For China Construction Bank (Malaysia), resilience is not optional; it is essential to maintaining regulatory compliance, customer trust, and systemic stability.
As a licensed financial institution under Bank Negara Malaysia, the bank must demonstrate the ability to continue delivering critical business services during severe disruptions.
This eBook 2 provides a structured and practical roadmap for implementing operational resilience at CCB Malaysia.
It aligns international best practices with Malaysian regulatory requirements, particularly BNM’s operational resilience expectations, RMiT guidelines, outsourcing standards, and corporate governance policies.
Through the structured three-phase methodology—Plan, Implement, and Sustain—the book guides readers from foundational assessment to full cultural embedding of resilience.
This publication is intended for board members, senior management, risk professionals, IT leaders, compliance officers, and operational teams responsible for safeguarding the bank’s continuity and stability.
This methodology ensures alignment with:
This chapter serves as the structural blueprint for understanding how China Construction Bank (Malaysia) will design, execute, and sustain its Operational Resilience (OR) framework.
Before exploring the detailed mechanics of resilience implementation, readers must first appreciate the rationale behind adopting a structured three-phase methodology—Plan, Implement, and Sustain.
In Malaysia’s increasingly stringent regulatory environment, particularly under Bank Negara Malaysia’s expectations on operational resilience, Risk Management in Technology (RMiT), outsourcing controls, and corporate governance standards, financial institutions are required not only to recover from disruptions but to demonstrate the ability to maintain critical business services within defined impact tolerances.
This chapter, therefore, explains why a systematic, phased approach is necessary to meet both regulatory obligations and strategic objectives.
The purpose of this chapter is to equip the reader with a clear understanding of the architecture and intent of CCB Malaysia’s Operational Resilience Planning Methodology.
By the end of this chapter, readers should be able to articulate the objectives of each phase (Plan, Implement, Sustain), understand how the five stages within each phase interconnect, and recognise how the framework aligns with BNM’s compliance expectations and global best practices.
This foundational clarity ensures that subsequent discussions on execution, governance, and assurance are viewed within a coherent strategic structure rather than as isolated compliance activities.
Establishing the Foundation for Operational Resilience
The Plan phase ensures that CCB Malaysia understands its current capabilities, regulatory obligations, and strategic objectives before executing operational resilience measures.
CCB Malaysia must first evaluate its current operational resilience maturity across:
This aligns with BNM’s expectations that financial institutions maintain sound operational risk management frameworks and technology risk controls under RMiT. The maturity assessment establishes a baseline against which improvements can be measured.
Following the maturity assessment, the bank conducts a structured gap analysis against:
For example, BNM requires financial institutions to ensure that critical systems are recoverable within defined timeframes and that alternate arrangements are in place for major disruptions. Any deficiencies between current capability and regulatory expectations are documented for remediation.
Based on identified gaps, CCB Malaysia formulates a multi-year operational resilience roadmap that includes:
The roadmap must align with the bank’s strategic objectives and regulatory compliance timelines.
BNM expects financial institutions to clearly articulate risk appetite and tolerance thresholds. CCB Malaysia must therefore define:
These risk appetite statements must be approved by the Board and embedded into operational decision-making.
Strong governance is fundamental. CCB Malaysia must:
This supports BNM’s corporate governance policy expectations and ensures accountability at the highest level.
The Implement phase translates strategy into action across business and technology functions.
In line with BNM’s operational resilience guidance, CCB Malaysia identifies services whose disruption would:
Examples may include:
The bank maps end-to-end processes supporting each critical business service, including:
BNM’s outsourcing requirements demand visibility over third-party dependencies and concentration risks.
Impact tolerance defines the maximum acceptable level of disruption. This includes:
These must reflect regulatory expectations and risk appetite statements.
BNM expects severe but plausible scenario testing. CCB Malaysia may test:
Testing ensures that impact tolerances can realistically be met.
Following testing and real incidents, structured reviews must be conducted. Improvements are documented and integrated into systems, processes, and governance frameworks.
Continuous improvement is central to regulatory compliance.
Embedding Resilience into the Organisation
Operational resilience must evolve into a living framework.
Resilience must become embedded in decision-making, product development, and risk discussions. Staff must understand that operational resilience is not solely a compliance requirement but a strategic capability.
Effective crisis communication plans must address:
Clear communication reduces reputational damage during disruptions.
Training programmes ensure that:
Periodic self-assessments evaluate ongoing compliance with:
Independent assurance—through internal audit or external review—validates that operational resilience frameworks are robust, effective, and compliant.
This aligns with BNM’s expectation for independent oversight of risk management frameworks.
Operational resilience represents a strategic transformation in how financial institutions manage risk.
For China Construction Bank (Malaysia), resilience must reflect its dual identity: a Malaysian-regulated financial institution and a subsidiary of a globally systemic banking group.
By adopting the three-phase methodology outlined in this book—Plan, Implement, and Sustain—the bank can:
Operational resilience is not a one-time project but an ongoing discipline. Its success depends on leadership commitment, cultural adoption, regulatory alignment, and continuous improvement.
A resilient bank does not avoid disruption entirely, but one that anticipates, withstands, adapts, and recovers from disruption while continuing to serve customers and uphold financial stability.
Through structured implementation and sustained governance, China Construction Bank (Malaysia) can position itself as a resilient, trusted, and future-ready financial institution within Malaysia’s banking landscape.
Blogs marked [x] are under construction.
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Building a Resilient Banking Institution: Operational Resilience Implementation at China Construction Bank (Malaysia) |
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Building a Resilient Banking Institution: Operational Resilience Implementation at China Construction Bank (Malaysia)
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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.
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.
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If you have any questions, click to contact us. |
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