In the banking sector, where customer trust, regulatory compliance, and systemic stability are critical, impact tolerance must be clearly defined, tested, and embedded into day-to-day operations.
This chapter provides a practical case study illustrating how a bank sets and applies impact tolerances for two common Critical Business Services (CBS):
The case study follows a structured, step-by-step approach aligned with the methodology outlined in earlier chapters.
The purpose of this chapter is to:
|
CBS Code |
Critical Business Service |
Description |
|
CBS-1 |
Deposit and Account Services |
Enables customers to open accounts, deposit funds, withdraw funds, and manage balances |
|
CBS-2 |
Payments and Funds Transfer Services |
Enables domestic and cross-border payments, transfers, and settlements |
CBS-1: Deposit Services
|
Sub-CBS Code |
Sub-CBS |
|
1.1 |
Customer Onboarding and Account Opening |
|
1.6 |
Deposit Transactions Processing |
|
1.7 |
Withdrawal and Funds Access |
|
1.11 |
Digital Account Access |
CBS-2: Payments Services
|
Sub-CBS Code |
Sub-CBS |
|
2.1 |
Payment Initiation |
|
2.3 |
Authentication and Authorisation |
|
2.5 |
Payment Routing |
|
2.7 |
Clearing and Settlement |
|
2.9 |
Transaction Notification |
|
Sub-CBS |
People |
Technology |
Third Parties |
|
Deposit Transactions |
Branch staff, operations |
Core banking system, ATM switch |
ATM network provider |
|
Payment Initiation |
Digital banking team |
Mobile app, payment gateway |
Payment processor |
|
Clearing & Settlement |
Payments ops, treasury |
Payment switch, RTGS |
Clearing house |
The bank considers:
Scenario:
Core banking system outage affecting both deposit and payment services for several hours.
|
Time |
Deposit Services Impact |
Payments Services Impact |
|
0–1 hour |
Minor delays |
Minor transaction delays |
|
1–2 hours |
Customers are unable to deposit/withdraw |
Payment backlog increases |
|
2–4 hours |
High customer dissatisfaction |
Delayed payments, complaints |
|
4–6 hours |
Severe customer impact |
Regulatory concern triggered |
|
>6 hours |
Crisis |
Potential systemic impact |
Sample Impact Tolerance Table
|
Sub-CBS Code |
Sub-CBS |
MTD |
MTDL |
Customer Impact |
Regulatory Impact |
Impact Type |
Current Resilience Status |
Action Required |
|
1.6 |
Deposit Transactions Processing |
4 hours |
15 minutes |
High – no access to deposits |
Medium |
Customer / Financial |
Moderate |
Improve system failover |
|
1.7 |
Withdrawal & Funds Access |
2 hours |
Near-zero |
Very High – customers cannot access funds |
High |
Customer / Regulatory |
Weak |
Enhance ATM and branch redundancy |
|
2.1 |
Payment Initiation |
2 hours |
5 minutes |
High – delayed payments |
High |
Customer / Systemic |
Moderate |
Strengthen gateway resilience |
|
2.7 |
Clearing & Settlement |
1 hour |
Near-zero |
Very High – systemic disruption |
Very High |
Systemic / Regulatory |
Weak |
Implement alternate routing |
Stakeholders involved:
Outcome:
Simulated 4-hour core banking outage
|
CBS |
Defined Tolerance |
Actual Outcome |
Result |
|
Deposit Services |
4 hours |
3.5 hours recovery |
Within tolerance |
|
Withdrawal Services |
2 hours |
3 hours recovery |
Breach |
|
Payment Initiation |
2 hours |
2.2 hours recovery |
Near breach |
|
Clearing & Settlement |
1 hour |
2 hours recovery |
Breach |
|
Gap |
Action |
|
ATM dependency |
Introduce alternate network routing |
|
Clearing failure |
Establish backup clearing arrangements |
|
Payment delays |
Enhance processing capacity |
|
Recovery time |
Upgrade failover systems |
|
Component |
Output |
|
CBS Identification |
Deposit and Payments Services |
|
Dependency Mapping |
People, technology, third parties |
|
Impact Assessment |
Time-based degradation analysis |
|
Tolerance Definition |
MTD, MTDL, customer and systemic impact |
|
Scenario Testing |
Core banking outage simulation |
|
Gap Analysis |
Identified weaknesses in withdrawal and clearing |
|
Remediation |
Technology and third-party improvements |
This case study demonstrates how impact tolerance can be applied in a practical banking context.
By following a structured methodology—identifying CBS, mapping dependencies, defining tolerances, and validating through scenario testing—the organisation gains a clear understanding of its resilience capabilities.
The results highlight a key insight: impact tolerance is only as strong as the organisation’s ability to operate within it under stress.
Testing, analysis, and continuous improvement are essential to ensuring that tolerances are realistic, defensible, and aligned with both customer expectations and regulatory requirements.
Ultimately, this approach enables banks to move beyond compliance and build a robust, service-centric operational resilience capability that protects customers, maintains trust, and safeguards financial stability.
| C1 | C2 | C3 | C4 | C5 | C6 |
| C7 | C8 | C9 | C10 | C11 | C12 |
| C13 | C14 | C15 | C16 | C17 | C18 |
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