing advisory services.
4. Internal Corporate Support Functions
   HR, finance, procurement, and IT operations are required to sustain MOM’s operational capability.

Communications Readiness

• Communications with employees, stakeholders, employers, and the public will rely on pre-established channels such as:

• MOM website and digital services portals
• Gov.sg messaging
• Email and SMS broadcast systems

Resource and Logistical Assumptions

Technology and Equipment

• Staff with critical roles have access to required equipment (laptops, VPN access, secure authentication devices).
• Additional devices may be distributed during prolonged disruptions.

Budget and Emergency Expenditure

• Reasonable operational costs for continuity measures can be approved under pre-established authority delegations.

Vendor and Supply Chain Constraints

• Disruptions may delay vendor response times.
• Extended lead times are assumed for repair, replacement, or restoration of equipment and facilities.

Assumptions Requiring Periodic Review

The business continuity assumptions are not static and must be refreshed regularly. The assumptions should be revisited:

• Annually, as part of the BCM programme review
• After major organisational changes
• Following significant disruptions (e.g., pandemics, cyber incidents)
• When new national directives or technological shifts occur

Continuous review ensures that MOM’s BCM remains current, realistic, and aligned with Singapore’s evolving manpower landscape.

Establishing explicit business continuity assumptions ensures that MOM’s BCM programme is grounded in realistic expectations about the operational environment, infrastructure reliability, staff availability, and inter-agency coordination mechanisms.

These assumptions enable consistent planning across divisions, support effective crisis response, and reinforce MOM’s commitment to safeguarding Singapore’s manpower ecosystem—even in times of disruption.

By articulating these foundational assumptions, MOM strengthens its resilience posture and ensures that essential manpower services remain stable and accessible, supporting national stability and economic continuity.

Resilient Support: Implementing Business Continuity Management at Ministry of Manpower (Singapore)
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