RBI Guidelines Summary

THE RBI GUIDELINES
A Brief Summary of the

RBI Guidelines on
Information security,
Electronic Banking,
Technology risk
management and cyber
frauds
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THE RBI GUIDELINES 2012

TABLE OF CONTENTS
Contents
INTENDED AUDIENCE .............................................................................................................................................................. 3
EXECUTIVE SUMMARY............................................................................................................................................................. 3
INTRODUCTION ....................................................................................................................................................................... 4
CHAPTER 1: IT GOVERNANCE .................................................................................................................................................. 6
Introduction......................................................................................................................................................................... 6
Roles and Responsibilities and Organizational Framework ................................................................................................ 6
Focus Areas for IT Governance:........................................................................................................................................... 6
Policies and Procedures ...................................................................................................................................................... 6
CHAPTER 2 INFORMATION SECURITY................................................................................................................................... 7
Introduction......................................................................................................................................................................... 7
Roles & Responsibilities and organization framework:....................................................................................................... 8
Critical components of information security ...................................................................................................................... 8
CHAPTER 3: IT OPERATIONS .................................................................................................................................................. 11
Introduction....................................................................................................................................................................... 11
Roles & Responsibilities and Organization Framework: ................................................................................................... 11
Components of IT operations framework ......................................................................................................................... 11
CHAPTER 4 IT SERVICES OUTSOURCING ............................................................................................................................. 12
Introduction....................................................................................................................................................................... 12
Roles & Responsibilities and Organization Structure: ....................................................................................................... 12
Various components/aspects relating to outsourcing ...................................................................................................... 12
CHAPTER 5: IS AUDIT ............................................................................................................................................................. 14
Roles & Responsibilities and Organization Framework: ................................................................................................... 14
Critical Components and Processes .................................................................................................................................. 14
CHAPTER 6 CYBER FRAUD................................................................................................................................................... 16
Introduction....................................................................................................................................................................... 16
1. Roles/Responsibilities and Organizational structure .................................................................................................... 16
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Components of fraud risk management: .......................................................................................................................... 16
CHAPTER 7: BUSINESS CONTINUITY PLANNING .................................................................................................................... 18
Introduction....................................................................................................................................................................... 18
1. Roles, Responsibilities and Organizational structure .................................................................................................... 18
Critical Components of Business Continuity Management Framework ........................................................................... 18
CHAPTER 8- CUSTOMER EDUCATION .................................................................................................................................... 20
Introduction....................................................................................................................................................................... 20
Roles and Responsibility: ................................................................................................................................................... 20
Organization Structure: ..................................................................................................................................................... 20
Key Recommendations:..................................................................................................................................................... 20
CHAPTER 9: LEGAL ISSUES ..................................................................................................................................................... 22
Introduction....................................................................................................................................................................... 22
Roles and Responsibilities and Organizational Structure.................................................................................................. 22
Key Recommendations:..................................................................................................................................................... 22
REFERENCES: ......................................................................................................................................................................... 23

INTENDED AUDIENCE
The RBI guideline is useful for all banks and financial institutions incorporating IT operations and support to meet their
business objectives. The guidelines are important to be complied and followed sincerely so as to maintain the trust level of
the customer by assuring the security of their information residing with these financial institutions.
The guidelines can also be used by advisory & auditing firms for consulting and audit purpose.
EXECUTIVE SUMMARY
In todays Indian scenario, banking sectors are rapidly utilizing IT services for their operations. Automation of various
processes no doubt has given lots of advantages to these banking and financial institutions, but has given rise to many
risks as well.
Technology risks not only have a direct impact on a bank as operational risks but can also exacerbate other risks like
credit risks and market risks. Given the increasing reliance of customers on electronic delivery channels to conduct
transactions, any security related issues have the potential to undermine public confidence in the use of e-banking
channels and lead to reputation risks to the banks. Inadequate technology implementation can also induce strategic risk in
terms of strategic decision making based on inaccurate data/information. Compliance risk is also an outcome in the event
of non-adherence to any regulatory or legal requirements arising out of the use of IT. These issues ultimately have the
potential to impact the safety and soundness of a bank and in extreme cases may lead to systemic crisis.
Keeping in view the changing threat milieu and the latest international standards, it was felt that there was a need to
enhance RBI guidelines relating to the governance of IT, information security measures to tackle cyber fraud apart from
enhancing independent assurance about the effectiveness of IT controls. To consider these and related issues, RBI
announced the creation of a Working Group on Information Security, Electronic Banking, Technology Risk Management
and Tackling Cyber Fraud in April, 2010. The Group was set up under the Chairmanship of the Executive Director
Shri.G.Gopalakrishna.

INTRODUCTION
Looking at the IT challenges and information security concerns today, RBI introduced guidelines to enhance the
governance of IT and institute robust information security measures in the Indian banking sector. Following were the
major reasons for introducing the guidelines for the bank:
Information technology (IT) risk assessment and management was required to be made a part of the risk
management framework of a bank
Internal audits/information system audits needed to independently provide assurance that IT-related processes and
controls were working as intended.
Given the instances of cyber fraud in banks recently, it was necessary to improve controls and examine the need
for pro-active fraud risk assessments and management processes in commercial banks.
With the increase in transactions in electronic mode, it was also critical to examine the legal implications for
banks arising out of cyber laws and steps that were required to be taken to suitably mitigate the legal risks.
Taking into account the above mentioned issues, creation of a Working Group on Information Security, Electronic
Banking, Technology Risk Management and Tackling Cyber Fraud took place.
This working group was formed with the following vision to:
undertake a comprehensive assessment of extant IT and e-banking related guidelines vis--vis international
guidelines/best practices and suggest suitable recommendations
suggest recommendations with respect to information security in order to comprehensively provide for a broad
framework to mitigate present internal and external threats to banks
Provide recommendations for effective and comprehensive Information Systems Audit related processes to
provide assurance on the level of IT risks in banks
Suggest scope for enhancement of measures against cyber fraud through preventive and detective mechanisms as
part of the fraud risk management framework in banks
Identify measures to improve business continuity and disaster recovery related processes in banks
Assess the impact of legal risks arising out of cyber laws, the need for any specific legislation relating to data
protection and privacy and whether there is an Indian equivalent of the Electronic Fund Transfer Act in the US
Consider scope to enhance customer education measures relating to cyber fraud
The working group decided to address IT issues across multiple dimensions arising out of the use of IT and provide
recommendations in these areas. These dimensions and provided recommendations were elaborated in the following 9
chapters of the guideline
Chapter 1 - Information Technology

Governance
Chapter 6- Cyber frauds
Chapter 2 Information Security
Chapter 7- Business Continuity Planning
Chapter 3 IT operations
Chapter 8 - Customer education
Chapter 4 IT services outsourcing
Chapter 9- Legal issues
Chapter 5 IS Audit
The report further is divided into different chapters and each chapter contains introduction, associated roles and
responsibilities and the desired control recommendations from the RBI for banks to implement mandatorily. The
recommendations are not one-size-fits-all and the implementation of these recommendations need to be based on the
nature and scope of activities engaged by banks and the technology environment prevalent in the bank and the support
rendered by technology to the business processes.

CHAPTER 1: IT GOVERNANCE
Introduction
IT Governance is an integral part of the corporate governance involves leadership support, organizational structure and
processes to ensure that a banks IT sustains and extends business strategies and objectives. Effective IT Governance is
the responsibility of the Board of Directors and Executive Management.
Roles and Responsibilities and Organizational Framework

SNo.
(i)
(ii)
Roles & Responsibilities

Board of Directors/ IT Strategy
Committee
Risk Management Committee
(iii)
Executive Management Level
(iv)
IT Steering Committee
Responsibility Description
Approving IT strategy and policy documents, Ensuring that the IT
organizational structure complements the business model and its direction etc.
Promoting an enterprise risk management competence throughout the bank,
including facilitating development of IT-related enterprise risk management
expertise
Among executives, the responsibility of Senior executive in charge of IT
operations/Chief Information officer (CIO) is to ensure implementation from
policy to operational level involving IT strategy, value delivery, risk
management, IT resource and performance management.
Its role is to assist the Executive Management in implementing IT strategy that
has been approved by the Board. An IT Steering Committee needs to be
created with representatives from the IT, HR, legal and business sectors.
Focus Areas for IT Governance:

Areas of IT Governance that need to be considered include strategic alignment, value delivery, risk management, resource
management and performance management.
Policies and Procedures

(a) The bank needs to have IT-related strategy and policies
(b) IT strategy and policy needs to be approved by the Board
(c) Detailed operational procedures may be formulated in relevant areas including for data center operations
(d) A bank needs to follow a structured approach for the long-range planning process considering factors such as
organizational model and changes to it, geographical distribution, technological evolution, costs, legal and regulatory
requirements, requirements of third-parties or market, planning horizon, business process re-engineering, staffing, in- or
outsourcing, etc.
(e) There needs to be an annual review of IT strategy and policies taking into account the changes to the organizations
business plans and IT environment

(h) Banks need to establish and maintain an enterprise architecture framework or enterprise information model to enable
applications development and decision-supporting activities, consistent with IT strategy.
(i) There is also a need to maintain an enterprise data dictionary that incorporates the organizations data syntax rules.
(j) Banks need to establish a classification scheme that applies throughout the enterprise, based on the criticality and
sensitivity (e.g. public, confidential, or top secret) of enterprise data.
(k) There is a need for a CIO in bank. He has to be the key business player and a part of the executive decision-making
function. His key role would be to be the owner of IT functions: enabling business and technology alignment.
(l) Bank-wide risk management policy or operational risk management policy needs to be incorporate IT-related risks
also. The Risk Management Committee periodically reviews and updates the same (at least annually).
CHAPTER 2 INFORMATION SECURITY

Introduction
This section addresses security of Confidentiality, Integrity and availability of the information. It not only deals with
information in various channels like spoken, written, printed, electronic or any other medium but also information
handling in terms of creation, viewing, transportation, storage or destruction
To achieve effective information security governance, bank management must establish and maintain a framework to
guide the development and maintenance of a comprehensive information security programme.
Information Security Governance deals with following:
Alignment of information security with business strategy to support organizational objectives
Management and mitigation of risks and reduction of potential impacts on information resources to an acceptable
level
Management of performance of information security by measuring, monitoring and reporting information security
governance metrics to ensure that organizational objectives are achieved
Optimization of information security investments in support of organizational objectives


Roles & Responsibilities and organization framework:
SNo.
(i)
(ii)
(iii)
(iv)

Boards of Directors/Senior The Board of Directors is ultimately responsible for information security.
Senior Management is responsible for understanding risks to the bank to ensure
Management
that they are adequately addressed from a governance perspective.
Information Security
Banks should form a separate information security function/group to focus
exclusively on information security management.
Team/Function
Includes business heads from different units and are responsible for enforcing
Committee
companywide policies & procedures.
Chief Information Security A sufficiently senior level official of the rank of GM/DGM/AGM needs to be
designated as the Chief Information Security Officer (CISO) responsible for
Officer (CISO)
articulating and enforcing the policies that a bank uses to protect its information
assets. The CISO needs to report directly to the Head of the Risk Management
function and should not have a direct reporting relationship with the CIO.
Critical components of information security

SNo. Components
1
Policies and procedures:
2
Description
A Board approved Information security policy needs to be in place and reviewed at
least annually.
Risk Assessment
The risk assessment must, for each asset within its scope, identify the threat/
vulnerability combinations that have a likelihood of impacting the confidentiality
availability or integrity of that asset - from a business, compliance and/or
contractual perspective.
Inventory and
Maintaining detailed inventory of information assets and classification of
information/data
information/data are among the key components of information security
classification
management.
Defining roles and
Management can communicate general and specific security roles and
responsibilities
responsibilities for all employees based on their job descriptions. Management
should expect all employees, officers, and contractors to comply with information
security and/or acceptable-use policies and protect the institutions assets, including
information.
Access Control
Banks need to grant authorization for access to information assets only where a
valid business need exists and only for a definite time period for which the access is
required
Information security and Information security needs to be considered at all stages of an information assets
information asset life-cycle (like hardware, software) life-cycle which typically includes: planning and design;
acquisition and implementation; maintenance and support; and disposal so as to
minimize exposure to vulnerabilities.
Personnel security
Banks should have a process in place to verify job application information on all
new employees. The sensitivity of a particular job or access level may warrant
additional background and credit checks.
Physical security
Banks should implement suitable physical and environment controls taking into
consideration threats, and based on the entitys unique geographical location,

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building configuration, neighboring entities, etc.

User Training and
There is a vital need for initial, and ongoing, training/awareness programs on
Awareness
information security for employees and vendor personnel.
Incident management
A robust incident management process needs to be in place to maintain the
capability to manage incidents within an enterprise, to enable containment of
exposures and to achieve recovery within a specified time period.
Application Control and There should be documented standards/procedures for administering an application
Security
system, which are approved by the application owner and kept up-to-date. Access to
the application should be based on the principle of least privilege and need to
know commensurate with the job responsibilities
Migration controls
There needs to be a documented Migration Policy indicating the requirement of
road-map / migration plan / methodology for data migration (which includes
verification of completeness, consistency and integrity of the migration activity and
pre and post migration activities along with responsibilities and timelines for
completion of same).
Implementation of new Banks need to carry out due diligence with regard to new technologies/systems
technologies
since they can potentially introduce additional risk exposures
Encryption
Banks should only select encryption algorithms which are well established
international standards and which have been subjected to rigorous scrutiny by an
international community of cryptographers or approved by authoritative
professional bodies, reputable security vendors or government agencies.
Data security
Data security measures need to be in place. Banks need to define and implement
procedures to ensure the integrity and consistency of all critical data stored in
electronic form, such as databases, data warehouses and data archives.
Vulnerability Assessment
Banks need to scan frequently for vulnerabilities and address discovered flaws
proactively to avoid the likelihood of having their computer systems compromised.
Establishing on-going
Banks need to have monitoring processes in place to identify suspicious events and
security monitoring
unusual behavioral patterns that could impact the security of IT assets.
processes
Security measures against
Robust process needs to be in place for effective malware control. The controls
Malware
are of the preventive and detective/corrective in nature.
Patch Management
A Patch Management process needs to be in place to address technical system and
software vulnerabilities quickly and effectively in order to reduce the likelihood of a
serious business impact arising.
Change Management
The change management process should be documented, and include approving and
testing changes to ensure that they do not compromise security controls, performing
changes and signing them off to ensure they are made correctly and securely,
reviewing completed changes to ensure that no unauthorized changes have been
made.
Audit Trails
Banks needs to ensure that audit trails exist for IT assets satisfying the banks
business requirements including regulatory and legal requirements, facilitating
audit, serving as forensic evidence when required and assisting in dispute
resolution.
To measure the performance and continuous improvement for effective
reporting and metrics
implementation of information security practices matrices are used.

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Information security and

Critical service
providers/vendors
Network Security
Remote Access
Distributed Denial of
service attacks
(DDoS/DoS)
Implementation of ISO
27001 Information Security
Management System
Wireless Security
Business Continuity
Considerations
Information security
assurance
General information
regarding delivery channels
The relationship between the enterprise and a third-party provider should be

documented in the form of an executed contract. The various details and
requirements on the matter are covered under chapter on IT outsourcing.
Various network security measures should be incorporated
Strong controls need to be initiated against any remote access facility
As part of the defense strategy, banks should install and configure network security
devices for reasonable preventive/detective capability.
Commercial banks should implement ISO 27001 based Information Security
Management System (ISMS) best practices for their critical functions.
Enterprise security solutions for wireless should be incorporated.
Risk assessments should consider the changing risks that appear in
business continuity scenarios and different security postures that may need to be
established.
Information security assurance needs to be obtained through periodic penetration
testing exercises, audits and vulnerability assessments.
Provision of various electronic banking channels like ATM/debit cards/internet
banking/phone banking should be issued only at the option of the customers based
on specific written or authenticated electronic requisition along with a positive
acknowledgement of the terms and conditions from the customer.
10

CHAPTER 3: IT OPERATIONS
Introduction
For banks in which information technology (IT) systems are used to manage information, IT Operations should support
processing and storage of information, such that the required information is available in a timely, reliable, secure and
resilient manner. Functions covered as a part of IT Operations should be IT Service Management, Infrastructure
Management, Application Lifecycle Management, and IT Operations Risk Framework
Roles & Responsibilities and Organization Framework:

SNo.
(i)
Service Desk
Responsible for providing IT related services
(ii)
IT Operations Management
IT operations include business services which are available to the internal or

external customers of the organization using IT as a service delivery component
for eg. Mobile Banking and Internet Banking
(iii)
Application Management
It involves handling and management of application as it goes through the entire

life-cycle.
(iv)
Infrastructure Management
Management of the entire infrastructure
Components of IT operations framework

SNo.
A
Component
Risk Management
B
(i)
IT Operations Processes
IT Strategy
(ii)
Design
(iii)
Transition
(iv)
Operation
Description
As part of risk identification and assessment, banks should identify events or
activities that could disrupt operations or negatively affect reputation or earnings and
assess compliance to regulatory requirements.
A well-defined IT strategy framework will assist IT operations in supporting IT
services as required by the business and defined in SLAs.
The components which should be considered when designing a new IT service or
making a change to the existing IT service include business processes, service level
agreements, IT infrastructure, IT environment etc.
The transition phase provides frameworks and processes that may be utilized by
banks to:
Evaluate service capabilities and risk profile of new or changes service before it is
released into production environment
Evaluate and maintain integrity of all identified service assets and configuration
items required to support the service
The various aspects that banks need to consider include event management, incident
management, problem management and access management.
11

CHAPTER 4 IT SERVICES OUTSOURCING
Introduction
Outsourcing may be defined as a bank's use of a third party to perform activities on a continuing basis.
The benefits of outsourcing include efficiencies in operations, increased ability to acquire and support current technology
and tide over the risk of obsolescence, increased time availability for management to focus on key management functions,
shorter lead time in delivering services to customers, better quality of services, and stronger controls among others.
NOTE: RBI guidelines on outsourcing indicate activities which cannot be outsourced and need to be carried out by the
bank. These include Internal Audit, Compliance function, and decision making functions like KYC compliance, loans
sanctioning, and managing investment portfolio.
Roles & Responsibilities and Organization Structure:

The Board and senior management are ultimately responsible for outsourced operations and for managing risks inherent in
such outsourcing relationships. Responsibilities for due diligence, oversight and management of outsourcing and
accountability for all outsourcing decisions continue to rest with the bank, Board and senior management.
Various components/aspects relating to outsourcing

SNo.
1
Component
Material
Outsourcing
Risk Management in
outsourcing
arrangements
Risk Evaluation and
Measurement
(i)
(ii)
(iii)
Description
Banks need to assess the degree of materiality inherent in the outsourced functions.
Outsourcing of non-financial processes, such as technology operations, is material and
if disrupted, has the potential to significantly impact business operations, reputation and
stability of a Bank.
Risk evaluation should be performed prior to entering into an outsourcing agreement

and reviewed periodically in light of known and expected changes, as part of the
strategic planning or review process.
and reviewed periodically in the light of known and expected changes, as part of the
strategic planning or review processes.
Service
Provider Management should identify functions to be outsourced along with necessary controls
Selection
and solicit responses from prospective bidders via an RFP process. While negotiating/
renewing an outsourcing arrangement, appropriate diligence should be performed to
assess the capability of the technology service provider to comply with obligations in
the outsourcing agreement. Due diligence should involve an evaluation of all
information about the service provider including qualitative, quantitative, financial,
operational and reputational factors.
Contracting
The terms and conditions governing the contract between the bank and the service
provider should be carefully defined in written agreements and vetted by the bank's
legal counsel on their legal effect and enforceability.
12

(iv)
Monitoring
and
Control of outsourced
activities
(V)
Confidentiality and
Security
Outsourcing
to
Foreign
Service
providers
(vi)
(vii)
Outsourcing within a
Group
(viii)
Handling customer
grievances
and
complaints
Banks should establish a structure for management and control of outsourcing,

based on the nature, scope, complexity and inherent risk of the outsourced
activity.
Banks should also periodically commission independent audit and expert
assessments on the security and control environment of the service provider.
The evaluation can be done based on performance matrices.
Banks should be proactive to identify and specify the minimum security baselines to be
adhered to by the service providers to ensure confidentiality and security of data.
Outsourcing outside India should be agreed, in a manner that does not obstruct or hinder
the ability of the bank or regulatory authorities to perform periodic audits/inspections
and assessments, supervise or reconstruct activities of the bank based on books, records
and necessary documentation, in a timely manner.
Due diligence on an intra-group service provider may take the form of evaluating
qualitative aspects on the ability of the service provider to address risks specific to the
institution, particularly those relating to business continuity management, monitoring
and control, and audit and inspection, including confirmation on the right of access to
be provided to RBI to retain effective supervision over the institution, and compliance
with local regulatory standards.
Generally, a time limit of 30 days may be given to the customers for forwarding their
complaints / grievances. The grievance redressal procedure of the bank and the time
frame fixed for responding to the complaints should be placed on the bank's website.
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CHAPTER 5: IS AUDIT
The chapter includes audit charter/policy. Also it includes various stages like planning, execution, Reporting and Followup and quality review of an IS audit.
Roles & Responsibilities and Organization Framework:

S No.
1

Responsibility description
Board of Directors and Senior To meet the responsibility to provide an independent audit function with
Management
sufficient resources to ensure adequate IT coverage, the board of directors or
its audit committee should provide an internal audit function which is capable
of evaluating IT controls adequately.
Audit Committee of the Board
The Audit Committee should devote appropriate and sufficient time to IS audit
findings identified during IS Audits and members of the Audit Committee
would need to review
critical issues highlighted and provide appropriate guidance to the banks
management.
Internal
Audit/Information Banks should have a separate IS Audit function within the Internal Audit
System Audit function
department led by an IS Audit Head, assuming responsibility and
accountability of the IS audit function,
reporting to the Chief Audit Executive (CAE) or Head of Internal Audit.
Critical Components and Processes

S No.
(i)
Component
IS Audit
(ii)
Outsourcing relating
to IS Audit
Audit Charter, Audit

Policy to include IS
Audit
Planning an IS Audit
Executing IS Audit
Reporting and Follow

up
Quality Review
Description
Because the IS Audit is an integral part of the Internal Auditors, auditors will also be
required to be independent, competent and exercise due professional care.
and reviewed periodically in light of known and expected changes, as part of the
strategic planning or review process.
An Audit Charter / Audit Policy is a document which guides and directs the activities of
the Internal Audit function. IS Audit, being an integral part of the Internal Audit
function, should also be governed by the same Audit Charter / Audit Policy. The
document should be approved by the Board of Directors. IS Audit policy/charter should
be subjected to an annual review to ensure its continued relevance and effectiveness.
Banks need to carry out IS Audit planning using the Risk Based Audit Approach. The
approach involves aspects like IT risk assessment methodology, defining the IS Audit
Universe, scoping and planning the audit, execution and follow up activities.
During audit, auditors should obtain evidences, perform test procedures, appropriately
document findings, and conclude a report.
This phase involves reporting audit findings to the CAE and Audit Committee. Before
reporting the findings, it is imperative that IS Auditors prepare an audit summary
memorandum providing overview of the entire audit processing from planning to audit
findings.
It is to assess audit quality by reviewing documentation, ensuring appropriate
14

supervision of IS Audit members and assessing whether IS Audit members have taken
due care while performing their duties.
15

CHAPTER 6 CYBER FRAUD
Introduction
Fraud can be defined as A deliberate act of omission or commission by any person, carried out in the course of a banking
transaction or in the books of accounts maintained manually or under computer system in banks, resulting into wrongful
gain to any person for a temporary period or otherwise, with or without any monetary loss to the bank.
1. Roles/Responsibilities and Organizational structure

SNo.
(a)
(b)
(c)
(d)

CEO, Audit Committee of the
Board
Special Committee of the Board
for monitoring large value
frauds
Indian banks follow the RBI guideline of reporting all frauds above 1 crore to
their respective Audit Committee of the Board.
Banks are required to constitute a special committee for monitoring and follow
up of cases of frauds involving amounts of 1 crore and above exclusively,
while the Audit Committee of the Board (ACB) may continue to monitor all
the cases of frauds in general.
Separate Department to manage The activities of fraud prevention, monitoring, investigation, reporting and
frauds
awareness creation should be owned and carried out by an independent group
in the bank.
Fraud review councils
The council should comprise of head of the business,
head of the fraud risk management department, the head of operations
supporting that particular business function and the head of information
technology supporting that business function.
Components of fraud risk management:

SNo
(i)
(ii)
(iii)
Component
Description
Fraud
prevention Various fraud prevention practices need to be followed by banks. These include fraud
practices
vulnerability assessments(for business functions and also delivery channels), review of
new products and processes, putting in place fraud loss limits, root cause analysis for
actual fraud cases above Rs.10 lakhs, reviewing cases where a unique modus operandi
is involved, ensuring adequate data/information security measures, following KYC and
Know your employee/vendor procedures, ensuring adequate physical security, sharing
of best practices of fraud prevention and creation of fraud awareness among staff and
customers.
Fraud detection
Quick fraud detection capability would enable a bank to reduce losses and also serve as
a deterrent to fraudsters. Various important requirements recommended in this regard
include setting up a transaction monitoring group within the fraud risk management
group, alert generation and redressal mechanisms, dedicated e-mail id and phone
number for reporting suspected frauds, mystery shopping and reviews.
Fraud investigation
The examination of a suspected fraud or an exceptional transaction or a customer
dispute/alert in a bank shall be undertaken by Fraud risk management group & special
committee.
16

(iv)
(v)
(vi)
Reporting of frauds
As per the guidelines on reporting of frauds as indicated in the RBI circular, dated July
1, 2010, fraud reports should be submitted in all cases of fraud of 1 lakh and above
perpetrated through misrepresentation, breach of trust, manipulation of books of
account, fraudulent encashment of instruments like cheques, drafts and bills of
exchange, unauthorized handling of securities charged to the bank, misfeasance,
embezzlement, misappropriation of funds, conversion of property, cheating, shortages,
irregularities, etc.
Customer awareness Banks
on frauds
should thus aim at continuously educating its customers and solicit their participation in
various preventive/detective measures.
Employee awareness Employee awareness is crucial to fraud prevention. Training on fraud prevention
and training
practices should be provided by the fraud risk management group at various forums.
17

CHAPTER 7: BUSINESS CONTINUITY PLANNING
Introduction
BCP forms a part of an organization's overall Business Continuity Management (BCM) plan, which is the preparedness
of an organization, which includes policies, standards and procedures to ensure continuity, resumption and recovery of
critical business processes, at an agreed level and limit the impact of the disaster on people, processes and infrastructure
(includes IT); or to minimize the operational, financial, legal, reputational and other material consequences arising from
such a disaster.
1. Roles, Responsibilities and Organizational structure

SNo.
(a)
1.1.
1.2.
1.3

Board of Directors and Senior
Management
BCP
Head
or
Business
Continuity Coordinator
BCP Committee or Crisis
Management Team
BCP Teams
Indian banks follow the RBI guideline of reporting all frauds above 1 crore to
their respective Audit Committee of the Board.
A senior official needs to be designated as the Head of BCP activity or
function
Present in each department to implement BCP department wise.
There needs to be adequate teams for various aspects of BCP at central office,
as well as individual controlling offices or at a branch level, as required.
Critical Components of Business Continuity Management Framework

SNo
2.1
2.3
Component
BCP Methodology
Description
Banks should consider various BCP methodologies and standards, like BS 25999, as
inputs for their BCP framework.
Key Factors to be Following factors should be considered while designing the BCP:
considered for BCP Probability of unplanned events, including natural or man-made disasters, earthquakes,
Design
fire, hurricanes or bio-chemical disaster
Security threats
Increasing infrastructure and application interdependencies
Regulatory and compliance requirements, which are growing increasingly complex
Failure of key third party arrangements
Globalization and the challenges of operating in multiple countries.
Testing a BCP
Banks must regularly test BCP to ensure that they are up to date and effective: Testing
of BCP should include all aspects and constituents of a bank i.e. people, processes and
resources (including technology).
Banks should consider having unplanned BCP drill, Banks should involve their Internal
Auditors (including IS Auditors) to audit the effectiveness of BCP etc. Various other
techniques shall be used for testing the effectiveness of BCP.
Maintenance and Re- BCPs should be maintained by annual reviews and updates to ensure their continued
assessment of Plans
effectiveness. Changes should follow the banks formal change management process in
18
6
7
place for its policy or procedure documents. A copy of the BCP, approved by the Board,
should be forwarded for perusal to the RBI on an annual basis.
Procedural aspects of Banks should also consider the need to put in place necessary backup sites for their
BCP
critical payment systems which interact with the systems at the Data centers of the
Reserve Bank.
Infrastructural
Banks should consider paying special attention to availability of basic amenities such as
aspects of BCP
electricity, water and first-aid box in all offices.
Human Aspect of Banks must consider training more than one individual staff for specific critical jobs,
BCP
They must consider cross-training employees for critical functions and documentoperating procedures.
Technology aspects Applications and services in banking system which are highly mission critical in nature
of BCP
and therefore requires high availability, and fault tolerance to be considered while
designing and implementing the solution.
19

CHAPTER 8- CUSTOMER EDUCATION
Introduction
Banks regularly run campaigns to raise consumer awareness on a variety of fraud related issues. However, to generate a
standard understanding of the evolving fraud scenarios, a combined effort could proliferate the information to a larger
customer base. It is also important to educate the other stakeholders, including bank employees, who can then act as
resource persons for customer queries, law enforcement personnel for more understanding response to customer
complaints and media for dissemination of accurate and timely information.
Roles and Responsibility:

The Board of Directors/Senior Management need to be committed to the process of consumer education initiatives by
providing adequate resources, evaluating the effectiveness of the process and fine-tuning and improving customer
education measures on an ongoing basis.
Organization Structure:
SNo.
Working group
To get desired support for the programme, it is important to identify and

involve key stakeholders in decision-making, planning, implementation and
evaluation.
Key Recommendations:
Banks need to follow a systematic process to develop an awareness programme through the stages of planning
and design, execution and management, and evaluation and course correction.
Awareness programs should be customized for the specific audience like bank customers, employees, law
enforcement personnel, fraud risk professionals, media partners, etc.
Building consensus among decision makers and stakeholders for financial and administrative support is an
important step in the programme. In this respect, both fixed and variable costs need to be identified.
Since the target groups obtain information from a variety of sources, more than one communication channel could
be used to engage them successfully.
A research group should be formed to continually update the communications team with the latest trends and
evolving modus operandi.
Evaluation of the effects of various campaigns for specific target groups can be measured through qualitative (e.g.
focus groups, interviews) and/ or quantitative (e.g. questionnaires, omnibus surveys) research.
20
At the industry level, each bank should have a documented policy, training mechanisms and research units.
Material can be pooled from these units to be used on a larger platform towards a common goal.
21

CHAPTER 9: LEGAL ISSUES
Introduction
There are various legal laws and requirements with which the banks are supposed to comply with. It is critical that impact
of cyber laws like IT ACT 2008 is taken into consideration by banks to obviate any risk arising there from.
Roles and Responsibilities and Organizational Structure

SNo.
(i)
Board
The Risk Management Committee at the Board-level needs to put in place, the
processes to ensure that legal risks arising from cyber laws are identified and
addressed. It also needs to ensure that the concerned functions are adequately
staffed and that the human resources are trained to carry out the relevant tasks
in this regard
(ii)
Operational Risk Group
This group needs to incorporate legal risks as part of operational risk

framework and take steps to mitigate the risks involved in consultation with its
legal functions within the bank.
(iii)
Legal Department
The legal function within the bank needs to advise the business groups on the
legal issues arising out of use of Information Technology with respect to the
legal risk
identified and referred to it by the Operational Risk Group.
Key Recommendations:
Legal risk and operational risk are same. Most risks are sought to be covered by documentation, particularly
where the law is silent. Legal risks need to be incorporated as part of operational risks and the position need to be
periodically communicated to the top management and Board/Risk Management Committee of the Board.
As the law on data protection and privacy, in the Indian context are in an evolving stage, banks have to keep in
view the specific provisions of IT Act, 2000 (as amended in 2008), various judicial and quasi-judicial
pronouncements and related developments in the Cyber laws in India as part of legal risk mitigation measures.
Banks are also required to keep abreast of latest developments in the IT Act, 2000 and the rules, regulations,
notifications and orders issued there under pertaining to bank transactions and emerging legal standards on digital
signature, electronic signature, data protection, cheque truncation, electronic fund transfer etc. as part of overall
operational risk management process.
22

REFERENCES:
Working Group on Information Security, Electronic Banking, Technology Risk Management and Cyber Frauds
(Report and Recommendations)
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THE RBI GUIDELINES

A Brief Summary of the

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Consider scope to enhance customer education measures relating to cyber fraud

THE RBI GUIDELINES 2012

Chapter 1 - Information Technology

Chapter 6- Cyber frauds

Chapter 2 Information Security

Chapter 7- Business Continuity Planning

Chapter 8 - Customer education

Chapter 4 IT services outsourcing

Chapter 9- Legal issues

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THE RBI GUIDELINES 2012

Roles and Responsibilities and Organizational Framework

Roles & Responsibilities

Executive Management Level

Focus Areas for IT Governance:

Policies and Procedures

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THE RBI GUIDELINES 2012

CHAPTER 2 INFORMATION SECURITY

Alignment of information security with business strategy to support organizational objectives

Optimization of information security investments in support of organizational objectives

THE RBI GUIDELINES 2012

Roles & Responsibilities

Critical components of information security

THE RBI GUIDELINES 2012

building configuration, neighboring entities, etc.

THE RBI GUIDELINES 2012

Information security and

The relationship between the enterprise and a third-party provider should be

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THE RBI GUIDELINES 2012

Roles & Responsibilities and Organization Framework:

Roles & Responsibilities

Responsible for providing IT related services

IT operations include business services which are available to the internal or

It involves handling and management of application as it goes through the entire

Management of the entire infrastructure

Components of IT operations framework

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Roles & Responsibilities and Organization Structure:

Various components/aspects relating to outsourcing

Risk evaluation should be performed prior to entering into an outsourcing agreement

THE RBI GUIDELINES 2012

Banks should establish a structure for management and control of outsourcing,

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Roles & Responsibilities and Organization Framework:

Roles & Responsibilities

Critical Components and Processes

Audit Charter, Audit

Reporting and Follow

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