Tag Archive: GDPR

Insurance Is One Spoke in the Cybersecurity Wheel

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Sebastian Hess

Who can forget the famous lyrics to the 1968 Noel Harrison song “The Windmills of your Mind”? Mirroring many other facets of life, cybersecurity is “[L]ike a circle in a spiral, like a wheel within a wheel, never ending nor beginning.” As the threat landscape changes, as risk appetites shift, and as new regulations come into being, your organization’s approach to cyber risk also must continually adapt. Throw in the new European General Data Protection Regulation and it’s clear now is the time to be discussing these issues.

Oversight responsibility for cybersecurity has become a board-level responsibility. However, what cybersecurity actually means for a business is often still something of a mystery to some in this position.

Some corporate directors struggle to answer questions such as:

  • What is our ability to prevent, detect, contain and respond to a cyberattack?
  • How should our internal departments, such as information technology, legal, and communications—work together when an incident occurs?
  • What is our overall risk tolerance?
  • How does our level of preparedness compare to our competitors?
  • What is the potential impact of a cyber incident to our balance sheet?
  • What is the return on investment for additional security controls compared to the cost of obtaining cyber insurance coverage?

After last year’s major ransomware attacks, business interruption has become a topic for discussion in many corporate boardrooms. Total economic losses associated with WannaCry are estimated at $8 billion, with half a billion dollars attributed to business, or network, disruption. But there seems to be a lack of ideas on how to mitigate that exposure, how to assess and measure a potential business interruption risk, and how to evaluate this issue with suppliers.

One element of a mature cybersecurity program is cybersecurity insurance. While this is an important spoke in the wheel, it’s also important to understand that it is only one part of the whole.

There is a misconception about what cyber insurance actually is, and almost more importantly, what it is not. Recently, I talked with a medium-sized business about cyber insurance, and their thoughts before our meeting were along the lines of, “if we purchase cyber insurance, we do not need to invest in a cyber security program any longer. After all, we will be insured.”

Even though such a statement is issued infrequently, and would surely not come from any organization that has reached some degree of cyber maturity, it took me by surprise. Yes, risk transfer is important, but only as part of a broader approach to cyber resilience. In a world where systemic cyberattacks are becoming more frequent, nobody wants to be the low-hanging fruit.

In a nutshell, traditional cyber insurance is aimed at dealing with the financial impacts associated with a security or privacy event, including direct costs with managing the event, loss of income, paying extortion demands, as well as liability, including regulatory fines and penalties in jurisdictions where such costs are insurable.

Cyber insurance itself is not a single coverage. It can be packaged in a number of different ways to match an individual client’s insurance buying strategy and evolving cyber threats, risks, and emerging impacts. It can be a combination of first- and third-party offerings, responding to the direct losses of a cyber event as well as claims asserted by third parties.

It’s also important to say what this type of insurance does not address. Cyber insurance does not replace a cybersecurity program and does not negate the need for good security controls. In fact, some policies may require demonstration of certain best practices in cybersecurity in order to provide indemnification. In order for organizations to effectively manage cyber risk, they should have both an effective security program and insurance in place for when defenses fail.

Like all other risks, it is important to look at cyber risks as a continuous cycle of management, not just a one-time risk mitigation exercise. The cycle is one of determining the current risk posture, by looking at the likelihood of cyber threats and the impacts, as well as the current security controls in place.

Based on the internally-determined risk appetite, if certain risks are considered to be above the threshold, they need to be mitigated by additional controls. Once completed, this cycle will be carried out continuously, as the lyrics to “The Windmills of Your Mind” suggest.

As is the nature of risk, it is almost impossible to eradicate it completely, and there is always a residual risk. It is this residual risk that is picked up by cyber insurance, a necessity even for the most resilient among us.

For a useful summary of how to manage cyber risk at board level please see the NACD Director’s Handbook on Cyber-Risk Oversight

 

Sebastian Hess is Cyber Risk Engineer for Austria, Germany, and Switzerland of AIG Europe Ltd. in Frankfurt, Germany. 

Global Directors Hear from Scientist on Encryption, Human Error, and Homer Simpson

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More information is hidden in plain sight than ever before. When the success of the global economy is hinged on the secure ownership of intellectual property and data, it behooves those who govern in the global company to understand how this information is being protected—and how it could be compromised. To that end, the National Association of Corporate Directors convened directors and cyber risk experts in Geneva, Switzerland, for its first Global Cyber Forum.

Dr. Simon Singh demonstrates the inner workings of an Enigma machine (Credit: Les Studios Casagrande).

Attendees from nearly every continent made their way to the Hotel President Wilson to confront the challenges of securing data across borders in light of complex and sometimes competing regulations. The European Union’s General Data Protection Regulation (GDPR), which goes into effect on May 25, 2018, will be a watchword during each session. The complex and potentially costly regulation is likely to affect most companies that do business with or employ Europeans.

GDPR defines protected data far more broadly than the protections set by most country regulators. (Click here to learn more about the implications of GDPR.) Experts from international KPMG offices, cybersecurity firm Rapid7, AIG together with NACD cohosts Ridge Global and the Internet Security Alliance, will proffer their best advice on the interconnected challenges and solutions of cybersecurity oversight for today’s board directors.

NACD’s Global Cyber Forum commenced Tuesday night with a keynote presentation by popular scientist and author Dr. Simon Singh.

A particle physicist who completed his degree at Cambridge University while working at the European Organization for Nuclear Research (CERN), Singh has committed himself to helping everyday people understand some of the most complex concepts in modern math and science. He is the author of several books and won a BAFTA award for producing Fermat’s Last Theorem, a documentary based on the search to prove one of the most difficult mathematical theories in history.

Singh’s presentation in Geneva turned directors’ attention to “the history of secrecy,” a topic that he covers in his 1999 book, The Code Book: The Science of Secrecy from Ancient Egypt to Quantum Cryptography (Doubleday). He pointed to writers of the popular TV programs, The Simpsons and Futurama, to highlight how unexpected points about mathematics and science hidden in plain sight and how susceptible we are to finding patterns that may have absolutely no meaning.

He cited several instances of codes being found in popular texts or songs, including in the rock band Led Zeppelin’s “Stairway to Heaven,” which when played in reverse has been interpreted to contain an evil message. When Singh queued up the song, at first no one in the audience heard any discernable words. Then he pointed to the lyrics on a slide deck and almost half of the audience “heard” the words. His point? To challenge the audience to be more skeptical and open to believing that which can be proven—or disproven—with rigorous evidence.

When the science of cryptography was introduced to the audience. Singh noted that messages can be found as a pattern almost anywhere—including in Moby-Dick, where one author found an inordinate number of passages pointing to history that had coincidentally happened since its publication in 1851. The human mind, however, has been able over the millennia to form some truly remarkable codes that have eluded prying eyes and minds for hundreds of years.

While some of the earliest computing machines, such as Enigma, developed during the First World War present nearly insurmountable odds against being deciphered, Singh reminded the audience that all ciphers are created by humans, and where there are humans, there is bound to be error. The same human curiosity and propensity to find patterns in behavior has led some skilled code-breakers such as those at the UK’s Bletchley Park who turned the tide of World War II by breaking codes.

Directors in the audience were challenged to think of the technologies that could protect their company’s own secrets while also considering the power—and foibles—of human error. Singh brought with him a prized possession: his very own Enigma machine.

When he turned to the audience to see if they had any questions about it after a brief demonstration, one attendee asked how the next frontier of quantum encryption would impact businesses. Singh pointed to the fact that scientists in Geneva were already sending messages encrypted at the quantum level within cities, and that others had sent quantum-secured messages via satellite. Quantum computing itself could make all encryption obsolete, he said. Such a development would render useless our current understanding of how to protect corporate assets, such as customer information and other data. He also noted that no one really knows what governments around the world have already achieved regarding this next frontier in information security.

 

Coverage of the full day of programming at the Global Cyber Forum is forthcoming in another installment of the blog and in the May/June issue of NACD Directorship magazine. 

Caution: GDPR is Big, and It’s Almost Here

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Michael Walter

The European Union’s (EU) General Data Protection Regulation (GDPR) is causing a seismic shift in the digital information space, and, whether your company has a presence in Europe or not, the sweeping regulation likely applies. As a director in the era of bet-the-farm digital transformation, familiarity with the basics of GDPR is a must. To that end, Michael Walter and Joel Wuesthoff, experts from Protiviti and Robert Half Legal, respectively, recently presented the ins and outs of the regulation at an NACD Atlanta Chapter program.

Does GDPR even apply to my company?

Joel Wuesthoff

Effective May 25, 2018, it probably does. The regulation is borderless and applies to all organizations—regardless of size and regardless of whether they have a physical European location—that collect and process personal data of data subjects in the EU. An EU data subject is anyone from whom personal data is collected while in the EU (i.e. data subject is not limited to someone with EU “citizenship”). For example, a skier from Colorado who buys a snowboard online while in the EU may subject the product seller to the GDPR. The rules apply to both data controllers and data processors. The range of information that is protected is quite broad, ranging from vehicle identification numbers to photos to employment information to IP addresses.

If GDPR applies, what’s the big deal?

In the U.S., personal information is often collected as a matter of course, with only an “opt out” offered to consumers. By contrast, GDPR requires that in order to collect information from EU data subjects, an affirmative “opt in” consent must be obtained that clearly specifies how the data will be used. Privacy policies must match. Then, once information is obtained, the EU data subject has the right to request that his or her data be deleted; that is, to invoke the right “to be forgotten.” Incorrect information must be corrected upon request. These rights may seem simple enough, but when data is held in multiple locations, developing a process to handle such requests may be quite difficult.

The burdens of GDPR cannot be outsourced, as companies have joint and several liability with third-party vendors. Due diligence requirements for vendors therefore will be heightened, and all in scope data processors will need to be GDPR compliant.

What if my company has a data breach or fails to comply?

In the event of a data breach involving an EU subject, the breached company has 72 hours to notify regulators and must notify EU data subjects without undue delay under certain conditions.

Fines for failure to comply with GDPR can be up to 20M Euros or four percent of an organization’s annual global turnover, whichever is higher. Further, data subjects can claim compensation for damages from breaches of their personal data.

GDPR won’t be enforced right away, will it?

The expectation is that GDPR likely will be enforced right away against global organizations that collect large volumes of personal data. However, beware. EU countries continue to hire people for enforcement of the GDPR. Also, since individuals have a right of action, it is unclear whether GDPR will be used as a manner of protest against companies that are unpopular with EU data subjects.

What should I be asking management?

The path to compliance with GDPR will require a multi-functional task force, including information technology, legal, human resources, privacy, and other functions. Directors may consider asking about the key phases of compliance:

  • Discovery and inventory: Have we identified high risk areas to ensure a focused approach?
  • Gap analysis: Have we determined exposure and prioritized compliance activities?
  • Compliance remediation: Are we implementing changes to achieve compliance?
  • Ongoing compliance: Are we prepared to provide evidence of accountability and compliance?

Boards may also want to discuss the appointment of—and ramifications of having—a data protection officer (DPO), required under GDPR for companies processing large scale data; however, bear in mind that the DPO is a unique intermediary between the regulators, the organization and the data subjects who is required to be an independent actor within the organization reporting up to the highest levels of the organization. Care must be taken prior to appointing a DPO as significant obligations attach once this decision is made.

In short, GDPR’s long reach and substantial requirements merit fulsome discussions in the boardroom, even of U.S. companies. Is your company ready?

 

Looking to learn more about how your board will be impacted by GDPR? Stay tuned. NACD will release an FAQ brief in May. You can also learn more from Protiviti by visiting protiviti.com/gdpr.

Kimberly Simpson is an NACD regional director, providing strategic support to NACD chapters in the Capital Area, Atlanta, Florida, the Carolinas, North Texas and the Research Triangle. Simpson, a former general counsel, was a U.S. Marshall Memorial Fellow to Europe in 2005.