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Guidelines for Strengthening Financial IT Stability

2024.01.09

On November 8, 2023, the Financial Supervisory Service (the “FSS”) released “Guidelines for Strengthening Financial IT Stability” (the “Guidelines”). The Guidelines are scheduled to take effect by the end of 2023, after undergoing certain internal procedures. These procedures include self-assessments and reports conducted by seven financial associations and national federations.

The suspension of financial services resulting from IT-related incidents can cause serious harm or inconveniences to consumers and even lead to social disruption. Given the increasing frequency of such occurrences, there has been a growing need for financial institutions to improve their IT internal control systems and address issues arising during the development and operation of IT systems and infrastructures.

In March 2023, the FSS established a task force with seven different associations and national federations to jointly prepare the Guidelines. After preparing an initial draft based on IT inspection precedents and best practices, the FSS finalized the Guidelines by incorporating the opinions of financial institutions gathered by the seven associations and national federations.

The Guidelines apply to financial companies and electronic financial business operators. In principle, the Guidelines should apply to all information processing systems operated by such companies. However, systems that do not affect customer service may qualify for exemption upon obtaining an approval from the Chief Information Officer (the “CIO”) of such companies.

The Guidelines address three key issues: (i) the performance management of IT systems; (ii) the establishment and operation of emergency measures; and (iii) the oversight of programs. A summary of the Guidelines is as follows.
 

1.

Performance Management of IT Systems
 

(1)

Establishment of thresholds and measures to be taken in response
Manage the threshold for each IT resource in four stages (normal → caution → alert → serious), and review the need to expand computer resources during the “caution” stage while immediately expanding in the “alert” and “serious” stages.

(2)

Analysis and forecast of inflow at large-scale events
Establish standards that define large-scale events for each financial company. Report customer demand forecast and processing capacity verification results to the CIO in the event planning stages. Also prepare for events by securing spare equipment and inspecting emergency expansion systems, among others.

(3)

Preparation of emergency measures for performance management
If it is difficult to address an increase in usage by expanding computing resources, develop alternative contingency measures, such as implementing mass access control, to prevent system paralysis and service interruption. Additionally, establish systems to enable the immediate expansion of computer resources, such as CPU and memory.

(4)

Securing a foundation for performance management, such as internal organization and regulations
Establish an organization unit in charge of performance management of the overall IT system. Additionally, develop and implement internal regulations that outline performance management procedures and define the authority of such unit in charge.

(5)

Establishment of an internal reporting system for performance management
If the threshold of computing resources reaches the “alert” or “serious” stage, conduct an analysis to identify the cause of such event. Promptly prepare and submit to the CIO a performance management report, which should include a remediation plan.
 

2.

Establishment and Operation of Emergency Plans for the IT Systems
 

(1)

Enhancement of effectiveness of emergency training and feedback system
Conduct disaster recovery mock training for the entire core businesses at least once every five years. Remediate any deficiencies discovered as a result of the training to ensure business continuity, among other aspects.

(2)

Expansion of infrastructures for disaster recovery centers
Secure the infrastructure for disaster recovery centers, including database and servers, and require the establishment of telecommunication lines with key external organizations so that core functions can be executed through disaster recovery centers even when the main data centers are paralyzed.

(3)

Prevention of and preparation for IT center fires
Establish reporting, initial response and evacuation procedures for each situation to ensure business continuity in case of a fire in the IT center.

(4)

Determination of core businesses and specification of relevant departments 
When selecting core businesses, consider the results of a company-wide operational risk or impact analysis. Include the consultations, assessments and reporting systems of relevant departments per each work sector in the procedures for selecting core businesses.

(5)

Inspection of measures to ensure business continuity and establishment of relevant systems
Facilitate access to materials related to business continuity measures, such as user manuals and contact information, by maintaining booklets or documents in advance or by establishing a disaster recovery system for data.
 

3.

Program Oversight
 

(1)

Strengthening of third party verification and control functions
Specify procedures for registration, modification and destruction in internal regulations, as well as mechanisms for verifying legitimacy. Assign the verification of such legitimacy to a separate organization comprised of experienced IT developers.

(2)

Strengthening of testing capacities
Set up a testing environment similar to one’s own operational system for conducting availability (load) tests and establish an internal organization unit in charge of such testing. Implement an automated test solution.

(3)

Distribution strategy for stability of IT operations
Mandate the distribution of programs when there is minimal customer log-in traffic to minimize damage in the event of any error in the distributed program.

(4)

Strengthening of management and inspection of program controls
Conduct a quarterly inspection, led by an internal auditor, to ensure compliance with control procedures during the development and testing stages, such as compliance with procedures for program registration, modification and destruction.

(5)

Strengthening of internal training on program control procedures
Establish training programs for new employees and those who do not comply with program control procedures, covering (i) program registration, modification and destruction mechanisms; (ii) program testing procedures; and (iii) procedures on the application and distribution of operational systems, at least once a year.
 

While the Guidelines are not legally binding, they operate as recommendations to financial institutions based on compiled IT audit findings and best practices. As the Guidelines set a minimum standard for stabilizing IT operations, each company subject to the Guidelines is expected to have discretion in deciding how to implement that standard, provided the adjustments align with the Guidelines’ purpose.

However, as the Guidelines elaborate on matters not stipulated in Articles 23, 25 and 29 of the Electronic Financial Supervisory Regulation (the “EFSR”), companies failing to comply may violate the EFSR, resulting in potential administrative sanctions.

Therefore, financial and electronic financial companies subject to the Guidelines may need to incorporate the Guidelines in their internal regulations and policies. They would likely benefit by complying with the requirements in the Guidelines, including organizational structure, establishment of an IT system, expansion of IT resources and implementation of employee training.

 

[Korean Version]

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