---
title: [OR] [RCBC] [E3] [CBS] [1] [ITo] Establish Impact Tolerances
description: [OR] [RCBC] [E3] [CBS] [1] [ITo] Establish Impact Tolerances
image: https://blog.bcm-institute.org/hubfs/PH%20Bank%20Graphic%20Folder/RCBC%20PH%20Graphic%20Folder/RCBC%20CBS%201%20Morepost/%5BOR%5D%20%5BRCBC%5D%20%5BPH%5D%20%5BE3%5D%20%5BCBS%5D%20%5B1%5D%20%5BITo%5D%20Retail%20Deposit%20%26%20Account%20Services.jpg
---
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###### Implementing Operational Resilience at Rizal Commercial Banking Corporation: A Practical Guide
# \[OR\] \[RCBC\] \[E3\] \[CBS\] \[1\] \[ITo\] Establish Impact Tolerances
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/52c2a369-a500-48fc-ab56-eb01ca3d16ef)
Establishing impact tolerance is a central requirement of operational resilience, ensuring that Rizal Commercial Banking Corporation (RCBC) can continue delivering its critical business services within acceptable levels of disruption.
For CBS-1 Deposit and Account Services, impact tolerance defines the **maximum acceptable thresholds for disruption**—such as downtime, data loss, and customer impact—before the consequences become intolerable.
According to BSP Circular No. 1203 Series of 2024, banks must set tolerance levels using measurable metrics (e.g., time, volume, value, customer impact) and ensure these are tested under severe but plausible scenarios.
This aligns with BCM Institute guidance, which emphasises that impact tolerance is not just about recovery time but about maintaining service delivery within defined thresholds.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/0430108a-ef49-43aa-ac7d-ee6bb474eba8)
[Moh Heng Goh](https://blog.bcm-institute.org/ebook-or/author/moh-heng-goh) Apr 17, 2026
###### Operational Resilience Certified Planner-Specialist-Expert
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/d8fd452a-02bc-48d8-8704-7ef1677582a8)
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/0430108a-ef49-43aa-ac7d-ee6bb474eba8)**CBS-1 Retail Deposit & Account Services**
#### Introduction
[![\[OR\] \[RCBC\] \[PH\] \[E3\] \[CBS\] \[1\] \[ITo\] Retail Deposit & Account Services](https://no-cache.hubspot.com/cta/default/3893111/c83b75bd-4873-4d35-9933-3971ee2e6219.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c83b75bd-4873-4d35-9933-3971ee2e6219)
Establishing impact tolerance is a central requirement of operational resilience, ensuring that Rizal Commercial Banking Corporation (RCBC) can continue delivering its critical business services within acceptable levels of disruption.
For CBS-1 Deposit and Account Services, impact tolerance defines the **maximum acceptable thresholds for disruption**—such as downtime, data loss, and customer impact—before the consequences become intolerable.
According to BSP Circular No. 1203 Series of 2024, banks must set tolerance levels using measurable metrics (e.g., time, volume, value, customer impact) and ensure these are tested under severe but plausible scenarios.
This aligns with BCM Institute guidance, which emphasises that impact tolerance is not just about recovery time but about maintaining service delivery within defined thresholds.
[![Banner \[Table\] \[OR\] \[E3\] Establish Impact Tolerance](https://no-cache.hubspot.com/cta/default/3893111/627c33a8-714d-40af-9a2b-0d7957fb8afa.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/627c33a8-714d-40af-9a2b-0d7957fb8afa)
###### Table P4: Establish Impact Tolerance for CBS-1
| 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 |
| --- | --- | --- | --- | --- | --- | --- | --- | --- |
| 1.1 | Customer Onboarding and Account Application | 24–48 hours | Minimal (≤1 day) | Delayed onboarding, low immediate harm | Moderate (KYC delays) | Operational / Compliance | Stable | Enhance digital onboarding fallback |
| 1.2 | Customer Identification and Verification (KYC/CDD) | 24 hours | Zero tolerance for data errors | Onboarding delays | High (AML/CFT breach risk) | Compliance / Regulatory | Stable | Strengthen automated screening resilience |
| 1.3 | Account Approval and Opening | 24 hours | Minimal | Customer inconvenience | Moderate | Operational | Stable | Improve workflow automation |
| 1.4 | Initial Funding and Deposit Booking | 4–8 hours | Near zero | Delayed fund availability | High (financial reporting accuracy) | Financial / Operational | Moderate | Improve real-time processing resilience |
| 1.5 | Product Terms Setup and Account Parameter Maintenance | 1–2 days | Low | Limited short-term impact | Moderate | Operational | Stable | Periodic validation controls |
| 1.6 | Deposit Transactions Processing | ≤2 hours | Zero or near zero | Inability to deposit funds | High (systemic impact risk) | Financial / Customer | Critical | Strengthen system redundancy |
| 1.7 | Withdrawal and Funds Access Processing | ≤1 hour | Zero | Loss of access to funds | Very High | Customer / Systemic | Critical | Enhance ATM & branch failover |
| 1.8 | Account Servicing and Customer Maintenance | 8–24 hours | Low | Service delays | Moderate | Operational | Stable | Improve CRM system resilience |
| 1.9 | Interest, Fees, and Charges Processing | 1–2 days | Low | Minor financial discrepancies | Moderate | Financial | Stable | Batch recovery improvements |
| 1.10 | Statement, Passbook, and Balance Reporting | 24 hours | Low | Delayed information access | Low to Moderate | Customer | Stable | Improve reporting system redundancy |
| 1.11 | Digital Account Access Enablement | ≤2 hours | Zero | Customers are unable to access their accounts | Very High | Customer / Reputational | Critical | Strengthen uptime and cyber resilience |
| 1.12 | ATM and Card-Based Access Management | ≤1 hour | Zero | Inability to withdraw cash or transact | Very High | Customer / Systemic | Critical | Improve network and ATM resilience |
| 1.13 | Account Reconciliation and Exception Handling | 1–2 days | Low | Potential reporting inaccuracies | High | Financial / Regulatory | Moderate | Automate reconciliation processes |
| 1.14 | Dormancy, Holds, Restrictions, and Account Control Administration | 24–48 hours | Low | Delayed enforcement of controls | High | Compliance | Stable | Enhance compliance monitoring |
| 1.15 | Fraud Monitoring and Transaction Surveillance | Real-time / ≤30 mins | Zero | Increased fraud exposure | Very High | Regulatory / Financial Crime | Critical | Enhance real-time analytics |
| 1.16 | Complaints, Disputes, and Service Recovery | 24–72 hours | Low | Customer dissatisfaction | Moderate | Reputational | Stable | Improve case management efficiency |
#### Regulatory Alignment and Practical Examples
Under BSP Circular No. 1203 Series of 2024, RCBC must:
- Define **impact tolerances for each critical business service**, using time-based and non-time-based metrics
- Ensure tolerances reflect **customer harm thresholds**, not just system recovery objectives
- Validate tolerances through **scenario testing**, including cyber incidents, system outages, and third-party failures
##### For Example
- **Sub-CBS 1.7 (Withdrawal Processing)** requires an extremely low tolerance (≤1 hour) because of the immediate harm to customers if funds are inaccessible.
- **Sub-CBS 1.11 (Digital Access)** reflects a high dependence on ICT and telecom infrastructure, requiring near-zero tolerance for downtime.
- **Sub-CBS 1.15 (Fraud Monitoring)** must operate in near real time to meet regulatory expectations for financial crime prevention.
These examples demonstrate how regulatory expectations translate into measurable operational thresholds.
#### [![Banner \[Summing\] \[OR\] \[E3\] Establish Impact Tolerance](https://no-cache.hubspot.com/cta/default/3893111/5e80e50f-5e3e-44ea-8c43-16bf42d4f3b5.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/5e80e50f-5e3e-44ea-8c43-16bf42d4f3b5)
Establishing impact tolerances for CBS-1 Deposit and Account Services enables Rizal Commercial Banking Corporation (RCBC) to clearly define the boundaries within which critical services must operate during disruptions.
By assigning measurable thresholds across each Sub-CBS, the Bank can prioritise resilience investments, focus on high-impact areas, and ensure alignment with regulatory expectations.
In accordance with BSP Circular No. 1203 Series of 2024, these tolerances form the basis for scenario testing, continuous monitoring, and improvement.
Ultimately, they enable RCBC to maintain customer trust, safeguard financial stability, and deliver reliable banking services even in the face of severe but plausible disruptions.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/52c2a369-a500-48fc-ab56-eb01ca3d16ef)
| **eBook 3: Starting Your OR Implementation** | | | | | |
| --- | --- | --- | --- | --- | --- |
| **CBS-1 Retail Deposit & Account Services** | | | | | |
| **CBS-1 DP** | **CBS-1 MD** | **CBS-1 MPR** | **CBS-1 ITo** | **CBS-1 SuPS** | **CBS-1 ST** |
| [![\[OR\] \[RCBC\] \[PH\] \[E3\] \[CBS\] \[1\] \[ITo\] Retail Deposit & Account Services](https://no-cache.hubspot.com/cta/default/3893111/15c8b31b-2fdd-4927-814a-f2e201998327.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/15c8b31b-2fdd-4927-814a-f2e201998327) | [![\[OR\] \[RCBC\] \[PH\] \[E3\] \[CBS\] \[1\] \[MD\] Retail Deposit & Account Services](https://no-cache.hubspot.com/cta/default/3893111/9a389c5d-0a68-450e-b95b-aa3c94786857.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/9a389c5d-0a68-450e-b95b-aa3c94786857) | [![\[OR\] \[RCBC\] \[PH\] \[E3\] \[CBS\] \[1\] \[MPR\] Retail Deposit & Account Services](https://no-cache.hubspot.com/cta/default/3893111/a16cbec5-5101-427d-bd35-b12b94a2b3a8.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a16cbec5-5101-427d-bd35-b12b94a2b3a8) | [![\[OR\] \[RCBC\] \[PH\] \[E3\] \[CBS\] \[1\] \[ITo\] Retail Deposit & Account Services](https://no-cache.hubspot.com/cta/default/3893111/c83b75bd-4873-4d35-9933-3971ee2e6219.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c83b75bd-4873-4d35-9933-3971ee2e6219) | [![\[OR\] \[RCBC\] \[PH\] \[E3\] \[CBS\] \[1\] \[SuPS\] Retail Deposit & Account Services](https://no-cache.hubspot.com/cta/default/3893111/601bf7aa-c458-4c81-8b22-e5319b8c2b35.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/601bf7aa-c458-4c81-8b22-e5319b8c2b35) | [![\[OR\] \[RCBC\] \[PH\] \[E3\] \[CBS\] \[1\] \[ST\] Retail Deposit & Account Services](https://no-cache.hubspot.com/cta/default/3893111/01639fba-f1d9-4ea9-8d8e-cb4f852be0d4.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/01639fba-f1d9-4ea9-8d8e-cb4f852be0d4) |
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/084e620a-46c5-419a-82ed-6a681d15c0b6)
**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.
#### More Information About OR-5000 \[OR-5\] or OR-300 \[OR-3\]
To learn more about the course and schedule, click the buttons below for the OR-300 Operational Resilience Implementer course and the OR-5000 Operational Resilience Expert Implementer course.
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