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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Could volunteering be your new year's resolution?

Leaders from Paris Baguette, AmCham, KPMG, and HP share their approach to facilitate volunteerism in their employees, hoping to spark the habit into their workforce.

With the new year comes new resolutions. Most would say their “new year, new me” would consist of a healthier diet, or clocking in some time in the gym. However, have you ever considered volunteerism as a hobby that you can inherit over the course of the year?

To inspire, HRO has put together this special feature on how leaders from Paris Baguette, AmCham, KPMG, and HP — partners of the SG Cares Giving Week which took place in December 2023 — are encouraging this as a culture among their employees.

Case study: Paris BaguetteInterviewee: Clara Tan, Human Resources & Training General Manager

pb x fei yue csr event footprint 1

Q. How are you and your team actively encouraging and facilitating volunteerism among your workforce, and what initiatives are in place to make it an integral part of the company culture?

At Paris Baguette, they strive to be the quintessential bakery-cafe brand with a heart for the community. This echoes through their internal company culture as well; and within Paris Baguette Singapore, they place concerted effort on their commitment towards community engagement and philanthropy.

The marketing department takes the lead in orchestrating corporate social responsibility (CSR) initiatives in partnership with external entities, providing both in-kind and financial sponsorships. Their human resources department, in conjunction with a dedicated community leader (also serving as the general manager of design and facilities), actively promotes and supports employee volunteering. These quarterly CSR activities are thoughtfully organised, allowing employees to contribute during official work hours.

In 2023, they successfully executed several CSR programmes such as:

  • Collaborating with The Plastic Project, they undertook a coastal clean-up initiative. Beyond environmental contributions, this programme facilitated comprehensive learning about mangrove and beach ecosystems, recyclable plastics, and their societal and environmental impact.
  • Our collaboration with the Fei Yue Active Ageing Centre involved visits to their Hougang Dewcourt and Buangkok Green locations. Bringing the Paris Baguette café experience to the seniors, they planned and incorporated elements such as a food table set-up with Paris Baguette pastries and delights, hosted interactive games including a Singapore-inspired bingo game, and the distribution of curated goodie bags.
  • Most recently in November, they distributed 200 care packages from Paris Baguette to Fei Yue Active Ageing Centre, bringing a dose of joy and happiness to the elderly.
  • These initiatives extend beyond team building; they empower their workforce to witness the tangible impact of collective efforts.

    Providing compensated time for volunteer activities not only aligns with their commitment to corporate social responsibility but also contributes to fostering a corporate culture marked by empathy and an understanding of the significance of community engagement, all while maintaining a trajectory of business growth and an overarching endeavour to be a brand with heart.

    Q. What is the leadership’s role in driving volunteerism within the organisation? How do company leaders inspire and support employees in contributing initiatives?

    We believe that leadership serves as a pivotal force in fostering a culture of volunteerism within their organisation. At Paris Baguette, their leaders not only espouse this philosophy but also lead by example. They actively participate in CSR activities and champion diversity and teamwork, serving as inspirational figures who support employees by allocating essential resources and providing recognition to employees who actively extend their time for volunteering activities.

    Case study: AmCham SingaporeInterviewee: Hsien-Hsien Lei, PhD, Chief Executive Officer

    amcham corporate community day 2022 with ne cdc cooking demo

    Q. How is AmCham promoting volunteerism among its member companies, and what strategies are in place to ensure active involvement and enthusiasm from employees?

    As one of the most active business chambers in Southeast Asia, AmCham encourages, promotes, and highlights ways in which the American business community in Singapore can contribute to a more caring and inclusive environment for all.

    Initiatives such as the AmCham CARES Recognition Programme, Corporate Community Day, the AmCham-SMU Scholarship Fund, and SMU Global Innovation Immersion Award help to Boost the lives of Singaporeans.

    AmCham member companies Osler Health International and Procter & Gamble (P&G) were 'high distinction' recipients at the 2023 AmCham CARES Recognition Ceremony, recognised for their excellent CSR programmes that create long-term economic and social value for Singapore. Osler Health International’s 'giving back' programme aims to offer all women the same healthcare protection, providing free cervical cancer tests to foreign domestic workers employed by Osler patients.

    P&G’s extensive CSR programme uses an employee ground-up approach to impact the community through supporting Singaporeans, equality & inclusion, and sustainability. Their community impact initiatives range from hygiene education to supporting the reintegration of ex-offenders and at-risk teenage girls.

    AmCham also partners closely with the National Volunteer and Philanthropy Centre (NVPC), Community Development Councils, and other charities in their Local Charity Partners Programme because they are committed to Singapore’s success.

    Q. One initiative in place is the showcase of artworks by Shaping Hearts PwDs. How does the leadership actively support and champion these initiatives? Additionally, how does this involvement contribute to a sense of purpose and engagement among AmCham’s own workforce?

    AmCham supports the government’s vision for Singapore to be a caring and inclusive society.

    Working closely with North East Community Development Council (NECDC) on evolving resident needs and enhancing social capital, AmCham decided to focus their support this year on the Shaping Hearts inclusive arts festival that celebrates the artistic talents of the special needs community. The cause is aligned to the Chamber’s focus on talent development, a key pillar area identified in their 2022 – 2024 strategic plan. AmCham employees came together to review the artwork before enthusiastically exchanging ideas and selecting their favourites that best reflect the Chamber’s appreciation of Singapore.

    AmCham will continue to work closely with their community partners to sustain social mobility and build an inclusive society.

    Case study: KPMG SingaporeInterviewee: Janice Foo, Head of People

    janice foo kpmg

    Q. In December, KPMG organised a charity bazaar involving charities and social enterprises. How are you encouraging employees to actively participate in such events and contribute to the community, and what impact has this had on the company's overall culture?

    The organisation of the charity bazaar represents a mere facet of KPMG in Singapore's sustained commitment towards societal impact, an ethos deeply ingrained in their corporate DNA for decades. The charity bazaar, part of their Giving Week initiative, serves as a strategic platform to advance their long-standing mission of uplifting communities through purpose-driven work.

    Our emphasis on active participation is not confined to isolated events but is woven into the fabric of daily operations at KPMG.

    For Giving Week, they have instituted flexible giving mechanisms, allowing employees to contribute in ways that resonate with them - be it through volunteering, fundraising, or donation-in-kind. Their distinct 'Give Time' initiative further empowers employees by providing up to 40 hours of paid leave annually to participate in community projects. In 2022 alone, this resulted in an impressive tally of up to 1,800 volunteer hours.

    However, it is essential to note that while these events provide a tangible measure of their efforts, they are not the sole drivers of their societal impact. The true catalyst lies in the collective action of their people whose consistent dedication to community service has led to a significant cultural shift within the firm.

    Honoured as a Champion of Good by Singapore’s National Volunteer & Philanthropy Centre for the second consecutive year in 2022, KPMG in Singapore's commitment to fostering a caring, inclusive and purpose-driven culture is more than just a statement; it is a testament to their unwavering dedication to making a positive difference.

    Q. Could you share about the leadership team's commitment to volunteerism at KPMG? How do leaders champion these efforts, and what strategies are in place to ensure sustained employee engagement in charitable activities?

    At KPMG in Singapore, their leadership team is deeply committed to driving societal impact, an endeavour that is seamlessly interwoven with their business transformation efforts. Their leaders don't merely create opportunities for impactful work; they actively participate, setting a compelling example of responsibility towards society. This commitment extends beyond serving clients to fostering an environment where their people can make a significant difference to the communities they serve.

    Our leadership's dedication to volunteerism is exemplified through the Make A Difference Everyday (MADE) programme. This initiative empowers employees to lead their own charitable endeavours, promoting a sense of ownership and responsibility while fostering an enduring culture of community service within the firm. To support these efforts, KPMG provides funding of up to S$10,000 for meaningful causes championed by their people.

    In 2022 alone, more than 130 employees devoted 432 hours to five distinct projects, ranging from providing digital upskilling support for the elderly to cleaning homes and packing food packages for various Singapore communities.

    These initiatives not only contribute to societal upliftment but also offer their employees an invaluable opportunity to apply their business acumen in real-world contexts while leading projects end-to-end.

    Our strategy for sustained employee engagement extends beyond individual projects. It lies in fostering a collective spirit and community within the firm, driven by consistent leadership attention and support. By creating an environment where every team member feels empowered to contribute, they aim to ensure that their commitment to societal impact and business transformation is not just a temporary endeavour, but a long-term, firm-wide ethos.

    Case study: HP SingaporeInterviewee: Fiona Lee, Managing Director

    fiona lee hp

    Q. HP has an internal fundraiser programme involving employees. How are such programmes helping foster a sense of volunteerism in the workforce, and how do they also align with HP’s values and mission?

    HP believes in creating a more equitable and sustainable future for their communities and to create lasting, positive change for their planet, their people and the communities where they live, work and do business. By organising volunteering events all year round for their employees, they are able to raise more awareness on pressing Topics impacting their communities such as diversity, equality, and inclusivity.

    Through activities such as this, they are also able to provide their employees with more opportunity to deliver back to society and for them to be involved in community programmes.

    Q. What is the role of HP’s leadership in driving employee participation in charity shows and volunteer activities? How does leadership inspire and guide employees to make a meaningful impact?

    People is at the heart of all that they do. As leaders, they try to provide platforms for employees to be enabled and empowered while being accountable, whether it’s for work or for social impact activities. They also encourage leaders to lead by example and work alongside employees in volunteer work.

    Giving back to the community is also an important way of nurturing and developing their employees, and one of the key components in creating an ecosystem for giving.

    READ MORE: Igniting a passion for volunteerism: Youth inspiring youth

    Lead photo / 123RFInterviewees' photos & activities' photos / Provided by Paris Baguette, AmCham, KPMG, and HP


     


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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