SIST EN ISO 22313:2020

SLOVENSKI STANDARD
01-maj-2020
Nadomešča:
SIST EN ISO 22313:2015
Varnost in vzdržljivost - Sistem vodenja neprekinjenosti poslovanja - Navodilo za
uporabo standarda ISO 22301 (ISO 22313:2020)
Security and resilience - Business continuity management systems - Guidance on the
use of ISO 22301 (ISO 22313:2020)
Sicherheit und Resilienz - Business Continuity Management Systems - Anleitung zur
Verwendung von ISO 22301 (ISO 22313:2020)
Sécurité et résilience - Systèmes de management de la continuité d'activité - Lignes
directrices sur l'utilisation de l'ISO 22301 (ISO 22313:2020)
Ta slovenski standard je istoveten z: EN ISO 22313:2020
ICS:
03.100.01 Organizacija in vodenje Company organization and
podjetja na splošno management in general
03.100.70 Sistemi vodenja Management systems
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

EN ISO 22313
EUROPEAN STANDARD
NORME EUROPÉENNE
February 2020
EUROPÄISCHE NORM
ICS 03.100.01; 03.100.70 Supersedes EN ISO 22313:2014
English Version
Security and resilience - Business continuity management
systems - Guidance on the use of ISO 22301 (ISO
22313:2020)
Sécurité et résilience - Systèmes de management de la Sicherheit und Resilienz - Business Continuity
continuité d'activité - Lignes directrices sur l'utilisation Management Systems - Anleitung zur Verwendung von
de l'ISO 22301 (ISO 22313:2020) ISO 22301 (ISO 22313:2020)
This European Standard was approved by CEN on 18 February 2020.

CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and
United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2020 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 22313:2020 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
This document (EN ISO 22313:2020) has been prepared by Technical Committee ISO/TC 292 "Security
and resilience" in collaboration with Technical Committee CEN/TC 391 “Societal and Citizen Security”
the secretariat of which is held by AFNOR.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by August 2020, and conflicting national standards shall
be withdrawn at the latest by August 2020.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
This document supersedes EN ISO 22313:2014.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland,
Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of
North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the
United Kingdom.
Endorsement notice
The text of ISO 22313:2020 has been approved by CEN as EN ISO 22313:2020 without any modification.

INTERNATIONAL ISO
STANDARD 22313
Second edition
2020-02
Security and resilience — Business
continuity management systems —
Guidance on the use of ISO 22301
Sécurité et résilience — Systèmes de management de la continuité
d'activité — Lignes directrices sur l'utilisation de l'ISO 22301
Reference number
ISO 22313:2020(E)
©
ISO 2020
ISO 22313:2020(E)
© ISO 2020
All rights reserved. Unless otherwise specified, or required in the context of its implementation, 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.
ISO copyright office
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CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Fax: +41 22 749 09 47
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2020 – All rights reserved

ISO 22313:2020(E)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Context of the organization . 2
4.1 Understanding the organization and its context . 2
4.2 Understanding the needs and expectations of interested parties . 3
4.2.1 General. 3
4.2.2 Legal and regulatory requirements . 3
4.3 Determining the scope of the business continuity management system . 4
4.3.1 General. 4
4.3.2 Scope of the business continuity management system . 4
4.3.3 Exclusions to scope . 4
4.4 Business continuity management system . 5
5 Leadership . 5
5.1 Leadership and commitment . 5
5.1.1 General. 5
5.1.2 Top management . 5
5.1.3 Other managerial roles . 6
5.2 Policy . 6
5.2.1 Establishing the business continuity policy . 6
5.2.2 Communicating the business continuity policy . 7
5.3 Roles, responsibilities and authorities . 7
6 Planning . 9
6.1 Actions to address risks and opportunities . 9
6.1.1 Determining risks and opportunities . 9
6.1.2 Addressing risks and opportunities . 9
6.2 Business continuity objectives and planning to achieve them .10
6.2.1 Establishing business continuity objectives .10
6.2.2 Determining business continuity objectives.10
6.3 Planning changes to the business continuity management system .10
7 Support .11
7.1 Resources .11
7.1.1 General.11
7.1.2 BCMS resources .11
7.2 Competence .11
7.3 Awareness .13
7.4 Communication .14
7.5 Documented information .15
7.5.1 General.15
7.5.2 Creating and updating .16
7.5.3 Control of documented information .16
8 Operation .17
8.1 Operational planning and control .17
8.1.1 General.17
8.1.2 Business continuity management .18
8.1.3 Maintaining business continuity .19
8.2 Business impact analysis and risk assessment .20
8.2.1 General.20
8.2.2 Business impact analysis .20
ISO 22313:2020(E)
8.2.3 Risk assessment . .23
8.3 Business continuity strategies and solutions .25
8.3.1 General.25
8.3.2 Identification of strategies and solutions .25
8.3.3 Selection of strategies and solutions .28
8.3.4 Resource requirements .28
8.3.5 Implementation of solutions .34
8.4 Business continuity plans and procedures .35
8.4.1 General.35
8.4.2 Response structure .35
8.4.3 Warning and communication .36
8.4.4 Business continuity plans .38
8.4.5 Recovery .43
8.5 Exercise programme .44
8.5.1 General.44
8.5.2 Design of the exercise programme .44
8.5.3 Exercising business continuity plans .45
8.6 Evaluation of business continuity documentation and capabilities .48
8.6.1 General.48
8.6.2 Measuring effectiveness .49
8.6.3 Outcomes .49
9 Performance evaluation .50
9.1 Monitoring, measurement, analysis and evaluation .50
9.1.1 General.50
9.1.2 Retention of evidence .50
9.1.3 Performance evaluation.50
9.2 Internal audit .51
9.2.1 General.51
9.2.2 Audit programme(s) .51
9.3 Management review .51
9.3.1 General.51
9.3.2 Management review input .51
9.3.3 Management review outputs .52
10 Improvement .52
10.1 Nonconformity and corrective action .52
10.1.1 General.52
10.1.2 Occurrence of nonconformity .53
10.1.3 Retention of documented information .53
10.2 Continual improvement .53
Bibliography .55
iv © ISO 2020 – All rights reserved

ISO 22313:2020(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 of 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 www .iso .org/
iso/ foreword .html.
This document was prepared by Technical Committee ISO/TC 292, Security and resilience.
This second edition cancels and replaces the first edition (ISO 22313:2012), which has been technically
revised. The main changes compared with the previous edition are as follows:
— structural and content alterations have been made to align this document with the latest edition of
ISO 22301;
— additional guidance has been added to explain key concepts and terms;
— content has been removed from 8.4 that will be included in ISO/TS 22332 (under development).
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/ members .html.
ISO 22313:2020(E)
Introduction
0.1  General
This document provides guidance, where appropriate, on the requirements specified in ISO 22301. It
is not the intention of this document to provide general guidance on all aspects of business continuity.
This document includes the same clause headings as ISO 22301 but does not restate the requirements
and related terms and definitions.
The intention of the guidance is to explain and clarify the meaning and purpose of the requirements
of ISO 22301 and assist in the resolution of any issues of interpretation. Other International Standards
and Technical Specifications that provide additional guidance, and to which reference is made in this
document, are ISO/TS 22317, ISO/TS 22318, ISO 22322, ISO/TS 22330, ISO/TS 22331 and ISO 22398.
The scope of these documents can extend beyond the requirements of ISO 22301. Organizations should
therefore always refer to ISO 22301 to verify the requirements to be met.
To provide further clarification and explanation of key points, this document includes several figures.
The figures are for illustrative purposes only and the related text in the body of this document takes
precedence.
A business continuity management system (BCMS) emphasizes the importance of:
— establishing business continuity policy and objectives that align with the organization’s objectives;
— operating and maintaining processes, capabilities and response structures for ensuring the
organization will survive disruptions;
— monitoring and reviewing the performance and effectiveness of the BCMS;
— continual improvement based on qualitative and quantitative measurement.
A BCMS, like any other management system, includes the following components:
a) a policy;
b) competent people with defined responsibilities;
c) management processes relating to:
1) policy;
2) planning;
3) implementation and operation;
4) performance assessment;
5) management review;
6) continual improvement;
d) documented information supporting operational control and enabling performance evaluation.
Business continuity is generally specific to an organization. However, its implementation can have far
reaching implications on the wider community and other third parties. An organization is likely to
have external organizations that it depends upon and there will be others that depend on it. Effective
business continuity therefore contributes to a more resilient society.
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ISO 22313:2020(E)
0.2 Benefits of a business continuity management system
A BCMS increases the organization’s level of preparedness to continue to operate during disruptions. It
also results in improved understanding of the organization’s internal and external relationships, better
communication with interested parties and the creation of a continual improvement environment.
There are potentially many additional benefits to implementing a BCMS in accordance with the
recommendations contained in this document and in accordance with the requirements of ISO 22301.
— Following the recommendations in Clause 4 (“context of the organization”) involves the organization:
— reviewing its strategic objectives to ensure that the BCMS supports them;
— reconsidering the needs, expectations and requirements of interested parties;
— being aware of applicable legal, regulatory and other obligations.
— Clause 5 (“leadership”) involves the organization:
— reconsidering management roles and responsibilities;
— promoting a culture of continual improvement;
— allocating responsibility for performance monitoring and reporting.
— Clause 6 (“planning”) involves the organization:
— re-examining its risks and opportunities and identifying actions to address and take advantage
of them;
— establishing effective change management.
— Clause 7 (“support”) involves the organization:
— establishing effective management of its BCMS resources, including competence management;
— improving employee awareness of matters that are important to management;
— having effective mechanisms for internal and external communications;
— managing its documentation effectively.
— Clause 8 (“operation”) results in the organization considering:
— the unintended consequences of change;
— business continuity priorities and requirements;
— dependencies;
— vulnerabilities from an impact perspective;
— risks of disruption and identifying how best to address them;
— alternative solutions for running the business with limited resources;
— effective structures and procedures for dealing with disruptions;
— responsibilities to the community and other interested parties.
— Clause 9 (“performance evaluation”) involves the organization:
— having effective mechanisms for monitoring, measuring and evaluating performance;
ISO 22313:2020(E)
— involving management in monitoring the performance and contributing to the effectiveness of
the BCMS.
— Clause 10 (“improvement”) involves the organization:
— having procedures for monitoring performance and improving effectiveness;
— benefitting from continual improvement of its management systems.
As a result, implementation of the BCMS can:
a) protect life, assets and the environment;
b) protect and enhance the organization’s reputation and credibility;
c) contribute to the organization’s competitive advantage by enabling it to operate during disruptions;
d) reduce costs arising from disruptions and improving the organization’s capability to remain
effective during them;
e) contribute to the organization’s overall organizational resilience;
f) assist in making interested parties more confident in the organization’s success;
g) reduce the organization’s legal and financial exposure;
h) demonstrate the organization’s ability to manage risk and address operational vulnerabilities.
0.3  Plan-Do-Check-Act (PDCA) cycle
This document applies the Plan-Do-Check-Act (PDCA) cycle to planning, establishing, implementing,
operating, monitoring, reviewing, maintaining and continually improving the effectiveness of an
organization’s BCMS. An explanation of the PDCA cycle is given in Table 1.
Figure 1 illustrates how the BCMS takes interested parties’ requirements as inputs for business
continuity management and, through the required actions and processes, produces business continuity
outcomes (i.e. managed business continuity) that meet those requirements.
Table 1 — Explanation of PDCA cycle
Plan Establish business continuity policy, objectives, controls, processes and procedures
(Establish) relevant to improving business continuity in order to deliver results that align with
the organization’s overall policies and objectives.
Do Implement and operate the business continuity policy, controls, processes and
(Implement and operate) procedures.
Check Monitor and review performance against business continuity policy and objectives,
(Monitor and review) report the results to management for review, and determine and authorize actions
for remediation and improvement.
Act Maintain and improve the BCMS by taking corrective actions, based on the results
(Maintain and improve) of management review and re-appraising the scope of the BCMS and business
continuity policy and objectives.

viii © ISO 2020 – All rights reserved

ISO 22313:2020(E)
Figure 1 — PDCA cycle applied to BCMS processes
0.4  Components of PDCA in this document
Table 2 shows the direct relationship between the content of Figure 1 and the clauses of this document.
Table 2 — Relationship between the PDCA cycle and Clauses 4 to 10
PDCA component Clause addressing PDCA component
Plan Clause 4 (“context of the organization”) sets out what the organization should do in
(Establish) order to make sure that the BCMS meets its requirements, taking into account all
relevant external and internal factors, including:
— the needs and expectations of interested parties;
— its legal and regulatory obligations;
— the required scope of the BCMS.
Clause 5 (“leadership”) sets out the role of management in terms of demonstrating
commitment, defining policy and establishing roles, responsibilities and authorities.
Clause 6 (“planning”) describes the actions for establishing strategic objectives and
guiding principles for the implementation of the BCMS.
Clause 7 (“support”) identifies the BCMS elements that should be in place, namely:
resources, competence, awareness, communication and documented information.
Do Clause 8 (“operation”) identifies the processes for establishing and maintaining
(Implement and operate) business continuity.
Check Clause 9 (“performance evaluation”) provides the basis for improving the BCMS
(Monitor and review) through measurement and evaluating its performance.
Act Clause 10 (“improvement”) covers the corrective action for addressing
(Maintain and improve) nonconformity identified through performance evaluation.
0.5  Contents of this document
It is not the intent of this document to imply uniformity in the structure of a BCMS but for an
organization to design a BCMS that is appropriate to its needs and that meets the requirements of its
interested parties, particularly customers and employees. These needs are shaped by legal, regulatory,
organizational and industry requirements, the products and services, the processes employed, the
ISO 22313:2020(E)
environment in which it operates, the size and structure of the organization and the requirements of its
interested parties.
This document is not intended to be used to assess an organization’s ability to meet its own business
continuity needs, or any customer, legal or regulatory needs. Organizations wishing to do so can use
the requirements in ISO 22301.
Clauses 1 to 3 in this document set out the scope, normative references and terms and definitions
that apply to the use of this document. Clauses 4 to 10 contain guidance on the requirements given in
ISO 22301.
In this document, the following verbal forms are used:
a) “should” indicates a recommendation;
b) “may” indicates a permission;
c) “can” indicates a possibility or a capability.
0.6  Business continuity
Business continuity is the capability of the organization to continue delivery of products or services at
acceptable predefined capacities following a disruption. Business continuity management is the process
of implementing and maintaining business continuity (see 8.1.2 and Figure 5) in order to prevent loss
and prepare for, mitigate and manage disruptions.
Establishing a BCMS enables the organization to control, evaluate and continually improve its business
continuity.
In this document, the word “business” is used as an all-embracing term for the operations and services
performed by an organization in pursuit of its objectives, goals or mission. As such, it is equally
applicable to large, medium and small organizations operating in industrial, commercial, public and
not-for-profit sectors.
Disruptions have the potential to interrupt the organization’s entire operations and its ability to
deliver products and services. However, implementing a BCMS before a disruption occurs, rather
than responding in an unplanned manner after the incident, will enable the organization to resume
operations before unacceptable levels of impact arise.
Business continuity management involves:
a) identifying the organization’s products and services and the activities that deliver them;
b) analysing the impacts of not resuming the activities and the resources they depend on;
c) understanding the risk of disruption;
d) determining priorities, time frames, capacities and strategies for resuming the delivery of products
and services;
e) having solutions and plans in place to resume the activities within the required time frames
following a disruption;
f) making sure that these arrangements are routinely reviewed and updated so that they will be
effective in all circumstances.
The organization’s approach to business continuity management and its documented information
should be appropriate to its context (e.g. operating environment, complexity, needs, resources).
Business continuity can be effective in dealing with both sudden disruptions (e.g. explosions) and
gradual ones (e.g. pandemics).
x © ISO 2020 – All rights reserved

ISO 22313:2020(E)
Activities can be disrupted by a wide variety of incidents, many of which are difficult to predict or
analyse. By focusing on the impact of disruption rather than the cause, business continuity enables an
organization to identify activities that are essential to it being able to meet its obligations. Through
business continuity, an organization can recognize what is to be done to protect its resources (e.g.
people, premises, technology, information), supply chain, interested parties and reputation before a
disruption occurs. With that recognition, the organization can put in place a response structure, so that
it can be confident of managing the impacts of a disruption.
Figure 2 and Figure 3 illustrate conceptually how business continuity can be effective in mitigating
impacts in certain situations. No particular timescales are implied by the relative distance between the
stages depicted in either diagram.

Figure 2 — Illustration of business continuity being effective for sudden disruption
ISO 22313:2020(E)
Figure 3 — Illustration of business continuity being effective for gradual disruption
(e.g. approaching pandemic)
xii © ISO 2020 – All rights reserved

INTERNATIONAL STANDARD ISO 22313:2020(E)
Security and resilience — Business continuity
management systems — Guidance on the use of ISO 22301
1 Scope
This document gives guidance and recommendations for applying the requirements of the business
continuity management system (BCMS) given in ISO 22301. The guidance and recommendations are
based on good international practice.
This document is applicable to organizations that:
a) implement, maintain and improve a BCMS;
b) seek to ensure conformity with stated business continuity policy;
c) need to be able to continue to deliver products and services at an acceptable predefined capacity
during a disruption;
d) seek to enhance their resilience through the effective application of the BCMS.
The guidance and recommendations are applicable to all sizes and types of organizations, including
large, medium and small organizations operating in industrial, commercial, public and not-for-profit
sectors. The approach adopted depends on the organization’s operating environment and complexity.
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, Security and resilience — Vocabulary
ISO 22301, Security and resilience — Business continuity management systems — Requirements
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 22300, ISO 22301 and the
following apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
business continuity management
process of implementing and maintaining business continuity
ISO 22313:2020(E)
4 Context of the organization
4.1 Understanding the organization and its context
This clause provides recommendations for understanding the context of the organization in relation to
the BCMS. Recommendations for establishing and maintaining business continuity are addressed in 8.1.
The organization should evaluate and understand the external and internal issues (including positive
and negative factors or conditions for consideration) that are relevant to its overall objectives, its
products and services, and the amount and type of risk that it may or may not take. This information
should be taken into account when implementing and maintaining the organization’s BCMS and
assigning priorities.
The organization’s external context includes, where relevant, the following:
— the political, legal and regulatory environment, whether international, national, regional or local;
— social and cultural aspects;
— the financial, technological, economic, natural and competitive environment, whether international,
national, regional or local;
— supply chain commitments and relationships (see also ISO/TS 22318);
— drivers (e.g. risk, technology) and trends having impact on the objectives and operation of the
organization;
— relationships with, and perceptions and values of, interested parties outside the organization;
— communication channels, including social media, used for ascertaining and forming such
relationships.
The organization’s internal context includes, where relevant, the following:
— products and services, activities, resources, supply chains and relationships with interested parties;
— capabilities in terms of resources and knowledge (e.g. capital, time, people, processes, systems,
technologies);
— existing management systems;
— information and data (stored in physical or electronic form) and decision-making processes (formal
and otherwise);
— interested parties within the organization, including internal suppliers [consideration of service
level agreements (SLAs), assessed resiliency and recovery arrangements], see ISO/TS 22318;
— policies and objectives, and the business strategies that are in place to achieve them;
— future opportunities and business priorities;
— perceptions, values and culture;
— standards and reference models adopted by the organization;
— structures (e.g. governance, roles, accountabilities);
— internal communication channels used for the exchange of information within the workforce (e.g.
social media).
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ISO 22313:2020(E)
4.2 Understanding the needs and expectations of interested parties
4.2.1 General
The organization owes a duty of care to a wide range of people within and outside the organization (see
also ISO/TS 22330). When establishing its BCMS, the organization should ensure that the needs and
requirements of all interested parties are taken into consideration.
The organization should identify all interest
...