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###### Building Operational Resilience at Bank Julius Baer: A Strategic Implementation Guide
![BB OR \[D\] 1](https://blog.bcm-institute.org/hs-fs/hubfs/OR%20picture/OR%20Pictures%20A/BB%20OR%20Folder%20D/BB%20OR%20%5BD%5D%201.jpg?width=2000&height=1333&name=BB%20OR%20%5BD%5D%201.jpg "BB OR [D] 1")
# \[OR\] \[BJB\] \[E1\] \[C1\] Introducing OR Case Study
[![\[OR\] \[BJB\] \[Full Banner\] Strengthening Banking Resilience A Practical Guide for Bank Julius Baer](https://no-cache.hubspot.com/cta/default/3893111/e929c6dc-a612-428f-b369-59f1b149ace1.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e929c6dc-a612-428f-b369-59f1b149ace1)
[![x eBook Cover \[OR\] \[BJB\] \[E1\] \[2D\]](https://no-cache.hubspot.com/cta/default/3893111/598fb227-ddc9-4fcb-b66a-1e3b1dc01417.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/598fb227-ddc9-4fcb-b66a-1e3b1dc01417)
Operational resilience is an organisation's ability to keep delivering its most important business services when disruptive events occur.
For a financial institution, this requires more than having business continuity plans, disaster recovery arrangements or crisis management procedures.
It requires the organisation to understand which services are most important, how those services are delivered end-to-end, what resources and third parties they depend on, how much disruption it can tolerate, and whether existing resilience arrangements can withstand severe but plausible events.
This chapter introduces an illustrative Operational Resilience case study for [Bank Julius Baer](https://www.juliusbaer.com/sg/?utm_source=chatgpt.com) (BJB) in Singapore.
Bank Julius Baer & Co. Ltd., Singapore Branch is regulated by the Monetary Authority of Singapore (MAS).
Singapore is also an important hub within Julius Baer's international wealth-management network.
Julius Baer operates in approximately 25 countries and 60 locations, with Singapore identified among its principal international locations.
The operating environment of an international private bank creates an important operational-resilience challenge.
A client service delivered in Singapore may depend on people, processes, data, applications, infrastructure, intra-group services and external providers located across several jurisdictions.
Operational resilience must therefore be considered from an **end-to-end service perspective**, rather than solely from the perspective of individual departments, systems or locations.
This case study establishes the organisational context needed before BJB proceeds into the detailed implementation of Operational Resilience.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/82999100-d8aa-47ed-b3b7-b418c3698d2a)
[Moh Heng Goh](https://blog.bcm-institute.org/ebook-or/author/moh-heng-goh) Sep 25, 2026
###### Operational Resilience Certified Planner-Specialist-Expert
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/76215f61-1d28-496b-9b19-d5146352e15d)
### eBook 1: Chapter 1
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/82999100-d8aa-47ed-b3b7-b418c3698d2a)
### **Operational Resilience Case Study for Bank Julius Baer**
[![\[OR\] \[BJB\] \[E1\] \[C1\] Introducing OR Case Study](https://no-cache.hubspot.com/cta/default/3893111/8807dd6b-ad82-4a65-aa8f-ae7b900d147f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/8807dd6b-ad82-4a65-aa8f-ae7b900d147f)
[![x eBook Cover \[OR\] \[BJB\] \[E1\] \[2D\]](https://no-cache.hubspot.com/cta/default/3893111/598fb227-ddc9-4fcb-b66a-1e3b1dc01417.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/598fb227-ddc9-4fcb-b66a-1e3b1dc01417)Operational resilience is an organisation's ability to continue delivering its most important business services when disruptive events occur.
For a financial institution, this requires more than having business continuity plans, disaster recovery arrangements or crisis management procedures.
It requires the organisation to understand which services are most important, how those services are delivered end-to-end, what resources and third parties they depend on, how much disruption it can tolerate, and whether existing resilience arrangements can withstand severe but plausible events.
This chapter introduces an illustrative Operational Resilience case study for [Bank Julius Baer](https://www.juliusbaer.com/sg/?utm_source=chatgpt.com) (BJB) in Singapore.
Bank Julius Baer & Co. Ltd., Singapore Branch is regulated by the Monetary Authority of Singapore (MAS).
Singapore is also an important hub within Julius Baer's international wealth-management network.
Julius Baer operates in approximately 25 countries and 60 locations, with Singapore identified among its principal international locations.
The operating environment of an international private bank creates an important operational-resilience challenge.
A client service delivered in Singapore may depend on people, processes, data, applications, infrastructure, intra-group services and external providers located across several jurisdictions.
Operational resilience must therefore be considered from an **end-to-end service perspective**, rather than solely from the perspective of individual departments, systems or locations.
This case study establishes the organisational context needed before BJB proceeds into the detailed implementation of Operational Resilience.
#### **Purpose and Scope of the Chapter**
This chapter establishes the foundation for implementing Operational Resilience at BJB Singapore.
Before determining resilience requirements, BJB should understand:
- the organisation and its operating model;
- the environment within which it operates;
- the clients and stakeholders dependent upon its services;
- its regulatory obligations;
- the Critical Business Services (CBS) that require protection;
- the people responsible for Operational Resilience;
- the principal internal and external dependencies supporting those services;
- the characteristics that influence its operational risk exposure; and
- the organisational outcomes that the Operational Resilience programme is expected to achieve.
The chapter therefore provides the contextual foundation for subsequent Operational Resilience activities.
The case study should not be interpreted as representing BJB's actual internal Operational Resilience framework.
Where internal information is unavailable, reasonable assumptions have been made based on the characteristics of an international private bank and wealth-management organisation.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/6d07484c-bfdd-4a00-983b-8d2c54bad8e4)Understanding Your Organisation**
##### **Organisational Mandate and Resilience Context**
Julius Baer is an international wealth-management group headquartered in Zurich. Its business is centred on serving private clients through wealth management and related banking and investment services.
Its international network includes Singapore, Hong Kong and other major financial centres.
For this case study, view BJB Singapore as part of a wider international service-delivery ecosystem rather than a completely self-contained operation.
This distinction is important for Operational Resilience.
A service delivered to a Singapore client may involve a combination of:
- Singapore-based relationship managers and investment professionals;
- local operations and control functions;
- regional support teams;
- global shared services;
- central technology platforms;
- market-data providers;
- trading venues;
- payment and settlement infrastructure;
- custodians and sub-custodians;
- correspondent banks;
- brokers and counterparties;
- cloud, telecommunications and technology providers; and
- other intra-group entities.
Julius Baer publicly describes banking, investing, financing and wealth-planning capabilities within its international service offering.
Its investment capabilities include trading and execution, portfolio management, funds, structured products, private-market investments and discretionary mandates.
Consequently, Operational Resilience at BJB should focus on the service-delivery chain's ability to withstand disruption.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c7280eb9-276d-4026-b846-5d0bbf497159)**
#### **Singapore Regulatory Environment**
Bank Julius Baer & Co. Ltd., Singapore Branch is regulated by the [Monetary Authority of Singapore](https://www.mas.gov.sg/?utm_source=chatgpt.com).
For Operational Resilience, an important reference is the MAS **Guidelines on Business Continuity Management**.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/66d1d090-2669-491e-a143-d06edc14eec2)The MAS framework places particular importance on the resilience and recovery of Critical Business Services and Functions. It distinguishes the recovery objective of a critical business service—the **Service Recovery Time Objective (SRTO)**—from the recovery objectives associated with supporting functions and systems.
MAS has clarified that where a critical business service depends upon a critical system, the financial institution should satisfy itself that the recovery objective established for the underlying system enables achievement of the SRTO for the service.
This has an important implication for BJB:
**resilience requirements should ultimately be driven by the service delivered to the client, rather than independently determined by individual supporting components.**
#### **International Operating Model**
BJB Singapore operates within a global banking group.
Julius Baer identifies Singapore as one of the main hubs of Bank Julius Baer & Co. Ltd., alongside other international locations.
This operating model creates both resilience advantages and vulnerabilities.
International capabilities can provide:
- geographic diversification;
- specialist expertise;
- shared technology capabilities;
- alternative operational capacity; and
- access to global market infrastructure.
At the same time, international integration can introduce:
- cross-border dependencies;
- shared technology concentration;
- reliance on common service providers;
- dependency on regional or global teams;
- jurisdictional constraints;
- telecommunications dependencies;
- time-zone considerations; and
- complex recovery coordination requirements.
BJB's Operational Resilience programme should therefore determine not only **what is located in Singapore**, but also **what Singapore depends upon to deliver its Critical Business Services**.
#### **Initial Operational Resilience Assumptions**
At the beginning of the programme, assumptions should be explicitly documented and subsequently validated.
For this case study, the following assumptions provide an initial working position.
| Area | Initial Case-Study Assumption |
| --- | --- |
| Business Model | BJB Singapore primarily operates within private banking and wealth management. |
| Client Profile | Services include clients for whom the availability, accuracy and timeliness of investment and banking services may be important. |
| Operating Model | Service delivery combines Singapore operations with regional, global and third-party capabilities. |
| Technology | Critical client services depend significantly on digital platforms, data, telecommunications and global technology infrastructure. |
| Financial Markets | Several services depend upon exchanges, brokers, custodians, clearing and settlement infrastructure and other financial institutions. |
| Third Parties | External service providers support the end-to-end delivery of certain services. |
| Intra-Group Dependencies | Singapore operations depend upon selected services provided by other Julius Baer entities or global functions. |
| Cyber Risk | Cyber disruption represents a material threat to the availability and integrity of critical banking services. |
| Data | Accurate, timely and recoverable client, transaction and position data is fundamental to service resilience. |
| Regulation | MAS requirements form the primary Singapore regulatory reference for the programme. |
| Resilience Objective | BJB should be able to maintain or restore its Critical Business Services within approved service-level recovery requirements. |
Review these assumptions when detailed organisational information becomes available.
#### **Operational Resilience Team for BJB**
Operational Resilience should not be treated as the Business Continuity function's sole responsibility.
A mature programme requires participation from the business, technology, risk and control functions because a Critical Business Service typically crosses several organisational boundaries.
A proposed BJB Operational Resilience team could include the following roles.
| Role / Function | Principal Operational Resilience Responsibility |
| --- | --- |
| Board / Senior Management | Provide strategic direction, oversight, challenge and accountability. |
| Executive Sponsor | Champion the programme and resolve significant cross-functional issues. |
| Operational Resilience Steering Committee | Govern implementation, review material resilience risks and oversee remediation. |
| Operational Resilience Lead | Coordinate the framework, methodology, programme and reporting. |
| Critical Business Service Owners | Maintain end-to-end accountability for the resilience of assigned CBS. |
| Business Process Owners | Identify processes, resources, vulnerabilities and recovery arrangements supporting each CBS. |
| Business Continuity Management | Provide continuity planning, BIA, recovery and exercise capabilities. |
| Operational Risk Management | Integrate resilience vulnerabilities with the operational-risk framework and risk appetite. |
| Technology / IT Disaster Recovery | Maintain resilience and recovery of critical applications, infrastructure and technology services. |
| Cyber Security | Assess cyber threats, cyber controls and cyber-recovery capabilities. |
| Data Management | Protect the availability, integrity and recoverability of critical data. |
| Third-Party Risk Management | Assess dependencies and resilience of critical external providers. |
| Compliance / Legal | Identify regulatory, legal and compliance implications of service disruption. |
| Crisis Management | Coordinate strategic decision-making and escalation during major disruption. |
| Communications | Manage client, employee, stakeholder and crisis communications. |
| Internal Audit / Independent Review | Provide independent assurance over framework design and effectiveness. |
The actual structure should leverage BJB's existing governance wherever practical rather than create unnecessary parallel committees.
The objective is to establish **clear accountability for end-to-end service resilience**.
#### **Critical Business Services: Key Considerations**
An Operational Resilience programme should distinguish between a **business service** and the activities or resources that support it.
For BJB, focus on services whose disruption could have significant consequences for clients, the institution, or other financial-sector participants.
Potential considerations include:
##### **Client Harm**
Could disruption prevent clients from accessing assets, liquidity, investment services or information when required?
##### **Financial Impact**
Could prolonged disruption result in material losses, settlement failures, uncontrolled exposures or other financial consequences?
##### **Market Impact**
Could disruption affect trading, settlement, counterparties or financial-market infrastructure?
##### **Regulatory Impact**
Could disruption prevent BJB from meeting material regulatory obligations?
##### **Time Criticality**
How quickly would disruption begin to produce significant consequences?
##### **Transaction Characteristics**
Are the affected transactions high-value, time-sensitive or difficult to reverse?
##### **Dependency on Other Institutions**
Do banks, custodians, brokers, counterparties or market infrastructures depend upon the service?
##### **Concentration Risk**
Does the service depend upon a single application, provider, location, team or other common resource?
These considerations allow BJB to move from a broad inventory of activities toward a smaller, management-approved catalogue of Critical Business Services.
#### **Illustrative Critical Business Services for BJB**
The following services provide an initial CBS catalogue for this case study.
They should be regarded as proposed services for validation, not a representation of BJB's actual internal CBS inventory.
| **CBS** | **Proposed Critical Business Service** | **Primary Service Outcome** |
| --- | --- | --- |
| **CBS-1** | **Client Account and Portfolio Access** | Clients and authorised personnel can obtain essential account, position, portfolio and transaction information. |
| **CBS-2** | **Client Cash Transfer and Payment Services** | Eligible client cash transfers and payments can be initiated and completed. |
| **CBS-3** | **Securities Trading and Order Execution** | Eligible investment instructions can be received, controlled, routed and executed. |
| **CBS-4** | **Securities Clearing and Settlement** | Executed securities transactions can be confirmed, cleared and settled accurately. |
| **CBS-5** | **Custody and Safekeeping of Client Assets** | Client assets remain appropriately recorded, safeguarded and available for authorised servicing. |
| **CBS-6** | **Investment Advisory and Portfolio Instruction Services** | Clients can communicate material investment instructions and receive required advisory support. |
| **CBS-7** | **Discretionary Portfolio Management** | Portfolios under discretionary mandates can continue to be monitored and managed within agreed mandates and controls. |
| **CBS-8** | **Foreign Exchange and Liquidity Transaction Services** | Eligible foreign-exchange and liquidity transactions can be executed to support client and investment requirements. |
| **CBS-9** | **Client Asset Servicing and Corporate Actions** | Material corporate actions and other time-sensitive asset-servicing events can be processed. |
| **CBS-10** | **Critical Client Communication and Instruction Management During Disruption** | BJB can maintain authenticated communication with clients and process critical instructions during disruption. |
A subsequent chapter should subject these candidate services to formal criticality assessment and management approval.
#### **Key Characteristics of BJB Relevant to Operational Resilience**
Several characteristics of BJB's operating model should shape the design of its Operational Resilience programme.
##### **High-Value Client Relationships**
Private banking involves services where individual client relationships and transactions may represent significant financial value.
Consequently, criticality should not be assessed purely by the number of customers or transactions affected.
A disruption affecting a relatively small population could still create material financial or client consequences.
##### **Dependence on Financial Markets**
Investment and wealth-management services operate within financial markets that continue functioning independently of BJB.
If BJB experiences disruption while markets remain open, clients may still need to:
- execute investment instructions;
- reduce market exposure;
- obtain liquidity;
- respond to margin or financing requirements;
- participate in corporate actions; or
- react to significant market movements.
This creates a strong relationship between the timing of disruption and the severity of impact.
##### **International Interdependencies**
BJB's international structure means a service delivered in Singapore may depend upon capabilities outside Singapore.
Operational Resilience should therefore identify dependencies across:
- Singapore;
- regional operations;
- global functions;
- shared technology;
- external providers; and
- financial-market infrastructure
The analysis should follow the service across organisational and geographic boundaries rather than stop at the Singapore branch boundary.
##### **Technology and Data Dependency**
Modern wealth management depends extensively on technology.
Examples include:
- client and portfolio platforms;
- order-management systems;
- trading platforms;
- payment systems;
- market-data services;
- authentication services;
- communications;
- risk-management systems;
- settlement interfaces; and
- reporting platforms.
BJB has publicly described digital advisory capabilities that support an end-to-end advisory process in Asia, illustrating the importance of technology to delivering wealth-management services.
Operational Resilience should therefore consider **technology availability and data integrity together**.
Restoring an application without reliable underlying data does not necessarily restore the business service.
##### **Third-Party Dependency**
The end-to-end delivery of financial services may depend upon organisations outside BJB's direct operational control.
Examples can include:
- cloud providers;
- telecommunications providers;
- market-data providers;
- brokers;
- custodians;
- sub-custodians;
- correspondent banks;
- exchanges;
- clearing organisations; and
- settlement infrastructure.
A CBS's resilience can therefore be constrained by the weakest critical dependency in its service chain.
##### **Cyber Threat Exposure**
Cyber incidents can simultaneously affect technology availability, information integrity, client confidence and operational capacity.
Operational Resilience should therefore consider cyber events not merely as information-security incidents but as potential **business-service disruptions**.
Relevant scenarios could include ransomware, destructive malware, compromised privileged access, data corruption, distributed denial-of-service attacks and disruption affecting a critical technology provider.
##### **Initial Operational Resilience Risk Understanding**
At the foundation stage, BJB does not need to know every failure scenario in detail. It should, however, establish an initial view of the disruption categories that could affect its Critical Business Services.
| **Risk Theme** | **Illustrative Operational Resilience Concern** |
| --- | --- |
| Cyberattack | Loss of availability or integrity of critical banking platforms |
| Technology Failure | Failure of trading, payment, custody or portfolio systems |
| Data Corruption | Inability to establish trusted client, position or transaction records |
| Third-Party Failure | Prolonged outage affecting a critical provider |
| Telecommunications Failure | Loss of connectivity to clients, staff, markets or service providers |
| Market Infrastructure Failure | Inability to execute, clear or settle transactions |
| Facility Disruption | Loss of access to critical Singapore premises |
| Workforce Disruption | Insufficient personnel to operate priority services |
| Regional Event | Simultaneous disruption across multiple Asian locations |
| Global Shared-Service Failure | Loss of a group capability supporting Singapore CBS |
| Cloud / Data Centre Failure | Unavailability of infrastructure hosting critical systems |
| Severe Market Volatility | Significant increase in transaction and client-contact volumes while resilience is degraded |
| Compound Event | Two or more disruptions occurring concurrently or sequentially |
The final Operational Resilience framework should pay particular attention to **compound scenarios**.
A severe but plausible event may not involve the failure of only one resource. For example, a cyberattack may coincide with market volatility, increased client contact volumes and degraded third-party services.
#### **Establishing Organisational Goals for BJB's Operational Resilience**
Operational Resilience should have explicit organisational goals.
For this case study, the proposed overarching goal is:
**To enable BJB Singapore to continue delivering its Critical Business Services during severe but plausible disruptions, while protecting clients, maintaining the safety and soundness of the institution, meeting applicable regulatory obligations and supporting confidence in its financial services.**
This overarching goal translates into eight implementation objectives.
| **Objective** | **Intended Outcome** |
| --- | --- |
| **1. Identify Critical Business Services** | Establish a management-approved catalogue of services requiring enhanced resilience. |
| **2. Establish Service Ownership** | Assign accountable senior owners for each CBS. |
| **3. Define Recovery Requirements** | Establish appropriate SRTOs and supporting recovery requirements. |
| **4. Map Interconnections and Interdependencies** | Understand the people, processes, technology, data, facilities, third parties and intra-group services supporting each CBS. |
| **5. Identify Vulnerabilities** | Determine single points of failure, concentration risks and capability gaps. |
| **6. Test Severe but Plausible Scenarios** | Demonstrate whether CBS can continue or recover under credible severe disruption. |
| **7. Remediate Resilience Weaknesses** | Implement improvements where capabilities do not meet approved resilience requirements. |
| **8. Sustain Operational Resilience** | Establish governance, monitoring, training, testing, assurance and continuous improvement. |
##### **Translating Goals into Measurable Outcomes**
Operational Resilience should ultimately produce demonstrable evidence rather than rely upon policy statements.
BJB should therefore establish measurable outcomes such as:
| Area | Example Evidence of Achievement |
| --- | --- |
| CBS Identification | Approved CBS catalogue |
| Governance | Named CBS owners and approved accountability structure |
| Recovery | Approved SRTO for each CBS |
| Mapping | Current end-to-end dependency maps |
| Technology | Recovery capabilities aligned with CBS requirements |
| Third Parties | Critical provider dependencies identified and assessed |
| Testing | Severe but plausible scenarios completed |
| Vulnerabilities | Material resilience gaps recorded and risk-assessed |
| Remediation | Actions assigned, tracked and completed |
| Crisis Management | Escalation and decision-making arrangements exercised |
| Management Information | Regular resilience reporting to senior management |
| Assurance | Independent review of framework effectiveness |
| Continuous Improvement | Lessons incorporated into subsequent resilience improvements |
This changes the management question from:
**"Do we have business continuity and disaster recovery plans?"**
to:
**"Can we demonstrate that our Critical Business Services can continue or recover within their approved service requirements when severe disruption occurs?"**
That is a materially different standard of resilience.
#### **Relationship with Existing Risk and Resilience Disciplines**
Operational Resilience should not replace existing disciplines at BJB.
Instead, it should integrate them to protect Critical Business Services.
Relevant disciplines include:
- Enterprise and Operational Risk Management;
- Business Continuity Management;
- IT Disaster Recovery;
- Technology Risk Management;
- Cyber Resilience;
- Third-Party Risk Management;
- Crisis Management;
- Incident Management;
- Data Management;
- Information Security;
- Compliance;
- Financial Risk Management; and
- Internal Audit.
BCM Institute similarly distinguishes Operational Resilience from traditional BCM by describing Operational Resilience as broader in scope and focused on maintaining critical services through disruption, while BCM remains an important recovery-oriented discipline within the wider resilience capability.
The objective is therefore not to create another organisational silo labelled "Operational Resilience."
The objective is to connect existing capabilities around a common question:
**Can BJB continue delivering the service that matters when several supporting components are under stress at the same time?**
#### **Management Questions at the End of the Foundation Stage**
At the conclusion of this initial organisational assessment, BJB senior management should be able to answer the following questions:
1. What services are most important to our clients and the institution?
2. Why are these services considered critical?
3. Who is accountable for each Critical Business Service?
4. How quickly must each service be restored?
5. What business functions support each service?
6. Which people, technologies, data, facilities and third parties are required?
7. Which dependencies exist outside Singapore?
8. Where are our major concentration risks and single points of failure?
9. What severe but plausible scenarios could disrupt several dependencies simultaneously?
10. Can our existing recovery arrangements meet the required service outcome?
11. What evidence demonstrates that they can?
12. Where are our resilience vulnerabilities?
13. Who is responsible for remediating those vulnerabilities?
14. How will senior management know whether resilience is improving?
An organisation that cannot answer these questions consistently does not yet have sufficient visibility of its end-to-end operational resilience.
### **[![Banner \[Summing\] \[OR\] \[E1\] \[C1\] Introducing OR Case Study](https://no-cache.hubspot.com/cta/default/3893111/d2e2c339-9a7d-496d-924a-d75107cf7afe.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d2e2c339-9a7d-496d-924a-d75107cf7afe)**
This chapter has established the foundation for the Bank Julius Baer Singapore Operational Resilience case study.
BJB Singapore operates within a highly interconnected financial services environment. Its ability to serve clients can depend upon local personnel, regional and global functions, technology platforms, accurate data, financial-market infrastructure, intra-group arrangements and external service providers.
This interconnected operating model means resilience cannot be assessed solely at the level of individual departments, applications or recovery plans.
The Operational Resilience programme should instead focus on the **continuity of Critical Business Services from the service recipient's perspective**.
The case study has therefore established four foundational principles.
First, **Operational Resilience is service-led**. BJB should identify the business services whose disruption could produce significant consequences for clients, the institution or the wider financial ecosystem.
Second, **Operational Resilience is end-to-end**. The organisation must understand all material people, processes, technology, data, facilities, third-party and intra-group dependencies required to deliver each CBS.
Third, **Operational Resilience is outcome-oriented**. Continuity plans or redundant technology alone do not demonstrate resilience.
BJB must establish appropriate service recovery requirements and demonstrate through testing that it can meet them.
MAS has specifically highlighted the relationship between the SRTO of a critical business service and the recovery objectives of the functions and systems supporting it.
Finally, **Operational Resilience requires collective accountability**. Business owners, technology, BCM, Operational Risk, Cyber Security, Third-Party Risk Management, Crisis Management and other functions must operate within an integrated governance structure rather than as independent resilience disciplines.
These foundations provide the organisational context for the next stage of the implementation journey.
The next chapter should build upon this foundation by examining BJB's organisational and operating environment in greater detail—including the internal and external factors, stakeholders, regulatory considerations, technology dependencies, third-party relationships and emerging threats that influence the design of its Operational Resilience programme.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/3aefb2d2-3110-47c1-ad4f-d3e6e5381066)
Blogs marked \[x\] are under construction
| ##### Understanding Your Organisation | | | | | | |
| --- | --- | --- | --- | --- | --- | --- |
| **C1** | **C2 \[x\]** | **C3 \[x\]** | **C4 \[x\]** | **C5** | | |
| [![\[OR\] \[BJB\] \[E1\] \[C1\] Introducing OR Case Study](https://no-cache.hubspot.com/cta/default/3893111/8807dd6b-ad82-4a65-aa8f-ae7b900d147f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/8807dd6b-ad82-4a65-aa8f-ae7b900d147f) | [![\[OR\] \[GEN\] \[E1\] \[C2\] Understanding Your Organisation](https://no-cache.hubspot.com/cta/default/3893111/ced1bdb4-c85e-4ebe-8878-082aea79ef6a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/ced1bdb4-c85e-4ebe-8878-082aea79ef6a) | [![\[OR\] \[GEN\] \[E1\] \[C3\] Examining Operating Environment](https://no-cache.hubspot.com/cta/default/3893111/cc870a30-329c-416c-bda9-ffd799be3d62.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/cc870a30-329c-416c-bda9-ffd799be3d62) | [![\[OR\] \[GEN\] \[E1\] \[C4\] Composing the OR Team](https://no-cache.hubspot.com/cta/default/3893111/695d257f-c746-48a6-a463-26b3b6a8a7d1.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/695d257f-c746-48a6-a463-26b3b6a8a7d1) | [![\[OR\] \[BJB\] \[E1\] \[C5\] Identifying Critical Business Services](https://no-cache.hubspot.com/cta/default/3893111/cb1ac920-adef-44fe-8978-e9fd79bd928a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/cb1ac920-adef-44fe-8978-e9fd79bd928a) | | |
| **C6 \[x\]** | **C7 \[x\]** | **C8 \[x\]** | **C9 \[x\]** | **eBook Cover** | | |
| [![\[OR\] \[GEN\] \[E1\] \[C6\] Analysing Key Characteristics](https://no-cache.hubspot.com/cta/default/3893111/312be1e5-fa5e-40cd-ae3b-55f729092d4a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/312be1e5-fa5e-40cd-ae3b-55f729092d4a) | [![\[OR\] \[GEN\] \[E1\] \[C7\] Establishing Organisational Goals for Operational Resilience](https://no-cache.hubspot.com/cta/default/3893111/36ee9cb1-b726-4615-ad89-cfdebc4ecbf4.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/36ee9cb1-b726-4615-ad89-cfdebc4ecbf4) | [![\[OR\] \[GEN\] \[E1\] \[C8\] Summary](https://no-cache.hubspot.com/cta/default/3893111/24dde137-e587-4125-ac61-a0b0577d1f61.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/24dde137-e587-4125-ac61-a0b0577d1f61) | [![\[OR\] \[GEN\] \[E1\] \[C9\] \[Back Cover\] OR](https://no-cache.hubspot.com/cta/default/3893111/e234eb57-ece8-484b-8ab0-96f336d8396d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e234eb57-ece8-484b-8ab0-96f336d8396d) | [![x eBook Cover \[OR\] \[BJB\] \[E1\] \[2D\]](https://no-cache.hubspot.com/cta/default/3893111/598fb227-ddc9-4fcb-b66a-1e3b1dc01417.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/598fb227-ddc9-4fcb-b66a-1e3b1dc01417) | | |
| | | | | | | |
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/084e620a-46c5-419a-82ed-6a681d15c0b6)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/bb4fe8cd-c7d5-4a8a-a46c-6bad4aaf9230)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, offer in-depth insights and practical toolkits to embed this model effectively.
#### More Information About OR-5000 \[OR-5\] or OR-300 \[OR-3\]
To learn more about the course and schedule, click the buttons below for the OR-300 Operational Resilience Implementer course and the OR-5000 Operational Resilience Expert Implementer course.
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/3530eccb-515d-401e-afc2-3469e26d7fbf) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/fdd4fa9c-ed69-40c1-925f-4eb6a1c5c255) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/77a34b84-0a6d-44f8-b8d6-6ab04cdf5edd) |
| --- | --- | --- |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/6e5c0cda-39b9-4bbd-b3d4-4cf46a790b14) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/a68a08aa-36d3-4216-9551-202c9fde06ea) | [![ \[BL-OR\] \[3-4-5\] View Schedule](https://no-cache.hubspot.com/cta/default/3893111/d0d733a1-16c0-4b68-a26d-adbfd4fc6069.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d0d733a1-16c0-4b68-a26d-adbfd4fc6069) |
| [![\[BL-OR\] \[3\] FAQ OR-300](https://no-cache.hubspot.com/cta/default/3893111/f20c71b4-f5e8-4aa5-8056-c374ca33a091.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/f20c71b4-f5e8-4aa5-8056-c374ca33a091) | If you have any questions, click to contact us.[![Email to Sales Team \[BCM Institute\]](https://no-cache.hubspot.com/cta/default/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/7f2718a4-ea80-4f84-a319-dc2d4df37a46) |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/74b1e556-8cd2-4a74-8821-db1804534955) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/f2bd8eb1-32d2-4732-9267-ea53223cf58f) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/084e620a-46c5-419a-82ed-6a681d15c0b6) |
#### **Comments**
---
---
---
---
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