Identifying severe but plausible scenarios (SBPS) is a critical step in strengthening the operational resilience of CIMB Bank’s CBS-2 Payment & Fund Transfer Services.
These scenarios are carefully constructed hypothetical events that, while extreme, are realistic enough to challenge the bank’s operational capacity and test its preparedness for significant disruptions.
By considering factors such as technological failures, cyber threats, and physical
SBPS help the bank evaluate the potential consequences of such disruptions on service continuity, financial stability, and customer trust, while also informing strategic planning, resource allocation, and recovery priorities.
Aligning this process with regulatory guidance, including the 2025 BNM Discussion Paper on Operational Resilience, ensures that the bank’s resilience strategies are both robust and compliant.
Furthermore, integrating cyber and ICT risks into SBPS development ensures that digital channels, automated systems, and data security vulnerabilities are considered alongside traditional operational risks, providing a holistic view of potential threats.
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Sub-CBS Code |
Sub-CBS |
Severe but Plausible Scenario |
Impact / Effect |
Proactive Risk Management Action |
Link to Integration of Cyber and ICT Risks |
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3.1 |
ATM & Self-Service Terminal Operations |
Regional ATM network outage due to ransomware attack |
Disruption of cash withdrawals and deposits, customer dissatisfaction |
Regular patching, endpoint security, incident response drills, and alternative channel communication |
Ensure ATMs have isolated network segments and monitoring for cyber intrusions |
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3.2 |
Branch Cash Teller Operations |
Simultaneous teller system failure in multiple branches |
Inability to process cash transactions, increased queue times |
Redundant teller systems, offline transaction procedures, and staff cross-training |
Integration of real-time transaction monitoring to detect anomalies early |
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3.3 |
Branch Customer Service & Sales Support |
Targeted phishing campaign compromising customer accounts |
Fraudulent fund transfers, reputational risk |
Customer awareness campaigns, multi-factor authentication, and fraud detection analytics |
Link to ICT risk via identity verification systems and secure CRM access |
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3.4 |
Cash Inventory & Security Management |
Major theft or armed robbery at the central cash storage |
Cash loss, operational delays, and insurance claims |
Secure vaults, CCTV monitoring, armed security, and transport procedures |
Cyber/ICT integration in tracking cash inventory and alarm systems |
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3.5 |
Card Issuance & Pick‑Up |
The card production system was compromised by malware |
Delay in issuing cards, potential fraud |
Air-gapped card production, malware detection, and verification controls |
Cyber risk: secure card personalisation systems and encrypted communication channels |
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3.6 |
Queue & Appointment Management |
The branch queue system crashed during the peak period |
Prolonged waiting times, customer dissatisfaction |
Cloud backup, manual queue handling, and appointment rescheduling |
ICT integration: ensure mobile and online booking systems remain available |
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3.7 |
Branch Risk & Compliance Controls |
Failure of compliance monitoring systems |
Regulatory breaches, fines, operational penalties |
Regular audits, automated compliance alerts, and dual control processes |
Integration of compliance software with IT security monitoring |
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3.8 |
Business Continuity & Incident Response at Branches |
Simultaneous branch closure due to flood |
Interruption in fund transfer and payments |
BC plans, disaster recovery drills, and alternate branch arrangements |
ICT link: remote access to banking systems, mobile banking continuity |
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3.9 |
Cash Logistics & Vendor Coordination |
Cash transport vendor strikes or cyber disruption |
Shortage of cash in ATMs and branches |
Alternative vendors, pre-positioned cash reserves, and route contingency planning |
Cyber integration: secure logistics tracking systems and encrypted communications |
|
3.10 |
Branch Infrastructure & Facilities Management |
Power outage or HVAC failure at multiple branches |
Branch closures, disruption to services |
Backup generators, preventive maintenance, and facilities monitoring |
ICT integration: IoT sensors for facilities, integration with the branch operations system |
Identifying severe but plausible scenarios enables CIMB Bank to proactively address vulnerabilities and strengthen its ability to maintain CBS-2 Payment & Fund Transfer Services under extreme conditions.
These scenarios serve as a foundation for resilience planning, informing business continuity strategies, risk mitigation measures, and scenario testing exercises.
By anticipating the impacts of potential disruptions—ranging from cyber-attacks and system outages to operational and logistical failures—the bank can implement targeted controls, enhance staff preparedness, and ensure continuity of critical services. Integration of cyber and ICT risk considerations further reinforces the resilience of both digital and physical infrastructure, safeguarding customer assets and data while supporting regulatory compliance.
Regularly updating and reviewing these scenarios ensures that the bank remains adaptive to emerging threats and industry developments, ultimately preserving operational stability, protecting stakeholder confidence, and reinforcing CIMB Bank’s commitment to resilient and reliable payment and fund transfer services.
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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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