Introducing ISO 22301

Transcription

1 Introducing ISO

2 2 Background How was the ISO22301 formed?

3 Contributors 3

4 Context 4 Source documents included BS NFPA 1600 ASIS OR standard Singapore standards ISO ISO Guide 73 ISOPAS22399 So ISO is not simply an international version of BS25999

5 Publication Timeline 5 Q Q Q Q Q Q Q Q Q ISO BCM Requirements DIS Public Commenting Period FDIS Development FDIS Published Final ISO Publication ISO BCM Guidelines Document out for public comment Publication???

6 Summary of ISO FDIS 22301: ISO is currently developing a high level structure (Guide 83) and standardised text suitable for all ISO management system standards, ISO is the first to be developed to this new structure. The intention is standardise terminology and requirements for essentially what are the fundamental elements of a management system. As ISO will be the first new ISO management system standard it will be the vanguard for all new and revised versions of existing ISO standards

7 7 ISO Key Points (Societal Security BCMS) "...standardization in the area of societal security, aimed at increasing crisis management and business continuity capabilities, i.e. through improved technical, human, organizational, and functional interoperability as well as shared situational awareness, amongst all interested parties."

8 ISO Introduction 4 Context of the organisation 5 Leadership 1 Scope 6 Planning 2 Normative References -Guide 73: Risk mgmt. vocab. -ISO Terminology 3 Terms and Definitions 7 Support 8 Operation 9 Performance Evaluation 10 Improvement *

9 4 Context of the organisation 5 Leadership 6 Planning BS Planning the BCMS -Scope, Objectives, Policy -Resources -Competency -Embedding -Documentation 9 7 Support 8 Operation 9 Performance Evaluation 10 Improvement * 4 Implementing and Operating the BCMS -BIA -Risk and Risk Choices* -Strategy -Incident response, IMP, BCP -Exercising, Review 5 Monitoring and Reviewing the BCMS Internal Audit Management Review 6 Maintaining and Improving the BCMS -Preventive*, Corrective & Improvement Actions

10 Key Changes / Aspects 10 Notable shifts in emphasis from BS :2007: Change in the way an organisation may be defined. Top Management leadership shall be more demonstrable and active. Preventive action has been replaced with actions to address risks and opportunities and features earlier. ISO puts a much greater emphasis on setting the objectives, monitoring performance and metrics aligning BC to top management strategic thinking.

11 Key Changes / Aspects 11 Strong emphasis on performance evaluation & metrics. Communication elements more demanding and there is a responsibility to the wider community defined. BIA similar but with some changes to terminology. There is a stronger link to the organisations approach to risk. To reflect the Societal security approach some new terminology has been introduced, see ISO

12 Benefit of BCM sudden disruption

13 Benefit of BCM gradual disruption

14 3. Terms & Definitions 14 Business continuity plan Correction Corrective action Interested party Maximum acceptable outage (MAO) Maximum tolerable period of disruption (MTPD) Minimum business continuity objective (MBCO)

15 Context - Interested Parties

16 Context 16 Requirement for documenting: links between the business continuity policy and the organization s objectives and other policies, including its overall risk management strategy; and the organization s risk appetite. The requirement to have procedures which identify legal and regulatory requirements. There is also a requirement to keep this information up to date which must tie in with maintenance.

17 6. Planning 17 Section 6.1 talks about risks and 6.2 about objectives Standardized text but might confuse Having fully understood the context of the organisation, planning activities are introduced to address the risks and opportunities of the business. This proactive approach, if carried out properly, will ensure a resilient BCM system as it will focus on planning for successfully achieving BCM objectives and realising opportunities for improvement. Ownership and accountability of BC objectives will be allocated and a clear direction to accomplishing these objectives will be agreed.

18 7. Support Competence The organisation (generally acknowledged to be through its Top Management) has a responsibility to ensure that sufficient and appropriate resource is available for the BCMS. Appropriateness is often determined through competency analysis It is people who take action when an incident occurs Competence relates both to operating the BCMS AND to performing following an incident Note also 7.3 d) everyone has to be aware of their role during disruptive incidents

19 Communication 19 external communication with customers, partner entities, local community, and other interested parties, including the media, receiving, documenting, and responding to communication from interested parties, adapting and integrating a national or regional threat advisory system, or equivalent, into planning and operational use, if appropriate, ensuring availability of the means of communication during a disruptive incident, facilitating structured communication with appropriate authorities and ensuring the interoperability of multiple responding organizations and personnel, where appropriate, and operating and testing of communications capabilities intended for use during disruption of normal communications.

20 BIA a) identifying activities that support the provision of products and services; b) assessing the impacts over time of not performing these activities; c) setting prioritized timeframes for resuming these activities at a specified minimum acceptable level, taking into consideration the time within which the impacts of not resuming them would become unacceptable; and d) identifying dependencies and supporting resources for these activities, including suppliers, outsource partners and other relevant interested parties.

21 Risk Assessment The organization shall establish, implement, and maintain a formal documented risk assessment process that systematically identifies, analyses, and evaluates the risk of disruptive incidents to the organization NOTE This process could be made in accordance with ISO The organization shall identify risks of disruption to the organization s prioritized activities and the processes, systems, information, people, assets, outsource partners and other resources that support them, analyse them, evaluate and treat them.

22 Strategy 22 BS had Determining Choices and 4.2 Determining business continuity strategy ISO better defined Decide what you are going to do to reduce the likelihood and impact as well as how to respond (these are not alternative approaches) Set RTOs Work out the resource requirements Act on the protection and mitigation needed Evaluate business continuity capability of suppliers

23 Incident Response Structure broadly equivalent to in BS25999 Impact thresholds is new Personnel to assess the incident Communication mentions authorities and media explicitly External communications a new requirement. Life safety explicitly mentioned.

24 Warning and Communication 24 The organization shall establish, implement and maintain procedures for a) detecting an incident, b) regular monitoring of an incident, c) internal communication within the organization d) receiving, documenting and responding to any national or regional risk advisory system or equivalent, e) assuring availability of the means of communication during a disruptive incident, f) facilitating structured communication with emergency responders, g) recording of vital information about the incident, actions taken and decisions made,

25 Recovery 25 The organization shall have documented procedures to restore and return business activities from the temporary measures adopted to support normal business requirements after an incident

26 Exercising and Testing 26 Covers pretty much the same ground as BS It talks about exercises and tests. Expect to see a programme point is that over time these should provide objective assurance that the arrangements made will work as anticipated and when required: so does the programme really do this?

27 Performance Evaluation 27 As with all management system standards there is a need to look back at what has been achieved. ISO also requires that this analysis is evaluated and conclusions drawn by the organisation. Performance metrics (to be selected by the business) are required in ISO Whilst this is a new requirement it is likely that organisations will already produce certain metrics and these may be able to be tailored to cover the BCMS performance.

28 Performance Evaluation 28 Internal audits and management review continue to be key methods of reviewing the performance of the BCMS and tools for its continual improvement.

29 Transition Organizations who are currently certified to BS :2007 will be provided with: A transition guideline A transition timescale Widely expected that transitions will be conducted during a CAV visit. Guidelines and timescales dependent upon UKAS. Certified organisations have 12 to 18 months to transition although could be up to 3 years

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