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CBS-2 Payment & Fund Transfer Services
Introduction
In the context of operational resilience, mapping processes and resources for a critical business service is key to understanding how value‑creating activities are enabled, and what must be maintained or recovered to prevent service disruption.
For CBS‑2: Payment & Fund Transfer Services, this involves breaking down each sub‑service into the core processes it performs, the human capital it requires, the technology platforms that support it, the external parties it relies on, and the upstream/downstream flows within the bank’s architecture.
This structured mapping supports impact analysis, scenario testing and continuity planning — all of which are emphasised in the 2025 BNM Discussion Paper on Operational Resilience as foundations of robust operational risk management.
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Table P3: Map Processes and Resources for CBS-2
|
Sub‑CBS Code |
Sub‑CBS Name |
Processes |
People |
Technology (Apps & Infra) |
Third‑Party Vendors |
Upstream / Downstream Dependencies |
|
2.1 |
Customer Initiated Transfers |
Customer authentication, input validation, transactional authorisation |
Contact centre agents, digital support teams |
Internet/Mobile Banking Front‑end, Authentication servers |
Identity verification service (e.g., biometrics), SMS/Email OTP providers |
Upstream: Customer Access Channels; Downstream: Payment Processing Engine |
|
2.2 |
Internal Processing & Routing |
Payment routing logic, transaction batching, queue management |
Operations processors, Payment controllers |
Core Banking System, Message queues, Middleware |
Payment switch networks |
Upstream: CBS‑2.1 entry; Downstream: Clearing & Settlement, Notifications |
|
2.3 |
Clearing & Settlement Interface |
Format conversion (e.g., ISO 20022), message submission, acknowledgement processing |
Settlement specialists |
Clearing interface software, Enterprise API gateway |
National/Regional clearinghouses (e.g., RTGS) |
Upstream: Routing; Downstream: Settlement Accounting & Reconciliation |
|
2.4 |
Foreign & Cross‑Border Payments |
FX rate application, cross‑border compliance checks, settlement instruction |
FX traders, Compliance reviewers |
SWIFT connection, FX pricing engine |
SWIFT, Correspondent bank partners |
Upstream: Customer transfer input; Downstream: Correspondent settlement confirmation |
|
2.5 |
Payment & Transfer Compliance Controls |
AML screening, sanctions filtering, fraud detection scoring |
AML analysts, Compliance officers |
AML/Fraud detection engine, Screening systems |
Fraud analytics services, Watchlist providers |
Upstream: All transaction entry points; Downstream: Routing & processing |
|
2.6 |
Notification & Status Reporting |
Status message generation, delivery confirmation |
Digital communications support |
Notification engine, Messaging APIs |
SMS/Push/Email service providers |
Upstream: Processing outcomes; Downstream: Customer visibility/feedback |
|
2.7 |
Exception Handling & Remediation |
Error detection, classification, resolution workflow |
Exception handling team, Case managers |
Case management platform, Alert dashboards |
Notifier platforms |
Upstream: Processing exceptions; Downstream: Customer support |
|
2.8 |
Settlement & Reconciliation Accounting |
Daily settlement matching, ledger posting, discrepancy resolution |
Finance & settlement accountants |
Reconciliation tools, Finance ledger |
Clearing partner reporting feeds |
Upstream: Clearing results; Downstream: Finance reporting & audit |
|
2.9 |
Service & Channel Monitoring |
Performance tracking, outage detection, alarm triggering |
IT operations team, NOC |
APM monitoring tools, Network monitoring |
Monitoring SaaS tools |
Upstream: All technology layers; Downstream: Incident management workflows |
|
2.10 |
Customer Support & Dispute Resolution |
Case intake, investigation, resolution tracking |
Contact centre, Dispute specialist teams |
CRM, Support ticketing systems |
Call centre telephony, Helpdesk software vendors |
Upstream: Transaction status data; Downstream: Case closure & reporting |
Notes on the Mapping
✔ Processes: Each sub‑service is underpinned by well‑defined business processes that translate customer intent into system actions.
✔ People: Skilled staff are mapped to activities where human judgement, compliance review or customer interaction is required.
✔ Technology: The applications and infrastructure reflect the banks’ digital stack — front‑end channels, core systems, middleware, monitoring and analytics platforms.
✔ Third‑Parties: External vendors and network partners are identified where critical interfaces or services are not housed internally.
✔ Dependencies: Every sub‑service connects upstream to customer inputs or system feeds, and downstream to execution engines or reporting mechanisms, enabling traceability and scenario testing.
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This “Map Processes and Resources” for CBS‑2: Payment & Fund Transfer Services provides an operational blueprint that supports both risk managers and resilience planners at CIMB Bank.
By explicitly linking processes to human resources, technological components, and third‑party interactions — while also showing the flow of dependencies — the bank gains visibility into critical touchpoints that must be resilient, tested and monitored.
Such a structured view aligns with the BNM 2025 Discussion Paper on Operational Resilience, which promotes a deep understanding of internal and external dependency networks as essential preparation for stress testing and continuity planning.
This level of clarity not only supports regulatory compliance but strengthens the bank’s ability to absorb and recover from disruptions with confidence.
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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.
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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.
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