[OR] [BDCB] [E2] [C14] Five Stages of the "Sustain" Phase

Chapter 14

Sustain Phase – Five Stages of Operational Resilience Planning Methodology

Introduction

The Sustain phase of the Brunei Darussalam Central Bank’s (BDCB) Operational Resilience Planning Methodology focuses on ensuring that resilience practices are not only established but also deeply embedded into the organisation’s culture and operations.

 Unlike the earlier phases, which concentrate on planning and implementation, the Sustain phase emphasises long-term continuity, learning, and improvement.

For BDCB, sustaining resilience is critical in fulfilling its mandate to safeguard Brunei’s monetary and financial stability, particularly in the face of dynamic global challenges and emerging risks.

This phase recognises that resilience is not static; it requires continuous effort, adaptation, and reinforcement.

Through cultural change, structured communication, ongoing training, self-assessment, and independent review, BDCB ensures that its resilience framework evolves in tandem with the institution’s needs and the financial system’s complexity.

By embedding these practices, BDCB strengthens not only its internal capacity but also the confidence of the financial sector and the public it serves.

This chapter outlines the five stages of the Sustain phase:

1. Introduce Cultural Change
2. Develop Communication Strategy
3. Implement Training and Awareness
4. Provide Self-assessment
5. Conduct an Independent Quality Review

Stage 1: Introduce Cultural Change

The foundation of long-term resilience lies in cultivating a culture that values and prioritises resilience across all levels of the organisation.

For BDCB, cultural change involves ensuring that resilience is seen not only as a compliance requirement but also as a core organisational value.

Implementation steps:

• Leadership alignment: Senior management demonstrates commitment by actively promoting resilience practices in decision-making.
• Embedding resilience values: Operational resilience is integrated into daily operations, risk management discussions, and performance appraisals.
• Role modelling: Managers and team leaders exhibit behaviours that align with resilience objectives, setting expectations for their teams.

Example: BDCB could introduce a “Resilience in Practice” campaign, where success stories (e.g., effective responses to disruptions in payment systems or cyber incidents) are shared across departments to encourage staff to internalise resilience as part of their professional identity.

Stage 2: Develop Communication Strategy

A structured communication strategy ensures that staff, stakeholders, and external partners are consistently informed about resilience initiatives and expectations.

For BDCB, clear communication is essential to maintaining stakeholder confidence and ensuring operational stability in the financial system.

Implementation steps:

• Internal communication: Regular updates through intranet portals, newsletters, or town hall meetings on resilience initiatives.
• External communication: Proactive engagement with financial institutions, regulators, and the public to highlight resilience readiness.
• Crisis communication protocols: Ensuring that during a disruption, information is disseminated promptly, accurately, and transparently.

Example

BDCB can develop a dedicated “Operational Resilience Updates” section on its website to provide stakeholders with timely updates on resilience measures, particularly in response to global economic shocks or cyber threats.

Stage 3: Implement Training and Awareness

Knowledge and preparedness are vital for resilience. BDCB staff need continuous training to ensure they remain equipped to manage evolving risks and disruptions.

Implementation steps:

• Regular training sessions: Targeted training for staff at all levels, including scenario-based exercises and simulations.
• Awareness campaigns: Posters, digital infographics, and newsletters reinforcing key resilience messages.
• Specialised programs: Training for crisis management teams, IT recovery specialists, and senior leadership.

Example

BDCB could conduct an annual cross-departmental simulation exercise, such as responding to a disruption in Brunei’s payment settlement system, to test interdepartmental coordination and readiness.

Stage 4: Provide Self-assessment

Self-assessment allows BDCB to evaluate its resilience maturity and identify areas for improvement before issues escalate.

Implementation steps:

• Standardised assessment tools: Develop self-assessment checklists aligned with resilience standards such as ISO 22301 and the BDCB’s own regulatory frameworks.
• Departmental reviews: Each department assesses its critical processes, resources, and potential vulnerabilities.
• Gap analysis: Identify weaknesses in controls, strategies, or response mechanisms.

Example

The IT division could conduct a quarterly self-assessment of its disaster recovery preparedness, including recovery time objectives for critical applications such as real-time gross settlement (RTGS) systems, and report findings to the Resilience Steering Committee.

Stage 5: Conduct Independent Quality Review

An independent review ensures objectivity and accountability in assessing resilience measures. It provides confidence to both internal stakeholders and external regulators that BDCB’s operational resilience framework is robust and effective.

Implementation steps:

• External auditors or consultants: Engage independent reviewers with expertise in operational resilience and financial sector risk management.
• Benchmarking: Compare resilience practices with regional central banks or international standards.
• Action plans: Recommendations from the review are translated into actionable steps with accountability assigned.

Example

BDCB could commission an annual independent resilience audit, assessing its crisis management framework against international best practices (e.g., Bank of England’s operational resilience framework), ensuring continuous improvement and alignment with global standards.

Summing Up ... Institutionalising Resilience

The Sustain phase marks the transformation of operational resilience from a set of procedures into a lasting organisational mindset at BDCB.

By cultivating a resilience-oriented culture, maintaining open communication, investing in staff knowledge, and instituting both internal and independent reviews, the Central Bank ensures that resilience is a continuous journey rather than a one-time achievement.

For BDCB, this sustained approach reinforces its role as a trusted guardian of financial stability in Brunei Darussalam.

By continually refreshing and improving its resilience capabilities, BDCB remains well-positioned to anticipate, withstand, and recover from disruptions—safeguarding the nation’s financial system and ensuring long-term confidence among stakeholders.

Gain Competency: For organisations looking to accelerate their journey, BCM Institute’s training and certification programs, including the OR-5000 Operational Resilience Expert Implementer course, provide in-depth insights and practical toolkits for effectively embedding this model.