[BCM] [MOM] [E3] [PD] [CBF] [6] Corporate Services and IT Infrastructure

CBF-6: Corporate Services and IT Infrastructure

In today’s fast-paced and unpredictable environment, organisations like the Ministry of Manpower (MOM) must be equipped to manage and recover from a wide range of disruptions that could impact their ability to deliver essential services.

Business Continuity Management (BCM) is not just about responding to a crisis, but about ensuring that critical functions can be maintained or quickly restored, regardless of the circumstances.

This chapter focuses on the Corporate Services and IT Infrastructure (CBF-6), a vital area within MOM that supports the Ministry’s ongoing operations.

The continuity of these services is crucial for maintaining MOM’s governance, financial management, human resources, procurement, IT systems, and overall administration, especially during a crisis.

By preparing for disruptions through proactive planning and readiness, MOM ensures that it can sustain its core functions and provide uninterrupted services to the public and stakeholders.

The following sections provide a detailed approach to BCM for CBF-6 Corporate Services and IT Infrastructure, outlining key actions to be taken Pre-Crisis, Within T+24 Hours (Resumption), and After T+24 Hours (Recovery).

These strategies aim to ensure that MOM can not only survive but also thrive in the face of challenges, maintaining resilience throughout any disruption.

WHAT: Description of the Function

CBF-6 encompasses essential services that ensure the Ministry of Manpower (MOM continues to operate smoothly in the face of disruptions.

This function encompasses key processes, including governance, strategic planning, IT infrastructure, and financial management. Corporate Services and IT Infrastructure support the Ministry's ability to provide uninterrupted services and ensure effective internal operations.

The resilience of this function is vital for maintaining MOM's ability to serve the public, manage critical resources, and ensure organisational effectiveness during crises.

Scope of Sub-Critical Business Functions (Sub-CBFs):

• 6.1 Governance & Strategic Planning
• 6.2 Financial Management & Resource Allocation
• 6.3 Human Resource Continuity
• 6.4 Procurement & Contract Management
• 6.5 IT Infrastructure & Digital Services Continuity
• 6.6 Internal Administration & Facilities Management

Pre-Crisis: Preparation and Readiness

Objective

The Pre-Crisis phase is the most crucial for building resilience, ensuring that the Ministry of Manpower (MOM) is adequately prepared to face disruptions.

Proactive preparation focuses on identifying potential risks, developing mitigation strategies, and ensuring that the necessary resources, systems, and personnel are in place to quickly resume operations when a crisis occurs.

By investing in preparation and readiness before an incident happens, MOM can significantly reduce the impact of a crisis and enable faster recovery.

6.1 Governance & Strategic Planning

• Develop Comprehensive Business Continuity Plans (BCPs)

• Objective: Create and regularly update a detailed BCM plan that outlines the Ministry's governance and strategic response during a crisis.
• Actions:
  • Designate a Governance and Strategic Planning team responsible for the ongoing development, review, and updating of the BCP.
  • Align business continuity strategies with MOM's strategic objectives to ensure they reflect the Ministry's priorities during a crisis.
  • Ensure that the BCP is comprehensive, covering all essential governance functions, including decision-making structures, emergency procedures, and leadership roles.

• Risk Analysis and Business Impact Analysis

• Objective: Identify potential risks and assess their impact on the Ministry’s critical functions.
• Actions:
  • Conduct a detailed risk assessment to identify possible threats (e.g., cyber-attacks, natural disasters, pandemics, or political instability) and their potential impact on governance processes.
  • Perform a Business Impact Analysis (BIA) to determine the criticality of various governance and strategic planning functions and prioritize them based on their importance to the Ministry’s operations.
  • Document the impact of these threats, including financial, reputational, operational, and legal risks.

• Establish a Crisis Management Team (CMT)
  • Objective: Form a dedicated team that can be activated immediately during a crisis to oversee strategic decision-making and recovery efforts.
  • Actions:
    • Identify key personnel from senior management and relevant departments to serve as the CMT.
    • Define clear roles and responsibilities for each CMT member, ensuring they are empowered to make quick decisions during an emergency.
    • Regularly train and conduct crisis simulations for the CMT to ensure efficient coordination during a real crisis.

6.2 Financial Management & Resource Allocation

• Establish Financial Resilience Strategies

• Objective: Ensure that the Ministry’s financial systems and processes are robust enough to withstand disruptions.
• Actions:
  • Develop contingency budgets that allocate funds for immediate use during a crisis, covering emergency procurement, equipment, staff support, and recovery expenses.
  • Establish financial controls and procedures to ensure that critical financial operations, such as payroll and vendor payments, continue even during disruptions.
  • Ensure that finance teams are trained in disaster recovery protocols, and that financial data backups are regularly updated.

• Maintain Resource Inventory and Supplier Relationships

• Objective: Ensure access to critical resources and supplies when needed.
• Actions:
  • Create a comprehensive inventory of resources required to support operations during a crisis (e.g., IT equipment, office supplies, telecommunications, and utilities).
  • Establish long-term relationships with critical suppliers and service providers, ensuring they have robust contingency plans in place.
  • Regularly review contracts to ensure business continuity clauses are included, providing guarantees for the supply of essential services during disruptions.

• Conduct Financial Stress Testing

• Objective: Assess the financial system’s ability to operate under extreme conditions.
• Actions:
  • Perform financial stress tests to simulate crisis scenarios (e.g., loss of revenue, increased expenditure due to emergency procurement).
  • Evaluate the financial sustainability of the Ministry in different disruption scenarios and adjust strategies to ensure operational continuity.
  • Develop recovery strategies that can be implemented if financial systems are compromised during a crisis.

6.3 Human Resource Continuity

• Develop a Continuity of Workforce Plan

• Objective: Ensure that MOM has the personnel required to continue operations during a crisis.
• Actions:
  • Identify and document key personnel within each department who are essential for continuity. Create an organizational chart that identifies critical functions and backup personnel.
  • Create and regularly update an employee contact list, including emergency contact information, remote work capabilities, and medical status in case of disruptions.
  • Ensure HR policies are in place to allow for flexibility in staffing during crises (e.g., remote work, flexible hours, deployment of temporary staff).

• Cross-train Employees for Key Functions

• Objective: Increase workforce flexibility by preparing employees to handle multiple roles in case of staff shortages.
• Actions:
  • Implement cross-training programs for key business functions, ensuring that employees are equipped to perform multiple roles if needed during a crisis.
  • Ensure that all employees are familiar with crisis management procedures, including emergency response, evacuation protocols, and their specific roles in business continuity.
  • Conduct regular drills to practice cross-functional teamwork and ensure staff are well-prepared to step into alternate roles when required.

• Employee Wellness and Support Programs

• Objective: Provide adequate support to staff during and after a crisis.
• Actions:
  • Develop employee wellness programs that address both physical and mental health during disruptions.
  • Implement stress management and counseling services, particularly for employees in high-stress functions.
  • Establish guidelines for maintaining staff morale, including regular check-ins, mental health support, and appropriate downtime during recovery.

• Clear Communication Channels

• Objective: Ensure seamless communication with staff, ensuring that all personnel are informed and updated.
• Actions:
  • Set up multiple communication channels (e.g., email, text alerts, intranet, mobile apps) to communicate with employees during a crisis.
  • Establish a crisis communication team responsible for sending regular updates, safety instructions, and operational changes.
  • Provide employees with access to tools and platforms that facilitate remote communication and collaboration.

6.4 Procurement & Contract Management

• Establish Emergency Procurement Processes

• Objective: Ensure procurement operations can continue smoothly during a crisis.
• Actions:
  • Develop a streamlined emergency procurement process that prioritizes essential goods and services for recovery operations.
  • Identify critical items that will be needed during a crisis (e.g., medical supplies, IT equipment, backup power).
  • Pre-negotiate contracts with suppliers who can provide emergency goods or services quickly, and ensure these agreements include business continuity provisions.

• Vendor and Supplier Risk Management

• Objective: Ensure that external suppliers are prepared to support the Ministry during disruptions.
• Actions:
  • Assess the continuity plans of all critical suppliers, ensuring they have robust recovery strategies in place.
  • Maintain a list of alternative suppliers that can provide essential services if primary vendors are unable to deliver.
  • Ensure contracts with key vendors include clauses for expedited deliveries and alternative sourcing options during emergencies.

• Regular Review of Contracts and Service Level Agreements (SLAs)

• Objective: Ensure that contracts with third-party vendors align with business continuity requirements.
• Actions:
  • Review all key contracts, focusing on continuity clauses, SLAs, and the suppliers' ability to deliver under crisis conditions.
  • Ensure that key service providers (e.g., IT, facilities management, telecommunication) have disaster recovery and business continuity plans in place that align with MOM's needs.

6.5 IT Infrastructure & Digital Services Continuity

• Develop IT Continuity and Disaster Recovery Plans

• Objective: Ensure the Ministry’s IT infrastructure is resilient and can withstand disruptions.
• Actions:
  • Create a comprehensive IT continuity plan that covers critical systems, databases, and applications essential for operations.
  • Establish a disaster recovery (DR) plan with clear recovery time objectives (RTOs) and recovery point objectives (RPOs) for all critical IT services.
  • Implement redundant systems and backups, including offsite or cloud-based storage to ensure minimal data loss in case of a disaster.

• Conduct Regular IT Risk Assessments and Security Audits

• Objective: Ensure that IT systems are secure and can recover quickly during a crisis.
• Actions:
  • Regularly assess the security and resilience of MOM’s IT infrastructure, including networks, databases, and communications systems.
  • Perform security audits to identify vulnerabilities that could be exploited during a crisis and implement mitigation strategies.
  • Test backup systems and disaster recovery processes regularly to ensure they are effective during a real crisis.

• Ensure Digital Service Availability

• Objective: Ensure that digital services remain operational during a crisis.
• Actions:
  • Prioritize the continuity of key digital services, such as email, intranet, cloud-based collaboration tools, and government-facing portals.
  • Establish mobile access for remote working, ensuring that critical staff can access services from any location if the main facilities are inaccessible.

6.6 Internal Administration & Facilities Management

• Create Facility Management Continuity Plans

• Objective: Ensure that all facilities, including office spaces and backup sites, are resilient and can operate during a crisis.
• Actions:
  • Identify critical facilities and ensure that backup power sources, such as generators, are available in case of power outages.
  • Develop a facility evacuation plan that ensures employee safety during an emergency.
  • Regularly test facility systems, including fire alarms, emergency exits, and first-aid stations, to ensure preparedness in case of a crisis.

• Develop Worksite Recovery and Remote Work Strategies
  • Objective: Prepare for temporary relocation or remote working if the main office is unavailable.
  • Actions:
    • Identify alternative office locations or remote working strategies that can be quickly activated.
    • Set up remote work capabilities for key staff, ensuring they have access to necessary IT infrastructure, tools, and systems from home or other locations.

The Pre-Crisis – Preparation and Readiness phase is essential for ensuring that the Ministry of Manpower (MOM) can quickly adapt and respond to any disruptive event.

By proactively developing and maintaining business continuity plans, ensuring the resilience of critical infrastructure, and preparing personnel for crisis response, MOM can ensure that its operations remain robust, adaptable, and ready to face any challenge.

The first 24 hours after a disruption are critical for stabilizing operations, ensuring that immediate actions are taken to resume essential services, and managing the continuity of key functions.

This phase focuses on restoring the most critical business processes and ensuring that the Ministry can maintain a basic level of functionality, communication, and service delivery while preparing for more comprehensive recovery.

6.1 Governance & Strategic Planning

• Activate Crisis Management Team (CMT)
  • Objective: Ensure immediate leadership oversight and coordination of recovery efforts.
  • Actions:
    • Convene the CMT and assign responsibilities for monitoring the crisis, making strategic decisions, and communicating progress.
    • CMT should initiate communication with key stakeholders (senior leadership, employees, external partners, etc.) to provide an initial update on the situation.
    • Establish clear command and control for decision-making and define lines of communication to avoid confusion during the recovery period.
• Assess Immediate Strategic Priorities
  • Objective: Identify the most pressing governance decisions that need to be made within the first 24 hours.
  • Actions:
    • Conduct an initial assessment to determine which strategic initiatives have been most affected and which need immediate attention.
    • Adjust priorities based on available resources and immediate recovery needs, including regulatory requirements or public safety considerations.
    • Prepare for strategic shifts by making quick decisions regarding the allocation of resources to critical recovery operations.
• Maintain Communication with Senior Leadership
  • Objective: Keep all senior leaders informed to facilitate decision-making and ensure alignment on recovery actions.
  • Actions:
    • CMT should send regular updates to senior leadership to ensure decisions are made promptly.
    • Set up an executive communication protocol for the next 24 hours to manage ongoing updates.

6.2 Financial Management & Resource Allocation

• Activate Emergency Financial Procedures
  • Objective: Ensure that funds and resources are immediately available for essential recovery activities.
  • Actions:
    • Review and activate emergency financial procedures, including emergency access to budget lines for immediate expenses (e.g., equipment, staff overtime, temporary facilities).
    • Authorize emergency procurement and expedite approval processes for acquiring resources essential to resuming operations (e.g., temporary IT equipment, emergency staffing).
    • Implement financial tracking and reporting to ensure transparent management of funds allocated for recovery.
• Assess Resource Availability
  • Objective: Confirm the availability of key resources (personnel, equipment, facilities) needed for the recovery of critical functions.
  • Actions:
    • Assess inventory levels for critical supplies (e.g., office supplies, IT hardware, personal protective equipment).
    • Confirm availability of resources, such as personnel who can be mobilized to essential tasks and any temporary contractors or vendors required for recovery operations.
    • Review contracts with external service providers and partners to ensure that critical external resources can be mobilized quickly.
• Initiate Resource Allocation for Critical Functions
  • Objective: Prioritize the allocation of financial and physical resources to ensure the Ministry can resume its most essential operations.
  • Actions:
    • Allocate resources to functions that must be prioritized within the first 24 hours, such as IT system restoration, employee communication, and supply chain management.
    • Ensure that emergency financial support for ongoing operations, like payroll for key staff, continues uninterrupted.

6.3 Human Resource Continuity

• Activate Communication Channels for Staff
  • Objective: Ensure all employees are informed and clear on their roles during the recovery period.
  • Actions:
    • Immediately notify all employees about the situation via email, SMS, or an emergency communications platform.
    • Provide clear instructions on any changes to working arrangements (e.g., remote work, flexible hours, critical teams reporting onsite).
    • Establish a hotline or dedicated support line to answer employee questions and concerns.
• Mobilize Key Personnel
  • Objective: Deploy key employees to critical recovery tasks.
  • Actions:
    • Identify critical employees whose expertise is needed to restore essential functions (e.g., IT personnel, finance teams, facilities managers).
    • Assign immediate recovery tasks to staff, including setting up temporary operational centres, restoring communication systems, and securing resources.
    • If necessary, activate cross-functional teams to support urgent recovery efforts (e.g., HR personnel supporting communications and logistics staff).
• Implement Temporary Work Arrangements
  • Objective: Facilitate remote or flexible work arrangements as needed to ensure continuity while addressing the crisis.
  • Actions:
    • Enable remote work capabilities for staff not involved in on-site recovery efforts, ensuring that business continuity operations can continue with minimal disruption.
    • Ensure that technology and communication tools (VPN, cloud services, etc.) are available for remote teams.
    • Provide temporary office space or co-working spaces, if the primary office is affected.

6.4 Procurement & Contract Management

• Activate Emergency Procurement Procedures
  • Objective: Ensure that critical supplies and services can be acquired without delay.
  • Actions:
    • Activate the emergency procurement process to ensure that any immediate supplies (e.g., backup IT systems, office supplies) can be acquired quickly.
    • Prioritize purchasing essential items to restore operations, such as IT hardware and software, temporary office space, or emergency transportation.
    • Engage with vendors and suppliers to expedite deliveries of critical materials.
• Contact Critical Vendors and Service Providers
  • Objective: Ensure continuity of services provided by external vendors.
  • Actions:
    • Contact all key service providers and suppliers to confirm that services will continue or be restored swiftly.
    • If necessary, renegotiate contracts to account for any changes due to the crisis or to accommodate immediate recovery needs.
    • Set up contingency contracts or agreements with backup suppliers to minimize reliance on a single vendor during recovery.
• Monitor Procurement Delivery Timelines
  • Objective: Ensure that procurement processes are monitored and adjusted to meet critical recovery timelines.
  • Actions:
    • Track the status of all emergency procurements and set clear expectations regarding delivery times.
    • Adjust procurement priorities based on evolving recovery needs and ensure suppliers are meeting their obligations.

6.5 IT Infrastructure & Digital Services Continuity

• Restore Critical IT Systems
  • Objective: Begin restoring IT systems that are essential for continued operations.
  • Actions:
    • Prioritize the recovery of the Ministry’s most critical IT systems (e.g., email servers, intranet, communication tools, and emergency response systems).
    • Initiate the process of restoring servers, cloud services, or data storage systems from the most recent backups.
    • Ensure that all systems related to communication (e.g., email, file sharing, virtual meeting platforms) are up and running as soon as possible.
• Deploy Temporary IT Solutions
  • Objective: Implement short-term IT solutions to ensure continued communication and operations.
  • Actions:
    • If primary systems are down, set up temporary communication solutions such as cloud-based collaboration tools or external servers.
    • Set up temporary IT support teams to assist with troubleshooting and technical issues.
    • Ensure data is properly secured, and any ongoing security threats are addressed immediately.
• IT Security Check
  • Objective: Ensure that all IT systems are secure and protected against potential cyber threats.
  • Actions:
    • Perform an immediate security audit of IT infrastructure to detect vulnerabilities and prevent breaches.
    • Monitor network traffic for signs of unusual activity and implement measures to secure data.
    • Notify IT teams to stay alert for any potential cyber-attacks or data breaches during recovery.

6.6 Internal Administration & Facilities Management

• Ensure Safety and Access to Facilities
  • Objective: Ensure that Ministry personnel can access operational facilities if necessary.
  • Actions:
    • Conduct an initial safety assessment of all facilities, including checking for hazards such as power failures, water damage, or compromised security.
    • Restore physical access to facilities by ensuring the opening of critical areas (e.g., server rooms, employee workspaces, backup systems).
    • Implement temporary workspaces if the primary facilities are inaccessible.
• Set Up Temporary Administrative Structures
  • Objective: Ensure the continuation of essential administrative functions (e.g., HR, finance, procurement).
  • Actions:
    • Set up temporary administrative teams to support critical functions, such as staffing, communications, or financial transactions.
    • If required, implement temporary operational centers for departments whose primary locations are impacted.
    • Ensure all administrative staff are aware of temporary operating procedures and protocols for crisis response.
• Facility Repairs and Setup
  • Objective: Begin immediate repairs and setup to restore facilities to full functionality.
  • Actions:
    • Deploy maintenance teams to address any facility damage or to set up necessary backup infrastructure (e.g., temporary power, additional equipment).
    • Set up backup power sources, including generators or uninterruptible power supplies (UPS), to ensure the continued operation of critical infrastructure.

The Within T+24 Hours (RESUMPTION) phase ensures that the Ministry of Manpower can quickly stabilize its operations, restore essential services, and begin the process of recovery.

The actions described above provide a clear, systematic approach to managing critical functions, prioritizing recovery, and minimizing service disruptions in the initial hours following a crisis.

By addressing the most pressing needs immediately, the Ministry can then move forward into the

After the initial resumption phase (T+24 hours), the Ministry of Manpower (MOM) should focus on a more comprehensive recovery to restore full functionality across all Corporate Services and IT Infrastructure.

This phase focuses on the long-term recovery and normalization of services, ensuring that all critical operations return to pre-crisis levels and that any outstanding operational issues are resolved.

6.1 Governance & Strategic Planning

• Full Impact Assessment
  • Objective: Conduct a comprehensive review of the situation to understand the long-term impact of the disruption.
  • Actions:
    • Meet with key stakeholders (Crisis Management Team, senior leadership) to discuss recovery progress.
    • Assess whether any strategic initiatives need to be revised or postponed due to ongoing challenges.
    • Review the Ministry’s short- and long-term objectives to ensure they align with current capabilities post-crisis.
• Strategic Realignment
  • Objective: Re-evaluate strategic goals based on recovery progress and revised priorities.
  • Actions:
    • Reassess strategic plans that were disrupted or delayed during the crisis and update them based on new realities.
    • If necessary, initiate any governance changes to adjust priorities and ensure the Ministry can continue to function effectively.
    • Plan for future contingencies by updating risk management frameworks and ensuring continued alignment with BCM goals.
• Long-term Strategic Decisions
  • Objective: Establish a foundation for the future, ensuring the Ministry can continue to adapt to ongoing challenges.
  • Actions:
    • Finalize any long-term decisions made during the crisis recovery phase.
    • Identify any new governance structures or roles that may be necessary to navigate the recovery phase and future threats.

6.2 Financial Management & Resource Allocation

• Financial Recovery Plan
  • Objective: Restore all financial systems and processes to full functionality.
  • Actions:
    • Assess the current state of financial operations, including any delayed payments, outstanding invoices, and adjustments required to reconcile financial transactions.
    • Re-establish financial controls and reporting to ensure transparency and accountability in all recovery activities.
    • Allocate funds where necessary to ensure the continuation of essential services, particularly those that were disrupted during the crisis.
• Resource Reallocation
  • Objective: Reassign resources to restore full operational capacity, taking into account the Ministry’s revised priorities.
  • Actions:
    • Review resource distribution to ensure critical departments have the necessary funding, materials, and personnel for ongoing recovery.
    • Evaluate any reallocation of resources based on the Ministry's updated needs.
    • Reassess supply chain dynamics, ensuring that procurement contracts and logistics systems are fully functional for smooth operations.
• Post-Crisis Financial Audit
  • Objective: Conduct a thorough audit of financial operations during the crisis.
  • Actions:
    • Perform a full audit of all financial transactions that took place during the recovery period.
    • Ensure compliance with all relevant regulations and internal policies.
    • Document and report any anomalies, including unauthorized expenses or delayed financial reporting.

6.3 Human Resource Continuity

• Staff Reintegration
  • Objective: Ensure that all personnel are reintegrated into their roles and that operations resume at full capacity.
  • Actions:
    • Confirm the return of key staff members to their pre-crisis roles and responsibilities.
    • Address any personnel changes or shifts in staffing that occurred during the crisis (e.g., transfers, temporary positions).
    • Reassess the training needs for staff who may require additional support after the disruption.
• Employee Well-being and Support
  • Objective: Provide continued support for employees affected by the crisis.
  • Actions:
    • Initiate employee wellness programs to support mental and physical health after the crisis.
    • Address any ongoing work-life balance issues and facilitate flexible working arrangements, if necessary.
    • Conduct surveys or feedback sessions to assess staff concerns and implement solutions accordingly.
• Workforce Optimization
  • Objective: Optimize workforce efficiency post-crisis to meet the Ministry's revised objectives.
  • Actions:
    • Conduct skills assessments to identify gaps in capabilities post-crisis.
    • Revise recruitment and training strategies to address any future workforce challenges identified during the recovery phase.
    • Reassess staffing needs to ensure adequate coverage across all critical business functions.

6.4 Procurement & Contract Management

• Contract Management Review
  • Objective: Ensure all contracts are returned to normal operations and any disruptions in contractual obligations are resolved.
  • Actions:
    • Review all procurement contracts to identify any necessary renegotiations or adjustments due to the crisis.
    • Ensure that vendors and service providers fulfill their contractual obligations as stipulated in business continuity clauses.
    • Address any issues related to delayed or non-compliant services, and consider alternative suppliers if needed.
• Procurement of Recovery Materials
  • Objective: Secure the necessary supplies and resources to fully recover operations.
  • Actions:
    • Initiate procurement procedures to acquire any essential materials or services that were delayed during the crisis.
    • Source additional resources if existing suppliers are unable to fulfill recovery-related needs.
    • Ensure that procurement processes are streamlined and compliant with BCM protocols to minimize disruption.
• Vendor and Supplier Relationship Management
  • Objective: Strengthen relationships with key suppliers to ensure reliability during future crises.
  • Actions:
    • Evaluate vendor performance during the crisis and identify areas for improvement.
    • Negotiate contract terms that better accommodate emergency response and recovery needs.
    • Establish a list of preferred suppliers for critical services and resources, ensuring they have robust continuity plans in place.

6.5 IT Infrastructure & Digital Services Continuity

• Full System Restoration
  • Objective: Complete the restoration of all IT infrastructure and digital services to pre-crisis performance levels.
  • Actions:
    • Conduct a final round of IT system testing, ensuring that all applications, databases, and networks are fully functional.
    • Restore any remaining data from backups and ensure that no data is lost during the crisis recovery period.
    • Address any cybersecurity vulnerabilities that may have emerged during the recovery phase.
• Long-Term IT Resilience
  • Objective: Strengthen IT systems to ensure resilience in future disruptions.
  • Actions:
    • Review and update disaster recovery and business continuity plans for IT systems.
    • Conduct a gap analysis of the IT infrastructure to identify vulnerabilities that need to be addressed.
    • Invest in more robust backup systems, failover technologies, and cybersecurity measures to improve resilience.
• Post-Crisis IT Security Audit
  • Objective: Conduct a comprehensive IT security audit to identify any potential vulnerabilities.
  • Actions:
    • Ensure all systems are protected from cyber threats and that recovery systems are fully secure.
    • Verify that all cybersecurity protocols and policies are up-to-date, particularly regarding access control and data protection.
    • Document and resolve any security breaches or risks that arose during the crisis.

6.6 Internal Administration & Facilities Management

• Facilities Restoration
  • Objective: Ensure all office and operational facilities are fully restored and safe for staff.
  • Actions:
    • Inspect and restore all office facilities, including IT infrastructure, power systems, and emergency systems.
    • Reestablish key operational spaces and ensure that employees have access to essential amenities (e.g., meeting rooms, workstations, etc.).
    • Perform any necessary repairs to physical infrastructure damaged during the crisis.
• Safety and Compliance Checks
  • Objective: Ensure the Ministry’s facilities are compliant with health and safety regulations post-crisis.
  • Actions:
    • Conduct safety audits to ensure that facilities meet operational standards and compliance requirements.
    • Implement any necessary modifications to improve employee safety, particularly if new risks emerged during the disruption.
    • Reinforce emergency procedures and ensure that all staff are familiar with new safety protocols.
• Post-Crisis Facility Management
  • Objective: Optimize the management of facilities to ensure continuous operations.
  • Actions:
    • Assess facility usage to identify areas for optimization or future investment.
    • Establish long-term maintenance plans for key facilities and equipment to prevent future disruptions.
    • Ensure that internal administrative systems are fully functional, including HR systems, asset management, and internal communication channels.

The recovery phase beyond T+24 hours is critical for the Ministry of Manpower to fully restore its operations, ensuring that the impact of the disruption is minimized and that all services return to normal.

By addressing the full spectrum of recovery—from governance to IT infrastructure—MOM can maintain its resilience, provide continuous public service, and be better prepared for future crises.

This process strengthens the Ministry's foundation, ensuring that it remains operational, effective, and ready for any future challenges.

The Business Continuity Recovery Procedure for CBF-6 Corporate Services and IT Infrastructure ensures that the Ministry of Manpower can continue operations under any disruptive scenario.

This plan is designed to mitigate the impact of crises, provide clear direction for recovery, and maintain the Ministry's ability to serve the public and stakeholders effectively.

This structured approach is essential to safeguard the Ministry's critical functions and ensure resilience in the face of adversity.