“Dealing with risk is part of governance and leadership, and is fundamental to how an organization is managed at all levels.” — International Organization for Standardization

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Jul 24, 2019  ISO 31000 clearly states that risk management is an open-ended process designed to be highly customized and tailored to the individual needs and contexts of the organization implementing it. That said, ISO 31000 advises particular attention to the customization of the risk profile, risk appetite, and the communication and facilitation of risk management throughout the company culture. ISO 31000 Risk management Risks affecting organizations can have consequences in terms of economic performance and professional reputation, as well as environmental, safety and societal outcomes. Therefore, managing risk effectively helps organizations to perform well in an environment full of uncertainty.

In February 2018, the International Organization for Standardization (ISO) released an updated version of its risk management guidelines, ISO 31000:2018, which can be purchased for about $95. The 2018 update, which replaced the prior version from 2009, provides:

  • Updated and simplified language and reference structures;

  • A renewed focus on the key leadership role that boards and top management must play in ensuring that risk management is fully integrated at all levels of the organization; and

  • Greater attention to the cyclical and iterative nature of risk management, which underscores the notion that organizations must evaluate their risk management process in light of new information or in response to feedback about gaps that might be present in the current risk process or associated controls.

Breaking Down ISO 31000:2018

In a world where standards often weigh in at hundreds of pages, the 16 pages of ISO 31000:2018 constitute a succinct and concentrated guide to help organizations improve the way they manage their risks. The document, which can be read in about one hour, consists of four major sections:

  1. The definitions of key terms such as risk, risk management, stakeholder, risk source, event, consequence, likelihood and control;
  2. The principles of risk management — namely, that risk management is integrated, executed via a structured and comprehensive approach, customized, inclusive, dynamic, based on the best information available regarding both human and cultural factors, and continuously improved;
  3. A framework for ensuring that risk management is properly implemented, well-integrated throughout the organization, carefully designed, regularly reviewed, and continuously adapted and improved; and
  4. A section on the risk management process itself, including the traditional elements of risk identification, analysis, evaluation and treatment, bolstered by a monitoring and review element as well as a communication and consultation element — the former to improve the effectiveness and quality of the risk management process, and the latter to ensure that “factual, timely, relevant, accurate and understandable” risk information is being communicated and used for decision-making.

Five Takeaways for Boards and Top Leadership

While ISO 31000:2018 is far from the only document covering enterprise risk management, one would be hard-pressed to find a more succinct set of principles for implementing and evaluating a risk management process. But brevity isn’t just the only benefit of this document. Below are five of the top takeaways from ISO 31000:2018 for board directors and top management.

1. Executive Buy-In Is Key

The document includes clear language about the importance of strong leadership and commitment to the risk management program. Executives should ensure that the risk management process is fully integrated across all levels of the organization and strongly aligned with objectives, strategy and culture.

2. Consider Risks in Business Decisions

ISO 31000:2018 also includes reminder that boards are responsible for ensuring that risks are given adequate consideration when decisions are being made, since those risks can impact the organization’s ability to deliver value.

3. Emphasize Proper Implementation

Boards also need to ensure that the risk management process is properly implemented and that the controls have the intended effect. Board directors may not have adequate domain expertise to fully grasp the significance and impact that cyber risks present to the organization. In such cases, they should bring in an external advisor to provide context and ensure that management’s actions are in line with the strategic importance of the cyber domain.

4. Risk Management Is Not One-Size-Fits-All

The document has a clear articulation of risk management as a cyclical process with ample room for customization and improvement. But instead of prescribing a one-size-fits-all approach, the ISO document advised top leadership to customize its recommendations for the organization — in particular, its risk profile, culture and risk appetite.

5. Be Proactive

While the document does not address cyber risks specifically, it provides powerful guidance to help executives take a proactive stance on risk and ensure that risk management is integrated with all aspects of decision-making across all levels of the organization. This includes business continuity, compliance, crisis management, HR, IT and organizational resilience.

Five Takeaways for CISOs

While top leadership would obviously benefit from reading and implementing the recommendations articulated in ISO 31000:2018, chief information security officers (CISOs) can also derive value from the guidelines. Below are five takeaways for CISOs.

1. Throw Out the Techno-Babble

The document provides a common language with simple, uncomplicated definitions of risks, events, consequences and the subtle implications of terms such as probability versus likelihood. The ISO document prefers “likelihood” for its broader meaning as the “chance of something happening, whether defined, measured or determined objectively or subjectively, qualitatively or quantitatively, and described using general terms or mathematically.”

CISOs should align their own use of terms to ensure communications are taking place without the hindrance of complex language or, worse, techno-babble. If a metric is too complex, it should not be shared with the board. However, it might still be useful as part of a larger metric representing trend lines on the organization’s overall cyber health and resilience.

2. Know the Cyclical Nature of Risk Management

ISO 31000:2018 focuses on the cyclical nature of risk management, helping security leaders understand and control the impact of risks, especially cyber risks, on business objectives. The various elements of the guidelines — from the principles to the framework and process — converge to improve and strengthen the organization’s ability to evaluate, communicate and consider risks in business decisions, and to select controls to help mitigate or transfer risks to fit within organizational tolerances.

3. Use the Best Available Information

Much of risk management is centered on the best available information, with all the ambiguity and imperfections the term implies. Instead of seeking to only share absolute risk information, CISOs should embrace this nebulous understanding and reflect on the cyber risk data they provide to solidify their role as effective advisors to the business.

The data CISOs provide should be relevant and understandable, delivered within a reasonable time frame and qualified with appropriate statements regarding its accuracy. This is especially true when responding to a cyber incident because the quality of the information that is initially available is often very different from the data revealed by a forensic review.

Iso 31000 risk management process diagram

4. Measure Success

The guidelines also emphasize the value of measuring, evaluating and improving the risk management system itself. The idea isn’t to get everything right the first time around, but to improve every time the cycle is completed. Even imperfect risk data can be useful, as long as it is presented along with a timeline showing a trend. Flat trend lines might be acceptable for some risks and controls, whereas for others, top management and board directors should expect to see clear signs of progress. Ultimately, CISO reports should provide quality information to executives.

5. Engage Top Leadership in Risk Management

The ISO guidelines, together with the “Director’s Handbook on Cyber-Risk Oversight,” published by the National Association of Corporate Directors (NACD), outline a road map to help CISOs engage with top management on the governance of cyber risks. Both of these documents were created for business leaders, but they are also useful resources to help CISOs guide the thinking and activities of executives.

Ready to Get Started?

A companion summary of the changes outlined three action items to help CISOs and business leaders get on the path to improved risk management, which are outlined below.

  1. “Be aware of your organization’s key objectives”: Having clearly articulated objectives is key to identifying risk management targets and requirements.
  2. “Assess your current governance structure”: This helps business leaders ensure that lines of reporting and roles/responsibilities are adequate, that the board has unobstructed access to CISOs and that CISOs have proper visibility and support.
  3. “Define your level of commitment”: Organizations should precisely state and share their commitment to the risk management process, and consciously evaluate both their risk tolerance and where they should be on the risk appetite scale.

Whether you’re ready to implement your first risk management process or looking to improve an existing one, the ISO 31000:2018 guidelines can help manage uncertainty while protecting value. When it comes to cyber risks, organizations cannot afford to take a wait-and-see approach.

Risk and Management 2015.01.09

Introduction

ISO 31000 is an international standard issued in 2009 by ISO (International Organization for Standardization), and it is intended to serve as a guide for the design, implementation and maintenance of risk management.

Iso 31000 Risk Management Process Flowchart

All types and sizes of organizations face internal and external factors and influences that make it uncertain whether and when they will achieve their objectives. The effect this uncertainty has on an organization’s objectives is risk.
Risk is involved in any activity of an organization. ISO 31000:2009 describes a systematic and logical process, during which organizations manage risk by identifying it, analyzing and then evaluating whether the risk should be modified by risk treatment in order to satisfy their risk criteria.
Risk management can be applied to an entire organization, at its many areas and levels, at any time, as well as to specific functions, projects and activities.

An overview of ISO 31000:2009

ISO 31000 provides principles and generic guidelines to assist organizations in establishing, implementing, operating, maintaining and continually improving their risk management framework.
It is not specific to any industry or sector, so it can be used by any public, private or community enterprise, association, group or individual. This standard can be applied throughout the life of an organization, and to a wide range of activities, including strategies and decisions, operations, processes, functions, projects, products, services and assets.
This standard is not intended to promote uniformity of risk management across organizations. The design and implementation of risk management plans and frameworks will need to take into account the varying needs of a specific organization, its particular objectives, context, structure, operations, processes, functions, projects, products, services, or assets and specific practices employed.

What is risk management?

Risk management is defined as a set of coordinated activities to direct and control an organization with regard to risk.

Structure of ISO 31000

This figure shows the relationships between the risk management principles, framework and process

Key caluses of ISO 31000:2009

ISO 31000 is organized into the following main clauses:
Clause 3: Principles
Clause 5: Process

Risk Management Process As Per Iso 31000

Clause 3: Principles of risk management

In order to have an effective risk management, an organization has to comply with these 11 principles.
  1. Risk management creates and protects value;
  2. Risk management is an integral part of all organizational processes;
  3. Risk management is part of decision making;
  4. Risk management explicitly addresses uncertainty;
  5. Risk management is systematic, structured and timely;
  6. Risk management is based on the best available information;
  7. Risk management is tailored;
  8. Risk management takes human and cultural factors into account;
  9. Risk management is transparent and inclusive;
  10. Risk management is dynamic, iterative and responsive to change;
  11. Risk management facilitates continual improvement of the organization.

Clause 4: Framework

ISO 31000 states that the success of risk management will depend on the effectiveness of the management framework providing the foundations and arrangements what will embed it throughout the organization at all levels.
The framework:
• assists in managing risks effectively through the application of the risk management process;
• ensures that information about risk derived from the risk management process is adequately reported; and

Iso 31000 Risk Management Process Pdf

• ensures that these information is used as a basis for decision making and accountability at all relevant organizational levels.
This clause describes the necessary components of the framework for managing risk and the way in which they interrelate in an iterative manner.
Mandate and commitment: Management of the organization needs to demonstrate a strong and sustained commitment to risk management by defining risk management policy, objectives, ensuring legal and regulatory compliance, ensuring necessary resources are allocated to risk management, communicating the benefits of risk management to all stakeholders.
Design of framework for managing risk: Before the implementation, the organization must design a framework for managing risk. This includes:
  • Understanding of the organization and its context
  • Establishing risk management policy
  • Ensuring accountability, authority and appropriate competence for risk management
  • Integrating risk management into organizational processes
  • Allocating appropriate resources
  • Establishing internal and external communication and reporting mechanisms
Implementing risk management: The organization must implement the framework for managing risk and risk management process.
Monitoring and review of the framework: To ensure effectiveness of the risk management the organization should measure risk management performance and progress, review whether the risk management framework, policy and plan are still appropriate and review the effectiveness of the risk management framework.
Continual improvement of the framework: Based on results of monitoring and review, decisions should be made on how the risk management framework, policy and plan can be improved.
Risk assessment: Risk assessment is the overall process of risk identification, analysis and evaluation.
  • Risk identification: Through applying risk identification tools and techniques, the organization should identify risk sources, areas of impacts, events and causes, and their potential consequences.
  • Risk analysis: Risk analysis involves the development of understanding of the risk, consideration of the causes and risk sources, their positive and negative consequences, the likelihood that those consequences can occur, provides an input to risk evaluation and decision whether risks need to be treated, and on the most appropriate risk treatment strategies and methods.
  • Risk evaluation: The purpose of this step is to assist in decision making about which risks need treatment and priority for treatment implementation.
Risk treatment: Risk treatment options should be selected based on the outcome of the risk assessment, the expected cost for implementing and benefiting from these options.
Monitoring and review: Monitoring and review can be periodic or ad hoc, and should be a planned part of the risk management process.
Recording the risk management process: Risk management activities should be traceable. In the risk management process, records provide the foundation for improvement in methods and tool, as well as in the overall process.
Monitoring and review: Monitoring and review can be periodic or ad hoc, and should be a planned part of the risk management process.
Recording the risk management process: Risk management activities should be traceable. In the risk management process, records provide the foundation for improvement in methods and tool, as well as in the overall process.

Clause 5: Process

ISO 31000 states that the success of risk management will depend on the effectiveness of the management
  • The risk management process should be:
  1. An integral part of management;
  2. Embedded in the culture and practices;
  3. Tailored to the business processes of the organization.
  • Risk management process comprises the following activities:
Communication and consultation: Communication and consultation with external and internal stakeholders should take place during all stages of the risk management process.
Establishing the context: By establishing the context, the organization articulates its objectives, defines the external and internal parameters to be taken into account when managing risk, and sets the scope and risk criteria for the remaining process.

Link between ISO 31000 and other standards

ISO 31000 can be easily linked with other Risk Management standards, like ISO Guide 73:2009 – Risk management vocabulary, and ISO/IEC 31010:2009 – Risk management – Risk assessment techniques. ISO/IEC 31010 is a supporting standard for ISO 31000 and provides guidance on selection and application of systematic techniques for risk assessment.

Link with ISO 27005

Based on the ISO 31000 framework, the ISO 27005 standard explains in detail how to conduct a risk assessment and a risk treatment, within the context of information security.

Risk management - the business benefits

As with all major undertakings within an organization, it is essential to gain the backing and sponsorship of executive management. By far the best way to achieve this, rather than through highlighting the negative aspects of not having risk management, is to illustrate the positive gains of having an effective risk management framework in place.
Risk management allows an organization to ensure that it knows and understands the risks it faces. The adoption of an effective risk management process within an organization will have benefits in a number of areas, examples of which include:
  • Increased likelihood of achieving objectives
  • Encouraged proactive management
  • Awareness of the need to identify and treat risk throughout the organization
  • Improved identification of opportunities and threats
  • Compliance with relevant legal and regulatory requirements and international norms
  • Improved mandatory and voluntary reporting
  • Improved governance
  • Improved stakeholder confidence and trust
  • Establishment of a reliable basis for decision making and planning
  • Improved controls
  • Effective allocation and use of resources for risk treatment

Implementation of risk management with PECB risk management framework

Making the decision to implement a risk management framework based on ISO 31000 is often a very simple one, as the benefits are well documented. By following a structured and effective methodology, an organization can be sure to cover all minimum practices required for the implementation of risk management programme.

As/nzs Iso 31000 Risk Management Process

There is no single blueprint for implementing ISO 31000 that will work for every company, but there are some common steps that will allow you to balance the often conflicting requirements and prepare you for a successful certification audit.

Iso 31000 Risk Management Assessment

PECB has developed a framework for risk management. It is called “PECB Risk Management Framework” and is based on applicable best practices.
For more information, please visit ISO 31000 training courses.

Choosing the right certification

Iso 31000 Risk Management Process
The certified ISO 31000 Risk Manager credential is a professional certification for professionals needing to demonstrate the competence to implement, maintain and manage a risk management program according to ISO 31000.
Besnik HUNDOZI, PECB

Iso 31000 Risk Management Principles And Guidelines