[BCM] [BT] [E3] [PD] [CBF] [3] Client & Stakeholder Management

Business Continuity Recovery Procedure

CBF-3: Client & Stakeholder Management

Introduction

Client and stakeholder communication is a critical pillar of Bandtree’s operational resilience.

As a government-linked company entrusted with managing national infrastructure and real estate assets, Bandtree's ability to engage effectively with clients, regulatory authorities, service providers, and the public during and after a disruption is vital to maintaining trust, transparency, and business continuity.

This chapter outlines the Business Continuity procedures for Critical Business Function 3 (CBF-3): Client & Stakeholder Management, which encompasses six essential sub-functions:

• 3.1 Client Relationship Management
• 3.2 Stakeholder Engagement & Government Liaison
• 3.3 Service Provider & Contractor Management
• 3.4 Public and Community Engagement
• 3.5 Internal Stakeholder Communication (Staff & Board)
• 3.6 Client and Stakeholder Records Management

The content in this chapter details the proactive, immediate, and long-term response strategies required to ensure uninterrupted communication across these key areas during a disruption.

It serves as a guide to protect Bandtree’s reputation, fulfil regulatory obligations, and ensure all stakeholders are informed, supported, and engaged throughout any business continuity event.

WHAT: Function Overview and Importance

The Client & Stakeholder Management function at Bandtree encompasses all interactions and communications with clients, key stakeholders, government entities, service providers, the public, and internal parties.

It is essential to maintain trust, uphold corporate reputation, ensure transparency, and sustain service continuity, especially during crises. Timely and effective communication is critical to mitigating reputational risk and ensuring aligned recovery efforts.

Sub-functions under this CBF include:

• 3.1 Client Relationship Management
• 3.2 Stakeholder Engagement & Government Liaison
• 3.3 Service Provider & Contractor Management
• 3.4 Public and Community Engagement
• 3.5 Internal Stakeholder Communication (Staff & Board)
• 3.6 Client and Stakeholder Records Management

PRE-CRISIS (READINESS & PREPARATION)

Objective:

Proactively establish systems, resources, and procedures to enable timely, transparent, and coordinated communication with all internal and external stakeholders before a disruption occurs.

1. Establish and Maintain a Centralised Stakeholder Directory

• Database Compilation:

• Compile comprehensive contact lists for all key stakeholder groups, including:
  • Government and regulatory bodies
  • Clients and corporate tenants
  • Service providers and vendors
  • Community representatives
  • Internal stakeholders (executives, department heads, board members)
• Include alternative contact points (e.g., mobile numbers, backup emails, emergency liaison officers).

• Storage & Accessibility:

• Store the stakeholder database on both secure on-premise servers and cloud-based platforms.
• Restrict access to authorised personnel; ensure read-only versions are available during emergencies.

2. Pre-Approved Crisis Communication Templates & Protocols

• Communication Templates:

• Develop message templates for:
  • Disruption notifications
  • Service outage explanations
  • Reassurance and status updates
  • Recovery announcements
• Include multilingual versions if necessary for diverse stakeholders.

• Escalation Matrix:

• Define clear approval hierarchies and sign-off responsibilities for each type of message.
• Create a communication flowchart that details who notifies whom, through which channel, and within what timeframe.

3. Stakeholder Engagement Frameworks

• Proactive Engagement:

• Schedule periodic meetings or town halls with clients, government officials, and community leaders to communicate Bandtree's BCM and crisis readiness approach.
• Build rapport with government liaison officers to ensure smooth information flow during emergencies.

• Expectations Alignment:

• Share Bandtree's service level expectations and recovery commitments with key clients and vendors.
• Document mutual obligations under crisis scenarios.

4. BCM Role Assignments within CBF-3

• Responsibility Allocation:

• Appoint dedicated personnel to lead each sub-function:
  • Client Communications Coordinator
  • Government Liaison Officer
  • Vendor Communications Lead
  • Public Relations & Community Outreach Representative
  • Internal Comms Focal Point
  • Records & CRM Custodian

• Cross-Training & Backups:

• Identify backups for each role and ensure cross-training is conducted at least once a year.

5. Awareness & Simulation Exercises

• Training:

• Conduct BCM orientation and annual refresher workshops for all team members involved in CBF-3.

• Simulation Drills:

• Perform mock crisis communication drills involving internal and external stakeholders.
• Evaluate effectiveness of communication, response time, clarity, and coordination during simulations.

6. System & Technology Readiness

• Platform Redundancy:

• Ensure multiple communication platforms are configured and tested:
  • Internal: MS Teams, internal email, SMS alert system
  • External: Mailchimp or SendGrid for mass emails, social media accounts, hotline numbers

• CRM & Data Access:

• Ensure CRM systems are cloud-enabled with remote login capability.
• Conduct regular data backups and test restoration procedures.

• Hotline & Contact Centre Readiness:

• Prepare alternative contact mechanisms in case the primary office line is disrupted (e.g., mobile-based hotlines, cloud telephony).

7. Documentation & Governance

• BCM Documentation:

• Maintain updated business continuity plans for each sub-CBF under Client & Stakeholder Management.
• Ensure hardcopy versions of essential contact lists and SOPs are stored at Bandtree's alternate recovery site.

• Compliance Monitoring:

• Conduct quarterly audits to verify stakeholder data accuracy, communication channel functionality, and team readiness.
• Review and update BCM plans annually or upon any organisational or structural change.

By completing these pre-crisis activities, Bandtree ensures that the CBF-3: Client & Stakeholder Management function is fully prepared to respond swiftly and effectively during any disruption, thereby preserving trust, ensuring transparency, and strengthening stakeholder relationships.

WITHIN T+24 HOURS (RESUMPTION) – Immediate Response Post-Disruption

Objective

To resume critical communications and engagement with internal and external stakeholders, establish trust and transparency, and mitigate reputational and operational impacts immediately following a disruption.

1. Activate the CBF-3 Response Team

• Mobilisation of the Response Team:

• Notify all designated personnel assigned under the CBF-3 function to initiate resumption activities.
• Confirm availability and readiness of each focal point across the sub-functions (e.g., client liaison, internal comms, vendor management).

• Emergency Meeting:

• Convene a virtual or physical emergency coordination meeting to:
  • Confirm the nature and scope of the disruption
  • Assign specific response tasks
  • Coordinate communication priorities across all stakeholder categories

2. Conduct a Rapid Communication Impact Assessment

• Evaluate the Disruption’s Scope:

• Identify affected client services, infrastructure, or business units.
• Determine which stakeholders require immediate updates (e.g., major clients,
• government regulators).

• Assess Communication Capabilities:

• Confirm availability of core communication tools (email, phone, CRM access).
• Switch to backup platforms if required.

3. Initiate Stakeholder Notifications

• Client Relationship Management (Sub-CBF 3.1):

• Issue situation updates to key clients, especially those whose services are disrupted or delayed.
• Reaffirm Bandtree’s commitment to continuity and the recovery timeline.
• Provide alternate contact points for client queries or complaints.

• Stakeholder Engagement & Government Liaison (Sub-CBF 3.2):

• Inform key government agencies, regulators, and GLC oversight bodies (e.g., Darussalam Assets Sdn Bhd) about the disruption.
• Share immediate measures taken, including contact points and estimated recovery timelines.
• Coordinate messages with the Corporate Governance and Compliance team if necessary.

• Service Provider & Contractor Management (Sub-CBF 3.3):

• Contact essential contractors and vendors to:
  • Inform them of the disruption
  • Assess their operational capacity
  • Realign current service requirements and expectations

4. Initiate Public and Community Engagement

• Public & Community Communication (Sub-CBF 3.4):

• Release an initial public statement via official channels (e.g. website, social media) if the disruption affects public-facing services.
• Ensure the tone is transparent, calm, and consistent with corporate values.
• Monitor social media for misinformation or public concerns and respond promptly.

5. Execute Internal Communication Protocols

• Staff & Board Communication (Sub-CBF 3.5):

• Disseminate internal bulletins to all employees via corporate email, messaging platforms, or noticeboards.
• Notify the Board of Directors with an executive summary of the situation, response actions, and business impact.
• Maintain regular updates throughout the disruption period to reassure staff and manage morale.

6. Maintain Stakeholder Record Integrity

• Client and Stakeholder Records Management (Sub-CBF 3.6):

• Ensure continued access to CRM platforms and stakeholder contact logs.
• Log all outgoing communications and stakeholder responses during this critical period.
• If systems are down, shift to manual tracking (printed forms, Excel sheets) and input back into systems once restored.

7. Establish a Centralised Communication Hub

• Crisis Helpdesk or Hotline:

• Activate a dedicated hotline or support line for urgent client and stakeholder concerns.
• Assign communication team members to monitor and respond to inquiries in real time.

• Consolidated Reporting:

• Compile updates from each communication channel and stakeholder group.
• Provide daily internal summaries to the crisis management team.

8. Monitor Communication Effectiveness

• Feedback and Response Tracking:

• Document client and stakeholder sentiment through replies, escalations, or queries.
• Adjust messaging strategies as needed to clarify misunderstandings or close communication gaps.

• Escalation Procedures:

• Escalate high-impact issues (e.g., reputational risk, government scrutiny) to the Executive Leadership or Crisis Management Team immediately.

By resuming essential communication functions within the first 24 hours, Bandtree Sdn Bhd ensures that stakeholders are informed, reassured, and engaged — thereby preserving trust, minimising disruption impact, and laying the groundwork for a smooth transition into full recovery.

AFTER T+24 HOURS (RECOVERY) – Full Restoration and Improvement

Objective: To fully restore all stakeholder communication functions, ensure accurate messaging and service continuity, rebuild trust where needed, and initiate improvements based on lessons learned from the disruption.

1. Full Restoration of Communication Infrastructure

• System Reinstatement:

• Restore all primary communication systems, including:
  • Official email servers
  • CRM platforms
  • Internal messaging tools (e.g. Teams, Slack)
  • Public communication portals (e.g. website, social media)
• Verify the integrity and accessibility of all stakeholder databases and files.

• Functionality Checks:

• Conduct tests across all communication channels to ensure stability and responsiveness.
• Confirm that all backup data has been successfully restored and synced with live systems.

2. Continued Stakeholder Reassurance and Relationship Management

• Client Relationship Management (Sub-CBF 3.1):

• Issue formal service restoration notices to all clients, including details of the resolved disruptions, the steps taken, and the current service status.
• Offer one-on-one briefings or courtesy calls to high-value or directly impacted clients to rebuild confidence.

• Stakeholder Engagement & Government Liaison (Sub-CBF 3.2):

• Submit official post-incident summaries and compliance reports to relevant regulatory authorities and government stakeholders.
• Assure long-term risk mitigation actions and a timeline for any deferred services.

• Service Provider & Contractor Management (Sub-CBF 3.3):

• Re-establish normal engagement processes with contractors and vendors.
• Review and confirm new timelines, deliverables, or contract adjustments resulting from the disruption.

3. Public and Community Outreach

• Public & Community Engagement (Sub-CBF 3.4):

• Release a formal public statement or press release (if applicable) detailing:
  • The disruption
  • Recovery status
  • Acknowledgement of stakeholder support
  • Commitment to improved resilience
• Respond to any lingering concerns raised by the public or community representatives.
• Reinitiate paused community outreach programmes or engagement sessions.

4. Strengthen Internal Communications and Staff Morale

• Internal Stakeholder Communication (Sub-CBF 3.5):

• Share a company-wide summary of lessons learned, success factors, and future preventive actions.
• Thank the staff for their cooperation and adaptability during the crisis period.
• Conduct departmental recovery briefings to ensure everyone is aligned on the recovery path forward.

• Board Reporting:

• Prepare a comprehensive post-incident report for the Board of Directors covering:
  • Stakeholder communication activities
  • Challenges faced
  • Recovery metrics
  • Recommendations for resilience improvement

5. Restoration and Verification of Records

• Client and Stakeholder Records Management (Sub-CBF 3.6):

• Reconcile any manually recorded communication data with digital systems.
• Audit records to ensure no loss of critical data or contact history.
• Secure and archive all crisis-period communications for audit and compliance reference.

6. Post-Recovery Evaluation and Continuous Improvement

• Stakeholder Feedback:

• Conduct satisfaction surveys or interviews with key clients, partners, and internal stakeholders.
• Document concerns, suggestions, and sentiments related to the communication process during the disruption.

• Gap Analysis:

• Review the effectiveness of the communication strategy executed across all six sub-functions.
• Identify bottlenecks, miscommunications, or delays in stakeholder response.

• Improvement Plan Development:

• Update SOPs, contact lists, and stakeholder engagement plans based on feedback and review.
• Integrate new communication tools or automation (e.g. SMS alerts, AI chatbots, social listening tools).
• Schedule additional training sessions for communication staff based on performance gaps.

7. Long-Term Engagement & Relationship Recovery

• Reinforcement of Trust:

• Provide ongoing support or value-added services to affected clients and stakeholders as a goodwill gesture.
• Organise post-incident forums, town halls, or client roundtables to reinforce Bandtree’s commitment to stakeholder care and operational resilience.

• Future-Proofing:

• Strengthen vendor and partner agreements to include defined responsibilities in future business disruptions.
• Expand communication redundancies to reduce dependency on single platforms or personnel.

Summary:

This recovery phase ensures that all elements of CBF-3: Client & Stakeholder Management at Bandtree are fully restored and enhanced. By addressing shortfalls, reinforcing relationships, and incorporating lessons learned, Bandtree strengthens its communication resilience and stakeholder confidence for future challenges.

Summing Up ... 

Effective stakeholder communication during a crisis is not only a matter of operational necessity—it is a strategic imperative for Bandtree.

The procedures outlined in this chapter are designed to ensure that, regardless of the nature or scale of the disruption, the organisation remains transparent, responsive, and aligned with the expectations of its clients, government stakeholders, partners, and internal teams.

By implementing the recovery framework across all six sub-functions of CBF-3, Bandtree reinforces its commitment to resilient and accountable communication.

Continued refinement of these practices—through feedback, simulation, and post-incident reviews—will further enhance Bandtree’s ability to protect stakeholder confidence and ensure sustainable recovery.

This chapter ultimately supports the overarching goal of the BCP: to maintain operational integrity and uphold public trust during times of uncertainty.

To learn more about the course and schedule, click the buttons below for the  BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].