[BCM] [BT] [E3] [BIA] [DP] [CBF] [3] Client & Stakeholder Management

Detailed Business Processes

CBF-3: Client & Stakeholder Management

Bandtree operates at the nexus of government-linked infrastructure development and corporate property management, playing a pivotal role in the stewardship of national assets under the direction of Darussalam Assets.

In such a strategic position, managing relationships with clients and stakeholders is not only a business necessity but also a matter of national interest and reputational stewardship.

Purpose of Chapter

This chapter outlines the detailed business processes that support the Critical Business Function (CBF-3) of Client & Stakeholder Management within the context of Business Continuity Management (BCM).

These processes ensure that Bandtree maintains effective communication, service delivery, and engagement with a broad spectrum of stakeholders—including government entities, corporate tenants, service providers, and the general public—during both normal operations and disruptive events.

Given the nature of Bandtree’s responsibilities in managing high-value public assets and interfacing with multiple government bodies, this function plays a crucial role in crisis mitigation, operational recovery, and maintaining stakeholder trust.

The following sections break down CBF-3 into its sub-critical business functions (Sub-CBFs), each supported by key business processes and real-world examples relevant to Bandtree’s operational landscape.

CBF-3: Client & Stakeholder Management

Ensuring the continued engagement, satisfaction, and compliance of clients and stakeholders during normal operations and disruptions.

Overview

This critical business function ensures that Bandtree Sdn Bhd maintains trust, transparency, and operational alignment with its stakeholders, including government entities, tenants, contractors, service providers, and the public.

During a crisis or disruption, proactive communication, service continuity, and relationship management are essential to mitigate reputational and operational risks.

Sub-CBF 3.1: Client Relationship Management

Description

Manage direct engagement with clients, including tenants, lessees, and corporate clients occupying managed facilities.

Key Processes

• Managing client onboarding and lease agreement execution.
• Responding to client enquiries and complaints.
• Conducting regular satisfaction surveys and feedback loops.
• Addressing facility issues impacting tenants (e.g., lift malfunctions, water supply interruptions).

BCM Relevance Example

Suppose there is a disruption in utilities in a managed office complex. In that case, the client relationship team must promptly communicate the issue, estimated restoration time, and temporary arrangements to tenants (e.g., backup water supply or alternative access).

Sub-CBF 3.2: Stakeholder Engagement & Government Liaison

Description

Liaise with key stakeholders, including Darussalam Assets, government ministries, and regulatory agencies.

Key Processes

• Regular reporting and performance updates to Darussalam Assets.
• Engaging with regulatory authorities for compliance and statutory obligations (e.g., safety inspections, land use).
• Coordinating joint initiatives or government-led programs (e.g., infrastructure upgrades or energy efficiency audits).

BCM Relevance Example

In the event of a national crisis (e.g., a natural disaster or public health emergency), Bandtree must coordinate with Darussalam Assets and government response teams to receive updates on expectations for GLCs and facility usage (e.g., converting spaces for emergency use).

Sub-CBF 3.3: Service Provider & Contractor Management

Description

Manage third-party vendors who provide essential services, including cleaning, maintenance, security, and other necessary services.

Key Processes

• Vetting and onboarding contractors.
• Performance monitoring and compliance checks.
• Crisis response expectations are typically embedded in Service Level Agreements (SLAs), such as the deployment of backup staff during periods of absenteeism.

BCM Relevance Example

Suppose a cleaning contractor is unable to operate due to a pandemic lockdown. In that case, Bandtree must trigger pre-agreed contingency plans, such as utilising alternate vendors or reallocating internal resources, to ensure hygiene standards in properties.

Sub-CBF 3.4: Public and Community Engagement

Description

Maintain a positive public image and engage communities affected by Bandtree-managed properties or projects.

Key Processes

• Managing public inquiries and grievances (especially during construction or renovation work).
• Participating in community development initiatives.
• Handling media inquiries and public statements.

BCM Relevance Example

During an incident involving environmental damage near a managed site (e.g., a chemical leak during renovation), Bandtree must proactively issue public statements, ensure safety measures are in place, and work with community leaders.

Sub-CBF 3.5: Internal Stakeholder Communication (Staff & Board)

Description

Ensure that timely and accurate information is shared with employees and board members, especially during a crisis.

Key Processes

• Disseminating policy updates or crisis notifications.
• Conducting staff briefings and internal Q&A sessions.
• Board-level reporting on high-impact disruptions.

BCM Relevance Example

If a cyberattack disrupts facility access systems, internal communications must inform property management teams and the board of the nature of the attack, the mitigation steps taken, and the recovery timeline.

Sub-CBF 3.6: Client and Stakeholder Records Management

Description

Maintain secure and accessible databases of client and stakeholder information.

Key Processes

• Data entry and verification protocols.
• Secure access control and encryption of client contracts and contact records.
• Data recovery processes in case of system failure.

BCM Relevance Example

In the event of a server outage, Bandtree must ensure continuity in client interaction through access to backed-up records and contact information stored in secure, cloud-based systems.

 Table 1: [BIA] [DP] Detailed Business Process (Sub-CBF) for CBF 3: Client & Stakeholder Management 

Summing Up...

Client and stakeholder trust is one of Bandtree Sdn Bhd Brunei’s most valuable assets.

The detailed processes outlined in CBF-3: Client & Stakeholder Management offer a structured approach to maintaining continuity in relationships, service expectations, and regulatory alignment, particularly during times of crisis or operational disruption.

By identifying and formalising the sub-functions that comprise this critical business area—ranging from tenant engagement and government liaison to public communication and internal coordination—Bandtree ensures it can uphold its obligations as a government-linked company and a leading corporate property manager in Brunei Darussalam.

As part of the overall Business Continuity Management strategy, these processes must be regularly reviewed, tested, and updated to align with evolving risks, stakeholder expectations, and national priorities.

Ultimately, robust client and stakeholder management underpins not just operational resilience but also long-term institutional credibility and public confidence.

 

Implementing Business Continuity Management for Bandtree: A Practical Guide
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CBF-3: Client & Stakeholder Management
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