Evaluation of the Implementation of Business Continuity Management Using COBIT 2019 Framework in Public Sector

The research is based on the global struggle with the COVID-19 pandemic, where countries are facing challenges in managing the flow of essential goods, including medical devices, medicines, and consumer goods. In this regard, the Indonesian National Single Window System (SINSW) can play a critical role in managing the import and export of goods required to combat the pandemic. The experience of the pandemic has emphasized the need for SINSW to enhance its capacity to meet demands in normal and emergency situations. Therefore, Lembaga National Single Window (LNSW), a unit of the Ministry of Finance, needs to develop and evaluate its business continuity governance to meet domestic needs and business requirements. To measure the level of business continuity management capability, this study utilizes the COBIT 2019 framework, specifically the DSS (Deliver, Service, Support) 04 domain. The research aims to address the problem of measuring the level of business continuity management capability and providing recommendations for improving LNSW's business continuity governance. Based on the assessment, the DSS04-Managed Continuity process capability value owned by LNSW has only partially achieved level 1 process capability, and further activities and work products are required to fulfill the next level of achievement. The study is expected to contribute to LNSW by providing a mapping of the maturity level of business continuity management and recommendations for improvement based on the evaluation results. By enhancing the level of business continuity management capability, it is anticipated that the quality of public services will improve. Moreover, the author's work paper, which utilizes the COBIT 2019 framework to assess the level of capability, can be utilized by LNSW as a self-assessment tool for regularly evaluating business continuity management and as a reference for future researchers in this field. © 2023, Success Culture Press. All rights reserved.

Business interruption management in the context of the COVID-19 pandemic for small and medium-sized enterprises in Slovakia

From the beginning of 2020 to the end of 2021, a nationwide survey was conducted to examine business interruption due to the COVID-19 pandemic and to identify the impact of the pandemic on SMEs in the Slovak Republic. It also focused on identifying areas such as risk management with BCM, and crisis management within individual enterprises. The survey was carried out using a questionnaire distributed to SMEs operating in the country. Based on the questions from the questionnaire, four research hypotheses were developed. Based on the results of our investigation, we found that enterprises cannot correctly assess their capability level and manage risks effectively, potentially exposing themselves to further threats arising from such a relationship. There is a correlation between the business sector and the extent to which an enterprise has been affected by a pandemic. Enterprises with implemented risk management areas had operations halted for shorter periods than enterprises without implementation. There is a relationship between business sectors and the extent to which they were affected by the pandemic. The discussion concludes that the pandemic posed a type of threat for which several SMEs were unprepared. At the same time, no established risk minimization procedures would address this issue. Effective implementation of risk management as prevention or crisis management as response and application of BCM principles is one of how enterprises could prepare for risks and crises and increase their resilience.

Managerial Perception of Risk in an Organization in a Post-COVID-19 Work Environment.

The COVID-19 pandemic drew the attention of all industries and organizations to the importance of comprehensive preparation for various types of crises and disruptions. Without proper risk management for crisis situations, it is impossible to talk about organizational resilience, maintaining organizational continuity, or ensuring the company's ability to protect workers' lives and health in a crisis. While the COVID-19 pandemic is rapidly reshaping the work environment, significant challenges related to risk management are emerging. The purpose of this research paper is to examine the impact of a pandemic on the risk perception in an organization by managers of all three levels (strategic, operational, and line level) and to examine the impact of broadly understood risk management on organizational performance. For the examination of operational risk perception, empirical research was conducted in Polish enterprises. The methodology of the survey is based on a questionnaire of operational risk and risk management perception in a post-COVID-19 work environment. According to the survey results, risk management was generally perceived better than the level of operational risk, compared to the period before the pandemic. Therefore, a substantial improvement in risk management during the crisis allowed the surveyed organizations to cope with the pandemic, and even slightly enhance their performance. Organizations have been able to achieve their goals mainly by slightly reducing risk appetite and lowering the tolerable risk level threshold. Even so, organizations have improved their ability to adapt and seize opportunities.

A study of the Indonesian trucking business: Survival framework for land transport during the Covid-19 pandemic

Trucking occupies the largest Indonesian transportation market share, making this sector a crucial contributor to the Indonesian supply chain. Any problem in freight transportation impacts the entire supply chain. This study explores how trucking companies were affected by the COVID-19 pandemic and what factors contributed to their resilience. A total of 190 Indonesian trucking companies were involved in this research. This study demonstrates that trucking companies' performance was significantly affected by both the COVID-19 pandemic and companies' resilience. Their resilience was affected by various factors, including the adoption of digital technologies, strength of financial resources, risk and business continuity management, and relationships with customers. Even though financial resource management directly affected company performance, the effect was more significant when company resilience was a mediating factor between financial resources management and company performance. Hence, survival frameworks and managerial action should emphasize these factors to enhance company resilience and performance. However, successful application of this in the trucking industry still requires further exploration. © 2022 Elsevier Ltd

Managing 4 (Four) Major Offshore Projects Amid COVID 19 Pandemic - A Case Study from Health & Safety (H&S) and Quarantine Management

For an upstream oil and gas company, avoiding an offshore COVID-19 outbreak while executing four different offshore projects poses a huge challenge, particularly in a country experiencing a daily COVID-19 test positivity rate over 20%. Even minor mismanagement of the quarantine process can lead to an offshore COVID-19 outbreak, with the risk of shutting down campaigns and severely impacting business objectives. The challenge is therefore to avoid an offshore COVID-19 outbreak, ensuring well-being of personnel during the quarantine period and managing quarantine related costs, including COVID-19 test costs. To ensure effective quarantine management, a new approach was created that applied a combination of medical assessments, Health & Safety (H&S) and security measures. Quarantine management was led by a special task force responsible for ensuring the readiness of transportations, rooms, PCR tests, as well as overall compliance to quarantine rules. In compliance with government regulations and WHO recommendations, another complimentary approach was applied that sequestered personnel who tested positive in an isolation room. Effective quarantine management was established with the assistance of the company Business Continuity Management Team (BCMT). The company was able to complete four different major offshore projects with no offshore COVID-19 outbreaks. During these operations, over 1,000 personnel were quarantined and tested with a 5.37% positivity rate at the pre-work quarantine site. Confirmed cases were managed in full compliance with government regulations. The result of this effective quarantine management system, has allowed the company to achieve scorecard performance goals while delivering all four of the major offshore work-scopes, as per the original business plan. This paper discusses quarantine management as part of business continuity management covering medical assessment, H&S and security measures amidst a national COVID-19 pandemic. These programs were applied in an adaptive method-based risk assessment, which based on evidence base approaches, during frequently changing government regulations. Copyright © 2022, Society of Petroleum Engineers.

Economic recovery through multisector management resources in small and medium businesses in China

In China, the idea of business continuity management (BCM) resources rapidly growing however few studies arranged on the subject and found insufficiently addressing the issue related to the natural resources. As a result, the current study attempts to seek to provide a deeper knowledge of existing Small and medium-sized Enterprises' BCM practices and provide focus on the need to help these businesses for economic recovery. Top executives from 150 Chinese small and medium-sized enterprises filled in an online survey over the period of 2015–2020. After it the findings have been formulated. Chinese SME disaster (particularly COVID-19) experiences have been revealed in the report, but a lack of business continuity planning is also evident along with an inability to construct a documented plan. Despite the fact that SMEs resources have varying BCM information and training requirements, the findings show that a company's assessed disaster management, BCM expertise and training requirements are linked to its size, operational duration disaster experiences and economic recovery. According to the report, it is thus critical to help small enterprises, especially those located in disaster-prone regions. Public and private sector involvement is equally vital in promoting BCM practices among small and medium-sized enterprises (SMEs). This study has provided recommendations for the betterment of business management side by side with futures' research.

A study of the Indonesian trucking business: Survival framework for land transport during the Covid-19 pandemic

Trucking occupies the largest Indonesian transportation market share, making this sector a crucial contributor to the Indonesian supply chain. Any problem in freight transportation impacts the entire supply chain. This study explores how trucking companies were affected by the COVID-19 pandemic and what factors contributed to their resilience. A total of 190 Indonesian trucking companies were involved in this research. This study demonstrates that trucking companies’ performance was significantly affected by both the COVID-19 pandemic and companies' resilience. Their resilience was affected by various factors, including the adoption of digital technologies, strength of financial resources, risk and business continuity management, and relationships with customers. Even though financial resource management directly affected company performance, the effect was more significant when company resilience was a mediating factor between financial resources management and company performance. Hence, survival frameworks and managerial action should emphasize these factors to enhance company resilience and performance. However, successful application of this in the trucking industry still requires further exploration.

COVID-19, business continuity management and standardization: case study of Huawei

Purpose This paper aims to theoretically and empirically demonstrate the role played by business continuity management (BCM) to address risks such as trade conflicts and natural disasters. This paper also answers whether compliance with international standards such as the International Organization for Standardization (ISO) 22301 is adequate. Design/methodology/approach A case study of Chinese telecommunications giant Huawei is conducted to examine how a robust end-to-end BCM system has been established in two decades and in what way it has helped Huawei to efficiently maintain growth under pressure, such as being added to the "Entity List" and the pandemic. Findings Huawei case contributes to BCM theory in its approach to establishing the BCM system and its well-established BCM model. Huawei establishes and continually improves its BCM system by applying the Plan (establish), Do (implement and operate), Check (monitor and review) and Act (maintain and improve) cycle. Characterized as 4Ps: BCM policy, BCM process, incident management plan and business continuity plan, Huawei BCM system is shaped into a loop with end-to-end BCM process, covering all steps along its value chain - from suppliers and partners to Huawei itself and then on to its customers - with key initiatives for all domains such as R&D, procurement, manufacturing, logistics and global technical services. In practice, implementing international standards such as ISO 22301 enables Huawei to develop business continuity but not enough. Optimizing the BCM system is an ongoing effort, and BCM maturity is ever present: continually improving Huawei's own BCM system and benchmarking against best practices available worldwide. Research limitations/implications Apart from the case study, other methods such as counter-factual analysis can be used to further test whether Huawei's BCM system is cost-effective. Another direction for future study is whether suggested BCM maturity levels should be supplemented into ISO 22301. In the digital age, how to use digitalization to ensure business continuity is a current issue not just for practitioners such as Huawei but also for researchers worldwide. Practical implications In practice, implementing international standards such as ISO 22301 enables Huawei to develop business continuity but not enough. Optimizing the BCM system is an ongoing effort, and BCM maturity is ever present: continually improving Huawei's own BCM system and benchmarking against best practices available worldwide. Originality/value To the best of the authors' knowledge, this is one of the first studies to focus on how an organization continually improves the suitability, adequacy and effectiveness of its BCM system, with special attention to standards compliance.

Theory rewritten: Business Continuity and Crisis Management in the wake of the Covid-19 pandemic

Airmic, the UK's association for risk professionals, conducted a meeting of its Enterprise Risk Management Special Interest Group in June 2020, and a survey of risk professionals in August 2020, which found that the pandemic had amplified the challenges of a siloed approach to Business Continuity Management and Crisis Management. They have clearly highlighted the disconnect between strategic risk on the one hand and operational resilience and response on the other. Crisis management and business continuity need to adapt, to better meet the challenges posed by systemic crises such as the Covid-19 pandemic. The trajectory of the pandemic?as a crisis?will likely continue over several years;yet, the initial responses had been largely focused on the near- and shorter term. It is more difficult to look long term when the crisis timeline loops back because of further waves of the pandemic. Our findings indicate that the pandemic has modified crisis and business continuity thinking, and that organizations are actively reviewing and changing their strategic approach to resilience.

The contribution of business continuity management (BCM) to supply chain resilience: a qualitative study on the response to COVID-19 outbreak

Purpose>This paper investigates the relationships between the core elements of a BCM system and SCRES constituents, i.e. visibility, agility, flexibility, velocity and collaboration. An explorative multiple case studies methodology was adopted, consisting of organizations in the retail, manufacturing and humanitarian sectors that had to withstand the impact of the first wave of the COVID-19 pandemic (January to June 2020).Design/methodology/approach>The paper adopts an interpretative approach to understand organizational behavior through observations. The source of data comes from in-depth interviews as well as the scrutiny of available official documents for triangulation. The unit of analysis is the organizations internal supply chain with a specific focus on their BCM system and SCM arrangements.Findings>This paper shows how core BCM practices have a direct impact on supply chain resilience constituents. Specifically practices such as establishing a crisis management committee and risk assessments boost constituents such as agility and flexibility. This advances the theoretical discussion on supply chain resilience, while providing practical examples for organizations to build a response to pandemic incidents.Originality/value>This paper validates the contribution of business continuity management to supply chain resilience, a concept that has mainly been linked to practices such as risk management. In this regard, this paper enriches the discussion. Secondly, the analysis explains how specific BCM practices worked during the first wave of the pandemic and how they were implemented, providing a clear path for supply chain resilience.

Does Size Matter for Enhancing Company Resilience and Performance of Indonesian Trucking Company during COVID-19 Pandemic?

It is not clear whether or not the size of a company affects its survival during the COVID-19 pandemic. This research will address the issue of size and its contribution to company resilience and performance by looking at factors affecting resilience such as financial resources management, innovation and digitalisation technology, resilient leadership, risk and business continuity management. We focus specifically on the trucking sector. Both factors and its indicator were determined through an in-depth literature review and then transformed into questionnaires, distributed to Indonesian trucking companies and then validated through statistical analysis using PLS-SEM. This study found that different resilience factors significantly contributed to company resilience, and the size does matter in terms of achieving resilience in facing COVID-19 disruption. © 2022 ACM.

THE IMPACT OF CRISES SITUATIONS ON THE DEVELOPMENT OF BUSINESS CONTINUITY MANAGEMENT DURING THE COVID-19 PANDEMIC IN JORDANIAN HOSPITALS

In this paper, the researchers have investigated the effect of various crises on the development of the Business Continuity Management (BCM) process in Jordanian hospitals. They used the quantitative research design technique to fulfil all the study’s objectives. After that, they also tested whether their hypothesised model could be used for developing the BCM. After distributing questionnaires amongst the supervisors working in 7 private hospitals in Amman, Jordan, they collected all the data. Then, they carried analysed and sorted all the data using the SPSS software. The study results showed that the hospitals in Jordan were eager to maintain security and stability in the case of a crisis. Additional statistical tests presented evidence regarding the positive effect of different factors (such as external/ internal crises, natural disasters, operational and strategic risks, and the probability of recurrence of a crisis) on the BCM development in Jordanian hospitals. Here, the researchers have attempted to offer insights and knowledge to help practitioners, academicians and policymakers. © 2022 Audiology and Speech Research. All rights reserved.

Business Continuity Management Through Stakeholders Collaboration and Participation

The COVID-19 pandemic highlights the pursuit of business continuity efforts in a variety of companies that adapt their theoretical plans to the ever-changing environment of today's society. Business continuity generally increases the resilience of businesses to disruptions, interruptions, or loss of ability to meet their key objectives. Business continuity is therefore important in fulfilling the agreed tasks and outlined strategies. Theoretically, most railway companies have a business continuity plan, however, get hardly ever implemented. The main reason behind that is the fact the railway participation in the transport system, has a very specific role in providing transport services. The continuity of railway activities fulfils a specific task, providing transport services, which is one of the basic functions of the state.The application of participatory continuity can also be used in air transport. © 2021 IEEE.

Health Management Challenges of the Pandemic - A Case Study from Recent Pipeline Repair Campaign

Avoiding an offshore COVID-19 outbreak while executing an urgent and intricate pipeline repair campaign is a significant challenge, especially in a country that is experiencing a COVID-19 positivity rate of more than 20% on daily basis. Any minor mismanagement of health management on the DSV (diving support vessel) may lead to a COVID-19 outbreak with the risk of shutting down the campaign and significantly impacting the business continuity objectives. Therefore, the major health management challenge is to avoid a COVID-19 outbreak on the DSV to ensure the well-being of personnel during campaign and to achieve the necessary pipeline repair. The approach taken was to deploy the DSV with team and tools/equipment as soon as possible to avoid a prolonged platform shutdown due to the pipeline leak event. In order to carry out the project, a detailed risk assessment taking account of medical, logistics and security considerations was undertaken in order avoid a COVID-19 outbreak on the vessel. The risk assessment enabled an adjustment to the quarantine requirements for the pipeline repair team before departure to the work location. A contingency plan was also developed to manage a scenario in which a member of the offshore team was infected with COVID-19, and in order to comply with applicable government regulation. Through the effective implementation of a detailed risk assessment, the company was able to complete the pipeline repair campaign without any offshore COVID-19 outbreaks. On the DSV there were 65 personnel working on multiple activities to execute the pipeline repair works on time and on budget. The site team made a diligent effort to follow the mitigations identified in the risk assessment, under the direction of company Business Continuity Management Team (BCMT). As a result of this effort, the company was able to resume production from the offshore platform in a timely manner. This paper discusses the effective implementation of detailed risk assessment on a DSV as part of company business continuity management amid COVID-19 pandemic in the country, including medical, logistics and security considerations. This project was implemented in a year-end period, beyond normal conditions and in a tight schedule. © Copyright 2021, Society of Petroleum Engineers

Ensuring the business continuity of production companies in conditions of COVID-19 pandemic in Poland - Applied measures analysis.

The purpose of the paper is to present the results of the study of solutions implemented in Polish manufacturing companies to ensure their business continuity under COVID-19 pandemic conditions. A questionnaire survey was conducted using the mixed-model CAWI/CATI (Computer Assisted Web Interview/Computer Assisted Telephone Interview) on a representative group of 600 manufacturing companies in Poland. The research was conducted in March 2021, more than a year after the first lockdown. The study included cases of companies in most industries and companies of different sizes. The subject of the survey was to identify legal, technical, and organisational protection measures implemented in manufacturing enterprises in response to the COVID-19 pandemic in manufacturing companies in Poland. The COVID-19 pandemic has forced companies to look for solutions to work safely. Some of the identified work and production organisation solutions are innovative and can serve as models of good practice for other companies. They can also be the basis for learning lessons and preparing for future critical incidents. It is a great economic and social importance to ensure the continuity of the activities of manufacturing enterprises during the pandemic.

Business Continuity Management Leverages on ICT Agility: Employee Self Health Declaration (ESHD)

Business Continuity Management (BCM) is crucial in handling crisis including the current COVID-19 pandemic. Tenaga Nasional Berhad (TNB) has leveraged on the ICT agility to manage the pandemic. A mobile compatible web application, Employee Self Health Declaration (ESHD) was developed in-house by the ICT Division through Agile Project Management Process to manage and ensure staff safety during the pandemic. The Agile Project Management Process includes continuous development process iteration with methodology used in the study Agile Project Management Process highlights on the incremental, continuous iteration of development and testing. It chucks the product into pieces and amalgamate them for the final testing. ESHD was developed using Agile process through scrum methods and the software used in the development was .NET Core 2.0. The study leads an operational review of the ESHD at the organizational level. The results derived from the implementation are: a) knowing upper hand on the condition of staff heath, b) monitoring the staff Team A vs Team B mobilization (during COVID-19 pandemic, TNB reduces the risk in operation management by dividing into 2 teams: Team A and Team B), c) as a means of staff attendance record replacing the physical swipe card installed in TNB offices which these results provide valuable insights for BCM and decision makers to ensure TNB’s business resilience. ©2021 IEEE

Public Trust in COVID-19 Prevention and Responses Between January and May 2020 in Bangladesh.

BACKGROUND AND AIMS: Although the Government of Bangladesh (GoB) developed some policy initiatives during the first phase of COVID-19, their efforts were questioned due to indecision, late policy decisions and implementation, and a proliferation of fake testing and fake news. As such, this research aims to examine public trust in preparedness and response measures undertaken by both the GoB and private sector organisations in Bangladesh between January and May 2020. METHODS: A cross-sectional survey method was applied to a sample of Bangladeshi residents using a questionnaire distributed between April and June 2020. Three hundred and seven respondents participated in an online questionnaire that was disseminated on online outlets, such as e-mail, Facebook Messenger, and WhatsApp. The survey questionnaire was distributed to potential respondents, and continuous-chain messages were provided. Data were analyzed using exploratory factor analysis (EFA). FINDINGS: Of the 307 participants, 77% were male and 23% were female. Findings suggest that the participants showed greater approval of private sector responses than of governmental preparedness and response activities. For preparedness activities, participants were negative about both the GoB efforts to organize and provide personal protective equipment (PPE) for doctors in time as a safeguard against COVID-19, and also the lack of coordination and informed decision-making in relation to facing COVID-19. Respondents were asked to share their perception of the suitability of GoB pandemic management plans, as evidenced by plan effectiveness during the COVID-19 pandemic. CONCLUSION: A lower level of trust was demonstrated by the Bangladeshis with regard to preparedness and response measures taken in Bangladesh. Based on participants' concerns and suggestions and a review of drawback of policy responses in the early stage, a set of recommendations are provided for future pandemics like public health emergency risk management in Bangladesh.