---
title: [OR] [P2] [S4] [ST] Stakeholders in Operational Resilience Scenario Planning
description: [OR] [P2] [S4] [ST] Stakeholders in Operational Resilience Scenario Planning
image: https://blog.bcm-institute.org/hubfs/Operational%20Resilience%20OR/OR%20Diagram/OR%20Roadmap%20Diagram/Updated%20OR%20PM%20Diagram/OR%20PM%20%5B2%5D_Conduct%20Scenario%20Testing_V2.png
---
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###### Conducting Scenario Testing: A Practical Guide for Operational Resilience Implementation
![BB OR \[D\] 6](https://blog.bcm-institute.org/hs-fs/hubfs/BB%20OR%20%5BAi%20Gen%20Blog%20Photo%5D/OR%20Pictures%20A/BB%20OR%20Folder%20D/BB%20OR%20%5BD%5D%206.jpg?width=2000&height=1333&name=BB%20OR%20%5BD%5D%206.jpg "BB OR [D] 6")
# \[OR\] \[P2\] \[S4\] \[ST\] Stakeholders in Operational Resilience Scenario Planning
[![Banner \[OR\] \[P2\] \[S4\] Conducting Scenario Testing](https://no-cache.hubspot.com/cta/default/3893111/a8ba87ed-c76c-4e8f-b4fa-4eb3aed30b67.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a8ba87ed-c76c-4e8f-b4fa-4eb3aed30b67)
Operational resilience scenario planning is not a siloed technical exercise—it is a **cross-functional, enterprise-wide capability** that requires coordinated input from multiple stakeholders.
Each stakeholder contributes a distinct perspective, a set of data, and decision-making authority that collectively ensure scenario testing is realistic, severe yet plausible, and aligned with regulatory expectations.
Within the context of the **Bank Negara Malaysia (BNM) Operational Resilience framework (2025 Discussion Paper)**, stakeholder involvement is not optional—it is a **regulatory expectation**. BNM emphasises that financial institutions must demonstrate:
- Clear governance and accountability
- Cross-functional integration across risk, business, and technology
- Board and senior management oversight
- End-to-end understanding of Critical Business Services (CBS)
This chapter outlines the **key stakeholders involved in scenario planning**, what each brings to the table, and how their roles align with BNM’s expectations.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/9589a5fd-463e-499e-a6db-cb1d11448796)
[Moh Heng Goh](https://blog.bcm-institute.org/ebook-or/author/moh-heng-goh) May 5, 2026
###### Operational Resilience Certified Planner-Specialist-Expert
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/58ea4ab9-998a-451c-bb54-801ae4cb782d)
### Stakeholders in Operational Resilience Scenario Planning (Aligned to BNM)
#### **Introduction**
Operational resilience scenario planning is not a siloed technical exercise—it is a **cross-functional, enterprise-wide capability** that requires coordinated input from multiple stakeholders.
Each stakeholder contributes a distinct perspective, a set of data, and decision-making authority that collectively ensure scenario testing is realistic, severe yet plausible, and aligned with regulatory expectations.
Within the context of the **Bank Negara Malaysia (BNM) Operational Resilience framework (2025 Discussion Paper)**, stakeholder involvement is not optional—it is a **regulatory expectation**.
BNM emphasises that financial institutions must demonstrate:
- Clear governance and accountability
- Cross-functional integration across risk, business, and technology
- Board and senior management oversight
- End-to-end understanding of Critical Business Services (CBS)
#### **Purpose of the Chapter**
This chapter outlines the **key stakeholders involved in scenario planning**, what each brings to the table, and how their roles align with BNM’s expectations.
To:
- Identify key stakeholders in operational resilience scenario planning
- Define their roles and contributions
- Demonstrate how stakeholder collaboration supports effective scenario design and testing
- Align stakeholder responsibilities with BNM’s operational resilience expectations
#### **Board of Directors and Board Risk Committee**
##### **What They Bring**
- Strategic oversight and governance
- Approval of resilience strategy, risk appetite, and impact tolerances
- Accountability for ensuring resilience aligns with organisational objectives
##### **Role in Scenario Planning**
- Endorse severe but plausible scenarios
- Review outcomes of scenario testing
- Ensure remediation actions are prioritised
##### **Alignment to BNM**
BNM emphasises **board accountability** in operational resilience. The Board must:
- Understand the disruption impacts on CBS
- Oversee resilience strategy and tolerances
- Ensure adequate resources are allocated
👉 The Board ensures scenario planning is **strategic, not operationally isolated**.
#### **Senior Management (Executive Committee)**
##### **What They Bring**
- Enterprise-wide coordination and decision-making authority
- Ability to translate strategy into execution
- Ownership of resilience across business lines
##### **Role in Scenario Planning**
- Sponsor scenario planning initiatives
- Approve scenarios and testing scope
- Drive cross-functional participation
- Ensure corrective actions are implemented
##### **Alignment to BNM**
BNM requires **active senior management involvement** in:
- Identifying Critical Business Services
- Setting impact tolerances
- Overseeing scenario testing
👉 Senior management ensures scenario planning is **actionable and embedded into operations**.
#### **Operational Resilience / Risk Management Function**
##### **What They Bring**
- Methodology, frameworks, and governance
- Risk identification and scenario design expertise
- Alignment with ORM, BCM, and regulatory expectations
##### **Role in Scenario Planning**
- Lead the design of severe but plausible scenarios
- Facilitate workshops and coordination
- Ensure consistency with risk appetite and impact tolerances
- Integrate outputs into enterprise risk management
##### **Alignment to BNM**
BNM highlights the importance of **integrating operational resilience with Operational Risk Management (ORM)**.
👉 This function ensures scenario planning is **structured, consistent, and risk-driven**.
#### **Business Units / Service Owners (CBS Owners)**
##### **What They Bring**
- Deep knowledge of **Critical Business Services (CBS)**
- Understanding of customer impact and service delivery
- Operational realities and constraints
##### **Role in Scenario Planning**
- Identify critical processes and dependencies
- Validate scenario realism
- Assess impact on customers, revenue, and operations
- Participate in scenario testing exercises
##### **Alignment to BNM**
BNM requires a **service-centric approach**, where institutions:
- Identify CBS
- Understand end-to-end service delivery
- Assess disruption impacts
👉 Business units ensure scenarios are **realistic and customer-impact focused**.
#### **Technology and Cybersecurity Teams**
##### **What They Bring**
- Knowledge of IT systems, infrastructure, and cyber threats
- Understanding of system interdependencies and vulnerabilities
- Expertise in cyber resilience and incident response
##### **Role in Scenario Planning**
- Design technology and cyber-related scenarios (e.g., ransomware, system outages)
- Identify system recovery capabilities (RTO, RPO)
- Validate the resilience of digital channels and infrastructure
##### **Alignment to BNM**
BNM’s framework integrates **technology risk (RMiT) and cyber resilience** into operational resilience.
👉 Technology teams ensure scenarios reflect **modern digital and cyber risks**.
#### **Business Continuity Management (BCM) and Crisis Management (CM) Teams**
##### **What They Bring**
- Established continuity and crisis response frameworks
- Experience in disruption response and recovery
- Testing and exercising expertise
##### **Role in Scenario Planning**
- Align scenario testing with BCM and crisis exercises
- Validate recovery strategies and plans
- Coordinate crisis response during simulations
##### **Alignment to BNM**
BNM expects integration of:
- BCM
- Crisis management
- Operational resilience
👉 BCM/CM ensures scenario planning is **execution-ready and response-oriented**.
#### **Third-Party Risk Management (TPRM) Function**
##### **What They Bring**
- Visibility over outsourced services and vendors
- Understanding of third-party dependencies and concentration risks
##### **Role in Scenario Planning**
- Identify third-party failure scenarios
- Assess the impact of vendor disruption on CBS
- Coordinate with critical vendors during testing
##### **Alignment to BNM**
BNM emphasises **outsourcing and third-party risk** as key resilience considerations.
👉 TPRM ensures scenarios include **external dependency risks**, not just internal failures.
#### **Compliance and Legal Function**
##### **What They Bring**
- Knowledge of regulatory obligations
- Understanding of legal implications during disruptions
##### **Role in Scenario Planning**
- Ensure scenarios consider regulatory breaches
- Assess compliance impact during disruptions
- Advise on legal risks and reporting obligations
##### **Alignment to BNM**
BNM requires institutions to assess:
- Regulatory impact
- Compliance breaches during disruptions
👉 Compliance ensures scenarios reflect **regulatory consequences, not just operational impacts**.
#### **Internal Audit**
##### **What They Bring**
- Independent assurance
- Objective evaluation of framework effectiveness
##### **Role in Scenario Planning**
- Review governance and controls
- Validate the adequacy of scenario design and testing
- Assess remediation effectiveness
##### **Alignment to BNM**
BNM expects an independent** review and assurance** of operational resilience frameworks.
👉 Internal Audit ensures scenario planning is **credible and defensible**.
#### **External Stakeholders (Regulators, Critical Vendors, Industry Bodies)**
##### **What They Bring**
- External perspective and systemic risk awareness
- Industry benchmarking and best practices
##### **Role in Scenario Planning**
- Participate in sector-wide or cross-industry scenarios
- Provide insights on systemic risks
- Support coordinated response testing
##### **Alignment to BNM**
BNM encourages **sector-wide resilience and systemic risk awareness**.
👉 External stakeholders ensure scenarios reflect **systemic and industry-level risks**.
#### **Summary Table: Stakeholder Contributions**
| Stakeholder | Key Contribution | Value to Scenario Planning |
| --- | --- | --- |
| Board | Governance, oversight | Strategic alignment |
| Senior Management | Execution leadership | Enterprise coordination |
| OR / Risk | Methodology, risk expertise | Structured scenario design |
| Business Units | Service knowledge | Realistic impact assessment |
| Technology / Cyber | System & cyber expertise | Digital resilience validation |
| BCM / CM | Response frameworks | Recovery and crisis readiness |
| TPRM | Vendor insights | External dependency risk |
| Compliance / Legal | Regulatory expertise | Compliance impact assessment |
| Internal Audit | Independent assurance | Framework credibility |
| External Stakeholders | Industry perspective | Systemic resilience |
#### **[![\[Banner\] \[Summing\] \[OR\] \[E2\] \[C12\] Performing Scenario Testing](https://no-cache.hubspot.com/cta/default/3893111/4edc500a-7ed8-4428-af55-97cfed79825c.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/4edc500a-7ed8-4428-af55-97cfed79825c)**
Operational resilience scenario planning is only as strong as the **collective strength of its stakeholders**. Each stakeholder contributes a critical piece of the resilience puzzle—strategy, risk insight, operational knowledge, technical expertise, and governance.
In alignment with **Bank Negara Malaysia’s Operational Resilience framework**, institutions must demonstrate that scenario planning is:
- **Board-led and management-driven**
- **Service-centric and risk-informed**
- **Cross-functional and integrated**
- **Tested, validated, and continuously improved**
Ultimately, effective stakeholder engagement transforms scenario planning from a compliance exercise into a **powerful tool for building true operational resilience**—ensuring that financial institutions can **withstand, adapt, and recover from severe disruptions while continuing to deliver Critical Business Services.**
#### 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.
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#### **Comments:**
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