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Building Organisational Resilience: An Operational Resilience Guide for Malaysian Life Reinsurance
OR BB FI MY Gen-8

[OR] [MLRE] [E3] [CBS] [1] [SuPS] Identify Severe but Plausible Scenarios

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For CBS-1 Reinsurance Underwriting & Pricing, identifying severe but plausible scenarios is a critical step in understanding how operational disruptions could threaten MLRe’s ability to underwrite risks prudently, price accurately, and meet contractual and regulatory obligations.

These scenarios go beyond routine incidents and focus on high-impact, low-frequency events that are realistic within the operating environment of a Malaysian life reinsurer, including technology failures, data integrity issues, governance breakdowns, and external shocks.

Consistent with the BNM 2025 Operational Resilience expectations, the scenarios below are designed to test MLRe’s end-to-end service delivery, explicitly integrating cyber and ICT risks with people, process, third-party, and data dependencies.

Each scenario is paired with evidence of proactive risk management actions, reinforcing a forward-looking and adaptive resilience posture rather than a purely reactive control mindset.

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Moh Heng Goh
Operational Resilience Certified Planner-Specialist-Expert

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Introduction

[OR] [MLRE] [E3] [CBS] [1] [SuPS] Identify Severe but Plausible ScenariosFor CBS-1 Reinsurance Underwriting & Pricing, identifying severe but plausible scenarios is a critical step in understanding how operational disruptions could threaten MLRe’s ability to underwrite risks prudently, price accurately, and meet contractual and regulatory obligations.

These scenarios go beyond routine incidents and focus on high-impact, low-frequency events that are realistic within the operating environment of a Malaysian life reinsurer, including technology failures, data integrity issues, governance breakdowns, and external shocks.

Consistent with the BNM 2025 Operational Resilience expectations, the scenarios below are designed to test MLRe’s end-to-end service delivery, explicitly integrating cyber and ICT risks with people, process, third-party, and data dependencies.

Each scenario is paired with evidence of proactive risk management actions, reinforcing a forward-looking and adaptive resilience posture rather than a purely reactive control mindset.

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

Table P5: Identify Severe but Plausible Scenarios for CBS-1 

Sub-CBS Code

Sub-CBS

Severe but Plausible Scenario

Impact / Effect

Proactive Risk Management Action (Evidence of Readiness)

Link to Integration of Cyber and ICT Risks

1.1

Risk Appetite & Strategy Setting

Senior management decisions are delayed or distorted due to incomplete risk data following a prolonged analytics platform outage

Misaligned underwriting strategy; accumulation of unintended risk exposures

Board-approved fallback decision thresholds; periodic stress testing of underwriting appetite assumptions

Dependency on strategic dashboards, BI tools, and executive reporting platforms

1.2

Data Acquisition & Validation

Critical mortality and experience data corrupted by ransomware during peak renewal season

Inaccurate pricing assumptions; inability to validate treaty terms

Offline data backups; data integrity checks; cyber incident playbooks tested via simulations

Core data repositories, ETL pipelines, and cyber resilience of data lakes

1.3

Risk Modelling & Pricing Analytics

Cloud-based actuarial modelling engine becomes unavailable due to regional cloud service disruption

Pricing delays; reliance on outdated or simplified models

Secondary modelling environment; model tiering and prioritisation framework

Cloud availability risk, model platforms, and vendor resilience

1.4

Underwriting Submission Intake

The automated submission portal is taken offline by a DDoS attack

Inability to receive or track new underwriting submissions

Manual intake procedures; pre-defined service degradation tolerance

Customer-facing portals, network resilience, and perimeter security

1.5

Underwriting Risk Assessment

Key underwriting tools generate inconsistent outputs due to unpatched software defects

Erroneous risk acceptance or rejection decisions

Patch management governance; independent underwriting review triggers

Underwriting systems, version control, and ICT change management

1.6

Pricing & Quotation Formulation

The pricing engine produces incorrect quotations due to a configuration error after an urgent system update

Financial loss; reputational damage with cedants

Maker-checker controls; automated pricing validation rules

Pricing engines, configuration management, and release controls

1.7

Regulatory & Compliance Review

Regulatory reporting logic fails to update following changes in BNM requirements

Non-compliance; supervisory findings

Regulatory change management process; compliance system testing

Compliance tools, regulatory rule engines, and data lineage

1.8

Decision Governance & Approval

Digital approval workflows fail during high-value treaty approvals

Approval bottlenecks; missed market opportunities

Delegation of authority matrices; manual approval escalation paths

Workflow systems, identity access management, and availability controls

1.9

Documentation & Contract Issuance

Contract management system outage delays issuance of legally binding reinsurance treaties

Contractual disputes; revenue recognition delays

Standardised contract templates; secure document repositories

Document management systems and secure storage platforms

1.10

Portfolio Monitoring & Experience Analysis

Experience monitoring dashboards unavailable for an extended period due to a data warehouse failure

Late identification of adverse trends and loss concentrations

Periodic offline reporting packs; predefined monitoring KPIs

Data warehouses, reporting tools, and ICT capacity planning

1.11

Exception & Escalation Handling

Escalation alerts fail due to email and messaging system outage

Delayed management response to underwriting breaches

Multi-channel escalation protocols; manual call-tree activation

Messaging platforms, alerting systems, and ICT redundancy

1.12

Reporting & Feedback Loop

Internal performance and risk feedback reports are delayed due to an analytics system compromise

Weak learning loop; slow corrective actions

Resilience-based reporting timelines; alternative reporting tools

Analytics platforms, cyber monitoring, and data access controls

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

By systematically identifying severe but plausible scenarios across CBS-1 Reinsurance Underwriting & Pricing, Malaysian Life Reinsurance gains a practical and actionable view of where its most critical vulnerabilities lie. 

These scenarios highlight that operational resilience is not solely a technology issue, but a service-level outcome shaped by governance, data quality, third-party reliance, and human decision-making—amplified by cyber and ICT risks.

Aligned with the BNM 2025 Operational Resilience Discussion Paper, this scenario-led approach enables MLRe to set credible impact tolerances, prioritise resilience investments, and demonstrate proactive oversight to regulators and stakeholders. 

Ultimately, identifying and testing these scenarios strengthens MLRe’s ability to continue underwriting and pricing responsibly, even under extreme yet plausible disruption conditions.


Building Organisational Resilience: An Operational Resilience Guide for Malaysian Life Reinsurance

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