--- title: "[OR] [MLRe] [E2] [C15] Introducing Cultural Change Management of OR Sustain Phase for Malaysian Life Reinsurance Group Berhad" description: How MLRe builds a resilience culture through leadership commitment, accountability, resources and recognition of resilient behaviour. image: https://blog.bcm-institute.org/hubfs/MLRE%20Graphic%20Folder/MLRE%20E2%20Morepost/%5BOR%5D%20%5BMLRE%20%5BE2%5D%20%5BP3%5D%20%5BS1%5D%20%5BC15%5D%20Introducing%20Cultural%20Change%20Management.jpg --- [![BCMIWhiteLogo.png](https://blog.bcm-institute.org/hs-fs/hubfs/Blog%20Testing/BCMIWhiteLogo.png?width=556&name=BCMIWhiteLogo.png "BCMIWhiteLogo.png")](http://www.bcm-institute.org/) - [Home](https://www.bcm-institute.org/) - [About Us](https://www.bcm-institute.org/about-us-3/) - [A President’s Perspective](https://www.bcm-institute.org/about-us/a-presidents-perspective/) - [Our History](https://www.bcm-institute.org/about-us/our-history/) - [Our Advisory Council](https://www.bcm-institute.org/about-us/our-advisory-council/) - [Customers’ Testimonials](https://www.bcm-institute.org/about-us/customers-testimonials/) - [Credential Verification](https://www.bcm-institute.org/about-us/credential-verification/) - [Courses](https://blog.bcm-institute.org/blog/course-fees-for-blended-learning-courses-master-catalog) - [ISO 22301 Business Continuity Management System Audit](https://blog.bcm-institute.org/audit/business-continuity-management-audit-courses) - [ISO 22301 Business Continuity Management](https://blog.bcm-institute.org/bcm/business-continuity-management-courses) - [Crisis Communication](https://blog.bcm-institute.org/crisis-communication/crisis-communication-courses) - [Crisis Management](https://blog.bcm-institute.org/en/crisis-management/courses) - [IT Disaster Recovery](https://blog.bcm-institute.org/it-disaster-recovery/courses) - [Operational Resilience](https://blog.bcm-institute.org/operational-resilience/courses) - [Operational Resilience Audit](https://blog.bcm-institute.org/operational-resilience-audit/courses) - [Certification](https://blog.bcm-institute.org/certification/types-of-certifications-offered) - [ISO 22301 BCMS Audit Certification](https://blog.bcm-institute.org/certification/business-continuity-management-audit-certification) - [ISO22301 Business Continuity Management Certification](https://blog.bcm-institute.org/bcm/business-continuity-management-certification) - [Crisis Communication Certification](https://blog.bcm-institute.org/crisis-communication/crisis-communication-certification) - [Crisis Management Certification](https://blog.bcm-institute.org/en/crisis-management/crisis-management-certification) - [IT Disaster Recovery Planning Certification](https://blog.bcm-institute.org/it-disaster-recovery/it-disaster-recovery-certification) - [Operational Resilience Certification](https://blog.bcm-institute.org/operational-resilience/operational-resilience-certification) - [Operational Resilience Audit Certification](https://blog.bcm-institute.org/operational-resilience-audit) - [Seminars](https://blog.bcm-institute.org/meet-the-expert/mte-webinar-mainpage) - [Store](https://www.bcm-institute.org/store-2/) - [Contact Us](http://www.bcm-institute.org/about-us/contact-us/) - - ###### Building Organisational Resilience: An Operational Resilience Guide for Malaysian Life Reinsurance ![\[BB\] \[Ins\] Resilient Shield Analytics Dashboard](https://blog.bcm-institute.org/hs-fs/hubfs/BB%20Insurance/BB%20Insurance%20V2%202026/%5BBB%5D%20%5BIns%5D%20Resilient%20Shield%20Analytics%20Dashboard.png?width=1677&height=938&name=%5BBB%5D%20%5BIns%5D%20Resilient%20Shield%20Analytics%20Dashboard.png "[BB] [Ins] Resilient Shield Analytics Dashboard") # \[OR\] \[MLRe\] \[E2\] \[C15\] Introducing Cultural Change Management of OR Sustain Phase for Malaysian Life Reinsurance Group Berhad [![\[OR\] \[MLRE\] \[Full Banner\] Building Organisational Resilience An Operational Resilience Guide for Malaysian Life Reinsurance ](https://no-cache.hubspot.com/cta/default/3893111/6898dbc1-274c-4300-9b8e-97cdd96a7a30.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/6898dbc1-274c-4300-9b8e-97cdd96a7a30)The Plan and Implement phases build the framework and capability. The Sustain phase keeps them working as people, systems, and threats change.  This chapter covers Stage 1 of the Sustain phase: **Introduce Cultural Change Management** at Malaysian Life Reinsurance Group Berhad (MLRe). [![Change Management](https://no-cache.hubspot.com/cta/default/3893111/cf916e72-d50e-41d8-8ddb-b2afaac6b29f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/cf916e72-d50e-41d8-8ddb-b2afaac6b29f)[![\[Logo\] \[OR\] Certification Transparent](https://no-cache.hubspot.com/cta/default/3893111/09ce1ea0-4d44-4deb-867f-2e2b1b867768.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/09ce1ea0-4d44-4deb-867f-2e2b1b867768) [Dr Goh Moh Heng](https://blog.bcm-institute.org/or-v2/author/dr-goh-moh-heng) Nov 13, 2026 ### [![x \[OR\] \[MLRE\] Legal Disclaimer Banner](https://no-cache.hubspot.com/cta/default/3893111/141492be-2bd8-434d-a664-dfdf2c7480ba.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/141492be-2bd8-434d-a664-dfdf2c7480ba)[![Change Management](https://no-cache.hubspot.com/cta/default/3893111/cf916e72-d50e-41d8-8ddb-b2afaac6b29f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/cf916e72-d50e-41d8-8ddb-b2afaac6b29f) ### Introducing Cultural Change Management [![\[OR\] \[MLRE\] \[E2\] \[C15\] Introducing Cultural Change Management](https://no-cache.hubspot.com/cta/default/3893111/d235f6ae-3c9e-4d0e-9b78-3d608dea680e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d235f6ae-3c9e-4d0e-9b78-3d608dea680e)The Plan and Implement phases build the framework and capability. The Sustain phase keeps them working as people, systems, and threats change. This chapter covers Stage 1 of the Sustain phase: **Introduce Cultural Change Management** at Malaysian Life Reinsurance Group Berhad (MLRe). ## What is Cultural Change Management? Cultural change management is the deliberate effort to shift attitudes, habits,  and expectations so that resilience becomes part of how people work every day. Policies and plans do not respond to a disruption; people do, using the habits they already have. ## Building Resilience into the Organisational Culture A resilient culture is one in which people understand which services matter most, speak up about risks and near misses, expect to rehearse for disruption, and make sensible decisions when plans do not fit. At a reinsurer, where the work is technical and relationship-based, it also means treating cedants' dependence on MLRe as a daily responsibility. ## Fostering Cultural Change for Stakeholders Change needs different messages for different groups. The Board needs to feel accountable for resilience decisions. Senior managers need to see it as part of performance rather than an extra task.  Specialists such as actuaries, underwriters and claims assessors need to see how it protects their work. Staff in support functions need to know their role in a disruption. ## Culture Comes First Tools and plans decay without a supporting culture. If staff believe resilience is "an IT matter" or "a compliance exercise", dependency maps go out of date, tests become box-ticking, and near misses go unreported. ## How to Introduce Cultural Change Management ### 1. Communicate the importance of operational resilience Explain in plain words why resilience matters: cedants rely on MLRe to pay recoveries on time, regulators expect it, and a serious disruption would affect MLRe's standing. Use real, relevant examples of disruption in the financial sector, and MLRe's own test results. ### 2. Leadership commitment and role modelling The CEO and senior management should visibly sponsor the programme, attend exercises, ask resilience questions in business reviews and act on findings. Behaviour is noticed more than slogans. ### 3. Foster collaboration and accountability Break down silos: scenario tests and dependency mapping bring Underwriting, Claims, Finance, Investments and IT into the same room. Give each critical service a named owner and put resilience objectives into their performance goals. ### 4. Provide resources and support Give the programme budget, tools, time and skilled people. A culture programme without resources signals that the message is not serious. ### 5. Recognise and reward resilient behaviour Recognise staff and teams who report a near miss, improve a procedure, volunteer for exercises or help a colleague through a disruption. Consider including resilience contributions in awards and appraisals. ## Illustrative Culture Indicators for MLRe - Number of near misses and weaknesses reported voluntarily (an increase early on is a good sign). - Attendance of senior managers at exercises. - Percentage of lessons-learned actions closed on time. - Staff survey results on understanding of resilience roles. ## [![\[Banner\] \[Summing\] \[OR\] \[E2\] \[C15\] Introducing Cultural Change Management](https://no-cache.hubspot.com/cta/default/3893111/27a07874-f928-4a07-bec3-fbdbf69d112a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/27a07874-f928-4a07-bec3-fbdbf69d112a)Summary Culture is what makes the earlier work last. Chapter 16 covers how MLRe communicates about resilience, and Chapter 17 covers how it trains people.   [![\[OR\] \[MLRE\] \[34 Banner\] Building Organisational Resilience An Operational Resilience Guide for Malaysian Life Reinsurance ](https://no-cache.hubspot.com/cta/default/3893111/cf0d3512-4dc7-4e6e-96a9-74e9c30a002c.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/cf0d3512-4dc7-4e6e-96a9-74e9c30a002c) | **eBook 2: Implementing Operational Resilience for Malaysian Life Reinsurance** | | | | | --- | --- | --- | --- | | **C1** | **C2** | **C8** | **C14** | | [![New call-to-action](https://no-cache.hubspot.com/cta/default/3893111/17a2eb25-208f-4500-9dea-4e79a6d9f06a.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/17a2eb25-208f-4500-9dea-4e79a6d9f06a) | [![\[OR\] \[MLRE\] \[E2\] \[C2\] Five Stages of the "Plan" Phase](https://no-cache.hubspot.com/cta/default/3893111/132af509-6e86-4d7a-8997-70e40b8a3037.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/132af509-6e86-4d7a-8997-70e40b8a3037) | [![\[OR\] \[MLRE\] \[E2\] \[C8\] Five Stages of the "Implement" Phase](https://no-cache.hubspot.com/cta/default/3893111/f70329aa-1c8f-481a-b4df-ddcce98fab6b.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/f70329aa-1c8f-481a-b4df-ddcce98fab6b) | [![\[OR\] \[MLRE\] \[E2\] \[C14\] Five Stages of the "Sustain" Phase](https://no-cache.hubspot.com/cta/default/3893111/b3074256-e267-4914-96ff-2907cb4185be.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b3074256-e267-4914-96ff-2907cb4185be) |   | | **"Sustain" Phase of the Operational Resilience Planning Methodology** | | | | | | | --- | --- | --- | --- | --- | --- | --- | | | **C14** | **C15** | **C16** | **C17** | **C18** | **C19** | | | [![\[OR\] \[MLRE\] \[E2\] \[C14\] Five Stages of the "Sustain" Phase](https://no-cache.hubspot.com/cta/default/3893111/b3074256-e267-4914-96ff-2907cb4185be.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b3074256-e267-4914-96ff-2907cb4185be) | [![\[OR\] \[MLRE\] \[E2\] \[C15\] Introducing Cultural Change Management](https://no-cache.hubspot.com/cta/default/3893111/d235f6ae-3c9e-4d0e-9b78-3d608dea680e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d235f6ae-3c9e-4d0e-9b78-3d608dea680e) | [![\[OR\] \[MLRE\] \[E2\] \[C16\] Developing A Communication Strategy](https://no-cache.hubspot.com/cta/default/3893111/9ea889cc-aed0-4f6a-bc3c-0eb955401032.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/9ea889cc-aed0-4f6a-bc3c-0eb955401032) | [![\[OR\] \[MLRE\] \[E2\] \[C17\] Implementing Training and Awareness](https://no-cache.hubspot.com/cta/default/3893111/f95b47d6-7233-491b-ae23-3415a76d96e8.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/f95b47d6-7233-491b-ae23-3415a76d96e8) | [![\[OR\] \[MLRE\] \[E2\] \[C18\] Providing Self-Assessment](https://no-cache.hubspot.com/cta/default/3893111/b21a9dd1-adcc-46d4-9afc-df879e7c0336.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b21a9dd1-adcc-46d4-9afc-df879e7c0336) | [![\[OR\] \[MLRE\] \[E2\] \[C19\] Conducting Independent Quality Reviews](https://no-cache.hubspot.com/cta/default/3893111/49efb618-a3da-4326-98a0-73442c498044.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/49efb618-a3da-4326-98a0-73442c498044) |     ## **Comments** ![CTA Banner\_OR](https://blog.bcm-institute.org/hubfs/CTA%20Banner%20for%20Blog/CTA%20Banner_OR.jpg "CTA Banner_OR") --- ![CTA Banner\_ORA](https://blog.bcm-institute.org/hubfs/CTA%20Banner%20for%20Blog/CTA%20Banner_ORA.jpg "CTA Banner_ORA") --- ![CTA Banner\_BCM](https://blog.bcm-institute.org/hubfs/CTA%20Banner%20for%20Blog/CTA%20Banner_BCM.jpg "CTA Banner_BCM") --- ![CTA Banner\_ITDR](https://blog.bcm-institute.org/hubfs/CTA%20Banner%20for%20Blog/CTA%20Banner_ITDR.jpg "CTA Banner_ITDR") --- ![CTA Banner\_CM](https://blog.bcm-institute.org/hubfs/CTA%20Banner%20for%20Blog/CTA%20Banner_CM.jpg "CTA Banner_CM") ![BCMIWhiteLogoSmall.png](https://blog.bcm-institute.org/hs-fs/hubfs/Blog%20Testing/BCMIWhiteLogoSmall.png?width=72&name=BCMIWhiteLogoSmall.png "BCMIWhiteLogoSmall.png") All rights reserved. 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