Was ist das eigentlich? Cyberrisiken verständlich erklärt
Es wird viel über Cyberrisiken gesprochen. Oftmals fehlt aber das grundsätzliche Verständnis, was Cyberrisiken überhaupt sind. Ohne diese zu verstehen, lässt sich aber auch kein Versicherungsschutz gestalten.
Beinahe alle Aktivitäten des täglichen Lebens können heute über das Internet abgewickelt werden. Online-Shopping und Online-Banking sind im Alltag angekommen. Diese Entwicklung trifft längst nicht nur auf Privatleute, sondern auch auf Firmen zu. Das Schlagwort Industrie 4.0 verheißt bereits eine zunehmende Vernetzung diverser geschäftlicher Vorgänge über das Internet.
Anbieter von Cyberversicherungen für kleinere und mittelständische Unternehmen (KMU) haben Versicherungen die Erfahrung gemacht, dass trotz dieser eindeutigen Entwicklung Cyberrisiken immer noch unterschätzt werden, da sie als etwas Abstraktes wahrgenommen werden. Für KMU kann dies ein gefährlicher Trugschluss sein, da gerade hier Cyberattacken existenzbedrohende Ausmaße annehmen können. So wird noch häufig gefragt, was Cyberrisiken eigentlich sind. Diese Frage ist mehr als verständlich, denn ohne (Cyber-)Risiken bestünde auch kein Bedarf für eine (Cyber-)Versicherung.
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Exam Number : CLM
Exam Name : Certified Legal Manager
Vendor Name : ALA
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CLM test Format | CLM Course Contents | CLM Course Outline | CLM test Syllabus | CLM test Objectives
Exam Code: ALA CLM
Exam Name: Certified Legal Manager
Number of Questions: 125 (100 scored- 25 unscored pretest items).
Time Allotted: 3 hours.
Passing Marks: Determined by Angoff Method-based criterion-referencing (not a fixed percentage).
Financial Management 29%
A. General Accounting
- Knowledge of general accounting procedures- systems- terms- concepts and policies- including familiarity with general ledger- general journal entries- cost accounting- fixed asset accounting- accounts receivable and accounts payable.
- Knowledge of banking/investment policies- procedures and types of accounts.
- Knowledge of trust accounting procedures and regulations.
- Knowledge of U.S. federal payroll and employee benefit procedures- and tax and reporting requirements (e.g.- Internal Revenue Service Code).
- Knowledge of legal organization structures and the laws and regulations regarding accounting procedures for each structure- including tax reporting requirements.
- Knowledge of accounting for law firm/law office operations- including time and billing systems- billing methods- electronic billing- collection procedures- and cost recovery guidelines.
B. Financial Information and Analysis
- Knowledge of the content and structure of financial statements.
- Knowledge of financial controls (e.g.- division of responsibilities).
- Knowledge of methods of financial analysis (e.g.- calculating and interpreting various financial ratios- conducting profit analyses- analyzing comparative financial information across fiscal years).
- Knowledge of budgeting- financial reporting- cash flow analysis- model building and variance analysis.
- Knowledge of alternative fee arrangements (e.g.- bonus based- contingency- flat fee- task based- volume discounts).
- Knowledge of client matter budgeting as it relates to electronic billing and/or allocation of firm/law office time and resources.
Human Resources/Talent Management 31%
A. Employee Selection and Promotion
- Knowledge of procedures and tools for recruiting- selecting and promoting employees.
- Knowledge of U.S. federal employment laws (e.g.- Civil Rights Act of 1991- Americans with Disabilities Act [ADA]- Uniformed Services Employment and Reemployment Act [USERRA]).
B. Performance Management and Compensation
- Knowledge of U.S. federal employee benefit laws (e.g.- Consolidated Omnibus Budget Reconciliation Act [COBRA]- Fair Labor Standards Act [FLSA]- Family and Medical Leave Act [FMLA]- Health Insurance Portability and Accountability Act [HIPAA]- Employee Retirement Income Security Act [ERISA]).
- Knowledge of U.S. federal employment laws regarding harassment and discrimination (e.g.- Civil Rights Act of 1991- Americans with Disabilities Act [ADA]- Equal Employment Opportunity Commission [EEOC]).
- Knowledge of performance management systems and procedures (e.g.- performance appraisal- discipline- reporting- termination).
- Knowledge of workforce training and professional development systems and methods (e.g.- learning management systems- continuing education).
- Knowledge of employee motivational techniques.
- Knowledge of employee incentives/rewards systems (e.g.- compensation- employee benefits).
C. Organizational Development
- Knowledge of leadership styles- techniques and exams.
- Knowledge of team development and management principles (e.g.- self-directed teams- team building).
- Knowledge of organizational development and change management techniques.
- Knowledge and skill in negotiation and conflict management techniques.
- Knowledge of American Bar Association principles and best practices for implementing and evaluating diversity and inclusion programs.
- Knowledge of process improvement methodologies and tools (e.g.- Legal Process Management).
Legal Industry/Business Management 17%
A. Legal Industry
- Knowledge of the American Bar Association Model Rules of Professional Ethics as it pertains to law firm management (e.g.- conflict of interest- advertising- client file management).
- Knowledge of professional liability issues.
- Knowledge of changes/trends in the legal industry.
B. Business Management
- Knowledge of business development and marketing techniques- including market analysis and business development tools (e.g.- social media- website design- search engine optimization [SEO]).
- Knowledge of laws and regulations regarding business insurance coverages.
- Knowledge of risk management and planning techniques (e.g.- disaster and business continuity planning).
- Knowledge of strategic business planning principles and techniques (e.g.- SWOT analysis- 5-year planning- succession planning).
- Knowledge of workforce demographics and trends.
Operations Management 23%
A. Technology
- Knowledge of the features and capabilities of hardware and software systems and applications.
- Knowledge of information technology security risks and mitigation techniques.
- Knowledge of information governance (e.g.- requirements for paper and electronic document management- record retention- discovery holds and requests).
- Knowledge of regulations and controls for cybersecurity- electronic privacy and confidentiality.
B. Operations
- Knowledge of facilities management procedures and techniques.
- Knowledge of leases and contract agreements- including financing options.
- Knowledge of project management- including tools and software.
- Knowledge of procurement and contract management procedures (e.g. developing requests for proposals- evaluating proposals- overseeing contractor performance).
- Knowledge of principles- laws- and/or programs related to workplace safety- health- and mental wellness (e.g. ergonomics- Occupational Safety and Health Act [OSHA]- Employee Assistance Programs [EAPs]).
- Knowledge of office space exam- design and development strategies.
- Knowledge of techniques for implementing and maintaining employee well-being programs (e.g.- ergonomics; Employee Assistance Programs [EAPs]); financial- mental- and physical well-being; substance abuse).
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Warum sind Cyberrisiken so schwer greifbar?
Als mehr oder weniger neuartiges Phänomen stellen Cyberrisiken Unternehmen und Versicherer vor besondere Herausforderungen. Nicht nur die neuen Schadenszenarien sind abstrakter oder noch nicht bekannt. Häufig sind immaterielle Werte durch Cyberrisiken in Gefahr. Diese wertvollen Vermögensgegenstände sind schwer bewertbar.
Obwohl die Gefahr durchaus wahrgenommen wird, unterschätzen viele Firmen ihr eigenes Risiko. Dies liegt unter anderem auch an den Veröffentlichungen zu Cyberrisiken. In der Presse finden sich unzählige Berichte von Cyberattacken auf namhafte und große Unternehmen. Den Weg in die Presse finden eben nur die spektakulären Fälle. Die dort genannten Schadenszenarien werden dann für das eigene Unternehmen als unrealistisch eingestuft. Die für die KMU nicht minder gefährlichen Cyberattacken werden nur selten publiziert.
Aufgrund der fehlenden öffentlichen Meldungen von Sicherheitsvorfällen an Sicherheitsbehörden und wegen der fehlenden Presseberichte fällt es schwer, Fakten und Zahlen zur Risikolage zu erheben. Aber ohne diese Grundlage fällt es schwer, in entsprechende Sicherheitsmaßnahmen zu investieren.
Erklärungsleitfaden anhand eines Ursache-Wirkungs-Modells
Häufig nähert man sich dem Thema Cyberrisiko anlass- oder eventbezogen, also wenn sich neue Schadenszenarien wie die weltweite WannaCry-Attacke entwickeln. Häufig wird auch akteursgebunden beleuchtet, wer Angreifer oder Opfer sein kann. Dadurch begrenzt man sich bei dem Thema häufig zu sehr nur auf die Cyberkriminalität. Um dem Thema Cyberrisiko jedoch gerecht zu werden, müssen auch weitere Ursachen hinzugezogen werden.
Mit einer Kategorisierung kann das Thema ganzheitlich und nachvollziehbar strukturiert werden. Ebenso hilft eine solche Kategorisierung dabei, eine Abgrenzung vorzunehmen, für welche Gefahren Versicherungsschutz über eine etwaige Cyberversicherung besteht und für welche nicht.
Die Ursachen sind dabei die Risiken, während finanzielle bzw. nicht finanzielle Verluste die Wirkungen sind. Cyberrisiken werden demnach in zwei Hauptursachen eingeteilt. Auf der einen Seite sind die nicht kriminellen Ursachen und auf der anderen Seite die kriminellen Ursachen zu nennen. Beide Ursachen können dabei in drei Untergruppen unterteilt werden.
Nicht kriminelle Ursachen
Höhere Gewalt
Häufig hat man bei dem Thema Cyberrisiko nur die kriminellen Ursachen vor Augen. Aber auch höhere Gewalt kann zu einem empfindlichen Datenverlust führen oder zumindest die Verfügbarkeit von Daten einschränken, indem Rechenzentren durch Naturkatastrophen wie beispielsweise Überschwemmungen oder Erdbeben zerstört werden. Ebenso sind Stromausfälle denkbar.
Menschliches Versagen/Fehlverhalten
Als Cyberrisiken sind auch unbeabsichtigtes und menschliches Fehlverhalten denkbar. Hierunter könnte das versehentliche Veröffentlichen von sensiblen Informationen fallen. Möglich sind eine falsche Adressierung, Wahl einer falschen Faxnummer oder das Hochladen sensibler Daten auf einen öffentlichen Bereich der Homepage.
Technisches Versagen
Auch Hardwaredefekte können zu einem herben Datenverlust führen. Neben einem Überhitzen von Rechnern sind Kurzschlüsse in Systemtechnik oder sogenannte Headcrashes von Festplatten denkbare Szenarien.
Kriminelle Ursachen
Hackerangriffe
Hackerangriffe oder Cyberattacken sind in der Regel die Szenarien, die die Presse dominieren. Häufig wird von spektakulären Datendiebstählen auf große Firmen oder von weltweiten Angriffen mit sogenannten Kryptotrojanern berichtet. Opfer kann am Ende aber jeder werden. Ziele, Methoden und auch das Interesse sind vielfältig. Neben dem finanziellen Interesse können Hackerangriffe auch zur Spionage oder Sabotage eingesetzt werden. Mögliche Hackermethoden sind unter anderem: Social Engineering, Trojaner, DoS-Attacken oder Viren.
Physischer Angriff
Die Zielsetzung eines physischen Angriffs ist ähnlich dem eines Hackerangriffs. Dabei wird nicht auf die Tools eines Hackerangriffs zurückgegriffen, sondern durch das physische Eindringen in Unternehmensgebäude das Ziel erreicht. Häufig sind es Mitarbeiter, die vertrauliche Informationen stehlen, da sie bereits den notwendigen Zugang zu den Daten besitzen.
Erpressung
Obwohl die Erpressung aufgrund der eingesetzten Methoden auch als Hackerangriff gewertet werden könnte, ergibt eine Differenzierung Sinn. Erpressungsfälle durch Kryptotrojaner sind eines der häufigsten Schadenszenarien für kleinere und mittelständische Unternehmen. Außerdem sind auch Erpressungsfälle denkbar, bei denen sensible Daten gestohlen wurden und ein Lösegeld gefordert wird, damit sie nicht veröffentlicht oder weiterverkauft werden.
Ihre Cyberversicherung sollte zumindet folgende Schäden abdecken:
Cyber-Kosten:
- Soforthilfe und Forensik-Kosten (Kosten der Ursachenermittlung, Benachrichtigungskosten und Callcenter-Leistung)
- Krisenkommunikation / PR-Maßnahmen
- Systemverbesserungen nach einer Cyber-Attacke
- Aufwendungen vor Eintritt des Versicherungsfalls
Cyber-Drittschäden (Haftpflicht):
- Befriedigung oder Abwehr von Ansprüchen Dritter
- Rechtswidrige elektronische Kommunikation
- Ansprüche der E-Payment-Serviceprovider
- Vertragsstrafe wegen der Verletzung von Geheimhaltungspflichten und Datenschutzvereinbarungen
- Vertragliche Schadenersatzansprüche
- Vertragliche Haftpflicht bei Datenverarbeitung durch Dritte
- Rechtsverteidigungskosten
Cyber-Eigenschäden:
- Betriebsunterbrechung
- Betriebsunterbrechung durch Ausfall von Dienstleister (optional)
- Mehrkosten
- Wiederherstellung von Daten (auch Entfernen der Schadsoftware)
- Cyber-Diebstahl: elektronischer Zahlungsverkehr, fehlerhafter Versand von Waren, Telefon-Mehrkosten/erhöhte Nutzungsentgelte
- Cyber-Erpressung
- Entschädigung mit Strafcharakter/Bußgeld
- Ersatz-IT-Hardware
- Cyber-Betrug
