---
title: "[OR] [MLRe] [E2] [C16] Developing a Communication Strategy for the OR Sustain Phase for Malaysian Life Reinsurance Group Berhad"
description: How MLRe plans internal and external communication on operational resilience, including cedants, BNM and crisis messaging.
---

[OR v2](https://blog.bcm-institute.org/or-v2)

# [\[OR\] \[MLRe\] \[E2\] \[C16\] Developing a Communication Strategy for the OR Sustain Phase for Malaysian Life Reinsurance Group Berhad](https://blog.bcm-institute.org/or-v2/or-mlre-e2-c16-developing-a-communication-strategy-for-the-or-sustain-phase-for-malaysian-life-reinsurance-group-berhad)

 Written by [Dr Goh Moh Heng](https://blog.bcm-institute.org/or-v2/author/dr-goh-moh-heng) | Nov 13, 2026, 8:18:11 AM

### Developing Communication Strategy

Culture change depends on consistent, well-targeted communication. This chapter covers Stage 2 of the Sustain phase: **Develop a Communication Strategy** for Malaysian Life Reinsurance Group Berhad (MLRe).

## What is a Communication Strategy?

A communication strategy defines who needs to hear what, when, through which channel and from whom, so that messages about operational resilience are clear, consistent and timely. It covers both routine communication that keeps resilience visible and communication during a disruption.

## Internal and External Communication

| **Audience** | **Examples at MLRe** | **Typical content** |
| --- | --- | --- |
| **Internal** | **Board, senior management, service owners, all employees** | **Programme progress, test results, roles in a disruption, policy changes** |
| **External** | **Cedant insurers and takaful operators, retrocessionaires, BNM, auditors, key suppliers, rating agency** | **Assurance on continuity arrangements, incident notifications, contact points** |

External communication needs particular care in a disruption: cedants will want to know whether claims recoveries and treaty services will be affected, and BNM expects timely notification of significant incidents.

## Designated Communication Lead for Operational Resilience

### Responsibilities

Appoint a communication lead, supported by Corporate Affairs or the equivalent function, to own the strategy. Responsibilities include maintaining stakeholder lists and approved messages, coordinating with the OR Lead, and making sure communications are accurate and consistent.

### During a disruption or crisis

The lead works with the crisis management team to issue approved holding statements, brief the Board, update staff, inform cedants and notify BNM according to agreed triggers. Spokespeople are named in advance, and templates are ready.

## How to Develop a Communication Strategy

### 1. Identify stakeholders

List everyone who needs to be informed and what they need to know. Include the Board, senior management, employees, cedants, retrocessionaires, BNM, auditors, rating agency, key suppliers and, where relevant, shareholders.

### 2. Craft clear and consistent messages

Explain why operational resilience matters, what MLRe is doing, and what each audience should do. Use plain language, avoid jargon and keep the story the same across channels.

### 3. Choose suitable channels

| **Audience** | **Channel (examples)** | **Frequency** |
| --- | --- | --- |
| **Board** | **Risk Management Committee papers, dashboard** | **Quarterly, and on significant incidents** |
| **Senior management** | **OR Steering Committee, management meetings** | **Monthly** |
| **All staff** | **Intranet, email, town halls, team briefings** | **Quarterly, plus tests and alerts** |
| **Cedants** | **Relationship managers, account reviews, formal notices** | **Annual assurance; immediately in incidents** |
| **BNM** | **Formal channels and supervisory meetings** | **As required** |

Channels and frequencies are examples to adapt.

### 4. Set up regular updates

Publish a regular calendar: programme progress, scenario test results, lessons learned and reminders of roles. Regularity builds trust and keeps resilience in people's minds.

### 5. Seek feedback

Make communication two-way. Use short surveys, Q&A sessions and suggestion channels. Review what is being asked, and adjust messages.

## Practical Tips

- Prepare and approve holding statements and contact lists before they are needed, and test them in scenario exercises.
- Check that communication channels will work if email or the intranet is down.
- Keep one source of truth for incident facts.

## Summary

A planned communication strategy supports the cultural change and prepares MLRe to speak with one voice in a disruption. Chapter 17 turns the message into training.

 

| **eBook 2: Implementing Operational Resilience for Malaysian Life Reinsurance** |  |  |  |
| --- | --- | --- | --- |
| **C1** | **C2** | **C8** | **C14** |
|  |  |  |  |

 

|  | **"Sustain" Phase of the Operational Resilience Planning Methodology** |  |  |  |  |  |
| --- | --- | --- | --- | --- | --- | --- |
|  | **C14** | **C15** | **C16** | **C17** | **C18** | **C19** |
|  |  |  |  |  |  |  |

 

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