[OR] [AUB] [E3] [CBS] [1] [MD] Map Dependency

CBS-1 Deposit & Account Services

Introduction

For Asia United Bank Corporation (AUB), CBS-1 Deposit and Account Services is a foundational critical business service because it supports customers onboarding, account opening, deposit-taking, withdrawals, balance access, servicing, reporting, and ongoing regulatory compliance across branch, ATM, internet, and mobile channels.

Publicly available information shows that AUB is a Philippine universal bank that offers deposit products accessible through branches, ATMs, internet, and mobile banking, and operates a mobile app built on its online banking capabilities.

These characteristics make deposit services highly dependent on connected people, processes, technology, and third parties, which is exactly the type of end-to-end mapping expected under operational resilience practice.

Purpose of the Chapter

The purpose of this chapter is to map the interconnections and interdependencies that enable AUB’s Deposit and Account Services to operate as a critical business service.

In line with the BCM Institute guidance, dependency mapping should create a holistic view of the people, processes, information, technology, facilities, and third-party service providers that support each critical business service.

BSP Circular No. 1203 likewise expects BSFIs to identify critical operations, map interconnections and interdependencies, assess third-party and public-infrastructure dependencies, and test critical operations under severe but plausible scenarios.

The table below is therefore presented as a recommended dependency map for AUB’s CBS-1, inferred from AUB’s publicly visible service channels and from the operational resilience requirements applicable to Philippine banks.

Table P2: Map Dependency for CBS-1

Sub-CBS Code	Sub-CBS	Dependency Type	Dependency Detail (What/ Who is involved)	Connectivity (How it connects/ interacts with the CBS or other components)
1.1	Customer Onboarding and Account Application	People	Branch sales staff, customer service officers, relationship managers, and contact centre staff	Initiates the deposit-service lifecycle by capturing customer information, product selection, and documentary requirements for downstream KYC and account opening
		Process	Application intake, product suitability checks, document collection, customer consent capture	Feeds complete application data to KYC/CDD, approval, account setup, and initial funding processes
		Technology	Branch onboarding platform, CRM/front-end capture tools, document imaging, workflow queue	Transmits onboarding data into core banking and compliance review workflows
		Third Party	ID/document verification utilities, courier/fulfilment support for forms and kits	Supports validation and fulfilment activities that allow onboarding to proceed without manual delay
1.2	Customer Identification and Verification (KYC/CDD)	People	Compliance officers, branch operations staff, AML reviewers	Validate identity, screen risk, and approve customer due diligence before the account can be opened
		Process	Customer identification, sanctions screening, risk rating, AML/CFT checks, enhanced due diligence	Acts as a mandatory control gate before account approval, deposit activation, and transaction enablement
		Technology	KYC screening tools, AML monitoring systems, watchlist databases, case management tools	Interfaces with onboarding data, compliance records, and customer master data
		Third Party	External screening data providers, identity-verification sources	Enhances the detection of sanctions, fraud, and customer risk indicators relevant to regulatory compliance
1.3	Account Approval and Opening	People	Branch managers, operations approvers, centralized account-opening team	Authorise creation of customer accounts after onboarding and KYC conditions are satisfied
		Process	Maker-checker approval, account creation, CIF linkage, product assignment	Converts verified applications into live deposit accounts and passes details to funding and servicing functions
		Technology	Core banking system, customer information file repository, workflow/ authorisation engine	Creates the official account record that all later deposit, withdrawal, servicing, and reporting activities depend on
		Third Party	None or limited direct dependency beyond supporting utilities	Mostly bank-controlled, but may depend indirectly on external data validation already completed upstream
1.4	Initial Funding and Deposit Booking	People	Tellers, branch cash custodians, branch operations staff	Receive the first deposit and ensure correct booking to the newly opened account
		Process	Cash acceptance, fund validation, transaction posting, and receipt generation	Activates the account financially and connects account opening to transaction processing and ledger updates
		Technology	Teller system, core banking posting engine, cash transaction modules	Post funds to the deposit ledger and update the available balance for downstream customer access
		Third Party	Cash-in-transit providers, note authentication equipment, and vendors	Support physical cash handling and branch cash operations where applicable
1.5	Product Terms Setup and Account Parameter Maintenance	People	Product management, deposit operations, and system administrators	Define and maintain rates, fees, account rules, limits, and product parameters
		Process	Product configuration, parameter approval, rate updates, maintenance governance	Determines how interest, fees, dormancy rules, access limits, and reporting behave across all active accounts
		Technology	Product catalogue engine, core banking parameter tables, and admin consoles	Drives downstream transaction validation, pricing, statement generation, and ATM/digital-channel behaviour
		Third Party	Limited direct dependency; may include managed software support vendors	Supports controlled deployment of parameter changes into bank systems
1.6	Deposit Transactions Processing	People	Tellers, back-office operations staff, and branch supervisors	Execute over-the-counter deposits, transfers, and related account credit transactions
		Process	Transaction validation, posting, balancing, and exception review	Keeps customer balances accurate and connects front-office transactions to the general ledger and reconciliation
		Technology	Core banking transaction engine, teller platform, channel transaction switch	Processes customer-initiated deposit activity across the branch and connected service channels
		Third Party	Payment/switching counterparties where transfers feed deposit accounts	Enables external transaction inflows and inter-system messaging affecting deposit balances
1.7	Withdrawal and Funds Access Processing	People	Tellers, branch approvers, operations control staff	Authenticate withdrawal requests and control cash/fund release
		Process	Signature verification, balance check, withdrawal authorisation, limit control	Links account balances with fund access rules, fraud checks, and liquidity handling
		Technology	Core banking, teller application, card/ATM switch, online/mobile banking access controls	Supports cash withdrawal, transfer-out, and other debit transactions across physical and digital channels
		Third Party	ATM network participants, cash logistics providers	Support external cash access and service continuity beyond AUB branches
1.8	Account Servicing and Customer Maintenance	People	Branch service staff, customer care, operations, and maintenance teams	Handle updates to address, contact details, signatures, mandates, and account instructions
		Process	Customer maintenance requests, profile update checks, record amendments, service request fulfilment	Maintains data quality essential for transaction monitoring, reporting, statement delivery, and customer communications
		Technology	CRM, core banking customer master, service-request workflow tools	Updates propagate to compliance, statements, digital access, and customer-notification systems
		Third Party	Document handling or notification-service vendors	Assist with customer communications and fulfilment linked to servicing changes
1.9	Interest, Fees, and Charges Processing	People	Product operations, finance, and deposit operations analysts	Oversee rate tables, charges, accrual checks, and exception resolution
		Process	Interest accrual, fee calculation, batch posting, and reversal handling	Impacts customer balances, product profitability, disclosures, and complaint volumes
		Technology	Core banking batch engine, pricing tables, and accounting interfaces	Automates scheduled calculations and posting to customer accounts and financial records
		Third Party	Limited direct dependency; possible vendor support for core applications	Supports continuity of pricing and batch processing tools
1.10	Statement, Passbook, and Balance Reporting	People	Branch staff, operations support, customer service teams	Generate or assist with passbook updates, account inquiries, and statement fulfilment
		Process	Statement generation, passbook printing, balance inquiry, and report distribution	Delivers account transparency to customers and supports dispute resolution and audit trails
		Technology	Statement engine, passbook printers, document archive, online/mobile inquiry functions	Connects transaction history and balances from core systems to customer-facing outputs
		Third Party	Print/mail vendors, e-statement delivery providers	Support physical or electronic statement fulfilment where outsourced
1.11	Digital Account Access and Channel Integration	People	Digital banking team, IT operations, cybersecurity staff, and customer support	Maintain the availability and security of internet and mobile banking access to deposit accounts
		Process	User authentication, session management, channel support, release/change management	Extends deposit services from core banking into online and mobile customer journeys
		Technology	Internet banking platform, AUB mobile app, API/ integration middleware, IAM controls	Connects customer devices to account information, transfers, and service requests; AUB publicly states fund access is available through internet and mobile banking, and its mobile app is built from its online banking application
		Third Party	Telecoms, internet connectivity providers, app-store ecosystems, security vendors	External connectivity and platform services are essential for customer reach and continuity
1.12	ATM and Card-Based Access Management	People	Card operations staff, ATM support teams, fraud monitoring staff	Manage card issuance, activation, access controls, and ATM service support
		Process	Card lifecycle management, PIN management, ATM availability monitoring, and withdrawal authorisation	Enables deposit customers to access funds and account services outside branches
		Technology	ATM switch, card-management system, host authorisation interface, ATM terminals	Interfaces deposit accounts with ATM withdrawals, balance inquiry, and card controls
		Third Party	ATM network providers, hardware maintainers, and card personalisation vendors	Support interoperability, device maintenance, and card production
1.13	Account Reconciliation and Exception Handling	People	Finance operations, branch operations, controllers, and reconciliation analysts	Investigate unmatched transactions, balancing issues, and posting anomalies
		Process	Daily reconciliation, suspense-account review, break resolution, root-cause correction	Ensures accuracy between channels, core banking, general ledger, and settlement records
		Technology	Reconciliation tools, core banking extracts, GL interface, exception dashboards	Consolidates transaction data across systems for control and financial integrity
		Third Party	Switching counterparties and settlement-related service providers	External data feeds may be needed to resolve breaks on interbank or network transactions
1.14	Dormancy, Holds, Restrictions, and Account Control Administration	People	Deposit operations, compliance staff, branch approvers	Apply or release dormancy tags, legal holds, restrictions, and account controls
		Process	Dormancy review, hold placement, account restriction governance, and release authorisation	Protects the bank and customer by controlling access according to legal, fraud, compliance, or inactivity triggers
		Technology	Core banking control tables, case management tools, and compliance systems	Restriction status affects transactions, digital access, ATM use, and service requests
		Third Party	Legal notice channels, government/legal counterparties, where applicable	External instructions may trigger account controls or supporting documentation flows
1.15	Fraud Monitoring and Transaction Surveillance for Deposit Accounts	People	Fraud analysts, AML investigators, cyber/fraud operations teams	Monitor suspicious activity, investigate alerts, and escalate confirmed risk events
		Process	Alert generation, investigation, case escalation, blocking/freezing decisions	Interfaces continuously with transaction processing, digital channels, card access, and complaint handling
		Technology	Fraud monitoring systems, AML systems, SIEM/logging, case-management tools	Detects anomalous behaviour across branch, ATM, mobile, and internet transactions
		Third Party	Fraud-data vendors, consortium data, security-service providers	Supplement internal monitoring with external intelligence and specialised detection support
1.16	Complaints, Disputes, and Service Recovery	People	Customer care, branch managers, dispute-resolution staff, operations specialists	Receive complaints, investigate account issues, and coordinate remediation
		Process	Complaint logging, dispute investigation, customer communication, remediation, and compensation	Provides a recovery path when failures occur in transactions, statements, digital access, card use, or servicing
		Technology	CRM/ticketing platforms, call-centre tools, case-tracking systems	Consolidates service incidents and connects with operational teams for resolution
		Third Party	Network counterparties, delivery vendors, and outsourced service desks, where applicable	Some disputes require external evidence, transaction traces, or shared resolution workflows
1.17	Regulatory Reporting and Compliance Monitoring	People	Compliance officers, AML officers, finance/regulatory reporting teams, internal audit	Oversee adherence to BSP, AML/CFT, consumer protection, and operational resilience requirements
		Process	Regulatory report preparation, compliance monitoring, control testing, and issue escalation	Aggregates data from onboarding, transaction processing, fraud, complaints, and incident management for regulatory oversight
		Technology	Compliance reporting tools, data warehouse, MIS/reporting systems, document repositories	Produces management and regulatory views of performance, risk, and control compliance
		Third Party	Regulatory connectivity utilities, external compliance content providers, and audit support firms	Support report preparation, interpretation of requirements, and independent assurance
1.18	Incident Response, Business Continuity, and Recovery	People	Crisis management team, business continuity coordinators, IT disaster recovery teams, senior management	Lead disruption response, invoke recovery plans, coordinate communications, and restore critical deposit services
		Process	Incident escalation, BCP invocation, DR failover, crisis communications, recovery validation	Encompasses every preceding Sub-CBS because it protects the continued delivery or timely restoration of deposit services during disruption
		Technology	DR environment, backup systems, monitoring tools, communication platforms, cyber-response tooling	Supports failover, recovery, investigation, and controlled resumption of branch, ATM, internet, mobile, and back-office functions
		Third Party	Telecom providers, data centre/cloud providers, managed security partners, critical service vendors	Recovery depends on external infrastructure and third parties with continuity arrangements and exit/alternate service options

Regulatory Requirements and Examples for a Philippine Bank

BSP Circular No. 1203 requires BSFIs to use existing governance structures to oversee operational resilience, identify critical operations, set tolerance for disruption, map interconnections and interdependencies, and test their ability to deliver critical operations under severe but plausible scenarios.

The Circular also states that identified critical operations should drive later steps, such as setting tolerance for disruption and mapping dependencies, and that boards should review and approve the relevant criteria.

For dependency mapping specifically, the Circular expects banks to map the chain of activities involved in delivering critical operations and to understand the vulnerabilities arising from those interconnections.

It also requires banks to assess risks from third-party service arrangements and public infrastructure such as telecommunications, transportation, and energy.

In practice, for AUB’s deposit services, this means the bank should not only map branch staff, tellers, deposit operations, core banking, ATM switching, internet/mobile channels, and fraud/compliance functions, but also the telecom links, external screening providers, ATM networks, and critical vendors that support those services.

The Circular further requires that business continuity be integrated into the operational resilience framework, with business impact analyses, recovery strategies, incident recovery plans, communication programs, and periodic exercises covering critical operations and their key dependencies.

It gives examples of severe but plausible scenarios, such as a major earthquake like the “Big One,” severe typhoons, failure of a critical third-party service provider, disruptions to payment and settlement systems, and coordinated cyberattacks or ransomware incidents across banks.

For AUB, those examples translate directly into deposit-service testing scenarios involving branch unavailability, mobile/internet banking outages, ATM switch disruptions, telecom failures, third-party service disruptions, and cyber compromises affecting account access or transaction integrity.

This dependency map shows that AUB’s Deposit and Account Services is not a single process but an interconnected operating chain spanning customer-facing staff, control functions, core and channel technologies, public infrastructure, and third-party service providers.

That is the central message of operational resilience mapping: weaknesses usually emerge not only within a single process step but also at the connection points among onboarding, KYC, transaction processing, digital access, fraud monitoring, reporting, and recovery capabilities.

For operational resilience purposes, the value of this chapter is that it provides Asia United Bank Corporation with a structured basis for the next steps in the methodology: mapping resources in more detail, setting impact tolerances, identifying severe but plausible scenarios, and conducting scenario testing.

Under BSP Circular No. 1203, dependency mapping is not merely documentation; it is a supervisory expectation that helps a Philippine bank identify vulnerabilities, prioritise remediation efforts, strengthen third-party oversight, and improve its ability to continue delivering critical deposit services during disruptions.

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A Compliance-Driven Approach to Operational Resilience: Asia United Bank Corporation

[OR] [AUB] [E3] [CBS] [1] [MD] Map Dependency

Operational Resilience Certified Planner-Specialist-Expert

CBS-1 Deposit & Account Services

Introduction

Purpose of the Chapter

Table P2: Map Dependency for CBS-1

Regulatory Requirements and Examples for a Philippine Bank

More Information About OR-5000 [OR-5] or OR-300 [OR-3]

Comments:

A Compliance-Driven Approach to Operational Resilience: Asia United Bank Corporation

[OR] [AUB] [E3] [CBS] [1] [MD] Map Dependency

Operational Resilience Certified Planner-Specialist-Expert

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Introduction

Purpose of the Chapter

Table P2: Map Dependency for CBS-1

Regulatory Requirements and Examples for a Philippine Bank

More Information About OR-5000 [OR-5] or OR-300 [OR-3]

Comments:

CBS-1 Deposit & Account Services