---
title: [OR] [PIDM] [E2] [C1] Overview of Operational Resilience Planning Methodology
description: [OR] [PIDM] [E2] [C1] Overview of Operational Resilience Planning Methodology
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###### Building Operational Resilience at PIDM: A Strategic Implementation Guide
# \[OR\] \[PIDM\] \[E2\] \[C1\] Overview of Operational Resilience Planning Methodology
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/7a6f5c32-e8ae-42c9-acb3-ba7f4b3f4998)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/ec53b531-aa72-45a7-92e6-500f45d3d29c)
For Perbadanan Insurans Deposit Malaysia (PIDM), operational resilience is particularly important because of its responsibilities relating to deposit insurance, takaful, insurance benefits protection, and member institution resolution.
PIDM must be able to fulfil these responsibilities during periods of financial stress, member institution failure, cyber incidents, technology outages, and other severe but plausible disruptions.
Disruptions may extend beyond PIDM's internal operations. They could affect depositors, policy owners, member institutions, relevant authorities, and confidence in Malaysia's financial system.
Traditional Business Continuity Management (BCM) provides an important foundation by identifying critical functions, establishing recovery strategies, and preparing continuity arrangements.
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/de86b74e-d06f-49d8-bad6-d7a62c7df1b3)
[Moh Heng Goh](https://blog.bcm-institute.org/ebook-or/author/moh-heng-goh) Sep 23, 2026
###### Operational Resilience Certified Planner-Specialist-Expert
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/52e8419c-3654-4d2f-815d-aa9dca0619a5)
### eBook 2: Chapter 1
**[](https://cta-redirect.hubspot.com/cta/redirect/3893111/de86b74e-d06f-49d8-bad6-d7a62c7df1b3)**
### **Introduction to PIDM’s Operational Resilience Planning Methodology**
#### **Introduction**
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/2b3bd1cd-ecdd-4d5a-9d22-3a02994ffa01)Operational resilience is an organisation's ability to anticipate, prepare for, respond to, recover from, and adapt to disruptions while continuing to deliver its critical business services (CBS) within acceptable limits.
For Perbadanan Insurans Deposit Malaysia (PIDM), operational resilience is particularly important because of its responsibilities relating to deposit insurance, takaful, insurance benefits protection, and member institution resolution.
PIDM must be able to fulfil these responsibilities during periods of financial stress, member institution failure, cyber incidents, technology outages, and other severe but plausible disruptions.
Disruptions may extend beyond PIDM's internal operations. They could affect depositors, policy owners, member institutions, relevant authorities, and confidence in Malaysia's financial system.
Traditional Business Continuity Management (BCM) provides an important foundation by identifying critical functions, establishing recovery strategies, and preparing continuity arrangements.
Operational resilience builds upon these capabilities by focusing on the continued delivery of end-to-end critical business services, including their dependencies on people, processes, technology, information, facilities, and third parties.
To establish a structured and sustainable operational resilience programme, this guide proposes a three-phase Operational Resilience Planning Methodology for PIDM:
![\[OR\] \[PM\] Three Phases OR Planning Methodology](https://blog.bcm-institute.org/hs-fs/hubfs/%5BOR%5D%20%5BPM%5D%20Diagram/%5BOR%5D%20%5BPM%5D%20Three%20Phases%20OR%20Planning%20Methodology.png?width=787&height=587&name=%5BOR%5D%20%5BPM%5D%20Three%20Phases%20OR%20Planning%20Methodology.png)
The methodology comprises fifteen interconnected stages that provide a practical implementation journey from understanding PIDM's existing resilience capabilities to establishing an operational resilience programme that can be maintained, tested, and improved.
Although presented sequentially, the phases are interconnected. Findings from scenario testing, self-assessment, and independent reviews may require PIDM to revisit earlier planning decisions, refine impact tolerances, or strengthen its governance arrangements.
This chapter explains the purpose, activities, expected outputs, and practical application of each stage using illustrative examples relevant to PIDM.
#### **Purpose of the Chapter**
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/8f21052d-df77-4800-a1aa-d8814f521b1f)[](https://cta-redirect.hubspot.com/cta/redirect/3893111/ec53b531-aa72-45a7-92e6-500f45d3d29c)This chapter explains PIDM's proposed Operational Resilience Planning Methodology so readers can understand it before implementing the individual stages.
Operational resilience cannot be achieved through isolated activities such as developing continuity plans, conducting technology recovery exercises, or documenting critical business services.
These activities must be integrated into a coordinated programme with clear strategic direction, accountable ownership, measurable resilience expectations, and continuous management oversight.
The three-phase methodology provides this integration.
By completing this chapter, readers should be able to:
1. Explain the purpose and structure of the Plan, Implement, and Sustain phases.
2. Understand the five stages within each phase and how they contribute to operational resilience.
3. Identify the principal activities and deliverables associated with each stage.
4. Apply the methodology to PIDM's deposit insurance, protection, and resolution responsibilities.
5. Understand how governance, impact tolerances, scenario testing, and continuous improvement work together.
6. Recognise how the methodology can support alignment with applicable Malaysian regulatory expectations and international operational resilience principles.
The chapter also establishes a common implementation language for PIDM's senior management, operational resilience team, business service owners, BCM practitioners, risk managers, technology teams, and other stakeholders.
Implementation assumption: The methodology described in this chapter is a proposed framework for PIDM. It does not represent a confirmed description of PIDM's existing internal methodology, organisational structure, approved critical business services, or governance arrangements.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/1fe47037-0739-4367-a3bd-31265a1358af)
### **Phase 1: Plan — Establishing the Foundation**
**[](https://cta-redirect.hubspot.com/cta/redirect/3893111/a99da3ed-fa5c-4a92-834e-b34d3c0fc089)**
**![\[OR\] \[PM\] \[P1\] \[Plan\] Establishing the Foundation](https://blog.bcm-institute.org/hs-fs/hubfs/%5BOR%5D%20%5BPM%5D%20Diagram/%5BOR%5D%20%5BPM%5D%20%5BP1%5D%20%5BPlan%5D%20Establishing%20the%20Foundation.png?width=789&height=130&name=%5BOR%5D%20%5BPM%5D%20%5BP1%5D%20%5BPlan%5D%20Establishing%20the%20Foundation.png)**
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/99882495-4654-4d10-8cd4-41a72d1ce090)The Plan phase establishes the organisational foundation required for an effective operational resilience programme.
It enables PIDM to understand its current capabilities, identify weaknesses, determine strategic priorities, and establish the governance arrangements necessary for implementation.
PIDM should undertake this phase before making substantial investments in new resilience capabilities. Without a clear understanding of the current position and desired outcomes, PIDM risks duplicating existing arrangements, allocating resources inefficiently or implementing improvements that do not address its most significant vulnerabilities.
The Plan phase comprises five stages.
![\[OR\] \[PM\] \[P1\] Implementation Sequence](https://blog.bcm-institute.org/hs-fs/hubfs/%5BOR%5D%20%5BPM%5D%20Diagram/%5BOR%5D%20%5BPM%5D%20%5BP1%5D%20Implementation%20Sequence.png?width=790&height=467&name=%5BOR%5D%20%5BPM%5D%20%5BP1%5D%20Implementation%20Sequence.png)
#### **Plan Phase – Stage 1: Assess Capability and Maturity**
##### Objective
Establish PIDM's current operational resilience capabilities and determine the maturity of its existing arrangements.
The first stage involves conducting a structured assessment of PIDM's ability to withstand and respond to severe disruptions.
The assessment should examine existing BCM, operational risk management, crisis management, cyber resilience, IT disaster recovery, third-party risk management and resolution preparedness arrangements.
It should also consider the effectiveness of governance, accountability, service identification, dependency mapping, disruption tolerance setting and scenario testing.
A maturity assessment should distinguish between the existence of documented policies and the demonstrated effectiveness of operational capabilities.
For example, having a disaster recovery plan does not necessarily show that PIDM can deliver insured deposit reimbursement during a simultaneous technology outage and member bank failure.
##### Illustrative PIDM example
PIDM conducts an enterprise operational resilience maturity assessment and discovers that its technology recovery arrangements are documented and regularly exercised. However, existing exercises primarily assess individual systems rather than the complete insured deposit reimbursement service.
The assessment identifies an opportunity to extend testing across depositor information acquisition, eligibility determination, payment authorisation, disbursement and public communication.
Expected deliverables: Operational Resilience Capability Assessment Report, maturity assessment results, existing capability inventory and preliminary improvement observations.
#### **Plan Phase – Stage 2: Analyse Gap**
##### Objective
Identify differences between PIDM's current resilience capabilities and its desired operational resilience outcomes.
The gap analysis builds on the capability and maturity assessment.
It compares existing practices against the target operating model, relevant regulatory considerations, internal risk expectations and recognised operational resilience principles.
The analysis should examine weaknesses in service identification, governance, mapping, third-party arrangements, impact tolerances, scenario testing and assurance.
Assess each gap according to its potential consequences for critical service delivery.
##### Illustrative PIDM example
PIDM identifies that its existing BCM programme contains recovery time objectives for the reimbursement application but does not define the maximum acceptable disruption to the end-to-end reimbursement service.
The gap analysis also identifies limited visibility over the recovery arrangements of an external payment partner.
Both findings are recorded as resilience gaps requiring further assessment and remediation.
Expected deliverables: Operational Resilience Gap Analysis Report, prioritised gap register, preliminary remediation requirements and accountable action owners.
#### **Plan Phase – Stage 3: Develop Strategy and Roadmap**
##### Objective
Establish PIDM's strategic approach to operational resilience and translate identified gaps into an achievable implementation programme.
The strategy should define the intended resilience outcomes, scope, priorities, implementation principles, resource requirements and management responsibilities.
The roadmap should organise improvement activities into realistic implementation milestones.
It should distinguish between immediate measures that address significant vulnerabilities and longer-term initiatives that require structural or technological changes.
##### Illustrative PIDM example
PIDM develops a proposed multi-year roadmap that prioritises the insured deposit reimbursement service.
The initial workstream focuses on confirming service ownership, mapping dependencies and establishing impact tolerances.
Subsequent workstreams address alternative payment arrangements, enhanced data recovery capabilities, multi-institution failure testing and independent assurance.
The proposed sequence is subject to management approval and resource availability.
Expected deliverables: Operational Resilience Strategy, implementation roadmap, resource plan, prioritised initiatives and programme milestones.
#### **Plan Phase – Stage 4: Confirm Risk Appetite**
##### Objective
Establish PIDM's willingness to accept operational risks and clarify the boundaries within which resilience decisions must be made.
Risk appetite provides the strategic context for operational resilience investment, prioritisation and risk acceptance.
PIDM should consider its statutory responsibilities, the potential consequences of service failure, financial stability implications and the interests of protected beneficiaries.
The organisation should distinguish enterprise risk appetite from service-specific impact tolerances.
Risk appetite expresses the organisation's approach to accepting risk, while impact tolerance defines the maximum disruption tolerable for a particular critical service.
##### Illustrative PIDM example
PIDM reviews its risk appetite for the insured deposit reimbursement service.
Management proposes a particularly restrictive approach to risks that could compromise the integrity of reimbursement calculations or prevent access to protected funds following a member bank failure.
Management then translates this direction into service-specific impact tolerance proposals during the Implement phase.
Expected deliverables: Operational Resilience Risk Appetite Statement, risk acceptance criteria, escalation thresholds and documented management approval.
#### **Plan Phase – Stage 5: Develop and Embed Governance**
##### Objective
Establish clear accountability, decision-making authority, oversight and reporting arrangements for PIDM's operational resilience programme.
Governance should define the responsibilities of the board, senior management, operational resilience programme owner, CBS owners and supporting functions.
It should also establish mechanisms to approve the CBS catalogue, review impact tolerances, monitor remediation, escalate material weaknesses, and assess resilience performance.
Operational resilience should be integrated into existing governance arrangements wherever practical rather than creating unnecessary parallel committees.
##### Illustrative PIDM example
PIDM establishes a proposed governance model in which senior management oversees the operational resilience programme and designated CBS owners are accountable for their respective services.
The insured deposit reimbursement service owner coordinates with information technology, finance, risk management, communications and relevant external partners.
Material vulnerabilities identified during scenario testing are escalated through established governance channels for remediation and oversight.
Expected deliverables: Operational Resilience Governance Framework, accountability matrix, committee terms of reference, reporting structure and escalation procedures.
##### **Completion of the Plan Phase**
By the end of the Plan phase, PIDM should clearly understand its current resilience position and have an approved implementation direction.
The five stages should collectively produce a capability baseline, prioritised gap analysis, implementation roadmap, confirmed risk appetite and governance framework.
These outputs provide the foundation for identifying and protecting critical business services during the Implement phase.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/ef090ab9-1328-4dad-9a77-6b9f542b9ad4)
### **Phase 2: Implement — Building Operational Resilience Capabilities**
**[![\[OR\] \[PM\] \[P2\] 5 Stage of Implement Phase](https://no-cache.hubspot.com/cta/default/3893111/936cc697-2dbe-4ede-a43d-f063ecdedf4b.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/936cc697-2dbe-4ede-a43d-f063ecdedf4b)**
![\[OR\] \[PM\] \[P1\] \[Implement\] Building OR Capabilities](https://blog.bcm-institute.org/hs-fs/hubfs/%5BOR%5D%20%5BPM%5D%20Diagram/%5BOR%5D%20%5BPM%5D%20%5BP1%5D%20%5BImplement%5D%20Building%20OR%20Capabilities.png?width=782&height=125&name=%5BOR%5D%20%5BPM%5D%20%5BP1%5D%20%5BImplement%5D%20Building%20OR%20Capabilities.png)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/c208f922-5ed7-4afd-9d9f-6ec60522a396)
The Implement phase translates the strategic direction established during planning into operational capabilities.
It focuses on identifying the services that must be protected, understanding how they are delivered, establishing acceptable disruption limits and testing whether they can continue operating during severe but plausible scenarios.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/9f906ebc-f9d2-4053-9e6f-586799079049)The phase should be implemented through cross-functional collaboration.
Business service owners must work with technology, risk management, BCM, finance, communications, and external service providers to fully understand service delivery.
BNM's December 2025 Discussion Paper identifies the continuity of critical operations and services, dependency mapping, disruption tolerances and severe but plausible scenario testing as interconnected elements of operational resilience.
These themes provide a useful reference for PIDM's proposed methodology, although the discussion paper does not expressly include PIDM within its defined population of financial institutions.
Accordingly, the framework serves as a benchmark rather than a statement of direct regulatory applicability.
The Implement phase comprises five stages.
![\[OR\] \[PM\] \[P2\] Implementation Sequence](https://blog.bcm-institute.org/hs-fs/hubfs/%5BOR%5D%20%5BPM%5D%20Diagram/%5BOR%5D%20%5BPM%5D%20%5BP2%5D%20Implementation%20Sequence.png?width=790&height=450&name=%5BOR%5D%20%5BPM%5D%20%5BP2%5D%20Implementation%20Sequence.png)
#### **Implement Phase – Stage 1: Identify Critical Business Services**
##### Objective
Identify and approve the services whose disruption could cause intolerable harm to PIDM's stakeholders or undermine its ability to fulfil essential statutory responsibilities.
Identify Critical Business Services from an end-to-end service perspective rather than solely by departmental function.
PIDM should examine the potential consequences of disruption to depositors, takaful certificate and insurance policy owners, member institutions and the wider financial system.
Services should be defined by their intended outcomes, recipients, boundaries, and activation conditions.
The proposed CBS catalogue developed in eBook 1 provides a starting point for this exercise. It must be validated against PIDM's actual responsibilities, operating arrangements and approved criticality criteria.
##### Illustrative PIDM example
PIDM identifies insured deposit reimbursement as a candidate CBS.
The service begins with the applicable failure and reimbursement authorisation arrangements and extends through depositor information acquisition, eligibility determination, payment calculation, funding authorisation and disbursement.
Its intended outcome is to enable eligible depositors to receive their insured funds in accordance with applicable protection arrangements.
The service is assessed for criticality and submitted for formal approval.
Expected deliverables: Approved CBS Catalogue, service definitions, service boundary statements, criticality assessments and assigned service owners.
#### **Implement Phase – Stage 2: Map Processes and Resources**
##### Objective
Identify and document the end-to-end processes, resources, interconnections and interdependencies required to deliver each CBS.
Mapping should extend beyond internal organisational boundaries.
It should include people, business processes, information, technology, facilities, third parties, financial resources and relevant external authorities.
The mapping exercise should identify shared dependencies, concentration risks, single points of failure and potential disruption propagation paths.
The level of detail should be sufficient to support risk assessment, impact tolerance setting and scenario testing without creating an unnecessarily complex inventory.
##### Illustrative PIDM example
PIDM maps the insured deposit reimbursement service and identifies its dependence on member bank depositor records, data validation processes, reimbursement applications, specialist personnel, funding arrangements and external payment channels.
The exercise reveals that two important processing activities rely on a common technology platform.
PIDM records this shared dependency and assesses whether an outage could prevent the service from meeting its required delivery outcome.
Expected deliverables: End-to-end CBS Maps, dependency register, resource inventory, third-party dependency assessment and concentration risk register.
#### **Implement Phase – Stage 3: Set Impact Tolerance**
##### Objective
Define the maximum level of disruption PIDM is prepared to tolerate for each approved CBS before the consequences become unacceptable.
Impact tolerances should reflect the harm that disruption could cause to stakeholders and the organisation's statutory responsibilities.
Express them using measurable indicators where practical.
These may include disruption duration, affected beneficiary numbers, delayed payment values, processing capacity and the extent of unavailable service functionality.
Do not confuse impact tolerances with recovery time objectives. A system may be restored within its recovery target while the end-to-end service remains unavailable because of failed dependencies.
##### Illustrative PIDM example
PIDM establishes a proposed impact tolerance for insured deposit reimbursement.
The tolerance considers the maximum acceptable delay in delivering protected funds, the number of affected depositors and the value of payments remaining unprocessed.
The assessment also considers whether alternative payment arrangements can maintain an acceptable service level during disruption.
The proposed tolerance is reviewed against statutory obligations, operational capabilities and stakeholder harm before approval.
Expected deliverables: CBS Impact Tolerance Statements, supporting impact assessments, tolerance metrics, monitoring arrangements and approval records.
#### **Implement Phase – Stage 4: Conduct Scenario Testing**
##### Objective
Assess whether PIDM can continue delivering its CBS within approved impact tolerances during severe but plausible disruptions.
Scenario testing should challenge the assumptions underlying existing continuity and recovery arrangements.
Tests should examine combinations of failures involving people, processes, technology, information, facilities and third parties.
The objective is not simply to demonstrate that recovery plans can be activated. It is to determine whether the intended service outcome can be maintained within acceptable limits.
Scenario testing should generate evidence of actual capabilities, expose weaknesses and support management decisions concerning remediation.
##### Illustrative PIDM example
PIDM conducts a hypothetical scenario involving a member bank failure coinciding with a ransomware attack on its reimbursement processing environment.
The scenario also assumes that a critical external payment partner experiences a prolonged outage.
Participants must determine whether depositor information can be obtained and validated, reimbursement calculations completed, funding authorised and alternative payment arrangements activated.
The test measures actual service performance against the approved impact tolerance and records any breaches or near breaches.
Expected deliverables: Scenario Testing Programme, scenario specifications, test execution records, impact tolerance assessment, findings report and remediation register.
#### **Implement Phase – Stage 5: Improve Lessons Learned**
##### Objective
Translate findings from incidents, exercises and scenario testing into measurable improvements in PIDM's operational resilience capabilities.
Lessons learned should not be limited to producing a post-exercise report.
PIDM should establish a structured process to identify root causes, assign corrective actions, allocate resources, and verify the effectiveness of improvements.
Remediation activities should be prioritised according to the potential consequences for critical service delivery.
Where necessary, findings should trigger revisions to service maps, impact tolerances, continuity strategies, technology architecture, third-party arrangements or governance decisions.
##### Illustrative PIDM example
Following the reimbursement scenario test, PIDM discovers that its alternative payment arrangement cannot process the expected volume of reimbursement transactions.
Management approves a remediation initiative to improve payment capacity and establish additional contingency arrangements.
The service owner updates the relevant procedures, and a subsequent exercise verifies whether the improved arrangements can operate within the approved impact tolerance.
Expected deliverables: Lessons Learnt Report, root cause analysis, remediation action plan, updated resilience arrangements and retesting evidence.
##### **Completion of the Implement Phase**
By the end of the Implement phase, PIDM should have identified its critical business services, documented their dependencies, established measurable impact tolerances, and assessed their resilience under severe but plausible scenarios.
The phase should also produce evidence that PIDM is addressing identified weaknesses and that remediation measures have been tested for effectiveness.
The results provide the operational foundation for embedding resilience into PIDM's organisational culture and management processes during the Sustain phase.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/cd40e631-43df-4dc6-85e8-3544d151d6d8)
### **Phase 3: Sustain – Maintaining and Improving Operational Resilience**
**[](https://cta-redirect.hubspot.com/cta/redirect/3893111/62d152d9-6757-40e4-8e37-498c73bd9d50)**
![\[OR\] \[PM\] \[P1\] \[Sustain\] Maintaining and Improving OR](https://blog.bcm-institute.org/hs-fs/hubfs/%5BOR%5D%20%5BPM%5D%20Diagram/%5BOR%5D%20%5BPM%5D%20%5BP1%5D%20%5BSustain%5D%20Maintaining%20and%20Improving%20OR.png?width=787&height=153&name=%5BOR%5D%20%5BPM%5D%20%5BP1%5D%20%5BSustain%5D%20Maintaining%20and%20Improving%20OR.png)
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/a95777af-0036-479c-8f57-0f52ddb08108)
Operational resilience cannot be considered complete once critical business services have been identified, dependencies mapped and scenario tests conducted.
PIDM's operating environment will continue to evolve.
Changes in technology, personnel, member institutions, external service providers, statutory responsibilities and emerging threats may introduce new vulnerabilities or invalidate existing resilience assumptions.
The Sustain phase establishes the arrangements necessary to maintain the effectiveness of PIDM's operational resilience programme over time.
It emphasises organisational culture, communication, competence, self-assessment and independent assurance.
BNM's December 2025 Discussion Paper identifies leadership, organisational culture and continuous improvement as important elements supporting operational resilience.
It also highlights the need to learn from disruptions and near misses and to update resilience arrangements as operating conditions change.
The Sustain phase comprises five stages.
![\[OR\] \[PM\] \[P3\] Implementation Sequence](https://blog.bcm-institute.org/hs-fs/hubfs/%5BOR%5D%20%5BPM%5D%20Diagram/%5BOR%5D%20%5BPM%5D%20%5BP3%5D%20Implementation%20Sequence.png?width=787&height=455&name=%5BOR%5D%20%5BPM%5D%20%5BP3%5D%20Implementation%20Sequence.png)
#### **Sustain Phase – Stage 1: Introduce Cultural Change**
##### Objective
Embed operational resilience into PIDM's organisational values, behaviours, management practices and decision-making processes.
Operational resilience requires employees and management to recognise that disruptions can occur despite preventive controls.
The organisation should therefore encourage proactive vulnerability identification, transparent reporting of weaknesses, cross-functional collaboration, and continuous learning.
Visible leadership commitment should support cultural change, reinforced through policies, performance expectations, governance discussions, and operational practices.
##### Illustrative PIDM example
PIDM introduces a resilience-focused management practice requiring business service owners to consider potential disruption consequences when proposing changes to critical processes or technology.
A proposed modification to the reimbursement application must therefore include an assessment of its potential effect on service availability, data integrity and recovery capabilities.
Employees are encouraged to report emerging dependencies and weaknesses before they result in service disruption.
Expected deliverables: Operational Resilience Culture Programme, leadership engagement plan, behavioural expectations, culture indicators and improvement initiatives.
#### **Sustain Phase – Stage 2: Develop Communication Strategy**
##### Objective
Establish effective internal and external communication arrangements supporting operational resilience during normal operations and disruptions.
Communication should enable stakeholders to understand their responsibilities, receive timely information and make informed decisions.
PIDM should establish communication arrangements for the board, senior management, CBS owners, employees, member institutions, relevant authorities, depositors and policy owners, as appropriate.
The strategy should distinguish routine programme communication from crisis communication.
It should define message ownership, approval authority, communication channels, escalation arrangements and alternative methods when normal communication systems are unavailable.
##### Illustrative PIDM example
PIDM develops a communication strategy for a member bank failure.
The strategy establishes how the resolution team communicates with senior management, coordinates reimbursement arrangements with relevant parties, and provides verified information to affected depositors.
Alternative communication channels are identified in case PIDM's primary website or telecommunications services become unavailable.
Expected deliverables: Operational Resilience Communication Strategy, stakeholder communication matrix, escalation procedures, crisis communication protocols and alternative channel arrangements.
#### **Sustain Phase – Stage 3: Implement Training and Awareness**
##### Objective
Ensure PIDM's personnel and relevant stakeholders have the knowledge, skills, and competencies needed to fulfil their operational resilience responsibilities.
Tailor training to different roles.
Senior management needs to understand governance, risk appetite, impact tolerances, and resilience investment decisions.
CBS owners require competence in service identification, dependency mapping, impact tolerance setting and scenario testing.
Operational teams require practical knowledge of response procedures, alternative processing arrangements and escalation requirements.
Assess training effectiveness through exercises, competency assessments, and observed performance, not attendance records alone.
##### Illustrative PIDM example
PIDM implements a role-based training programme.
The reimbursement service owner receives training on end-to-end service mapping and impact tolerance assessment.
Technology personnel participate in exercises involving cyber incidents and data recovery.
Senior management participates in a tabletop exercise requiring decisions on resource allocation and reimbursement prioritisation during simultaneous member institution failures.
Expected deliverables: Training Needs Analysis, competency framework, training programme, awareness materials, participation records and effectiveness assessments.
#### **Sustain Phase – Stage 4: Provide Self-assessment**
##### Objective
Establish a structured internal process for periodically evaluating the effectiveness and maturity of PIDM's operational resilience programme.
Self-assessment should determine whether the programme remains aligned with PIDM's strategic objectives, approved risk appetite, service requirements and operating environment.
The assessment should review governance effectiveness, CBS completeness, dependency mapping accuracy, impact tolerance appropriateness, scenario testing results and remediation progress.
It should also examine whether changes in technology, third-party arrangements or member institution characteristics have introduced new vulnerabilities.
Findings should be supported by documented evidence and reported through established governance channels.
##### Illustrative PIDM example
PIDM conducts an annual operational resilience self-assessment covering the insured deposit reimbursement service.
The review confirms whether service maps remain accurate, critical dependencies have changed, impact tolerances remain appropriate, and previously identified weaknesses have been remediated.
The assessment identifies a newly introduced external technology dependency that was not included in the previous service map.
The service owner updates the dependency register and initiates a targeted resilience assessment.
Expected deliverables: Operational Resilience Self-assessment Report, updated maturity assessment, evidence register, identified gaps and improvement action plan.
#### **Sustain Phase – Stage 5: Conduct Independent Quality Review**
##### Objective
Obtain an objective assessment of the design, implementation and effectiveness of PIDM's operational resilience programme.
An independent quality review should evaluate whether the programme has been implemented in accordance with its approved methodology and whether its controls and capabilities are operating effectively.
The review should examine the quality of service definitions, mapping, impact tolerances, scenario testing, governance and remediation.
PIDM should establish independence through appropriate reporting arrangements and separation from the activities being reviewed.
An appropriately independent internal assurance function or qualified external specialists may conduct the review, subject to PIDM's governance requirements.
##### Illustrative PIDM example
PIDM commissions an independent review of its operational resilience arrangements for insured deposit reimbursement.
The reviewers examine the approved service definition, dependency maps, impact tolerance rationale, scenario testing evidence and remediation records.
They identify that a critical third-party contingency arrangement has been documented but has not been adequately tested.
The finding is reported to the appropriate governance body, and management develops a corrective action plan with a defined completion date.
Expected deliverables: Independent Quality Review Report, assurance findings, recommendations, management responses, corrective action plan and follow-up verification records.
##### **Completion of the Sustain Phase**
The Sustain phase establishes operational resilience as an ongoing management responsibility, not a one-time implementation project.
Its outputs should demonstrate that resilience is embedded in organisational practices, supported by effective communication and training, periodically assessed and independently reviewed.
Findings from self-assessment and independent quality review should feed back into the Plan and Implement phases.
For example, a significant change in PIDM's operating environment may require a new capability assessment, an updated strategy or revised service impact tolerances.
This feedback mechanism ensures that the methodology remains responsive to changing risks and organisational requirements.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/ca5bdc9d-fdc7-46cd-83d9-c0ae03d587af)
#### **Integrating the Three Phases into One Implementation Programme**
The three phases should operate as an integrated management framework rather than as independent projects.
The Plan phase determines PIDM's strategic direction and establishes the governance arrangements required to support implementation.
The Implement phase translates these decisions into operational capabilities for individual critical business services.
The Sustain phase maintains those capabilities, verifies their effectiveness and identifies opportunities for improvement.
##### **Table 1.1: Overview of PIDM's Operational Resilience Planning Methodology**
| Phase | Stage | Principal deliverable |
| --- | --- | --- |
| Plan | P1-S1 Assess Capability and Maturity | Capability and Maturity Assessment |
| Plan | P1-S2 Analyse Gap | Gap Analysis Report |
| Plan | P1-S3 Develop Strategy and Roadmap | Strategy and Implementation Roadmap |
| Plan | P1-S4 Confirm Risk Appetite | Risk Appetite Statement |
| Plan | P1-S5 Develop and Embed Governance | Governance Framework |
| Implement | P2-S1 Identify Critical Business Services | Approved CBS Catalogue |
| Implement | P2-S2 Map Processes and Resources | End-to-end Service Maps |
| Implement | P2-S3 Set Impact Tolerance | Approved Impact Tolerances |
| Implement | P2-S4 Conduct Scenario Testing | Scenario Testing Results |
| Implement | P2-S5 Improve Lessons Learnt | Remediation and Improvement Plan |
| Sustain | P3-S1 Introduce Cultural Change | Resilience Culture Programme |
| Sustain | P3-S2 Develop Communication Strategy | Communication Strategy |
| Sustain | P3-S3 Implement Training and Awareness | Training and Competency Programme |
| Sustain | P3-S4 Provide Self-assessment | Self-assessment Report |
| Sustain | P3-S5 Conduct Independent Quality Review | Independent Quality Review Report |
The methodology establishes a logical progression from understanding the organisation's current position to developing, testing and maintaining resilience capabilities.
However, implementation need not wait for every activity in an earlier phase to be fully completed.
For example, PIDM may begin preliminary CBS identification during its capability assessment. Likewise, governance and communication arrangements should be established early enough to support the entire programme.
The stage sequence represents the primary order of work and accountability, not a restriction on parallel activities.
#### **Applying the Methodology to Insured Deposit Reimbursement**
Insured Deposit Reimbursement provides a practical example of how the three phases work together.
![\[OR\] \[PM\] \[PIDM\] Example Insured Deposit Reimbursement](https://blog.bcm-institute.org/hs-fs/hubfs/%5BOR%5D%20%5BPM%5D%20Diagram/%5BOR%5D%20%5BPM%5D%20%5BPIDM%5D%20Example%20Insured%20Deposit%20Reimbursement.png?width=793&height=623&name=%5BOR%5D%20%5BPM%5D%20%5BPIDM%5D%20Example%20Insured%20Deposit%20Reimbursement.png)
This example demonstrates why operational resilience cannot be achieved solely by preparing a reimbursement recovery plan.
PIDM must understand the entire service, establish acceptable disruption boundaries, demonstrate its ability to operate during severe events and maintain that capability as circumstances change.
#### **Regulatory and Methodological Alignment**
PIDM's proposed methodology can draw on the operational resilience principles discussed in BNM's December 2025 Discussion Paper.
The paper identifies five foundational capabilities: preserving critical services, mapping interdependencies, managing third-party dependencies, setting disruption tolerances and assessing capabilities through severe but plausible scenarios.
It also emphasises governance, leadership and continuous improvement.
These themes are reflected across the three phases of the proposed methodology.
##### **Table 1.2: Alignment Between the Methodology and BNM's Discussion Themes**
| BNM discussion theme | Relevant methodology stages |
| --- | --- |
| Continuity of critical services | P2-S1, P2-S3, P2-S4 |
| Internal and external interdependencies | P2-S2 |
| Third-party dependency management | P1-S2, P2-S2, P2-S4 |
| Disruption tolerance | P1-S4, P2-S3 |
| Severe but plausible scenario testing | P2-S4 |
| Governance and accountability | P1-S5 |
| Leadership and organisational culture | P1-S5, P3-S1 |
| Continuous improvement | P2-S5, P3-S4, P3-S5 |
The alignment is conceptual rather than a declaration of regulatory compliance.
BNM's discussion paper, issued on 19 December 2025, describes an emerging regulatory direction.
Its definition of financial institutions covers specified banking, insurance, takaful, development finance, payment system and electronic money entities; it does not expressly list PIDM.
PIDM should therefore establish the applicability of any subsequent requirements separately, taking account of its own statutory framework and its relationship with BNM.
The three-phase, fifteen-stage methodology is a proposed implementation structure for this guide. It should not be represented as a methodology prescribed by BNM.
[![x \[Banner\] \[Summing\] \[OR\] \[E2\] \[C1\] Overview of Operational Resilience Planning Methodology](https://no-cache.hubspot.com/cta/default/3893111/0c551e82-cf06-432c-8498-1d3c9bb2dece.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/0c551e82-cf06-432c-8498-1d3c9bb2dece)
The Operational Resilience Planning Methodology provides PIDM with a structured approach to establishing, implementing and maintaining resilience across its critical business services.
The methodology consists of three interconnected phases and fifteen stages.
The Plan phase establishes the organisational foundation by assessing existing capabilities, identifying gaps, developing strategic priorities, confirming risk appetite and embedding governance.
The Implement phase translates these foundations into operational capabilities by identifying critical business services, mapping their dependencies, establishing impact tolerances, conducting severe but plausible scenario testing and implementing improvements.
The Sustain phase ensures that operational resilience remains effective through cultural change, communication, training, self-assessment and independent quality review.
For PIDM, the methodology should be applied with particular attention to the continuity of deposit insurance protection, insured deposit reimbursement, takaful and insurance benefits protection, and member institution resolution.
These services may become especially important during financial stress, when simultaneous disruptions, heightened public expectations and complex external dependencies can challenge the organisation's ability to fulfil its statutory responsibilities.
Successful implementation requires coordinated participation from senior management, business service owners, risk management, BCM, technology, finance, communications and relevant external stakeholders.
The methodology should not be treated as a linear exercise that ends once the fifteen stages are complete. Findings from incidents, scenario testing and assurance must continually inform planning decisions, service arrangements and resilience improvements.
By adopting this integrated approach, PIDM can develop a practical operational resilience programme focused on maintaining essential service delivery during severe disruptions and strengthening its ability to fulfil its protection and resolution responsibilities.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/3aefb2d2-3110-47c1-ad4f-d3e6e5381066)
Blogs marked \[x\] are under construction
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/56090723-e91a-4dcf-bae2-9a0dfc3808b0)
| **C1** | **C2 \[x\]** | **C8 \[x\] ** | **C14 \[x\]** | | | |
| --- | --- | --- | --- | --- | --- | --- |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/2b3bd1cd-ecdd-4d5a-9d22-3a02994ffa01) | | [![\[OR\] \[GEN\] \[P2\] \[S1-S5\] \[C8\] Five Stages of the \_Implement\_ Phase](https://no-cache.hubspot.com/cta/default/3893111/7b251fae-e788-4b59-885f-7079d4845475.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7b251fae-e788-4b59-885f-7079d4845475) | [![\[OR\] \[GEN\] \[E2\] \[P3\] \[C14\] The Five Stages of the Sustain Phase](https://no-cache.hubspot.com/cta/default/3893111/931ae9fa-0925-4f30-ba78-fa9be7662fb7.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/931ae9fa-0925-4f30-ba78-fa9be7662fb7) | | | |
| | **eBook 2: Implementing Operational Resilience for PIDM** | | | | | |
| --- | --- | --- | --- | --- | --- | --- |
| | | **eBook 1** | **eBook 2** | **eBook 3 ** | ** C20 \[x\]** | **C21 \[x\] ** |
| | | [![eBook Cover \[OR\] \[PIDM\] \[E1\] \[2D\] ](https://no-cache.hubspot.com/cta/default/3893111/6dd47adf-d0be-42c1-9f8c-27b4a9421256.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/6dd47adf-d0be-42c1-9f8c-27b4a9421256) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/ec53b531-aa72-45a7-92e6-500f45d3d29c) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/7bb680f4-0965-49cd-b448-b88dff6349fb) | [![\[OR\] \[GEN\] \[E2\] \[C20\] Conclusion for eBook 2](https://no-cache.hubspot.com/cta/default/3893111/fb88d7a9-cd61-4414-add4-e284049ff375.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/fb88d7a9-cd61-4414-add4-e284049ff375) | [![\[OR\] \[GEN\] \[E2\] \[C21\] \[Back Cover\] for eBook 2](https://no-cache.hubspot.com/cta/default/3893111/2e6b224b-6df5-4080-a611-383225744f4f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/2e6b224b-6df5-4080-a611-383225744f4f) |
| | **"Plan" Phase of the Operational Resilience Planning Methodology** | | | | | |
| | **C2 \[x\]** | **C3 \[x\]** | **C4 \[x\]** | **C5 \[x\]** | **C6 \[x\]** | **C7 \[x\]** |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/f2a29754-d200-4bab-9802-6081ca800251) | | [![\[OR\] \[GEN\] \[E2\] \[P1\] \[S1\] \[C3\] Assessing Capability and Maturity](https://no-cache.hubspot.com/cta/default/3893111/3486f1a4-500e-42ee-a7e1-af2a6008f468.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3486f1a4-500e-42ee-a7e1-af2a6008f468) | [![\[OR\] \[GEN\] \[E2\] \[P1\] \[S2\] \[C4\] Analysing Gaps](https://no-cache.hubspot.com/cta/default/3893111/2c0fd2b3-bb2b-47b6-ad44-5e88c8422b37.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/2c0fd2b3-bb2b-47b6-ad44-5e88c8422b37) | [![\[OR\] \[GEN\] \[E2\] \[P1\] \[S3\] \[C5\] Developing Strategy and Roadmap](https://no-cache.hubspot.com/cta/default/3893111/afe40ca7-42c1-448f-9ce7-74955f58c946.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/afe40ca7-42c1-448f-9ce7-74955f58c946) | [![\[OR\] \[GEN\] \[E2\] \[P1\] \[S4\] \[C6\] Confirming Risk Appetite](https://no-cache.hubspot.com/cta/default/3893111/7228dd2d-4764-4aee-8fb5-899bd5b28874.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7228dd2d-4764-4aee-8fb5-899bd5b28874) | [![\[OR\] \[GEN\] \[E2\] \[P1\] \[S5\] \[C7\] Developing and Embedding Governance](https://no-cache.hubspot.com/cta/default/3893111/e06994e8-b682-4809-b8b8-a7a4f82d0ec7.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e06994e8-b682-4809-b8b8-a7a4f82d0ec7) |
| | **"Implement" Phase of the Operational Resilience Planning Methodology** | | | | | |
| | **C8 \[x\]** | **C9 \[x\]** | **C10 \[x\]** | **C11 \[x\]** | **C12 \[x\]** | **C13 \[x\]** |
| | [![\[OR\] \[GEN\] \[P2\] \[S1-S5\] \[C8\] Five Stages of the \_Implement\_ Phase](https://no-cache.hubspot.com/cta/default/3893111/7b251fae-e788-4b59-885f-7079d4845475.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7b251fae-e788-4b59-885f-7079d4845475) | [![\[OR\] \[GEN\] \[E2\] \[P2\] \[S1\] \[C9\] Identifying Critical Business Services](https://no-cache.hubspot.com/cta/default/3893111/3ac7c230-3ce7-463a-813f-6907a49bdc35.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3ac7c230-3ce7-463a-813f-6907a49bdc35) | [![\[OR\] \[GEN\] \[E2\] \[P2\] \[S2\] \[C10\] Mapping of Processes and Resources](https://no-cache.hubspot.com/cta/default/3893111/e7a81126-d48f-4c84-a7b5-db4324ef1b4f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/e7a81126-d48f-4c84-a7b5-db4324ef1b4f) | [![\[OR\] \[GEN\] \[E2\] \[P2\] \[S3\] \[C11\] Establishing Impact Tolerance](https://no-cache.hubspot.com/cta/default/3893111/54b6c9d1-e897-4530-8eb4-8419de7503aa.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/54b6c9d1-e897-4530-8eb4-8419de7503aa) | [![\[OR\] \[GEN\] \[E2\] \[P2\] \[S4\] \[C12\] Performing Scenario Testing](https://no-cache.hubspot.com/cta/default/3893111/fe5cc4a9-b109-417e-ba78-651a6dc4f658.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/fe5cc4a9-b109-417e-ba78-651a6dc4f658) | [![\[OR\] \[GEN\] \[E2\] \[P2\] \[S5\] \[C13\] Improving Lessons Learned](https://no-cache.hubspot.com/cta/default/3893111/4e3235b4-3630-4359-89bb-8a3b3c098dc8.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/4e3235b4-3630-4359-89bb-8a3b3c098dc8) |
| | **"Sustain" Phase of the Operational Resilience Planning Methodology** | | | | | |
| | **C14 \[x\]** | **C15 \[x\]** | **C16 \[x\]** | **C17 \[x\]** | **C18 \[x\]** | **C19 \[x\]** |
| | [![\[OR\] \[GEN\] \[E2\] \[P3\] \[C14\] The Five Stages of the Sustain Phase](https://no-cache.hubspot.com/cta/default/3893111/931ae9fa-0925-4f30-ba78-fa9be7662fb7.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/931ae9fa-0925-4f30-ba78-fa9be7662fb7) | [![\[OR\] \[GEN\] \[E2\] \[P3\] \[S1\] \[C15\] Introducing Cultural Change Management](https://no-cache.hubspot.com/cta/default/3893111/3909fd60-d099-4324-a1d2-2040171a7300.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3909fd60-d099-4324-a1d2-2040171a7300) | [![\[OR\] \[GEN\] \[E2\] \[P3\] \[S2\] \[C16\] Developing a Communication Strategy](https://no-cache.hubspot.com/cta/default/3893111/d3bcd703-2173-4eba-90c3-7d45da459f94.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d3bcd703-2173-4eba-90c3-7d45da459f94) | [![\[OR\] \[GEN\] \[E2\] \[P3\] \[S3\] C17\] Implementing Training and Awareness](https://no-cache.hubspot.com/cta/default/3893111/1e095f66-dca9-4a83-9850-e459cebddbfa.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/1e095f66-dca9-4a83-9850-e459cebddbfa) | [![\[OR\] \[GEN\] \[E2\] \[P3\] \[S4\] \[C18\] Providing Self-Assessment](https://no-cache.hubspot.com/cta/default/3893111/076a795c-4733-4fb0-b260-fcec767fb221.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/076a795c-4733-4fb0-b260-fcec767fb221) | [![\[OR\] \[GEN\] \[E2\] \[P3\] \[S5\] \[C19\] Conducting Independent Quality Reviews](https://no-cache.hubspot.com/cta/default/3893111/2cff3f12-e08e-43cf-8ca6-aaa6efe33631.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/2cff3f12-e08e-43cf-8ca6-aaa6efe33631) |
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/084e620a-46c5-419a-82ed-6a681d15c0b6)[](https://cta-redirect.hubspot.com/cta/redirect/3893111/13a448f1-f09c-42da-a57e-0988e41658c5)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 to embed this model effectively.
#### More Information About OR-5000 \[OR-5\] or OR-300 \[OR-3\]
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 to embed this model effectively.
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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