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 : PHR
Exam Name : Professional in Human Resources (HRCI PHR)
Vendor Name : HR
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PHR test Format | PHR Course Contents | PHR Course Outline | PHR test Syllabus | PHR test Objectives
Number of Questions: 90 scored questions + 25 pretest questions (not scored)
Time Limit: 2 hours
Question Types: Multiple-choice, scenario-based, and knowledge-based questions
Passing Score: Scaled score of 500 (on a scale of 100 to 700)
- Business Management (20%)
- Talent Planning and Acquisition (16%)
- Learning and Development (10%)
- Total Rewards (15%)
- Employee and Labor Relations (39%)
Functional Area 01 | Business Management (20%)
Using information about the organization and business environment to reinforce expectations, influence decision making, and avoid risk.
Responsibilities:
- Interpret and apply information related to general business environment and industry best practices
- Reinforce the organizations core values, ethical and behavioral expectations through modeling, communication, and coaching
- Understand the role of cross-functional stakeholders in the organization and establish relationships to influence decision making
- Recommend and implement best practices to mitigate risk (for example: lawsuits, internal/ external threats)
- Determine the significance of data for recommending organizational strategies (for example: attrition rates, diversity in hiring, time to hire, time to fill, ROI, success of training) Knowledge of:
- Vision, mission, values, and structure of the organization
- Legislative and regulatory knowledge and procedures
- Corporate governance procedures and compliance
- Employee communications
- Ethical and professional standards
- Business elements of an organization (for example: other functions and departments, products, competition, customers, technology, demographics, culture, processes, safety and security)
- Existing HRIS, reporting tools, and other systems for effective data reporting and analysis
- Change management theory, methods, and application
- Risk management
- Qualitative and quantitative methods and tools for analytics
- Dealing with situations that are uncertain, unclear, or chaotic
Functional Area 02 | Talent Planning and Acquisition (16%)
Identifying, attracting, and employing talent while following all federal laws related to the hiring process.
Responsibilities:
- Understand federal laws and organizational policies to adhere to legal and ethical requirements in hiring (for example: Title VII, nepotism, disparate impact, FLSA, independent contractors)
- Develop and implement sourcing methods and techniques (for example: employee referrals, diversity groups, social media)
- Execute the talent acquisition lifecycle (for example: interviews, extending offers, background checks, negotiation).
Knowledge of:
- Applicable federal laws and regulations related to talent planning and acquisition activities
- Planning concepts and terms (for example: succession planning, forecasting)
- Current market situation and talent pool availability
- Staffing alternatives (for example: outsourcing, temporary employment)
- Interviewing and selection techniques, concepts, and terms
- Applicant tracking systems and/or methods
- Impact of total rewards on recruitment and retention
- Candidate/employee testing processes and procedures
- Verbal and written offers/contract techniques
- New hire employee orientation processes and procedures
- Internal workforce exams (for example: skills testing, workforce demographics, analysis)
- Transition techniques for corporate restructuring, mergers and acquisitions, due diligence process, offshoring, and divestitures
- Metrics to assess past and future staffing effectiveness (for example: cost per hire, selection ratios, adverse impact)
Functional Area 03 | Learning and Development (10%)
Contributing to the organizations learning and development activities by implementing and evaluating programs, providing internal consultation, and providing data.
Responsibilities:
- Provide consultation to managers and employees on professional growth and development opportunities
- Implement and evaluate career development and training programs (for example: career pathing, management training, mentorship)
- Contribute to succession planning discussions with management by providing relevant data Knowledge of:
- Applicable federal laws and regulations related to learning and development activities
- Learning and development theories and applications
- Training program facilitation, techniques, and delivery
- Adult learning processes
- Instructional design principles and processes (for example: needs analysis, process flow mapping)
- Techniques to assess training program effectiveness, including use of applicable metrics
- Organizational development (OD) methods, motivation methods, and problem-solving techniques
- Task/process analysis
- Coaching and mentoring techniques
- Employee retention concepts and applications
- Techniques to encourage creativity and innovation
Functional Area 04 | Total Rewards (15%)
Implementing, promoting, and managing compensation and benefit programs in compliance with federal laws.
Responsibilities:
- Manage compensation-related information and support payroll issue resolution
- Implement and promote awareness of non-cash rewards (for example: paid volunteer time, tuition assistance, workplace amenities, and employee recognition programs)
- Implement benefit programs (for example: health plan, retirement plan, employee assistance plan, other insurance)
- Administer federally compliant compensation and benefit programs Knowledge of:
- Applicable federal laws and regulations related to total rewards
- Compensation policies, processes, and analysis
- Budgeting, payroll, and accounting practices related to compensation and benefits
- Job analysis and evaluation concepts and methods
- Job pricing and pay structures
- Non-cash compensation
- Methods to align and benchmark compensation and benefits
- Benefits programs policies, processes, and analysis
Functional Area 05 | Employee and Labor Relations (39%)
Manage, monitor, and/or promote legally compliant programs and policies that impact the employee experience throughout the employee lifecycle.
Responsibilities:
- Analyze functional effectiveness at each stage of the employee lifecycle (for example: hiring, onboarding, development, retention, exit process, alumni program) and identify alternate approaches as needed
- Collect, analyze, summarize, and communicate employee engagement data
- Understand organizational culture, theories, and practices; identify opportunities and make recommendations
- Understand and apply knowledge of programs, federal laws, and regulations to promote outreach, diversity and inclusion (for example: affirmative action, employee resource groups, community outreach, corporate responsibility)
- Implement and support workplace programs relative to health, safety, security, and privacy following federal laws and regulations (for example: OSHA, workers compensation, emergency response, workplace violence, substance abuse, legal postings)
- Promote organizational policies and procedures (for example: employee handbook, SOPs, time and attendance, expenses)
- Manage complaints or concerns involving employment practices, behavior, or working conditions, and escalate by providing information to appropriate stakeholders
- Promote techniques and tools for facilitating positive employee and labor relations with knowledge of applicable federal laws affecting union and nonunion workplaces (for example: dispute/conflict resolution, anti-discrimination policies, sexual harassment)
- Support and consult with management in performance management process (for example: employee reviews, promotions, recognition programs)
- Support performance activities (for example: coaching, performance improvement plans, involuntary separations) and employment activities (for example: job eliminations, reductions in force) by managing corresponding legal risks
Knowledge of:
- General employee relations activities and analysis (for example, conducting investigations, researching grievances, working conditions, reports, etc.)
- Applicable federal laws and procedures affecting employment, labor relations, safety, and security
- Human relations, culture and values concepts, and applications to employees and organizations
- Review and analysis process for assessing employee attitudes, opinions, and satisfaction
- Diversity and inclusion
- Recordkeeping requirements
- Occupational injury and illness prevention techniques
- Workplace safety and security risks
- Emergency response, business continuity, and disaster recovery process
- Internal investigation, monitoring, and surveillance techniques
- Data security and privacy
- The collective bargaining process, terms, and concepts (for example: contract negotiation, costing, administration)
- Performance management process, procedures, and analysis
- Termination approaches, concepts, and terms
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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