[OR] [PTC] [E3] [CBS] [1] [MD] Map Dependency

CBS-1 Deposit & Account Services

For the Philippine Trust Company, mapping dependencies for CBS-1 Deposit and Account Services is a core operational resilience activity because the service depends on an interconnected chain of people, processes, technology, public infrastructure, and third parties that must continue to work together during disruption.

BCM Institute’s guidance explains that dependency mapping is intended to identify the connections among people, processes, information, technology, facilities, and service providers required to deliver each critical business service, enabling early identification of weaknesses and vulnerabilities.

BSP Circular No. 1203 takes the same direction by requiring BSFIs to identify critical operations, map interconnections and interdependencies, assess vulnerabilities, and ensure that third-party and public infrastructure dependencies are understood and managed.

Philtrust’s public materials show that its domestic services include checking accounts, savings accounts, time deposits, transfers, collections, and related account services, making deposit and account servicing an appropriate, critical business service to map in detail.
The dependency map below is structured to support an operational resilience assessment of Philtrust’s deposit and account service chain.

It aligns each Sub-CBS with the four requested dependency lenses: People, Process, Technology, and Third Party.

The examples are tailored to a Philippine bank context and reflect BSP expectations that banks identify key roles, supporting resources, substitute arrangements, incident and continuity measures, and vulnerabilities that may affect the delivery of critical operations.

Where Philtrust-specific internal systems or vendors are not publicly disclosed, the table uses reasonable banking-industry dependency assumptions that the bank should validate during workshops and mapping reviews.

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, relationship managers, operations support	Frontline staff initiate the deposit-service lifecycle by receiving applications and customer data, which feeds KYC, approval, and account setup.
		Process	Customer onboarding workflow, form completion, document capture, product suitability checks	Starts the end-to-end deposit account journey and triggers downstream KYC/CDD, approval, CIF creation, and initial funding steps.
		Technology	Branch onboarding platform, document scanning, CRM/CIF capture, queue management	Captures applicant data and supporting records for use by compliance, operations, and core banking account-opening processes.
		Third Party	ID validation utilities, courier/printing partners for forms/cards, telecom/internet providers	External services support document transmission, identity reference checks, and connectivity needed for branch or digital onboarding.
1.2	Customer Identification and Verification (KYC/CDD)	People	Compliance officers, branch officers, AML analysts, and account-opening reviewers	Review the customer's identity, beneficial ownership, and risk profile before the account is activated.
		Process	KYC, CDD, sanctions screening, AML risk rating, customer acceptance standards	Determines whether onboarding can proceed and links directly to fraud controls, compliance monitoring, and regulatory reporting.
		Technology	AML screening engine, watchlist screening, document management, customer risk-rating tools	Interfaces with onboarding and core customer records to prevent non-compliant or suspicious accounts from being opened.
		Third Party	Sanctions/watchlist data providers, public registry sources, telecom/network providers	Supplies external reference data and connectivity needed to validate customer identity and screening results.
1.3	Account Approval and Opening	People	Approvers, branch managers, operations control staff, and account setup personnel	Authorised staff approve the customer relationship and confirm that onboarding and KYC conditions are satisfied.
		Process	Approval matrix, maker-checker controls, account-number generation, and account activation	Converts a verified application into a live deposit account and enables initial funding, servicing, and transaction processing.
		Technology	Core banking platform, CIF master, account origination module, workflow engine	Generates the official account record used by tellers, ATM, digital banking, statements, and reconciliation processes.
		Third Party	Signature card printers, cheque/passbook vendors, network/connectivity providers	Supports issuance of physical account instruments and operational connectivity after account creation.
1.4	Initial Funding and Deposit Booking	People	Tellers, branch cash custodians, operations staff, treasury/settlement support	Handle cash, cheque, transfer, or remittance-based initial funding and ensure correct booking into the account.
		Process	Cash acceptance, cheque clearing intake, transfer posting, deposit booking and balancing	Establishes the funded status of the account and links account opening to ledger posting and available balance creation.
		Technology	Teller system, core banking, cash transaction module, clearing interface	Post the first deposit to the ledger and update balances used by withdrawals, ATM, and digital banking channels.
		Third Party	Clearing houses, cash logistics support, and payment network participants	External settlement or clearing dependencies affect how quickly funds become collected and usable.
1.5	Product Terms Setup and Account Parameter Maintenance	People	Product management, deposit operations, branch operations, IT support	Staff define or maintain account parameters such as minimum balance, dormancy rules, interest basis, and fee settings.
		Process	Product configuration, parameter maintenance, change control, and authorisation workflow	Ensures the account behaves correctly with respect to pricing, eligibility, customer service, and compliance conditions.
		Technology	Core banking parameter tables, product engine, and change management tools	Parameter settings drive transaction validation, fee charging, interest accrual, dormancy treatment, and reporting.
		Third Party	System vendors, managed service providers, testing/support partners	Vendor-supported system changes may be needed when product terms or regulatory rules are updated.
1.6	Deposit Transactions Processing	People	Tellers, branch operations, operations back office, supervisors	Execute and supervise cash and non-cash deposit transactions and resolve posting exceptions.
		Process	Deposit acceptance, validation, posting, end-of-day balancing, exception handling	Maintains accurate account balances and feeds downstream reporting, reconciliation, and customer visibility across channels.
		Technology	Teller platform, core banking, branch network, transaction switch	Real-time or near-real-time posting connects branch activity to the central ledger and customer channels.
		Third Party	Telecom/network providers, clearing participants, device maintenance providers	Service availability of communications and transaction devices affects transaction throughput and posting timeliness.
1.7	Withdrawal and Funds Access Processing	People	Tellers, cash custodians, branch managers, fraud/risk monitoring staff	Staff validate customer authority, check balances or holds, and release funds within policy limits.
		Process	OTC withdrawal, signature verification, withdrawal limit checks, hold validation, approval controls	Connects directly to balance management, fraud checks, ATM/card controls, and customer access obligations.
		Technology	Teller system, core banking, signature verification records, ATM/card systems	Confirms available balance and restrictions before funds are dispensed or released to the customer.
		Third Party	ATM network operators, cash-in-transit, telecom/internet providers	External channel and cash dependencies influence the bank’s ability to provide uninterrupted access to deposits.
1.8	Account Servicing and Customer Maintenance	People	Customer service staff, branch operations, contact centre, operations support	Handle account updates, including address changes, reactivation requests, record amendments, and service requests.
		Process	Customer maintenance workflow, record update controls, request fulfilment, maker-checker approval	Keeps account records accurate and supports continuity of statements, notifications, fraud monitoring, and regulatory compliance.
		Technology	CRM/CIF system, core banking maintenance screens, document repository	Updated customer data propagates across servicing, digital access, alerts, and compliance monitoring systems.
		Third Party	SMS/email service providers, call centre support, document archiving partners	Customer updates often rely on third-party communication and storage services for fulfilment and evidence retention.
1.9	Interest, Fees, and Charges Processing	People	Product operations, finance, deposit operations, and branch support	Staff oversee correct accruals, fee collection, reversals, and customer enquiries on account pricing outcomes.
		Process	Interest accrual, fee computation, penalty charging, waiver/adjustment approvals	Directly impacts customer balances, disclosures, complaints, and the accuracy of financial reporting.
		Technology	Core banking interest engine, fee tables, batch processing, and general ledger interfaces	Automates periodic account calculations and posts results to customer accounts and bank finance records.
		Third Party	System vendors, managed infrastructure providers	Reliable batch execution and parameter integrity may depend on external platform support.
1.10	Statement, Passbook, and Balance Reporting	People	Branch staff, operations reporting staff, customer service staff	Produce or support the delivery of passbooks, statements, balance confirmations, and customer transaction history.
		Process	Statement generation, passbook updating, balance inquiry, archival retrieval, report distribution	Provides customers with evidence of account activity and supports dispute handling, auditing, and compliance needs.
		Technology	Statement engine, passbook printers, report repository, core banking inquiry tools	Pulls transaction and balance data from the ledger and makes it available to branches, online channels, and service teams.
		Third Party	Print/mail providers, email/SMS providers, telecom/network providers	Delivery of paper or electronic statements depends on external fulfilment and communications channels.
1.11	Digital Account Access and Channel Integration	People	Digital banking team, IT operations, cyber security staff, and customer support	Manage customer access, platform availability, integration incidents, and channel-related service issues.
		Process	Login and authentication, online inquiry, transfer initiation, digital service support, and incident escalation	Extends deposit services beyond branches and connects CBS-1 to customer-facing digital channels and related controls.
		Technology	Internet/mobile banking platforms, middleware, API/integration layers, IAM/MFA tools	Provides customers with self-service access to balances, transactions, and accounts using the same core account records.
		Third Party	Internet service providers, OTP/SMS vendors, cybersecurity solutions providers, app support vendors	Availability and security of digital services depend on external connectivity, messaging, and cyber-control suppliers.
1.12	ATM and Card-Based Access Management	People	Card operations staff, ATM support teams, fraud monitoring analysts, and branch service staff	Support ATM card issuance, PIN handling, card replacement, dispute support, and access restoration.
		Process	Card issuance, PIN generation, activation, blocking/hotlisting, ATM withdrawal and balance inquiry processing	Connects deposit accounts to ATM-based access, widening service reach and dependence on switching/network availability.
		Technology	Card management system, ATM switch, ATM terminals, core banking integration	Enables real-time authentication and balance validation for ATM withdrawals and inquiries.
		Third Party	BancNet or other network participants, card vendors, ATM hardware maintainers, cash-in-transit providers	Critical external dependencies support network transactions, card production, ATM uptime, and cash replenishment.
1.13	Account Reconciliation and Exception Handling	People	Operations control staff, branch accounting staff, finance/reconciliation analysts	Investigate breaks, unmatched entries, suspense items, and posting discrepancies.
		Process	Daily reconciliation, suspense management, break investigation, correction and adjustment workflow	Protects ledger integrity and ensures that branch, channel, and settlement records remain aligned with customer balances.
		Technology	Reconciliation tools, core banking extracts, general ledger interface, and exception tracking logs	Aggregates transaction data from multiple channels and systems to identify and resolve breaks.
		Third Party	Network providers, settlement counterparties, managed reconciliation tools	The timeliness of third-party data and the completeness of files affect the speed of exception resolution.
1.14	Dormancy, Holds, Restrictions, and Account Control Administration	People	Branch managers, compliance staff, legal staff, and deposit operations	Authorise or administer holds, garnishments, freezes, dormancy treatment, and account control actions.
		Process	Dormancy monitoring, freeze/unfreeze controls, legal hold processing, restriction administration	Controls customer access and ensures that withdrawals, transfers, and servicing follow legal, risk, and policy requirements.
		Technology	Core banking restriction codes, account control flags, case/workflow tools	Restriction settings interact directly with teller, ATM, and digital access processes to prevent unauthorised use.
		Third Party	Legal notice originators, government agencies, external mail/notice service providers	External instructions or notifications may trigger account controls and customer communications.
1.15	Fraud Monitoring and Transaction Surveillance for Deposit Accounts	People	Fraud analysts, AML team, branch operations, and information security staff	Monitor unusual account behaviour, internal fraud indicators, mule activity, or transaction anomalies.
		Process	Fraud detection, alert triage, case investigation, escalation, account blocking, suspicious activity referral	Operates across withdrawals, digital access, ATM transactions, and account maintenance to reduce harm and protect customers.
		Technology	Fraud monitoring systems, AML tools, transaction analytics, alert/case platforms	Pulls data from core banking and delivery channels to identify patterns that may threaten the CBS.
		Third Party	Fraud intelligence providers, cyber monitoring vendors, telecom/SMS providers	External feeds and communications support alert enrichment, customer contact, and rapid response.
1.16	Complaints, Disputes, and Service Recovery	People	Branch staff, complaints handling unit, customer care teams, operations investigators	Receive and resolve complaints on failed transactions, statement issues, unauthorised use, or service interruptions.
		Process	Complaint logging, dispute investigation, root-cause analysis, correction, and customer communication	Feeds back into operational resilience by identifying control weaknesses and customer harm from service disruption.
		Technology	CRM/ticketing system, call centre tools, case management, transaction history inquiry systems	Enables cross-functional review of incidents and ties customer impact to operational breaks and remediation.
		Third Party	Ombudsman/regulatory channels, communications providers, ATM/network participants	Some disputes require coordination with external networks or communication providers for evidence and resolution.
1.17	Regulatory Reporting and Compliance Monitoring	People	Compliance officers, finance staff, operations reporting teams, and internal audit liaison	Prepare and review required reporting, compliance monitoring, and issue escalation related to deposit operations.
		Process	Regulatory returns, exception reporting, compliance attestations, and audit issue tracking	Connects CBS-1 operations to BSP, AML, consumer protection, and deposit insurance obligations.
		Technology	Regulatory reporting tools, data warehouse, MIS reporting, compliance dashboards	Consolidates information from onboarding, transactions, fraud, and servicing for external and internal reporting.
		Third Party	Regulators, reporting gateways, legal/compliance advisers, PDIC-related interfaces	External regulatory bodies and reporting channels shape reporting timetables and issue management.
1.18	Incident Response, Business Continuity, and Recovery	People	Incident management team, business continuity coordinators, IT DR teams, senior management, branch leadership	Lead disruption response, decision-making, escalation, communication, and recovery actions affecting deposit services.
		Process	Incident response, crisis management, BCP invocation, manual workarounds, recovery and restoration	Coordinates end-to-end resilience when any of the preceding Sub-CBS activities are disrupted beyond normal tolerance.
		Technology	DR site, backup systems, alternative connectivity, monitoring tools, emergency communication platforms	Supports restoration of core deposit operations, alternative service delivery, and post-incident recovery validation.
		Third Party	Alternate site providers, telecom and power utilities, critical vendors, security/logistics partners	External resilience arrangements are essential for maintaining or restoring service during severe but plausible scenarios.

Regulatory requirements and Philippine banking examples

BSP Circular No. 1203 requires a BSFI’s board to oversee and approve an operational resilience framework, while senior management must implement it and ensure sufficient resources and capabilities are in place.

For a bank such as Philtrust, this means deposit and account services cannot be treated as branch-only activities; the service must be governed as a cross-functional critical operation that includes operations, compliance, IT, fraud, customer service, and third-party oversight.

The Circular also states that identified critical operations should drive the subsequent steps of setting disruption tolerances and mapping interconnections and interdependencies.

In practice, once Philtrust identifies deposit and account services as a critical operation, it should map the people, systems, channels, and external providers that support each sub-process above, then use that map to identify weak points such as single approver dependency, sole telecom link, sole ATM switch dependency, or over-reliance on one KYC or messaging provider.

BSP further expects third-party arrangements affecting critical operations to include provisions to maintain those operations during disruptions, or an exit strategy and substitute arrangements must exist.

For example, if digital deposit access depends on an OTP provider, an ATM network, a statement printer, or a managed infrastructure provider, the bank should define fallback arrangements, substitute vendors, or in-house alternatives where feasible.

The self-assessment questions attached to the Circular also ask whether the bank has identified the personnel responsible for mapping, the key sources and resources used, and the plans for the unavailability of key roles.

Finally, BSP requires banks to assess dependencies on public infrastructure such as telecommunications and energy, and to perform periodic business continuity exercises using severe but plausible scenarios.

For deposit and account services, examples include a branch network outage, ransomware affecting account access, an ATM switch failure, a prolonged telecom outage, a critical third-party service failure, or a simultaneous disruption affecting multiple customer-access channels.

These examples show why the dependency map must be kept current and tied to scenario testing, recovery plans, and vulnerability remediation.

The dependency mapping for CBS-1 Deposit and Account Services shows that Philippine Trust Company’s deposit service is not a single operational process but an ecosystem of linked activities spanning onboarding, KYC, account opening, posting, access channels, controls, reporting, and recovery.

Consistent with BCM Institute’s mapping guidance and BSP Circular No. 1203, the value of the map lies in making those interconnections visible, enabling the bank to identify vulnerabilities, test disruption scenarios, define substitute arrangements, and strengthen its ability to continue delivering critical services during operational stress.

As a chapter output, this table should be treated as the working dependency baseline for the next operational resilience steps: mapping processes and resources, setting impact tolerances, defining severe but plausible scenarios, and planning scenario tests.

Philtrust should validate the draft against its actual branch model, core banking architecture, third-party inventory, ATM and digital channel arrangements, and governance structure, so that the final map is evidence-based, regulator-ready, and actionable for improving resilience.

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From Risk to Resilience: A Strategic Operational Resilience Framework for Philippine Trust Company

[OR] [PTC] [E3] [CBS] [1] [MD] Map Dependency

Operational Resilience Certified Planner-Specialist-Expert

CBS-1 Deposit & Account Services

Regulatory requirements and Philippine banking examples

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

Comments:

From Risk to Resilience: A Strategic Operational Resilience Framework for Philippine Trust Company

[OR] [PTC] [E3] [CBS] [1] [MD] Map Dependency

Operational Resilience Certified Planner-Specialist-Expert

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Regulatory requirements and Philippine banking examples

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Comments:

CBS-1 Deposit & Account Services