Mapping processes and resources is a foundational step in operational resilience, as it provides a structured understanding of how critical business services are delivered end-to-end.
For CBS-1: Deposit and Account Services at RCBC, this mapping ensures that each sub-process (Sub-CBS) is clearly linked to its supporting resources—people, processes, technology, and third parties—and identifies upstream and downstream dependencies.
This level of visibility enables the bank to detect vulnerabilities, manage disruptions, and prioritise recovery actions in alignment with regulatory expectations.
In line with the Bangko Sentral ng Pilipinas (BSP) Circular No. 1203, Series of 2024, banks are required to map interconnections and interdependencies that support critical business services.
This includes identifying critical systems, third-party providers, and internal/external dependencies that could impact service delivery. The objective is to ensure that disruptions—whether operational, cyber, or third-party related—can be effectively managed within defined impact tolerances.
|
Sub-CBF Code |
Sub-CBS |
Processes |
People |
Technology (Applications & Infrastructure) |
Third-Party Vendors |
Upstream / Downstream Dependencies |
|
1.1 |
Customer Onboarding and Account Application |
Customer application intake, data capture, document submission |
Branch staff, Relationship Managers |
CRM systems, onboarding platforms, and document capture systems |
ID verification providers, courier services |
Upstream: Marketing, customer acquisition; Downstream: KYC verification |
|
1.2 |
Customer Identification and Verification (KYC/CDD) |
Identity verification, AML screening, risk profiling |
Compliance officers, KYC analysts |
AML systems, screening tools, and database access |
Credit bureaus, government ID databases |
Upstream: Onboarding; Downstream: Account approval |
|
1.3 |
Account Approval and Opening |
Account validation, approval workflow, and account creation |
Branch managers, operations staff |
Core banking system (CBS), workflow engines |
None / regulatory reporting interfaces |
Upstream: KYC; Downstream: Deposit booking |
|
1.4 |
Initial Funding and Deposit Booking |
Deposit acceptance, posting to account, transaction validation |
Tellers, operations staff |
Core banking, payment systems |
Payment networks, clearing houses |
Upstream: Account opening; Downstream: Transaction processing |
|
1.5 |
Product Terms Setup and Account Parameter Maintenance |
Configuration of account features, limits, and interest rates |
Product managers, IT support |
Core banking configuration modules |
None |
Upstream: Product development; Downstream: Transaction processing |
|
1.6 |
Deposit Transactions Processing |
Cash/non-cash deposits, transfers, posting and validation |
Tellers, operations staff |
Core banking, transaction processing systems |
Payment processors, clearing networks |
Upstream: Funding; Downstream: Reporting, reconciliation |
|
1.7 |
Withdrawal and Funds Access Processing |
Cash withdrawals, ATM withdrawals, transfers |
Branch staff, ATM support teams |
ATM systems, core banking, card systems |
ATM networks (e.g. BancNet), payment processors |
Upstream: Account balance; Downstream: Fraud monitoring |
|
1.8 |
Account Servicing and Customer Maintenance |
Customer updates, account changes, service requests |
Customer service staff, call centre agents |
CRM, core banking |
Outsourced call centres (if applicable) |
Upstream: Customer requests; Downstream: Reporting |
|
1.9 |
Interest, Fees, and Charges Processing |
Interest calculation, fee application, posting |
Finance teams, operations |
Core banking interest modules |
None |
Upstream: Product parameters; Downstream: Statements |
|
1.10 |
Statement, Passbook, and Balance Reporting |
Statement generation, balance inquiries, and reporting |
Operations staff, IT support |
Reporting systems, digital banking platforms |
Printing vendors, email/SMS providers |
Upstream: Transactions; Downstream: Customer communication |
|
1.11 |
Digital Account Access Enablement |
Online/mobile banking setup, credential issuance |
IT support, digital banking teams |
Mobile apps, internet banking platforms, IAM systems |
Cloud providers, SMS OTP providers |
Upstream: Account creation; Downstream: Transactions |
|
1.12 |
ATM and Card-Based Access Management |
Card issuance, PIN management, ATM servicing |
Card operations, ATM support teams |
Card management systems, ATM infrastructure |
Card vendors, ATM service providers |
Upstream: Account setup; Downstream: Withdrawal processing |
|
1.13 |
Account Reconciliation and Exception Handling |
Reconciliation, discrepancy resolution |
Finance and operations teams |
Reconciliation tools, core banking |
External auditors (if applicable) |
Upstream: Transactions; Downstream: Reporting, compliance |
|
1.14 |
Dormancy, Holds, Restrictions, and Account Control Administration |
Account status updates, restrictions, and compliance holds |
Compliance teams, operations |
Core banking controls, compliance systems |
Regulatory interfaces |
Upstream: Monitoring; Downstream: Fraud, reporting |
|
1.15 |
Fraud Monitoring and Transaction Surveillance for Deposit Accounts |
Transaction monitoring, alert handling, and investigation |
Fraud analysts, risk teams |
Fraud detection systems, AI analytics tools |
External fraud intelligence providers |
Upstream: Transactions; Downstream: Incident management |
|
1.16 |
Complaints, Disputes, and Service Recovery |
Complaint intake, investigation, resolution |
Customer service, dispute resolution teams |
CRM, case management systems |
Ombudsman/regulatory bodies |
Upstream: Customer issues; Downstream: Service improvement |
In compliance with BSP Circular No. 1203, the above mapping supports the following regulatory expectations:
A disruption to a third-party payment network (e.g., BancNet) must be assessed for its downstream impact on withdrawal processing (1.7) and customer access (1.11), and ensure that alternative channels or contingency measures are available.
The “Map Processes and Resources” for CBS-1 Deposit and Account Services provides RCBC with a comprehensive view of how its most critical retail banking services are delivered.
By systematically linking each Sub-CBS to its supporting processes, people, technology, and third-party dependencies, the bank establishes a strong foundation for operational resilience.
More importantly, this mapping is not merely a documentation exercise—it is a strategic tool. It enables RCBC to proactively identify vulnerabilities, assess concentration risks (especially in third-party providers and technology platforms), and design effective response and recovery strategies.
In alignment with BSP Circular No. 1203, such mapping ensures that RCBC can maintain critical services even under severe but plausible disruption scenarios, thereby safeguarding customer trust, financial stability, and regulatory compliance.
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