[OR] [KWAP] [E2] [C10] Mapping of Processes and Resource

Implementing Operational Resilience for KWAP

Chapter 10

Mapping Processes and Resources: Strengthening KWAP's Operational Resilience Framework

The "Map Processes and Resources" stage forms the second critical component of KWAP's Operational Resilience Planning Methodology, enabling the organisation to visualise interdependencies, identify vulnerabilities, and implement targeted safeguards.

This article explores KWAP's approach to process and resource mapping, its significance in operational resilience, and key strategies for effective implementation.

Why Process and Resource Mapping is Critical for KWAP

As Malaysia's premier pension fund manager, KWAP's ability to maintain uninterrupted services directly impacts retirees, financial markets, and national economic stability.

Process mapping helps:

• Identify single points of failure that could disrupt pension fund management
• Clarify internal and external dependencies (people, technology, vendors)
• Support compliance with Bank Negara Malaysia's operational risk guidelines
• Optimise resource allocation for business continuity

Without this step, resilience planning remains theoretical rather than actionable.

KWAP's Methodology for Mapping Processes and Resources

1. Define the Scope of Mapping

• Focus on previously identified Critical Business Services (CBS)
• Determine whether to map end-to-end workflows or specific high-risk segments

2. Document Key Processes

• Use flowcharts or Business Process Modeling Notation (BPMN) to visualise:
  • Transaction processing (e.g., pension disbursements)
  • Investment management workflows
  • Regulatory reporting procedures

• Identify handoff points between departments and external parties

3. Identify Supporting Resources

For each process, catalogue:

• Human Resources – Key personnel and skills required
• Technology Systems – Core applications, databases, and infrastructure
• Third-Party Dependencies – Outsourced services, cloud providers, market data feeds
• Physical Assets – Office locations, data centres

4. Analyze Interdependencies

• Create a dependency matrix linking processes to resources
• Flag concentrated risks (e.g., over-reliance on a single vendor)
• Assess recovery time objectives (RTOs) for each component

5. Validate with Stakeholders

• Engage process owners to verify the accuracy
• Conduct walkthroughs of critical failure scenarios

Expected Outcomes for KWAP

Upon completion, KWAP will have:

• Comprehensive process maps for all Critical Business Services
• A dependency registry highlighting vulnerabilities
• Data-driven insights to guide resilience investments
• Stronger vendor risk management through visible third-party exposures

Best Practices for Effective Implementation

• Leverage Digital Tools – Use process mining software to automate discovery
• Adopt a Tiered Approach – Start with the most critical processes first
• Integrate with Risk Management – Feed findings into enterprise risk assessments
• Maintain Living Documents – Update maps quarterly or after major changes

Next Steps: Setting Impact Tolerance

With processes and resources mapped, KWAP can progress to establishing impact tolerance levels – defining exactly how much disruption each CBS can withstand before causing unacceptable consequences.

This creates measurable benchmarks for resilience testing.

Summing Up ...

For KWAP, thorough process and resource mapping transforms resilience from concept to actionable strategy.

By systematically identifying what supports critical services – and where the weak points lie – the organisation can make targeted improvements to protect Malaysia's pension ecosystem.

This stage provides the essential foundation for subsequent resilience testing and continuous improvement efforts.

Operational Resilience in Pension Funds: The KWAP Case Study
Implementing Operational Resilience for KWAP

OR Planning Methodology Phases [Roadmap]		Plan [P1]	Implement [P2]	Sustain [P3]

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