ISO 22316:2017

Security and resilience — Organizational resilience — Principles and attributes

Security and resilience — Organizational resilience — Principles and attributes

General Information

• Status: Published
• Technical Committee: COVID 19 - COVID 19 - ISO
• Directive: standardi COVID-19 - UPDATE ON THE AVAILABILITY OF CEN, CENELEC, ISO, IEC STANDARDS AND THEIR NATIONAL ADOPTIONS IN RESPONSE TO THE COVID-19 OUTBREAK

Standards Content (Sample)

Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
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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 22316:2017(E)
©
ISO 2017

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Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
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ISO 22316:2017(E)

COPYRIGHT PROTECTED DOCUMENT
© 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
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ii © ISO 2017 – All rights reserved

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Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
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ISO 22316:2017(E)

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
© ISO 2017 – All rights reserved iii

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Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
Samo za branje. Kopiranje in posredovanje prepovedano. © SIST 2020-04-10
ISO 22316:2017(E)

Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
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
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/ patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following
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

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Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
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ISO 22316:2017(E)

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.
© ISO 2017 – All rights reserved v

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Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
Samo za branje. Kopiranje in posredovanje prepovedano. © SIST 2020-04-10

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Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
Samo za branje. Kopiranje in posredovanje prepovedano. © SIST 2020-04-10
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
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Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
Samo za branje. Kopiranje in posredovanje prepovedano. © SIST 2020-04-10
ISO 22316:2017(E)

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

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Posebna objava SIST z dovoljenjem CEN, CENELEC, ISO in IEC: Za potrebe zagotavljanja brezplačnega dostopa do vsebin standardov v času epidemije COVID-19.
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ISO 22316:2017(E)

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 suitab
...