[OR] [BSN] [E2] [C16] Developing a Communication Strategy

Chapter 16

Develop Communication Strategy – Stage 2 of the Sustain Phase of BSN’s Operational Resilience Planning Methodology

Introduction

As Bank Simpanan Nasional (BSN) progresses into the "Sustain" phase of its Operational Resilience Planning Methodology, the "Develop Communication Strategy" stage plays a critical role in ensuring practical, timely, and targeted communication before, during, and after disruptions.

This communication strategy aims to support BSN’s resilience posture by ensuring that internal and external stakeholders remain informed and confident in the bank’s response and recovery capabilities.

The strategy aligns with BSN’s unique set of Critical Business Services (CBS) and supports the bank’s mission to serve Malaysians with essential financial services, especially those in rural and underserved communities.

Objectives of the Communication Strategy

1. Ensure Consistency and Accuracy
   Maintain a clear and consistent flow of accurate information to reduce confusion and misinformation.
2. Enable Timely Communication
   Establish protocols that allow rapid dissemination of critical information, both internally and externally.
3. Protect Brand and Stakeholder Confidence
   Safeguard BSN’s reputation and maintain customer and regulator trust during and after disruptions.
4. Support CBS Continuity
   Align communication procedures with the resilience needs of each CBS function.

Implementation Steps

Step 1: Stakeholder Mapping and Communication Needs Analysis

Objective

• Identify and prioritise stakeholders based on their relevance to each CBS.

Implementation

• Conduct a stakeholder mapping exercise covering:
  • Internal: Board, Management, Frontline Staff, IT Support, Business Units
  • External: Customers, Regulators (BNM), Vendors, Government Agencies, Media

• Match stakeholder needs to relevant CBSs.

Example

• For CBS-2 (Government Aid and Disbursement Services), key stakeholders include government ministries and aid recipients. Communications must include updates on aid disbursement timelines and contingency plans.
• For CBS-9 (Customer Complaint and Dispute Resolution), customer service teams require scripted FAQs and escalation protocols.

Step 2: Define Communication Objectives and Key Messages

Objective

• Establish standard messages tailored to various scenarios.

Implementation

• Develop message templates based on likely scenarios (e.g., system outage, service delays, fraud incidents).
• Messages must be:
  • Clear (avoiding jargon)
  • Concise (easy to understand)
  • Reassuring (demonstrating control and care)

• Align messages with CBS priorities.

Example

During a CBS-4 (Digital Banking) outage, the message should:

• Confirm awareness of the issue
• Provide an estimated resolution time
• Offer alternative service options (e.g., ATM, Agent Banking)

Step 3: Establish Communication Channels and Tools

Objective

• Select appropriate channels to reach each stakeholder efficiently.

Implementation

• Identify primary and secondary channels:
  • Internal: BSN Intranet, Email Blasts, SMS alerts, Microsoft Teams
  • External: Website Notices, myBSN App Notifications, Social Media (Facebook, Twitter), Customer Care Hotline
• Ensure redundancy of communication tools.

Example

For CBS-6 (Agent Banking), field agents in rural areas may not have continuous internet access. Use SMS-based alerts for critical updates, supported by scheduled phone briefings.

Step 4: Assign Roles and Responsibilities

Objective: Ensure communication actions are assigned and understood during disruptions.

Implementation:

• Establish a Crisis Communication Team (CCT) under the Operational Resilience Governance structure.

• Assign:
  • Spokesperson: Senior Management/CEO for external high-level communication.
  • Internal Liaison: Head of HR or Department Heads for staff updates.
  • CBS Champions: Business Unit leaders responsible for updating CBS-specific messaging.

• Maintain an updated Communication Escalation Matrix.

Example:

In a CBS-8 (Core Banking System) failure, the IT Head triggers an alert to the CCT, which activates internal updates and a pre-approved press statement.

Step 5: Develop Communication Templates and Toolkits

Objective

• Enable rapid, consistent messaging during incidents.

Implementation:

• Prepare template documents:
  • Email announcements
  • SMS scripts
  • Website banners
  • Press releases
  • Internal memos

• Develop pre-scripted messages per CBS disruption scenario.

Example:

For CBS-1 (Retail Banking Services), create an SMS template:
“Dear Customer, our BSN branch services at [Location] are temporarily affected due to [Issue]. Alternative services available at [Nearby Branch/Agent]. We apologise for the inconvenience.”

Step 6: Test, Train, and Review Communication Protocols

Objective

• Validate communication strategies and improve preparedness.

Implementation:

• Include communication tests in business continuity exercises.
• Conduct regular simulations involving real-time stakeholder messaging.
• Use feedback to enhance clarity and delivery speed.

Example:

During a CBS-10 (Regulatory Reporting and Compliance) exercise, simulate BNM notification protocols and validate response time and compliance wording.

Step 7: Integrate with Training and Awareness Programs

Objective

Ensure staff are familiar with communication protocols.

Implementation:

• Include communication response training in BSN’s broader resilience awareness initiatives.
• Role-play likely disruption scenarios by CBS.
• Develop quick-reference guides for branch and call centre staff.

Example:

Train frontline staff to respond to customer concerns during CBS-5 (Loan Disbursement and Repayment) interruptions by using scripted responses and clear escalation paths.

Summing Up ...

A well-crafted and tested communication strategy is vital for BSN’s ability to manage crises and maintain trust among stakeholders.

By aligning communication efforts with the resilience priorities of each Critical Business Service, BSN strengthens its ability to respond effectively, preserve customer confidence, and comply with regulatory expectations in times of disruption.

The communication strategy is not a static document—it must evolve based on lessons learned, stakeholder feedback, and changing risk landscapes.

Regular reviews and updates ensure that BSN continues to sustain resilience, not just in operations but in perception and trust.

	Operational Resilience for Financial Services: The BSN Malaysia Approach
	"Sustain" Phase of the Operational Resilience Planning Methodology

OR Planning Methodology Phases		Plan	Implement	Sustain

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