[OR] [MB] [E4] [CBS] [9] [ITo] Establish Impact Tolerances

Establish Impact Tolerances

CBS-9 – Branch Operations

Introduction

Branch Operations remain one of the most critical business services for Maybank Malaysia, forming the backbone of its customer-facing activities across retail, SME, and corporate banking.

Despite the increasing adoption of digital channels, physical branches continue to play a central role in customer onboarding, complex transaction handling, trade services, cash management, and resolution of service issues.

To align with regulatory requirements for operational resilience, Maybank must establish precise impact tolerances for its branch operations.

These tolerances define the thresholds within which disruption can occur without causing intolerable harm to customers, markets, or the bank’s financial and reputational standing.

Setting appropriate Maximum Tolerable Downtime (MTD) and Maximum Tolerable Data Loss (MTDL) ensures that service interruptions are managed effectively, recovery priorities are clear, and critical resources are safeguarded.

The table below outlines the agreed-upon impact tolerances for each Sub-CBS under CBS-9, mapping them against customer impact, regulatory exposure, resilience status, and required actions to strengthen Maybank’s branch operations.

Table: Impact Tolerance Summary for CBS-9

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
9-1	Customer Onboarding & Account Management	24 hours	< 4 hours	Delays in account opening, customer dissatisfaction, and reputational risk	Breach of KYC/AML onboarding timelines	Operational / Regulatory	Moderate – manual fallback possible	Enhance digital onboarding resilience and AML/KYC verification systems
9-2	Counter & Cash Transactions	4 hours	< 1 hour	Inability to withdraw/deposit cash, severe impact on retail/SME customers	Liquidity & operational disruption	Financial / Customer	High – dependent on real-time core banking	Increase redundancy for teller systems, ensure branch cash float contingency
9-3	Self-Service Terminal Support	6 hours	< 2 hours	ATMs/CDMs are down, affecting access to funds	May trigger customer complaints, media attention	Customer / Reputational	Strong – wide ATM network but location outages are possible	Expand predictive maintenance, enhance ATM switch redundancy
9-4	Trade Services & Remittances	12 hours	< 4 hours	Delayed LCs, remittances, and cross-border trade disruption	Breach of trade compliance timelines	Regulatory / Market	Moderate – manual processing possible	Automate document workflow, strengthen SWIFT network resilience
9-5	Credit & Collateral Admin	24 hours	< 6 hours	Loan disbursement/approval delays, mortgage processing backlog	Possible breach of regulatory SLA	Operational / Regulatory	Moderate	Improve digital loan servicing systems, ensure data synchronization with credit bureaus
9-6	Automation & Digital Enablement	8 hours	< 2 hours	Reduced efficiency in branch operations and customer delays	No direct regulatory breach, but reputational damage	Operational / Reputational	Moderate	Strengthen RPA monitoring, ensure fallback to manual processing
9-7	Security & Continuity	2 hours	< 30 mins	Branch safety risk, fraud attempts, and data compromise	Breach of MAS/BNM compliance on security & continuity	Security / Regulatory	High – dependent on surveillance & cybersecurity	Enhance cyber monitoring, improve physical security contingency
9-8	Customer Service & Resolution	12 hours	< 4 hours	Unresolved queries, customer dissatisfaction, and reputational impact	Potential breach of consumer protection standards	Customer / Reputational	Strong – multiple service channels available	Expand omni-channel support, enhance staff crisis communication training

Summing Up ...

The establishment of impact tolerances for CBS-9: Branch Operations highlights the interconnected nature of Maybank’s physical and digital ecosystems.

While some services (such as cash transactions and security) require near-immediate recovery, others (such as onboarding and credit administration) offer limited flexibility due to regulatory and customer service expectations.

Overall, Maybank’s current resilience posture in branch operations is moderate to strong, but vulnerabilities remain in real-time teller systems, digital enablement, and security response.

Targeted actions such as enhancing system redundancy, strengthening automation oversight, and improving security monitoring will be crucial.

By formalising these tolerances, Maybank ensures it can withstand severe but plausible disruptions while continuing to serve its customers, comply with regulations, and maintain trust in its branch network as a cornerstone of banking operations.

Operational Resilience in Action: Case Studies and Best Practices for MayBank
eBook 4: Starting Your OR Implementation
CBS-9 Branch Operations
CBS-9 DP	CBS-9 MD	CBS-9 MPR	CBS-9 ITo	CBS-9 SuPS	CBS-9 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.

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-3] OR-300 Operational Resilience Implementer course and the [OR-5] OR-5000 Operational Resilience Expert Implementer course.