ISO 22316:2017

Security and resilience - Organizational resilience - Principles and attributes

ISO 22316:2017 provides guidance to enhance organizational resilience for any size or type of organization. It is not specific to any industry or sector. ISO 22316:2017 can be applied throughout the life of an organization. ISO 22316:2017 does not promote uniformity in approach across all organizations, as specific objectives and initiatives are tailored to suit an individual organization's needs.

Sécurité et résilience — Résilience organisationnelle — Principes et attributs

General Information

• Status: Published
• Publication Date: 28-Mar-2017
• ICS: 03.100.01 - Company organization and management in general
• Technical Committee: ISO/TC 292 - Security and resilience
• Drafting Committee: ISO/TC 292/WG 2 - Continuity and organizational resilience
• Current Stage: 9092 - International Standard to be revised
• Start Date: 03-Feb-2023
• Completion Date: 13-Dec-2025

Overview

ISO 22316:2017 - Security and resilience - Organizational resilience - Principles and attributes - provides guidance to enhance organizational resilience for any size or type of organization. It is sector‑agnostic and applicable throughout an organization’s life. The standard establishes core principles and describes the attributes and activities that support resilience, without prescribing a single uniform approach. ISO 22316:2017 emphasizes alignment between strategy, leadership, culture, and risk‑informed decision making to help organizations absorb, adapt and respond to change.

Key topics and requirements

ISO 22316:2017 focuses on principles and attributes rather than prescriptive controls. Core elements include:

• Foundational principles

  • Align behaviour with a shared vision and purpose
  • Maintain an up‑to‑date understanding of organizational context
  • Ability to absorb, adapt and respond to change
  • Good governance and coordinated management
  • Diversity of skills, leadership, knowledge and experience
  • Coordination across management disciplines and technical expertise
  • Effective risk management

• Attributes for organizational resilience

  • Shared vision and clarity of purpose: communicate vision, align objectives, review strategy
  • Understanding and influencing context: monitor internal/external environment and interdependencies
  • Effective and empowered leadership: develop adaptive leaders, assign roles, share lessons learned
  • Culture supportive of resilience: define values, encourage innovation, empower reporting of threats/opportunities
  • Shared information and knowledge: value learning and information sharing
  • Availability of resources; development and coordination of management disciplines; continual improvement; ability to anticipate and manage change

• Evaluation and improvement

  • Assess organizational requirements and gaps
  • Monitor, review and report on resilience factors using appropriate methods
  • Annex A outlines relevant management disciplines that contribute to resilience

Practical applications

ISO 22316:2017 is a guidance tool for organizations seeking to strengthen their ability to withstand disruptions and change. Typical uses:

• Designing or improving enterprise resilience strategies and governance
• Integrating resilience thinking into strategic planning, risk management and business continuity
• Developing leadership programs and cultural change initiatives that support resilience
• Establishing monitoring, assessment and reporting processes for resilience performance

Who should use it

• Senior leaders and executives responsible for strategy and governance
• Risk, business continuity, and security managers
• Organizational development and HR professionals (culture and leadership)
• Consultants and advisors working on resilience, continuity and crisis management

Related standards

• ISO 22300 (Societal security - Terminology) is referenced for terms and definitions used in ISO 22316:2017.

Keywords: ISO 22316:2017, organizational resilience, security and resilience, resilience attributes, resilience principles, risk management, leadership, organizational culture.

Standards Content (Sample)

INTERNATIONAL ISO
STANDARD 22316
First edition
2017-03
Security and resilience —
Organizational resilience — Principles
and attributes
Sécurité et résilience — Résilience organisationnelle — Principes et
attributs
Reference number
©
ISO 2017
© ISO 2017, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
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ii © ISO 2017 – All rights reserved

Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Principles . 2
4.1 General . 2
4.2 Coordinated approach . 2
5 Attributes for organizational resilience. 2
5.1 General . 2
5.2 Shared vision and clarity of purpose . 2
5.3 Understanding and influencing context . 3
5.4 Effective and empowered leadership . 3
5.5 A culture supportive of organizational resilience . 4
5.6 Shared information and knowledge . 4
5.7 Availability of resources . 4
5.8 Development and coordination of management disciplines . 5
5.9 Supporting continual improvement . 5
5.10 Ability to anticipate and managing change . 5
6 Evaluating the factors that contribute to resilience . 6
6.1 General . 6
6.2 Organizational requirements . 6
6.2.1 General. 6
6.2.2 Determining gaps . 7
6.3 Monitoring and assessment . 7
6.3.1 Methods and processes . 7
6.3.2 Review . . 7
6.4 Reporting . 8
Annex A (informative) Relevant management disciplines . 9
Bibliography .10
Foreword
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electrotechnical standardization.
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described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
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URL: w w w . i s o .org/ iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 292, Security and resilience.
iv © ISO 2017 – All rights reserved

Introduction
Organizational resilience is the ability of an organization to absorb and adapt in a changing environment
to enable it to deliver its objectives and to survive and prosper. More resilient organizations can
anticipate and respond to threats and opportunities, arising from sudden or gradual changes in their
internal and external context. Enhancing resilience can be a strategic organizational goal, and is the
outcome of good business practice and effectively managing risk.
An organization’s resilience is influenced by a unique interaction and combination of strategic and
operational factors. Organizations can only be more or less resilient; there is no absolute measure or
definitive goal.
A commitment to enhanced organizational resilience contributes to:
— an improved ability to anticipate and address risks and vulnerabilities;
— increased coordination and integration of management disciplines to improve coherence and
performance;
— a greater understanding of interested parties and dependencies that support strategic goals, and
objectives.
There is no single approach to enhance an organization’s resilience. There are established management
disciplines that contribute towards resilience but, on their own, these disciplines are insufficient to
safeguard an organization’s resilience. Instead, organizational resilience is the result of the interaction
of attributes and activities, and contributions made from other technical and scientific areas of
expertise. These are influenced by the way in which uncertainty is addressed, decisions are made and
enacted, and how people work together.
This document establishes the principles for organizational resilience. It identifies the attributes and
activities that support an organization in enhancing its resilience.
This document includes:
— principles providing the foundation for enhancing an organization’s resilience;
— attributes describing the characteristics of an organization that allow the principles to be adopted;
— activities guiding the utilization, evaluation and enhancement of attributes.
INTERNATIONAL STANDARD ISO 22316:2017(E)
Security and resilience — Organizational resilience —
Principles and attributes
1 Scope
This document provides guidance to enhance organizational resilience for any size or type of
organization. It is not specific to any industry or sector. This document can be applied throughout the
life of an organization.
This document does not promote uniformity in approach across all organizations, as specific objectives
and initiatives are tailored to suit an individual organization’s needs.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 22300, Societal security — Terminology
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 22300 and the following apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at http:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
management
coordinated activities to direct and control an organization
3.2
interested party
person or organization that can affect, be affected by, or perceive itself to be affected by a decision or
activity
Note 1 to entry: This can be an individual or group that has an interest in any decision or activity of an
organization.
3.3
organizational culture
collective beliefs, values, attitudes and behaviour of an organization that contribute to the unique social
and psychological environment in which it operates
3.4
organizational resilience
ability of an organization to absorb and adapt in a changing environment
3.5
values
beliefs an organization adheres to and the standards that it seeks to observe
4 Principles
4.1 General
The principles provide the foundation upon which a framework and strategy to achieve an enhanced
state of organizational resilience can be developed, implemented and evaluated.
An organization’s resilience:
a) is enhanced when behaviour is aligned with a shared vision and purpose;
b) relies upon an up-to-date understanding of an organization’s context;
c) relies upon an ability to absorb, adapt and effectively respond to change;
d) relies upon good governance and management;
e) is supported by a diversity of skills, leadership, knowledge and experience;
f) is enhanced by coordination across management disciplines and contributions from technical and
scientific areas of expertise;
g) relies upon effectively managing risk.
4.2 Coordinated approach
The organization should develop a coordinated approach that provides:
— a mandate to ensure its leaders and top management are committed to enhance organizational
resilience;
— adequate resources needed to enhance the organization’s resilience;
— appropriate governance structures to achieve the effective coordination of organizational resilience
activities;
— mechanisms to ensure investments in resilience activities are appropriate to the organization’s
internal and external context;
— systems that support the effective implementation of organizational resilience activities;
— arrangements to evaluate and enhance resilience in support of organizational requirements;
— effective communications to improve understanding and decision making.
5 Attributes for organizational resilience
5.1 General
An organization that has adopted the resilience principles will demonstrate common attributes
supported by activities, which guide their utilization, evaluation and enhancement. Such attributes
include those described in 5.2 to 5.10.
5.2 Shared vision and clarity of purpose
Organizational resilience is enhanced by a clearly articulated and understood purpose, vision and
values to provide clarity to decision making at all levels of the organization.
2 © ISO 2017 – All rights reserved

The organization should prioritize and resource the following activities:
a) articulate its vision, purpose and core values to all interested parties to provide strategic direction,
coherence and clarity in all decision-making;
b) ensure individual goals and objectives are aligned with and committed to the organization’s
purpose, vision and values;
c) monitor and review regularly the suita
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