[OR] [AmB] [E3] [CBS] [3] [SuPS] Identify Severe but Plausible Scenarios

CBS-3 Corporate & SME Banking

Identifying Severe but Plausible Scenarios is a foundational step in strengthening operational resilience for Corporate & SME Banking services at AmBank.

These scenarios are not extreme or hypothetical edge cases; instead, they represent realistic, high-impact disruptions that could credibly occur based on AmBank’s operating environment, digital dependency, regulatory obligations, and interconnected third-party ecosystem.

By systematically defining such scenarios, AmBank can better understand vulnerabilities that may threaten its ability to deliver critical services to corporate and SME customers.

For CBS-3 Corporate & SME Banking, these scenarios span credit operations, trade finance, payments, customer servicing, and regulatory compliance, with strong interdependencies on Cyber and ICT systems.

This chapter applies the “severe but plausible” lens to each Sub-CBS to support scenario testing, impact tolerance setting, and integrated risk management, ensuring alignment with Bank Negara Malaysia’s operational resilience expectations and global best practices.

Table P5: Identify Severe but Plausible Scenarios for CBS-3

Sub-CBS Code	Sub-CBS	Severe but Plausible Scenario	Impact / Effect	Proactive Risk Management Action	Link to Integration of Cyber and ICT Risks
3.1	Corporate Lending	Core loan management system outage during the peak corporate drawdown period	Inability to process loan disbursements and repayments; liquidity stress for corporate clients	Dual-site system redundancy; manual fallback disbursement procedures; periodic stress testing	Core banking system resilience, data replication, and cyber recovery controls
3.2	SME Financing & SME Amplify	Digital SME financing platform unavailable due to ransomware attack	SME customers are unable to access financing, and reputational damage and regulatory scrutiny	Endpoint protection, immutable backups, and cyber incident response playbooks	Integration of cybersecurity, ICT recovery time objectives (RTOs), and data integrity controls
3.3	Cash Management & Deposits	Failure ofthe cash management interface with corporate ERP systems	Delayed cash positioning and reconciliation for corporate clients	API monitoring, alternate connectivity channels, client communication protocols	ICT interface resilience, third-party technology risk management
3.4	Trade Finance & Supply Chain Solutions	Trade finance processing system disruption caused by a third-party service provider outage	Delays in LC issuance, guarantees, and trade settlements	Contractual SLAs, exit strategies, and alternate processing arrangements	Third-party ICT risk integration and supply chain cyber resilience
3.5	Digital & Online Banking Platforms	Distributed Denial-of-Service (DDoS) attack on a corporate online banking platform	Corporate and SME clients are unable to initiate transactions or view balances	DDoS mitigation services, traffic throttling, and cyber resilience testing	Network security, real-time monitoring, and ICT threat intelligence integration
3.6	Relationship & Advisory Services	Loss of secure CRM access due to data centre failure	Relationship managers are unable to access client profiles and advisory history	Cloud-based CRM redundancy and offline client access protocols	ICT availability, data resilience, and secure remote access controls
3.7	Risk & Credit Assessment	Credit risk models are unavailable due to data warehouse corruption	Delays in credit approvals; increased operational and credit risk exposure	Data validation controls, backup analytics environment, model recovery testing	Data integrity, analytics platform resilience, and cyber data protection
3.8	Payments & Settlement Services	Real-time payment processing failure during high-value corporate settlements	Payment delays leading to financial losses and contractual breaches	Segregated payment processing environments and transaction rerouting	Payment system, ICT resilience, and cyber fraud monitoring
3.9	Regulatory Reporting & Compliance	Regulatory reporting systems were compromised by malware before the submission deadline	Late or inaccurate regulatory submissions; supervisory actions	Secure reporting environments, pre-submission validation, and cyber hygiene controls	Secure ICT environments and compliance system cyber resilience
3.10	Customer Support & Service Operations	Call centre and CRM systems are unavailable due to a network outage	Increased customer complaints and inability to support corporate clients	Remote call centre capability, alternate CRM access, and crisis communications	Network resilience, secure remote ICT access, and telephony system redundancy

Banner [Summing] [OR] [E3] Identify Severe but Plausible Scenarios

The identification of Severe but Plausible Scenarios for CBS-3 Corporate & SME Banking enables AmBank to move beyond traditional risk assessments and focus on real-world disruptions that could materially impact customers, markets, and regulatory confidence.

By mapping these scenarios across all Sub-CBS components, AmBank gains a clearer understanding of how operational, cyber, and ICT risks converge to threaten service continuity.

More importantly, the proactive risk management actions outlined in this chapter demonstrate how scenario analysis translates into tangible resilience measures—such as system redundancy, cyber preparedness, third-party risk controls, and manual workarounds.

When integrated with cyber and ICT risk management, these scenarios form a critical input into impact tolerance setting, scenario testing, and continuous improvement of AmBank’s operational resilience framework for Corporate & SME Banking services.

Operational Resilience Framework: A Case Study of AmBank Malaysia
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Operational Resilience Framework: A Case Study of AmBank Malaysia

[OR] [AmB] [E3] [CBS] [3] [SuPS] Identify Severe but Plausible Scenarios

Operational Resilience Certified Planner-Specialist-Expert

CBS-3 Corporate & SME Banking

Table P5: Identify Severe but Plausible Scenarios for CBS-3

More Information About OR-5000 [OR-5] or OR-300 [OR-3]

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Operational Resilience Framework: A Case Study of AmBank Malaysia

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Operational Resilience Certified Planner-Specialist-Expert

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Table P5: Identify Severe but Plausible Scenarios for CBS-3

More Information About OR-5000 [OR-5] or OR-300 [OR-3]

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CBS-3 Corporate & SME Banking