[BCM] [TAL] [E3] [PD] [CBF] [1] Dispute Management and Advisory Services (via TADM)

Business Continuity Recovery Procedure

CBF-1: Dispute Management and Advisory Services (via TADM)

Dispute Management and Advisory Services, delivered through the Tripartite Alliance for Dispute Management (TADM), is a mission-critical function of Tripartite Alliance Limited (TAL).

As the national body entrusted to resolve employment-related disputes in a fair and timely manner, any disruption to this function can severely affect workforce harmony, legal compliance, and public trust.

This chapter outlines a structured and actionable Business Continuity Recovery Procedure for the Critical Business Function (CBF-1): Dispute Management and Advisory Services (via TADM).

It details recovery measures across three key phases: Pre-Crisis (Proactive Readiness), Within T+24 Hours (Resumption), and

After T+24 Hours (Recovery). Each Sub-CBF—ranging from Case Intake and Advisory to Mediation, Enforcement, and Crisis Communication—is addressed with clear objectives, practical implementation steps, and contingency arrangements.

The procedures documented here ensure TAL’s preparedness to maintain essential services, uphold stakeholder confidence, and resume full functionality swiftly during and after any crisis.

This chapter supports TAL’s broader commitment to operational resilience and its strategic role in Singapore’s tripartite employment ecosystem.

WHAT: Function Overview and Importance

Dispute Management and Advisory Services (CBF-1) provided via the Tripartite Alliance for Dispute Management (TADM) is central to TAL’s mission of promoting fair and progressive employment practices in Singapore.

This function ensures that employment disputes between employers and employees are addressed promptly, fairly, and legally, through advisory support, mediation, and referrals.

Any disruption in this critical function may significantly impact labour relations, legal compliance, and public trust in TAL.

PRE-CRISIS: Proactive Readiness Measures

Objective

To ensure continuous preparedness and operational resilience for all Sub-CBFs within Dispute Management and Advisory Services. This includes maintaining readiness through robust planning, training, system redundancy, stakeholder alignment, and resource availability—enabling rapid recovery in the event of a crisis.

1. Governance and Documentation

• BCP Ownership and Accountability
  • Assign a BCP coordinator within the Dispute Management Division (TADM) to oversee planning and readiness.
  • Designate alternate personnel for each Sub-CBF to support continuity in staff unavailability scenarios.
  
  
• Regular Plan Reviews
  • Review and update the BCP every 6 months or after any major operational change.
  • Include lessons learned from exercises and real incidents to refine procedures.
  
  
• BCP Integration with Enterprise BCM
  • Align Sub-CBF recovery plans with TAL’s enterprise-wide BCM program.
  • Ensure dependencies with other departments (e.g., IT, Corporate Communications, Legal) are captured and reflected in recovery workflows.

2. Workforce Readiness

• Awareness and Training
  • Conduct annual BCP awareness workshops tailored for Dispute Management staff.
  • Include scenario-based discussions on likely disruptions (e.g., system outage, pandemic surge, cyberattack).
  
  
• Role-Based Responsibilities
  • Define clear roles and responsibilities for each Sub-CBF’s recovery tasks.
  • Maintain updated call trees and escalation matrices for activation and decision-making.
  
  
• Cross-Training and Succession
  • Cross-train staff within Sub-CBFs to reduce key person risk.
  • Develop job aids, recovery checklists, and SOPs for critical tasks to ensure continuity during absences.

3. Technology and Data Resilience

• IT Systems Redundancy
  • Ensure the eCase Management System, virtual mediation tools, and intake platforms have high availability architecture and off-site backups.
  • Test failover mechanisms and alternate access paths quarterly.
  
  
• Secure Remote Work Enablement
  • Provide essential staff with pre-configured laptops and VPN access.
  • Ensure secure authentication and encryption protocols are in place for all remote access.
  
  
• Data Protection and Recovery
  • Implement automated, incremental backups for case files and documentation.
  • Store critical files in an encrypted cloud storage that complies with PDPA and government standards.

4. Facilities and Alternate Work Arrangements

• Hot Site / Work-From-Home Capabilities
  • Maintain access agreements with alternate facilities for emergency work relocation if physical offices are inaccessible.
  • Develop structured work-from-home plans with pre-approved tools and communication protocols.
• Workspace Readiness
  • Ensure all mediation and advisory staff are familiar with alternate work locations and digital tools required for business-as-usual in the event of disruption.

5. Communication and Stakeholder Preparedness

• Stakeholder Contact Lists
  • Maintain updated contact lists for internal (HR, IT, management) and external stakeholders (MOM, employers’ federations, unions, legal counsel).
  • Establish primary and alternate points of contact for each key entity.
  
  
• Pre-Drafted Crisis Communication Templates
  • Prepare message templates for various disruption scenarios (e.g., temporary service suspension, switch to online mediation).
  • Align with TAL’s corporate communication policy and ensure pre-approval where feasible.
  
  
• External Collaboration
  • Engage in pre-crisis discussions with key stakeholders to align expectations and continuity strategies (e.g., mediation prioritisation, remote advisory acceptance).

6. Exercises and Scenario Testing

• Simulation Drills
  • Conduct at least one recovery simulation annually involving all Sub-CBFs to validate readiness.
  • Include realistic scenarios such as sudden loss of access to TADM building, system downtime, or a public health emergency.
  
  
• Tabletop Exercises
  • Run facilitated tabletop exercises with decision-makers and frontline staff to walk through roles, decisions, and recovery sequence.
  
  
• Post-Exercise Review
  • Document outcomes, identify gaps, and implement improvements into the BCP and recovery procedures.

7. Monitoring and Risk Awareness

• Risk Surveillance
  • Monitor internal and external risk factors that may impact dispute resolution operations (e.g., labour law changes, IT threats, public unrest).
  • Feed risk intelligence into the BCM team for assessment and mitigation planning.
  
  
• Compliance and Audit Readiness
  • Ensure all readiness activities meet regulatory expectations, especially under MOM-related legal requirements.
  • Retain evidence of BCP training, exercises, reviews, and approvals for audit trails.

By implementing these proactive measures, TAL’s Dispute Management and Advisory Services team ensures high readiness, reduced downtime, and the ability to maintain stakeholder trust and operational integrity in the face of disruptions.

WITHIN T+24 HOURS (RESUMPTION): Initial Recovery Phase

Objective

To resume the most critical components of Dispute Management and Advisory Services within 24 hours of disruption, focusing on continuity of service for stakeholders, regulatory compliance, and stabilisation of operations.

The goal is to restore essential advisory, mediation, intake, and communication functions using available alternate resources, systems, and processes.

HOW: Implementation Steps by Sub-CBF

Sub-CBF 1.1 – Case Intake and Assessment

• Immediate Actions
  • Activate alternate case intake channels (e.g., web portal, email hotline, mobile reporting).
  • Deploy designated intake officers with remote access capabilities to begin logging new cases.
  
  
• Minimum Service Requirements
  • Ensure a minimum of 2 staff members are available to triage and route cases based on urgency.
  • Use manual logging templates (Excel, paper-based) if the eCase system is unavailable.
  
  
• Stakeholder Notification
  • Notify regular referrers (e.g., employers, unions) of alternative intake methods.

Sub-CBF 1.2 – Advisory and Pre-Mediation Support

• Service Continuity
  • Resume advisory support through remote consultations (phone, Zoom, Microsoft Teams).
  • Prioritise advisory for high-risk or escalated cases (e.g., salary disputes, wrongful dismissals).
    
  
  
• Staff Deployment
  • Activate remote advisory teams and rotate staff in 8-hour shifts to cover all time-sensitive cases.
  
  
• Interim Tools
  • Use secure digital forms to collect and review supporting documents from parties.

Sub-CBF 1.3 – Mediation Services

• Transition to Virtual Mediation
  • Convert all scheduled in-person mediations to virtual sessions using approved platforms.
  • Send out pre-configured virtual meeting links to disputing parties and mediators.
  
  
• Prioritisation
  • Mediate urgent and pre-scheduled cases to prevent backlog or legal non-compliance.
  • Reschedule non-critical mediations to the post-T+24h period with party agreement.
  
  
• Mediator Readiness
  • Ensure all mediators have access to digital documentation and training on remote facilitation tools.

Sub-CBF 1.4 – Enforcement and Referral Support

• Continuity of Legal and Enforcement Pathways
  • Coordinate with enforcement partners (e.g., MOM, Small Claims Tribunal) via alternate email or mobile contact lists.
  • Continue processing referrals manually if automated systems are affected.
  
  
• Case Escalation Pathways
  • Establish a manual tracking system to monitor pending referrals and enforcement outcomes.
  • Notify relevant authorities of any potential delays in enforcement processing.

Sub-CBF 1.5 – Stakeholder Engagement and Case Escalation

• Communication and Coordination
  • Notify key stakeholders (e.g., MOM, trade unions, employer associations) about disruption status and interim measures.
  • Assign a Stakeholder Liaison Officer to manage escalations and provide regular updates.
  
  
• Escalation Protocols
  • Route complex or high-profile cases to senior case officers using predefined escalation criteria.
  
  
• Collaboration Continuity
  • Maintain open communication with government agencies to ensure consistent policy alignment during recovery.

Sub-CBF 1.6 – Records Management and Case Closure

• Temporary Records Handling
  • Initiate secure temporary storage (cloud-based or encrypted drives) for active cases.
  • Maintain case logs and documentation in accordance with TAL’s data protection and audit standards.
  
  
• Interim Closure Procedures
  • For completed mediations or advisories, mark cases as "provisionally closed" pending system restoration.
  • Capture closure agreements digitally or in writing and verify signatures where feasible.

Sub-CBF 1.7 – Crisis Communication and Continuity Activation

• Internal Communication
  • Notify all Dispute Management team members of the activation of continuity procedures via SMS or emergency notification systems.
  • Conduct a virtual staff briefing to align on roles, expectations, and immediate actions.
  
  
• External Communication
  • Issue public updates on the TAL and TADM websites regarding service continuity measures.
  • Provide a dedicated contact number and support email for public inquiries.
  
  
• Media and Public Messaging
  • Coordinate with TAL’s Corporate Communications Team for consistent public messaging.
  • Use pre-approved message templates for media releases, client communications, and stakeholder updates.

Supporting Actions (Cross-Cutting)

• BCP Activation Log
  • Begin documenting all recovery activities, decisions, and communications in a central BCP activation log for audit and learning purposes.
  
  
• Resource Coordination
  • Activate key vendors (e.g., IT support, building maintenance, telecommunications) as needed to support recovery infrastructure.
    
  
  
• Leadership Coordination
  • Hold crisis coordination meetings every 4 hours (or as needed) with the BCP team to track recovery progress and adjust resource allocation.

Summary WITHIN T+24 HOURS (RESUMPTION): Initial Recovery Phase

The T+24 Hours Resumption Phase focuses on the immediate restoration of critical dispute resolution functions under CBF-1.

By leveraging remote capabilities, staff readiness, and alternate workflows, TAL ensures that essential mediation, advisory, and intake services continue uninterrupted, preserving the trust of stakeholders and maintaining operational compliance.

AFTER T+24 HOURS (RECOVERY): Complete Recovery Phase

Objective

To restore the full functionality of all dispute management operations, systems, and services to pre-disruption levels.

This phase ensures that all residual risks are addressed, backlogs cleared, data reconciled, and stakeholder confidence reaffirmed. Lessons learned are also captured to enhance preparedness for future disruptions.

HOW: Implementation Steps by Sub-CBF

Sub-CBF 1.1 – Case Intake and Assessment

• System Restoration
  • Resume full operations of the eCase Management System, ensuring that all user access, interfaces, and data fields are functional.
  • Validate the integrity of restored data and reconcile any manually recorded entries during the T+24h resumption phase.
    
    
• Backlog Management
  • Review and input all cases received through alternate or manual intake methods.
  • Categorise and prioritise cases for processing based on urgency and delay impact.
    
    
• Process Review
  • Conduct a post-recovery check on intake SOPs and update process documentation with any adjustments made during the disruption.

Sub-CBF 1.2 – Advisory and Pre-Mediation Support

• Full Service Resumption
  • Resume in-person and hybrid advisory services as applicable.
  • Reopen scheduling for postponed or pending advisory appointments.
  
  
• Documentation Update
  • Transfer notes and records from temporary systems or advisors’ logs into the central advisory records platform.
  
  
• Quality Assurance
  • Review advisory quality and outcomes from the disruption period to ensure consistency and compliance.

Sub-CBF 1.3 – Mediation Services

• On-Site Mediation Resumption
  • Re-establish physical mediation sessions for cases where face-to-face resolution is preferred or required.
  • Reinstate full use of mediation facilities, including session rooms and digital recording systems if applicable.
  
  
• Catch-up and Clearance
  • Increase mediation slots or extend hours to address any backlog.
  • Consider assigning additional mediators or engaging external partners under TAL’s pre-approved panel.
  
  
• Case Finalisation
  • Complete documentation and outcome recording for virtual mediations conducted during the resumption phase.

Sub-CBF 1.4 – Enforcement and Referral Support

• System Reconciliation
  • Integrate all enforcement actions taken during the disruption into the case management system.
  • Verify that all enforcement steps align with legal timelines and follow-up deadlines.
  
  
• Referral Pathway Recovery
  • Re-engage with enforcement authorities and legal institutions to confirm handover and receipt of escalated cases.

• Process Compliance
  • Review all enforcement SOPs for timeliness and regulatory compliance during the disruption.

Sub-CBF 1.5 – Stakeholder Engagement and Case Escalation

• Stakeholder Debriefing
  • Schedule follow-up briefings with key stakeholders (e.g., MOM, unions, employer groups) to communicate recovery status and discuss collaboration effectiveness.
  
  
• Feedback Collection
  • Initiate structured stakeholder feedback exercises to gather insights on service delivery and recovery coordination.
  
  
• Partnership Strengthening
  • Explore formalising mutual support protocols with strategic partners based on our experience in crisis collaboration.

Sub-CBF 1.6 – Records Management and Case Closure

• Data Validation and Migration
  • Migrate any temporary or manually captured case data into TAL’s central records system.
  • Cross-check for data completeness and rectify discrepancies in consultation with case officers.
  
  
• Archiving and Audit Trail
  • Archive all cases closed during the disruption with a clear annotation for the business continuity context.
  • Prepare documentation for any audit, legal review, or stakeholder reporting related to the period of disruption.
    

• Case Closure Confirmation
  • Notify parties of final case outcomes if deferred during resumption, and issue formal closure letters where applicable.

Sub-CBF 1.7 – Crisis Communication and Continuity Activation

• Public Recovery Statement
  • Release a formal communication to the public and stakeholders confirming the complete restoration of services.
  • Highlight any remaining limitations (if applicable) and outline improvements undertaken post-disruption.
  
  
• Internal Debrief
  • Conduct a structured internal debrief involving all Dispute Management and BCM team members.
  • Document challenges, mitigation success, and improvement areas.
  
  
• Crisis Communications Review
  • Evaluate the effectiveness of communication templates, channels, and timing during the crisis period.
  • Update the Crisis Communications Plan based on feedback and execution results.

Supporting Actions (Cross-Cutting)

1. Backlog Clearance and Performance Monitoring

• Deploy additional staff and extend operating hours where necessary to clear the service backlog.
• Monitor operational metrics (e.g., turnaround time, customer satisfaction, error rates) to ensure recovery is stabilised.

2. Policy and Plan Revision

• Review the Business Continuity Plan for CBF-1 and all related SOPs.
• Integrate lessons learned into updated policies, training materials, and system workflows.

3. Staff Well-being and Recognition

• Check in on staff well-being post-disruption and offer necessary support (e.g., stress management, compensatory leave).
• Recognise the efforts of individuals or teams who significantly contributed to maintaining service during the crisis.

4. Lessons Learned and BCM Reporting

• Prepare a formal Post-Incident Report detailing:
  • Root cause and impact
  • Response timelines and decisions
  • Challenges faced and mitigation measures
  • Recommendations for future resilience
• Share the report with senior management and integrate findings into BCM training sessions and future drills.

Summary for AFTER T+24 HOURS (RECOVERY)

The After T+24 Hours Recovery Phase ensures that TAL’s Dispute Management and Advisory Services are fully stabilised, all functions are restored, and backlogs are cleared.

Through data reconciliation, stakeholder re-engagement, and process reviews, this phase transitions the organisation from emergency mode back to full operational excellence, reinforcing confidence in TAL’s commitment to service resilience and integrity in employee relations.

Summing Up ...

TAL’s ability to maintain continuity of its Dispute Management and Advisory Services during a disruption is fundamental to its national mandate.

The recovery procedures laid out in this chapter demonstrate a holistic and disciplined approach to ensuring operational resilience—from proactive planning and immediate resumption of critical services, to full recovery and continuous improvement post-crisis.

By addressing each Sub-CBF in detail and aligning with enterprise-wide business continuity strategies, TAL safeguards its service excellence and public accountability, even under adverse conditions.

This approach not only protects the integrity of dispute resolution outcomes but also enhances organisational readiness, responsiveness, and reputation.

The implementation of this recovery procedure reinforces TAL’s position as a trusted, resilient, and future-ready organisation dedicated to promoting fair and progressive workplaces across Singapore.

 

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MBCO	P&S	RAR T1	RAR T2	RAR T3	BCS T1	TOC
CBF 1: Dispute Management and Advisory Services (via TADM)
DP	BIAQ T1	BIAQ T2	BIAQ T3	BCS T2	BCS T3	PD

 

 

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