CBS-1 Deposit & Account Services
Introduction
For the Development Bank of the Philippines (DBP), mapping dependencies for CBS-1 Deposit and Account Services helps management understand how the service is actually delivered across front-office operations, control functions, systems, infrastructure, and third-party arrangements.
BCM Institute’s operational resilience guidance explains that dependency mapping should identify the interconnections among people, processes, technology, information, facilities, and third parties so the institution can see where a disruption in one component may impair the delivery of a critical business service.
DBP’s public channels show that its deposit service environment spans branch-based deposit products, ATM services, and digital banking channels, which makes end-to-end dependency visibility important for resilience planning.
Under BSP Circular No. 1203 (2024), a Philippine bank must identify its critical operations, set tolerances for disruption, and map interconnections and interdependencies that support those operations. The Circular also expects assessment of vulnerabilities, public infrastructure dependencies such as telecommunications and energy, third-party service arrangements, and periodic business continuity exercises using severe but plausible scenarios.
The dependency map below is therefore structured to support those regulatory expectations for DBP’s deposit and account services.
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 officers, customer service staff, account officers, operations support, and relationship managers |
Initiates the deposit lifecycle by capturing customer data, product choice, and documentary requirements before KYC and approval steps. |
|
1.1 |
Customer Onboarding and Account Application |
Process |
Customer inquiry handling, application intake, document collection, form validation, customer consent capture |
Feeds complete and validated application data into KYC/CDD, account approval, and account setup activities. |
|
1.1 |
Customer Onboarding and Account Application |
Technology |
Branch onboarding workstations, customer information capture tools, document imaging/scanning, CRM/front-end onboarding application |
Connects customer-facing intake to internal records, document repositories, and downstream core banking account creation workflows. |
|
1.1 |
Customer Onboarding and Account Application |
Third Party |
Telecom providers, ID/document verification utilities, courier/print service vendors for forms and welcome kits |
Supports data transmission, document exchange, and external validation required before account opening can proceed. |
|
1.2 |
Customer Identification and Verification (KYC/CDD) |
People |
Compliance officers, branch operations staff, AML analysts, and onboarding approvers |
Validates customer identity and risk profile before DBP can legally activate the account relationship. |
|
1.2 |
Customer Identification and Verification (KYC/CDD) |
Process |
Identity verification, sanctions/watchlist screening, customer due diligence, beneficial ownership checks, risk classification |
Determines whether onboarding proceeds, escalates for enhanced due diligence, or stops for compliance reasons. |
|
1.2 |
Customer Identification and Verification (KYC/CDD) |
Technology |
KYC/AML screening tools, sanctions filtering engine, customer master database, case management system |
Interfaces with onboarding data, compliance review workflows, and account approval decisioning. |
|
1.2 |
Customer Identification and Verification (KYC/CDD) |
Third Party |
External data providers, screening list vendors, government registries, or identity sources |
Provides external reference data needed to verify identity and support AML/CFT control execution. |
|
1.3 |
Account Approval and Opening |
People |
Branch managers, authorized approvers, operations controllers, compliance reviewers |
Approves eligible applications and authorizes formal opening of deposit accounts. |
|
1.3 |
Account Approval and Opening |
Process |
Approval workflow, maker-checker controls, account number generation, product eligibility confirmation |
Converts a compliant application into an active account that can receive funds and transact. |
|
1.3 |
Account Approval and Opening |
Technology |
Core banking system, workflow/approval engine, customer information file (CIF) platform |
Connects onboarding and KYC outputs to the creation of the customer-account record in the bank’s books. |
|
1.3 |
Account Approval and Opening |
Third Party |
Digital signature/certification utilities, archival storage vendors, and branch connectivity providers |
Supports controlled approvals, secure recordkeeping, and system availability across branches. |
|
1.4 |
Initial Funding and Deposit Booking |
People |
Tellers, branch cash custodians, operations staff, treasury/liquidity support |
Handles first funding event, verifies cash/check receipt, and confirms value is booked to the new account. |
|
1.4 |
Initial Funding and Deposit Booking |
Process |
Cash acceptance, check acceptance, deposit slip validation, transaction posting, proofing, and balancing |
Establishes the opening balance and links the new account to transaction processing and ledger records. |
|
1.4 |
Initial Funding and Deposit Booking |
Technology |
Teller application, core banking posting engine, branch cash system, and imaging for checks |
Sends funded transaction data to account balances, ledger entries, and reconciliation routines. |
|
1.4 |
Initial Funding and Deposit Booking |
Third Party |
Clearing networks for checks, armored cash/logistics support, and telecommunications providers |
Supports settlement of non-cash funding items and continuity of branch-based transaction entry. |
|
1.5 |
Product Terms Setup and Account Parameter Maintenance |
People |
Product management, deposit operations, system administrators, and branch operations |
Maintain account features such as interest basis, fees, dormancy rules, transaction limits, and statement preferences. |
|
1.5 |
Product Terms Setup and Account Parameter Maintenance |
Process |
Parameter setup, product configuration, limit maintenance, change approval, maintenance audit trail |
Ensures account behavior aligns with approved product design, pricing, and regulatory requirements. |
|
1.5 |
Product Terms Setup and Account Parameter Maintenance |
Technology |
Product parameter tables in core banking, fee engines, interest computation modules, and admin consoles |
Drives downstream transaction validation, fee charging, interest accrual, and servicing rules. |
|
1.5 |
Product Terms Setup and Account Parameter Maintenance |
Third Party |
Vendor-supported core banking modules, managed infrastructure/service support, providers |
Supports stable configuration and controlled updates to product rules used across deposit operations. |
|
1.6 |
Deposit Transactions Processing |
People |
Tellers, branch operations staff, operations center staff, supervisors |
Process routine deposits, transfers, credits, and other balance-affecting entries throughout the account lifecycle. |
|
1.6 |
Deposit Transactions Processing |
Process |
Transaction capture, posting, validation, exception routing, and end-of-day balancing |
Keeps customer balances current and supports downstream reporting, reconciliation, and fraud monitoring. |
|
1.6 |
Deposit Transactions Processing |
Technology |
Core banking transaction engine, teller systems, message/switch interfaces, database servers |
Serves as the central transaction hub linking branches, digital channels, ATM/card networks, and ledger processes. |
|
1.6 |
Deposit Transactions Processing |
Third Party |
Network carriers, payment/switching participants, infrastructure hosting or support vendors |
Enables inter-system transaction routing and sustained service availability for customer deposits. |
|
1.7 |
Withdrawal and Funds Access Processing |
People |
Tellers, ATM support teams, branch supervisors, fraud/risk monitoring staff |
Authorize and fulfill customer withdrawals and access to deposit balances via branch or self-service channels. |
|
1.7 |
Withdrawal and Funds Access Processing |
Process |
Signature/credential verification, funds availability checks, withdrawal authorization, and cash disbursement |
Depends on accurate account balance, account controls, and channel authentication before funds are released. |
|
1.7 |
Withdrawal and Funds Access Processing |
Technology |
Core banking balance engine, teller system, ATM/switch interface, authentication, and PIN services |
Connects customer access channels to real-time balance validation and transaction authorization logic. |
|
1.7 |
Withdrawal and Funds Access Processing |
Third Party |
BancNet/ATM network participants, telecom providers, ATM maintenance/cash replenishment vendors |
Supports ATM availability, interbank access, and secure routing of withdrawal requests and responses. |
|
1.8 |
Account Servicing and Customer Maintenance |
People |
Customer service staff, branch operations, contact center personnel, and account officers |
Handle updates to customer profile, passbook or card requests, address changes, and service inquiries. |
|
1.8 |
Account Servicing and Customer Maintenance |
Process |
Customer record update, mandate maintenance, replacement requests, service request fulfillment |
Keeps customer and account records accurate, which affects access, statements, controls, and regulatory reporting. |
|
1.8 |
Account Servicing and Customer Maintenance |
Technology |
CRM, customer master database, service request tracking tools, document management system |
Shares updated information with core banking, channel systems, compliance tools, and reporting platforms. |
|
1.8 |
Account Servicing and Customer Maintenance |
Third Party |
Print/mail vendors, courier services, telecom/contact center support providers |
Enable fulfillment of cards, notices, statements, and customer communications. |
|
1.9 |
Interest, Fees, and Charges Processing |
People |
Deposit operations, finance/control teams, product managers, system support personnel |
Oversee correct computation and application of interest, charges, service fees, and reversals where needed. |
|
1.9 |
Interest, Fees, and Charges Processing |
Process |
Interest accrual, capitalization, fee assessment, waiver processing, tax handling |
Affects account balances, customer disclosures, profitability reporting, and complaint volumes. |
|
1.9 |
Interest, Fees, and Charges Processing |
Technology |
Interest engine, fee table configuration, core banking batch jobs, GL interface |
Connects product rules and account parameters to periodic postings and financial records. |
|
1.9 |
Interest, Fees, and Charges Processing |
Third Party |
Vendor-supported computation modules, tax/regulatory reference data sources |
Supports correct rate/tax treatment and stable execution of scheduled batch computations. |
|
1.10 |
Statement, Passbook, and Balance Reporting |
People |
Branch staff, customer service teams, back-office reporting staff, print operations staff |
Provide customers with account information, statements, passbook updates, and balance confirmations. |
|
1.10 |
Statement, Passbook, and Balance Reporting |
Process |
Statement generation, passbook updating, balance inquiry servicing, report distribution, and archival retention |
Converts transaction and balance data into customer-facing evidence of account activity and position. |
|
1.10 |
Statement, Passbook, and Balance Reporting |
Technology |
Statement generation platform, passbook printers, online banking inquiry screens, document archive |
Pulls data from core banking and makes it available to branches, customers, and dispute handling teams. |
|
1.10 |
Statement, Passbook, and Balance Reporting |
Third Party |
Print-and-mail vendors, telecom/internet providers, archival solution providers |
Supports physical and digital distribution of account information to customers. |
|
1.11 |
Digital Account Access and Channel Integration |
People |
Digital banking support teams, IT application teams, information security teams, and service desk |
Enable customers to view and use deposit accounts through online and digital banking channels. |
|
1.11 |
Digital Account Access and Channel Integration |
Process |
Digital enrollment, credential issuance, access provisioning, login management, and interface monitoring |
Links deposit accounts to DBP digital channels for inquiries, transfers, and other self-service activities. |
|
1.11 |
Digital Account Access and Channel Integration |
Technology |
DBP EC Banking, DBP Digital Banking Portal, authentication services, API/interface middleware |
Connects customer digital sessions to deposit account data, transaction functions, and monitoring tools. |
|
1.11 |
Digital Account Access and Channel Integration |
Third Party |
Internet service providers, OTP/SMS gateway providers, managed security providers |
Enable secure customer access, alerts, and availability of online banking services. |
|
1.12 |
ATM and Card-Based Access Management |
People |
Card operations staff, ATM support teams, branch service teams, and fraud monitoring personnel |
Manage card issuance, PIN handling, ATM access, replacement, and access restoration for deposit customers. |
|
1.12 |
ATM and Card-Based Access Management |
Process |
Card issuance, PIN generation/reset, ATM access enablement, hotlisting/blocking, replacement handling |
Provides physical/self-service access to deposit balances and supports withdrawal and inquiry functions. |
|
1.12 |
ATM and Card-Based Access Management |
Technology |
Card management system, ATM switch, PIN encryption/authentication modules, ATM devices |
Integrates deposit accounts with ATM network services such as cash withdrawal, balance inquiry, and fund transfer. |
|
1.12 |
ATM and Card-Based Access Management |
Third Party |
ATM network operators, card personalization vendors, ATM hardware maintainers, cash replenishment vendors |
Support end-to-end card lifecycle, ATM uptime, and network-based access to deposit accounts. |
|
1.13 |
Account Reconciliation and Exception Handling |
People |
Reconciliation analysts, branch accountants, finance staff, operations control teams |
Detect and resolve breaks between front-end transactions, account balances, suspense items, and ledger postings. |
|
1.13 |
Account Reconciliation and Exception Handling |
Process |
Daily balancing, suspense management, unmatched item investigation, correction, and adjustment processing |
Protects data integrity and confirms that CBS outputs are complete, accurate, and properly recorded. |
|
1.13 |
Account Reconciliation and Exception Handling |
Technology |
Reconciliation tools, core banking extracts, GL interfaces, exception dashboards |
Connects transaction sources, accounting records, and control reports to identify operational issues quickly. |
|
1.13 |
Account Reconciliation and Exception Handling |
Third Party |
External clearing and settlement parties, vendor reconciliation utilities, and infrastructure support providers |
Helps resolve external mismatches and maintain integrity where deposit transactions cross institutional boundaries. |
|
1.14 |
Dormancy, Holds, Restrictions, and Account Control Administration |
People |
Branch operations, compliance staff, legal staff, and account control administrators |
Apply and remove restrictions linked to inactivity, legal orders, sanctions concerns, or risk controls. |
|
1.14 |
Dormancy, Holds, Restrictions, and Account Control Administration |
Process |
Dormancy tagging, hold placement/removal, freeze/unfreeze controls, and account status change approvals |
Directly affects whether customers can transact, withdraw, or access accounts through branches and channels. |
|
1.14 |
Dormancy, Holds, Restrictions, and Account Control Administration |
Technology |
Core banking status control tables, compliance case tools, alerts, and exception workflows |
Enforces control decisions across transaction processing, withdrawals, digital access, and customer servicing. |
|
1.14 |
Dormancy, Holds, Restrictions, and Account Control Administration |
Third Party |
Legal notice channels, external screening/data providers, service vendors supporting control communications |
Supports implementation of restrictions and customer or regulator-directed account controls. |
|
1.15 |
Fraud Monitoring and Transaction Surveillance for Deposit Accounts |
People |
Fraud analysts, AML monitoring teams, risk officers, and branch investigators |
Monitor deposit-related activity for unusual, suspicious, or unauthorized behavior and coordinate response actions. |
|
1.15 |
Fraud Monitoring and Transaction Surveillance for Deposit Accounts |
Process |
Alert generation, transaction monitoring, case investigation, escalation, blocking, or recovery action |
Interfaces with transaction processing, withdrawals, digital access, dispute handling, and compliance reporting. |
|
1.15 |
Fraud Monitoring and Transaction Surveillance for Deposit Accounts |
Technology |
Fraud monitoring tools, AML surveillance systems, case management platform, alert feeds from channels |
Consumes transaction data from the branch, ATM, and digital systems and triggers control actions where needed. |
|
1.15 |
Fraud Monitoring and Transaction Surveillance for Deposit Accounts |
Third Party |
Fraud analytics vendors, card network alerts, telecom/SMS service providers, and law enforcement coordination channels |
Support detection, customer notification, and response to suspected compromise or abuse. |
|
1.16 |
Complaints, Disputes, and Service Recovery |
People |
Customer experience teams, branch heads, contact center staff, dispute resolution teams, operations managers |
Handle service complaints, failed transactions, account disputes, and customer remediation. |
|
1.16 |
Complaints, Disputes, and Service Recovery |
Process |
Complaint intake, case logging, dispute investigation, service recovery, customer communication, closure |
Feeds lessons learned back into control improvement, process redesign, and resilience enhancement. |
|
1.16 |
Complaints, Disputes, and Service Recovery |
Technology |
Complaint management system, CRM, case workflow tool, transaction history retrieval systems |
Connects customer reports with transaction evidence, account records, and resolution workflows. |
|
1.16 |
Complaints, Disputes, and Service Recovery |
Third Party |
BSP customer assistance escalation channels, telecom/contact center providers, external dispute partners |
Supports regulated complaint escalation and customer communication continuity. |
|
1.17 |
Regulatory Reporting and Compliance Monitoring |
People |
Compliance officers, regulatory reporting teams, finance staff, operational risk teams, and internal audit liaison |
Monitor adherence to deposit-related regulatory obligations and prepare required reports and management information. |
|
1.17 |
Regulatory Reporting and Compliance Monitoring |
Process |
Regulatory reporting, compliance checks, issue escalation, control testing, and management reporting |
Connects deposit operations outcomes to oversight, governance, and evidence of compliance with BSP requirements. |
|
1.17 |
Regulatory Reporting and Compliance Monitoring |
Technology |
Regulatory reporting tools, compliance dashboards, data warehouses, and report generation engines |
Aggregates account, transaction, control, and incident data into supervisory and internal governance outputs. |
|
1.17 |
Regulatory Reporting and Compliance Monitoring |
Third Party |
Regulatory submission channels, external auditors, and compliance data providers |
Support independent review, submission, and validation of regulatory and control information. |
|
1.18 |
Incident Response, Business Continuity, and Recovery |
People |
Incident management team, business continuity coordinators, IT disaster recovery teams, crisis management team, senior management |
Coordinate response to disruptions affecting deposit and account services and restore delivery within tolerance. |
|
1.18 |
Incident Response, Business Continuity, and Recovery |
Process |
Incident detection, escalation, business continuity plan invocation, workaround execution, recovery, communications, and post-incident review |
Orchestrates the recovery of all upstream and downstream dependencies needed to sustain CBS-1 during disruption. |
|
1.18 |
Incident Response, Business Continuity, and Recovery |
Technology |
Incident management tools, DR environment, backup systems, monitoring platforms, and emergency communication tools |
Supports continuity of branches, core banking, ATM, and digital channel functions when normal operations fail. |
|
1.18 |
Incident Response, Business Continuity, and Recovery |
Third Party |
Alternate site providers, telecom and power utilities, cloud/hosting providers, ATM/card network partners, outsourced recovery support |
Critical for maintaining or restoring deposit services when facilities, infrastructure, or service providers are disrupted. |
Examples of operational resilience requirements relevant to a Philippine bank
BSP Circular No. 1203 requires a BSFI to identify and board-approve its critical operations, and the identified critical operations then drive later steps such as tolerance setting and mapping of interconnections and interdependencies. It also requires the operational risk management function to identify vulnerabilities affecting critical operations and expects the identification process to remain dynamic as the business environment changes.
For DBP’s deposit and account services, this means the bank should not stop at naming “Deposit and Account Services” as a critical business service. It should also map the specific dependencies supporting onboarding, KYC, account opening, transaction posting, ATM access, digital banking, reconciliation, fraud monitoring, complaint handling, and recovery activities, including dependencies on branch personnel, core banking, telecoms, ATM networks, utilities, and third-party service providers. That approach is consistent with the BCM Institute mapping guidance and with BSP’s expectation that key sources, resources, and responsible personnel for mapping are identified.
The Circular also expects banks to assess third-party arrangements affecting critical operations, including provisions for maintaining service during disruption or exit, assess public infrastructure dependencies such as telecommunications and energy, and conduct periodic business continuity exercises using severe but plausible scenarios. Examples for DBP would include testing disruption from telecom outage affecting digital banking and ATM access, failure of a key service provider supporting card or channel services, or loss of a branch/site requiring continuity procedures for deposit transactions and customer servicing.
The dependency map for CBS-1 Deposit and Account Services shows that DBP’s resilience depends on much more than branch operations alone. Delivery of the service relies on coordinated performance across customer-facing teams, compliance and control units, core banking and channel technologies, ATM and digital access infrastructure, telecommunications, utilities, and key third-party arrangements.
By documenting these interconnections clearly, DBP can better identify single points of failure, understand where disruption tolerances may be breached, and prioritize controls, recovery arrangements, and scenario testing that protect customers and the bank’s critical operations.
Most importantly, the map becomes a practical working tool for operational resilience, not just a compliance artifact. In line with BSP Circular No. 1203, it should support board oversight, vulnerability assessment, tolerance setting, third-party resilience review, and periodic testing against severe but plausible scenarios.
For DBP, maintaining this map as a living document will help ensure that deposit and account services remain deliverable through operational disruption, whether the trigger is a systems issue, cyber incident, service-provider failure, or infrastructure outage.

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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