---
title: [OR] [P1-S5] [R] Operational Resilience Governance Report
description: [OR] [P1-S5] Key Governance Requirements and Expectations
image: https://blog.bcm-institute.org/hubfs/Operational%20Resilience%20OR/OR%20Diagram/OR%20Roadmap%20Diagram/Updated%20OR%20PM%20Diagram/OR%20PM%20%5B1%5D_Develop%20and%20Embed%20Governance.png
---
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###### Operational Resilience Series
![BB OR \[D\] 2](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%202.jpg?width=2000&height=1333&name=BB%20OR%20%5BD%5D%202.jpg "BB OR [D] 2")
# \[OR\] \[P1-S5\] \[R\] Operational Resilience Governance Report
Operational resilience has become a cornerstone of regulatory expectations for financial institutions worldwide. In light of increasing systemic disruptions, ranging from cyber threats to geopolitical instability.
Regulators such as the Bank for International Settlements (BIS) through the BASEL Committee, and central banks including Bank Negara Malaysia (BNM), Monetary Authority of Singapore (MAS), and the Bank of England (BoE), have heightened their focus on how banks govern their ability to withstand, adapt to, and recover from operational disruptions.
A critical area of scrutiny is governance, which determines how resilience is integrated into the bank’s leadership structures, decision-making processes, and risk oversight mechanisms.
This prompt explores the regulatory requirements and best practices in the governance domain, with a focus on how Board oversight, senior management accountability, and risk committee involvement are expected to function to ensure sustained resilience across critical operations and services.
When a bank reports on its operational resilience implementation, particularly to comply with Basel operational resilience principles and central bank regulatory frameworks (such as those from the Bank of England, Monetary Authority of Singapore, Bank Negara Malaysia, etc.), governance is a foundational pillar.
[Moh Heng Goh](https://blog.bcm-institute.org/operational-resilience/author/moh-heng-goh) Jul 12, 2025
###### Operational Resilience Certified Planner-Specialist-Expert
### Key Governance Requirements and Expectations
#### **Introduction**
In an era marked by increasing operational disruptions, from cyber incidents to third-party outages and geopolitical shocks, operational resilience has become a critical regulatory and strategic priority for financial institutions.
This chapter outlines the governance mechanisms implemented by \[Bank Name\] to comply with the BASEL Principles for Operational Resilience and relevant national regulatory guidelines, such as those issued by \[insert: Bank Negara Malaysia (BNM), Monetary Authority of Singapore (MAS), or Bank of England\].
Governance forms the cornerstone of a sound operational resilience framework. It ensures that the bank’s ability to withstand and recover from disruptions is not just reactive but embedded into its leadership, risk management practices, and decision-making culture.
#### Purpose of Report
This report focuses on the roles and responsibilities of the Board of Directors, Senior Management, and Risk Committees in defining, directing, and monitoring the bank’s operational resilience efforts.
It provides a transparent view of how governance structures support accountability, strategic alignment, oversight of critical business services, and continuous improvement.
### **Operational Resilience Governance Report**
**Submitted to**: \[Insert Regulator – e.g., Bank Negara Malaysia / MAS / Bank of England\]
**Reporting Entity**: \[Insert Bank Name\]
**Reporting Period**: \[e.g., Q1 202X or Annual Report – FY202X\]
**Date of Submission**: \[Insert Date\]
#### **1. Executive Summary**
This report outlines the governance framework and activities implemented to strengthen the operational resilience of \[Bank Name\] in alignment with the requirements of \[BASEL Principles for Operational Resilience\] and \[insert relevant local regulation: e.g., BNM BCM Guidelines 2022 / MAS Notice PSN06 / BoE SS1/21\].
#### **2. Governance Structure for Operational Resilience**
| **Component** | **Description** |
| --- | --- |
| **Board Responsibility** | **The Board is ultimately accountable for setting and overseeing the operational resilience strategy, approving impact tolerances, and ensuring resources are adequate.** |
| **Senior Management Responsibility** | **Responsible for operationalising Board directives, ensuring resilience is embedded across functions, and managing key resilience risks.** |
| **Committee Oversight** | **Oversight provided by the Board Risk Committee, Operational Risk Committee, and BCM Steering Committee.** |
**Attachment:** Governance Org Chart (Appendix A)
#### **3. Board Oversight Activities**
| **Activity** | **Details** |
| --- | --- |
| **Approval of Impact Tolerances** | **Impact tolerances for \[#\] Important Business Services were approved on \[insert date\].** |
| **Review of Resilience Framework** | **The Board reviewed and endorsed the updated Operational Resilience Framework on \[date\].** |
| **Scenario Test Results** | **Reviewed results of \[number\] scenario tests conducted between \[period\]. Gaps and remediation actions endorsed.** |
| **Crisis Simulation Participation** | **Board members participated in a strategic tabletop exercise on \[date\].** |
| **Key Resilience Metrics Reviewed** | **Recovery Time Objectives (RTOs), impact tolerance breaches, and BIA reports were presented quarterly.** |
#### **4. Senior Management Accountability**
| Function | Assigned Role | Accountability Highlights |
| --- | --- | --- |
| **Chief Risk Officer** | **Executive Sponsor** | **Oversees resilience implementation and risk integration** |
| **Head of OR** | **Programme Lead** | **Coordinate planning, identify CBS, testing, and reviews** |
| **CIO** | **Technology Resilience** | **Ensures alignment of IT continuity and cyber resilience** |
| **COO** | **Operational Lead** | **Drives cross-functional engagement and service mapping** |
**Reporting and Escalation:** Senior Management provides monthly updates to the Risk and BCM Committees and quarterly updates to the Board.
#### **5. Risk Committee Oversight**
| **Committee** | **Frequency** | **Key Oversight Actions** |
| --- | --- | --- |
| **Board Risk Committee** | **Quarterly** | **Reviewed resilience posture and impact tolerance breaches** |
| **Operational Risk Committee** | **Monthly** | **Oversaw risk controls, resilience testing gaps, and third-party dependencies** |
| **BCM Steering Committee** | **Bi-monthly** | **Reviewed BIA outcomes, scenario testing results, and improvement plans** |
**6. Key Governance Deliverables and Milestones (Reporting Period)**
| **Date** | **Activity** | **Status** | **Remarks** |
| --- | --- | --- | --- |
| **Jan 202X** | **Board Approval of Updated Resilience Framework** | **✅ Completed** | **Updated based on new regulatory requirements** |
| **Feb 202X** | **Approval of Updated Important Business Services List** | **✅ Completed** | **Refreshed mapping across business units** |
| **Mar 202X** | **Board Risk Committee – Scenario Testing Review** | **✅ Completed** | **Reviewed three key disruption scenarios** |
| **Apr 202X** | **Board Meeting – Resilience Posture Report** | **✅ Completed** | **Green status; minor third-party risk noted** |
**7. Challenges and Continuous Improvements**
| **Area** | **Challenge** | **Action Taken** |
| --- | --- | --- |
| **Third-Party Resilience** | **Limited visibility into some critical vendor recovery capabilities** | **Launched a new third-party assessment framework** |
| **Cross-Unit Coordination** | **Fragmented mapping of dependencies** | **Introduced a unified resilience platform with ownership tags** |
| **Board Awareness** | **Complex technical reporting** | **Introduced simplified dashboards and impact-based reporting** |
**8. Compliance with Regulatory Requirements**
| Regulation | Requirement | Compliance Status |
| --- | --- | --- |
| **BASEL OR Principle 1** | **Governance with clear Board and senior management responsibilities** | **✅ Compliant** |
| **BNM BCM Guidelines (2022)** | **Board and senior management oversight of BCM and resilience** | **✅ Compliant** |
| **MAS PSN06 Guidelines** | **Oversight by the Board and regular reporting** | **✅ Compliant** |
#### **9. Appendices**
- **Appendix A**: Governance Structure Diagram
- **Appendix B**: Impact Tolerances – Approved Statements
- **Appendix C**: Resilience Testing Report Summary
- **Appendix D**: Minutes of Board Risk Committee Meetings
- **Appendix E**: BCM Steering Committee Terms of Reference
#### **10. Declaration**
We confirm that this report provides an accurate and comprehensive overview of our governance implementation for operational resilience, in line with regulatory expectations.
**Signed:**
\[Name, Designation – e.g., Chief Risk Officer\]
\[Date\]
### **Summing Up ...**
Governance is the anchor that ensures operational resilience is more than a compliance exercise—it becomes an enterprise-wide commitment driven by leadership at the highest levels.
The active involvement of the Board, the accountability of Senior Management, and the vigilance of the Risk Committees are instrumental in maintaining resilience across critical business services (CBS) and in meeting regulatory expectations.
Through structured oversight, clear role definition, periodic reviews, and scenario-based testing, \[Bank Name\] has strengthened its ability to anticipate, withstand, respond to, and recover from operational disruptions.
The governance practices outlined in this report demonstrate our commitment to maintaining resilience as a strategic imperative and to safeguarding the interests of our customers, stakeholders, and the broader financial ecosystem.
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