In the context of operational resilience, financial institutions are expected to identify and map their critical business services and the detailed processes that support them.
This ensures that entities like CIMB Bank comprehend the essential activities required to maintain continuity of service during disruptions—whether caused by cyber incidents, system outages, or external shocks.
This chapter aims to provide a clear understanding of the detailed business processes underlying CBS‑3: Cash Access & Branch Services at CIMB Bank.
By breaking down this high‑level service into specific components, readers will learn how branch infrastructure, cash operations, customer service functions, and related activities interconnect to deliver physical banking services.
This process‑level view is critical for assessing vulnerability points, designing resilience measures, and ensuring that branches continue to fulfil customer needs and regulatory obligations during operational disruptions.
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Sub‑CBS Code |
Name of Sub‑CBS |
Description of Sub‑CBS |
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3.1 |
ATM & Self-Service Terminal Operations |
Management, maintenance, cash loading, and reconciliation of Automated Teller Machines (ATMs) and Self‑Service Terminals (SSTs) to ensure customers have access to cash and other basic services outside branch hours. Includes coordination with cash logistics vendors and reconciliation of cash balances. |
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3.2 |
Branch Cash Teller Operations |
Daily cash withdrawal, deposit, and transaction processing performed by branch tellers; includes handling of large cash transactions, verification procedures, adherence to anti‑fraud controls, and customer service at physical branch counters. |
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3.3 |
Branch Customer Service & Sales Support |
Front‑line interaction with customers at branch locations, covering account opening, service enquiries, product advisory, and execution of branch‑based financial service requests with proper authentication and verification. |
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3.4 |
Cash Inventory & Security Management |
Tracking, forecasting, and physical security of cash inventory at branches and ATMs; includes secure storage, vault reconciliation, surveillance, and adherence to security procedures to protect assets and personnel. |
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3.5 |
Card Issuance & Pick‑Up |
Processes related to in‑branch issuance of debit/credit cards, secure activation, handling of replacement cards, and customer authentication for card collection. |
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3.6 |
Queue & Appointment Management |
Systems and procedures for managing customer flow within branches, including digital queue systems, appointment scheduling, and prioritisation of services to minimise wait times and support social distancing protocols when required. |
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3.7 |
Branch Risk & Compliance Controls |
Implementation of branch‑level risk mitigation measures, including fraud detection, AML/CFT checks at point of service, transaction limits enforcement, and adherence to internal policies and regulatory requirements. |
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3.8 |
Business Continuity & Incident Response at Branches |
Activation and execution of branch continuity plans during disruptions (e.g., IT outages, natural events); includes communication protocols, fallback procedures to alternative service delivery channels, and rapid triage of customer needs. |
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3.9 |
Cash Logistics & Vendor Coordination |
Coordination with external cash‑handling vendors (e.g., armored carriers) for timely cash replenishment, secure cash movements, and reconciliation; includes vendor resilience assessment and communication protocols. |
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3.10 |
Branch Infrastructure & Facilities Management |
Operational oversight of physical branch infrastructure (power, connectivity, security systems, access control) to ensure branches remain functional, safe, and compliant with regulatory and safety standards. |
Mapping the detailed processes within CBS‑3: Cash Access & Branch Services is essential to operational resilience for CIMB Bank, as it translates a high‑level service into concrete practices that support continuity, security, and customer experience.
Understanding these sub‑components enables the Bank to prioritise risk mitigation efforts, optimise response strategies for disruptions, and align branch operations with regulatory expectations such as those outlined in BNM’s operational resilience discussion paper, which underscores the importance of protecting critical services amidst increasing digitalisation and external threats.
This process breakdown not only supports compliance and risk assessment but also informs scenario testing, impact tolerance setting, and resilience planning to ensure customers can continue to access cash and branch services even under stress conditions.
Consistent review and enhancement of these detailed processes will strengthen CIMB Bank’s resilience posture and maintain customer trust in both routine and challenging operating environments.
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Operational Resilience in Practice: The CIMB Bank Approach |
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| eBook 3: Starting Your OR Implementation |
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| CBS-2 Payment & Fund Transfer Services | |||||
| CBS-2 DP | CBS-2 MD | CBS-2 MPR | CBS-2 ITo | CBS-2 SuPS | CBS-2 ST |
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For organisations looking to accelerate their journey, BCM Institute’s training and certification programs, including the OR-5000 Operational Resilience Expert Implementer course, provide in-depth insights and practical toolkits for effectively embedding this model.
Gain Competency: For organisations looking to accelerate their journey, BCM Institute’s training and certification programs, including the OR-5000 Operational Resilience Expert Implementer course, provide in-depth insights and practical toolkits for effectively embedding this model.
To learn more about the course and schedule, click the buttons below for the [OR-3] OR-300 Operational Resilience Implementer course and the [OR-5] OR-5000 Operational Resilience Expert Implementer course.
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If you have any questions, click to contact us. |
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