[OR] [MBT] [E3] [CBS] [12] [ITo] Establish Impact Tolerances

CBS-12 Third-Party / Outsourced Service Management

Establishing impact tolerances is a core requirement of Operational Resilience, ensuring that Metrobank can continue to deliver critical business services within acceptable disruption thresholds, even when supported by third parties or outsourced arrangements.

For CBS-12 Third-Party / Outsourced Service Management, impact tolerances define the maximum level of disruption that Metrobank can tolerate before causing intolerable harm to customers, breaching regulatory obligations, or undermining market confidence.

In line with regulatory expectations and the principles outlined in “What is Impact Tolerance in Operational Resilience, impact tolerances are expressed through outcome-focused measures such as Maximum Tolerable Downtime (MTD) and Maximum Tolerable Data Loss (MTDL), rather than traditional recovery objectives.

These tolerances reflect Metrobank’s risk appetite, the criticality of third-party dependencies, and the potential systemic impact of prolonged disruption.

Table P4: Establish Impact Tolerance for CBS-12

Sub-CBS Code	Sub-CBS	Maximum Tolerable Downtime (MTD)	Maximum Tolerable Data Loss (MTDL)	Customer Impact	Regulatory Impact	Impact Type	Current Resilience Status	Action Required
12.1	Vendor Risk Management	72 hours	No data loss tolerated	Indirect service degradation due to delayed risk assessments and onboarding	Potential non-compliance with BSP third-party risk management guidelines	Operational / Regulatory	Generally adequate, periodic reviews in place	Enhance automation of vendor risk assessments and increase frequency for critical vendors
12.2	Third-Party Contract Management	48 hours	Minimal loss (≤ 4 hours of contract updates)	Delays in enforcing SLAs and contractual protections	Risk of contractual and regulatory breaches	Legal / Regulatory	Moderate, reliant on manual processes	Digitise contract repositories and improve version control
12.3	Outsourced Service Monitoring	24 hours	No data loss tolerated	Delayed detection of service degradation affecting customer-facing services	Heightened supervisory concern if issues go undetected	Operational / Reputational	Strong for key vendors, weaker for non-critical ones	Expand real-time monitoring coverage to all material outsourced services
12.4	Service Continuity Planning	24 hours	No data loss tolerated	Prolonged service disruption during third-party incidents	Breach of operational resilience and outsourcing requirements	Operational / Systemic	Partially mature, uneven across vendors	Standardise continuity requirements and conduct joint resilience testing
12.5	Compliance and Regulatory Assurance	48 hours	No data loss tolerated	Limited immediate customer impact	High risk of regulatory findings or penalties	Regulatory	Adequate but resource-dependent	Strengthen compliance tracking tools and independent assurance reviews
12.6	Incident Management and Response	12 hours	No data loss tolerated	Rapid escalation of customer harm if incidents are not managed promptly	Immediate regulatory scrutiny for major incidents	Operational / Reputational	Strong for critical incidents, improving for minor ones	Enhance third-party incident reporting timelines and escalation protocols

Banner [Summing] [OR] [E3] Establish Impact Tolerance

The establishment of clear and proportionate impact tolerances for CBS-12 Third-Party / Outsourced Service Management enables Metrobank to move beyond traditional recovery metrics and focus on preventing intolerable harm.

By defining outcome-based thresholds for downtime, data loss, and regulatory exposure, Metrobank strengthens its ability to manage systemic risks arising from third-party dependencies.

The assessment highlights that while core controls and governance structures are largely in place, resilience can be further enhanced through greater automation, standardisation of third-party continuity expectations, and expanded monitoring of outsourced services.

Ongoing scenario testing against these impact tolerances will ensure they remain credible, actionable, and aligned with Metrobank’s evolving business model and regulatory landscape.

Overall, this approach supports a proactive, customer-centric, and regulator-ready Operational Resilience posture, reinforcing Metrobank’s ability to withstand, adapt to, and recover from disruptions within its third-party ecosystem.

Building Resilient Banking Operations: The Metrobank Operational Resilience Implementation Guide
eBook 3: Starting Your OR Implementation
CBS-12 Third-Party / Outsourced Service Management
CBS-12 DP	CBS-12 MD	CBS-12 MPR	CBS-12 ITo	CBS-12 SuPS	CBS-12 ST

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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Building Resilient Banking Operations: The Metrobank Operational Resilience Implementation Guide

[OR] [MBT] [E3] [CBS] [12] [ITo] Establish Impact Tolerances

Operational Resilience Certified Planner-Specialist-Expert

CBS-12 Third-Party / Outsourced Service Management

Table P4: Establish Impact Tolerance for CBS-12

More Information About OR-5000 [OR-5] or OR-300 [OR-3]

Comments:

Building Resilient Banking Operations: The Metrobank Operational Resilience Implementation Guide

[OR] [MBT] [E3] [CBS] [12] [ITo] Establish Impact Tolerances

Operational Resilience Certified Planner-Specialist-Expert

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Table P4: Establish Impact Tolerance for CBS-12

More Information About OR-5000 [OR-5] or OR-300 [OR-3]

Comments:

CBS-12 Third-Party / Outsourced Service Management