[OR] [BNM] [C4] Comparison Between BNM OR Paper with “Sustain” Phase (P3) of the BCM Institute’s Operational Resilience Planning Methodology

Chapter 4

Comparison with the Sustain Phase [P3] of the OR Planning Methodology

Overview: BCM Institute’s Implement Phase (OR-P2)

The Sustain phase is the third and final phase of the BCM Institute’s Operational Resilience Roadmap.

Once the resilience capabilities have been developed and implemented (P1 and P2), this phase ensures the program becomes an ongoing, embedded organisational capability rather than a one-time project.

Key activities (five stages) include:

1. Introduce Cultural Change Management: Embed resilience thinking into organisational culture.
2. Develop a Communication Strategy: Ensure clear internal and external communication regarding the roles and expectations of resilience.
3. Implement Training and Awareness: Build skills and awareness across the organisation.
4. Provide Self-Assessment: Conduct periodic self-assessments of operational resilience readiness.
5. Conduct Independent Quality Review: Enable internal or independent review to sustain program effectiveness.

Summary: BNM Discussion Paper on Operational Resilience

BNM’s Discussion Paper is a consultative policy document outlining high-level principles and emerging expectations for financial institutions to strengthen operational resilience. It emphasizes:

• Maintaining continuity of critical financial services under severe but plausible disruptions.
• Understanding interdependencies, including people, processes, technology, and third parties, with a focus on customer and systemic impact.
• Governance and accountability at the Board and senior-management levels.
• Severe-scenario testing, impact tolerance, and continuous learning.
• Enhanced ecosystem coordination given digitalisation and outsourcing trends.

Unlike BCM Institute’s methodology (which outlines a structured planning and sustain lifecycle), BNM’s paper serves as a statement of regulatory expectations and principles rather than a step-by-step implementation guide.

Detailed Comparison: Sustain Phase vs. BNM Expectations

Areas of Strong Convergence

Governance & Accountability as Enduring Program Elements

Both frameworks see governance as a continuous responsibility:

• BCM Institute embeds governance within sustainable activities, including communication, self-assessment, and independent review.
• BNM emphasises ongoing oversight by Boards and senior management—not only during planning and implementation.

Takeaway

Sustaining governance focus enables institutions to consistently respond to dynamic risk environments and regulatory expectations.

Continuous Improvement and Assurance

Both frameworks require ongoing evaluation and improvement:

• Self-assessment and independent review in BCM Institute’s Sustain phase embed a cycle of evaluation.
• BNM expects institutions to regularly reassess their resilience posture in light of new risks and test outcomes.

Takeaway

Continuous improvement assures that resilience measures remain appropriate as technology, third-party landscapes, and threat environments evolve.

Communication and Awareness

Communication isn’t just crisis response; it’s a sustainment function that ensures resilience roles are understood, expectations are clear, and lessons are shared — internally and externally.

BNM reinforces that communication to regulators, stakeholders, and customers during stress events is essential to preserve trust.

Takeaway

A sustained communication strategy bridges internal preparedness and external confidence — a key outcome of resilience.

Where BNM Goes Beyond BCM Institute’s Sustain Phase

Practical Implications for Financial Institutions

If an institution uses the BCM Institute’s Sustain phase as the basis for its resilience program:

✔ Strong operational foundation: The activities in P3 cover key elements BNM expects in a mature resilience program (culture, training, assessment).

✔ Complement with ecosystem coordination: Embed processes for third-party and industry collaboration to satisfy BNM’s ecosystem resilience expectations.

✔ Embed regulatory reporting: Adapt sustain activities to include structured evidence and reporting ready for regulatory engagement.

✔ Link self-assessment with risk tolerance and test outcomes: Ensure self-assessment isn’t just a checklist but tied to BNM-style impact tolerances and scenario findings.

Summary Matrix

Sustain Phase Outputs	BNM Operational Resilience Expectations	Status
Cultural Change Metrics	Strong leadership, accountability mindset	Aligned
Communication Plans	Transparent stakeholder communication	Aligned
Training Programs	Competency building for operational risk	Aligned
Self-Assessment Reports	Ongoing resilience evaluation	Aligned
Independent Quality Review reports	Assurance and governance review	Aligned
Regulatory Risk & Ecosystem Reporting	Systemic resilience reporting	Goes Beyond

 

Comparison with BNM OR Paper with BCM Institute's Operational Resilience Planning Methodology
C1	C2	C3	C4	C5

 

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.

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

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