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CBS-1 Deposit & Account Services
Introduction
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Mapping processes and resources is a foundational step in operational resilience, ensuring that every critical business service is supported by clearly identified processes, people, technology, and third-party dependencies.
For CBS-1 Deposit and Account Services, this mapping provides a comprehensive view of how services are delivered end-to-end, enabling the bank to understand vulnerabilities, interdependencies, and potential points of failure.
In alignment with BSP Circular No. 1203, banks are required to identify and map critical operations, including the resources and dependencies necessary to deliver these services.
This ensures that institutions can maintain service continuity within defined impact tolerances during disruptions.
Purpose of the Chapter
This chapter aims to provide a structured mapping of processes and supporting resources for each Sub-CBS under Deposit and Account Services. The objective is to enable stakeholders to:
- Visualise the end-to-end service delivery chain
- Identify critical dependencies (internal and external)
- Support impact tolerance setting and scenario testing
- Strengthen resilience planning and recovery strategies
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Table P3: Map Processes and Resources for CBS-1
|
Sub-CBF Code |
Sub-CBS |
Processes |
People |
Technology (Applications & Infrastructure) |
Third-Party Vendors |
Upstream / Downstream Dependencies |
|
1.1 |
Customer Onboarding and Account Application |
Application capture, data entry, document submission |
Branch staff, Relationship Managers |
CRM systems, onboarding platforms, and branch systems |
eKYC providers, document verification vendors |
Upstream: Customer input; Downstream: KYC verification |
|
1.2 |
Customer Identification and Verification (KYC/CDD) |
Identity verification, AML screening |
Compliance officers, KYC analysts |
AML systems, sanctions screening tools |
Credit bureaus, government ID databases |
Upstream: Onboarding; Downstream: Approval |
|
1.3 |
Account Approval and Opening |
Approval workflow, account creation |
Operations staff, approvers |
Core banking system (CBS), workflow tools |
None/limited |
Upstream: KYC; Downstream: Funding |
|
1.4 |
Initial Funding and Deposit Booking |
Fund receipt, validation, posting |
Tellers, operations staff |
Core banking system, payment gateway |
Payment networks, clearing houses |
Upstream: Account opening; Downstream: Account maintenance |
|
1.5 |
Product Terms Setup and Account Parameter Maintenance |
Interest setup, account configuration |
Product managers, IT support |
Product engine, CBS parameter modules |
None |
Upstream: Account creation; Downstream: Transactions |
|
1.6 |
Deposit Transactions Processing |
Cash/cheque deposits, transfers |
Tellers, operations teams |
CBS, payment systems, and clearing systems |
Payment networks (e.g., InstaPay, PESONet) |
Upstream: Account setup; Downstream: Reporting |
|
1.7 |
Withdrawal and Funds Access Processing |
Cash withdrawal, fund transfer |
Tellers, ATM support teams |
ATM switch, CBS, digital banking platforms |
ATM networks, card schemes (Visa/Mastercard) |
Upstream: Account balance; Downstream: Reconciliation |
|
1.8 |
Account Servicing and Customer Maintenance |
Updates, inquiries, and account changes |
Customer service, branch staff |
CRM, CBS |
None |
Upstream: Customer request; Downstream: Reporting |
|
1.9 |
Interest, Fees, and Charges Processing |
Interest accrual, fee computation |
Finance, operations |
CBS, finance systems |
None |
Upstream: Transactions; Downstream: Statements |
|
1.10 |
Statement, Passbook, and Balance Reporting |
Statement generation, reporting |
Operations, IT support |
Reporting systems, document management |
Printing vendors, email/SMS providers |
Upstream: Transaction data; Downstream: Customer delivery |
|
1.11 |
Digital Account Access and Channel Integration |
Online/mobile banking access |
Digital banking teams, IT |
Mobile apps, internet banking, APIs |
Cloud providers, telecom providers |
Upstream: CBS; Downstream: Customer usage |
|
1.12 |
ATM and Card-Based Access Management |
Card issuance, ATM services |
Card operations team |
Card management systems, ATM network |
Card vendors, ATM service providers |
Upstream: Account setup; Downstream: Transactions |
|
1.13 |
Account Reconciliation and Exception Handling |
Reconciliation, error correction |
Finance, operations |
Reconciliation tools, CBS |
None |
Upstream: Transactions; Downstream: Reporting |
|
1.14 |
Dormancy, Holds, Restrictions, and Account Control Administration |
Dormancy tagging, account restrictions |
Compliance, operations |
CBS controls, monitoring tools |
None |
Upstream: Account activity; Downstream: Compliance |
|
1.15 |
Fraud Monitoring and Transaction Surveillance |
Fraud detection, alert handling |
Fraud analysts, risk teams |
Fraud detection systems, AI monitoring tools |
Fraud intelligence providers |
Upstream: Transactions; Downstream: Incident response |
|
1.16 |
Complaints, Disputes, and Service Recovery |
Complaint handling, dispute resolution |
Customer service, dispute teams |
Case management systems |
External arbitration bodies |
Upstream: Customer issues; Downstream: Resolution |
|
1.17 |
Regulatory Reporting and Compliance Monitoring |
Regulatory reporting, audit |
Compliance officers, audit teams |
Regulatory reporting systems |
Regulators, external auditors |
Upstream: All processes; Downstream: Regulatory submission |
|
1.18 |
Incident Response, Business Continuity, and Recovery |
Incident handling, DR activation |
BCM team, IT DR team |
DR sites, backup systems, crisis management tools |
DR vendors, telecom providers |
Upstream: All systems; Downstream: Service restoration |
Regulatory Alignment and Operational Resilience Considerations
In accordance with BSP Circular No. 1203, the above mapping supports several key regulatory expectations:
1. End-to-End Mapping of Critical Business Services
Banks must identify and document the resources and dependencies supporting critical services.
Example: Mapping CBS (core banking system), ATM networks, and third-party payment providers ensures visibility of single points of failure.
2. Identification of Critical Dependencies
Institutions are required to understand reliance on third parties and infrastructure.
Example: Dependence on payment networks (InstaPay/PESONet) and telecom providers for digital banking.
3. Integration with Impact Tolerance and Scenario Testing
Mapping enables the bank to assess disruption scenarios against defined tolerances.
Example: A failure in the ATM switch or CBS can be tested against maximum tolerable downtime.
4. ICT and Cyber Resilience Integration
Critical technology components must be included in resilience planning.
Example: Fraud monitoring systems and digital banking platforms are essential for maintaining trust and service continuity.
5. Business Continuity and Recovery Readiness
Banks must ensure recovery strategies are aligned with mapped dependencies.
Example: DR sites and backup infrastructure linked to CBS and digital channels.
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The mapping of processes and resources for CBS-1 Deposit and Account Services provides Asia United Bank Corporation with a comprehensive understanding of how its critical services are delivered and sustained.
By identifying the interconnections between processes, people, technology, and third-party providers, the bank is better equipped to anticipate disruptions and respond effectively.
This structured mapping not only fulfils regulatory expectations under BSP Circular No. 1203 but also serves as a critical input for subsequent operational resilience activities, including impact tolerance setting, identification of severe but plausible scenarios, and scenario testing.
Ultimately, it strengthens the bank’s ability to maintain customer trust, ensure regulatory compliance, and deliver uninterrupted financial services amid evolving risks.
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