oSIST prEN ISO 22360:2024

SLOVENSKI STANDARD
01-januar-2024
Varnost in vzdržljivost - Krizno upravljanje - Koncept, načela in okvir (ISO/DTS
22360:2023)
Security and resilience - Crisis management - Concept, principles and framework
(ISO/DTS 22360:2023)
Sicherheit und Resilienz - Krisenmanagement - Konzept, Prinzipien und
Handlungsrahmenv (ISO/DTS 22360:2023)
Ta slovenski standard je istoveten z: prEN ISO 22360
ICS:
03.100.01 Organizacija in vodenje Company organization and
podjetja na splošno management in general
13.200 Preprečevanje nesreč in Accident and disaster control
katastrof
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

FINAL
TECHNICAL ISO/DTS
DRAFT
SPECIFICATION 22360
ISO/TC 292
Security and resilience — Crisis
Secretariat: SIS
management — Concepts, principles
Voting begins on:
2023-11-06 and framework
Voting terminates on:
2024-01-29
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BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
ISO/DTS 22360:2023(E)
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN-
DARDS TO WHICH REFERENCE MAY BE MADE IN
NATIONAL REGULATIONS. © ISO 2023

ISO/DTS 22360:2023(E)
FINAL
TECHNICAL ISO/DTS
DRAFT
SPECIFICATION 22360
ISO/TC 292
Security and resilience — Crisis
Secretariat: SIS
management — Concepts, principles
Voting begins on:
and framework
Voting terminates on:
© ISO 2023
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BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO­
ISO/DTS 22360:2023(E)
Website: www.iso.org
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
Published in Switzerland
OCCASION HAVE TO BE CONSIDERED IN THE
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ii
NATIONAL REGULATIONS. © ISO 2023

ISO/DTS 22360:2023(E)
Contents Page
Foreword .v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Principles . 3
4.1 Guiding principles relating to crises . 3
4.2 Principle 1: Crisis is contextual . 4
4.3 Principle 2: Crisis control is dependent upon a systems approach . 4
4.4 Principle 3: The all­hazards approach informs crisis preparedness . 4
4.5 Principle 4: Crisis management is a core capability. 4
4.6 Principle 5: Crises can present threat and opportunity . 4
5 Crisis framework . 5
5.1 The role of crisis analysis . 5
5.2 Structural and functional elements of a crisis . 5
5.3 Framework factors and elements . 5
6 Classification of crises .7
6.1 No crises are the same . 7
6.2 Source of crisis. 7
6.3 Crisis participants . 8
6.3.1 General . 8
6.3.2 Primary initiator or contributor . 8
6.3.3 Crisis respondents . 8
6.3.4 Third-party adversary . 9
6.3.5 Interested party participant . 9
6.4 Crises by extent of impact and contagion effects . 9
6.5 Classifying sources of crises from natural hazards . 10
7 Characteristics of crises.11
7.1 Characteristics as a source of knowledge . 11
7.2 Common features and qualities . 11
7.3 Characteristics of a crises in a vulnerable systems state. 11
7.4 Characteristics of a crises in a defective systems state .12
7.5 Characteristics of crises in a failed systems state . 13
7.6 Characteristics of an effective crisis response . 13
7.6.1 General .13
7.6.2 Identification and assessment . 14
7.6.3 Crisis intervention . 14
7.6.4 Crisis communication . 14
7.6.5 Decisive critical control point actions. 14
7.6.6 Crisis recovery and restoration . 14
8 The development of crisis conditions .14
8.1 Transition from a state of normal functioning . 14
8.2 State of vulnerability. 15
8.3 Defective and failed state . . 15
8.4 The progression of crises . 15
8.4.1 Origins of crises .15
8.4.2 Issues and problems . 16
8.4.3 Incidents . 16
8.4.4 Emergencies . 16
8.4.5 Disasters . 16
8.4.6 The evolution of a crisis . 16
iii
ISO/DTS 22360:2023(E)
9 Crises - An integrated social-ecological system .17
9.1 Changes in context – the source of initiating events . 17
9.2 Systems affected by change . 18
9.3 Positive and negative influences of change . 18
9.4 Abnormal or extraordinary events . 18
9.5 Issue management . 18
9.6 Initiating events . 19
9.7 Issue, incident, emergency (non-linear relationships) . 19
9.8 Resolution or escalation . 19
9.9 Decisive (tipping) point .20
Annex A  Crisis taxonomy: Family of crisis related standards .21
Annex B  Crisis concepts .23
Bibliography .26
iv
ISO/DTS 22360:2023(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 non­governmental, 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 document 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).
ISO draws attention to the possibility that the implementation of this document may involve the use
of (a) patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed
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expressions related to conformity assessment, as well as information about ISO's adherence to
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www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 292 Security and resilience, in
collaboration with the European Committee for Standardization (CEN) Technical Committee CEN/TC
391, Societal and Citizen Security, in accordance with the Agreement on technical cooperation between
ISO and CEN (Vienna Agreement).
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.
v
ISO/DTS 22360:2023(E)
Introduction
0.1 Context
The ability to respond to and recover from a crisis has become a primary concern of governments,
public and private sector organizations, and regional, urban, and local communities. This concern has
led to an increased emphasis on crisis response and governance by boards of management and business
owners.
Crises conditions can manifest throughout all elements of society and significantly impact upon the
goals and objectives of nations, regional and urban areas, communities, organizations (both public
sector and private enterprise) and individual people.
Crises may arise from failures to manage security of assets, information, reputations or sovereign
risks to governments or organizations or to provide safety and protection of members of society from
personal injury, loss, or harm.
Guidance on crisis management and decision making under uncertainty is a much sought-after global
commodity.
This document provides guidance on the origins of crises and their relationship to the global social,
economic, and technological systems and their interaction with the natural environment. A social-
ecological system (SES) model is used to define the social and environmental dependencies and how the
condition of these systems can change unexpectedly. It provides the knowledge to build a framework
for crisis prevention, preparedness, response and recovery. .
Integral to the framework is recognition of an organizations internal and external context in which
crises conditions can develop. The SES model explains the complex relationship between elements
of the total systems environment in which the organization operates and achieves its objectives. The
framework also establishes concepts, principles, and a structure under which all standards relating to
crises can be defined and classified, creating a logical reference for the development of an ISO family of
standards for crisis management.
0.2 Focus
This document provides an informative guide to the factors contributing to crises which have the
potential to pose an existential threat to people, organizations, communities, government, and societies.
In relation to societal security and resilience, a state of crisis comprises an increased level of complexity
with interconnecting elements and a range of changing circumstances, often under conditions of high
uncertainty. Significant adverse consequences can arise that create challenges for individuals and
organizations if early warning indicators of crises are not recognised and acted upon.
Understanding the nature of crises, their key elements, characteristics and traits and the way crises
evolve, is an essential prerequisite for implementation of policies, strategies and plans for anticipating
crises and their management during and in post crisis situations.
Crises can be viewed from a range of different perspectives. They arise out of varying circumstances
and with different effect in almost any personal, community, organizational or natural environment.
Often the human element is a common thread contributing to systemic failures and crises.
With a high degree of interconnectivity, a state of crisis can also create a contagion effect, transmitting
the consequences of crises among people and to organizations.
Frequently, the emergence of a state of personal crises for an individual may have a direct effect on
other people, creating social crisis contagion, simply by association. The inability of people to cope
with difficult or intolerable personal circumstances can result in poor judgement or irrational decision
making in the workplace, thereby exposing the organization to failures that may ultimately affect the
operational integrity of the business and its brand and reputation.
vi
ISO/DTS 22360:2023(E)
Systemic failures such as the global financial crisis and the world-wide COVID-19 pandemic, demonstrate
that crises can transition to, and transcend all boundaries of modern society.
In today’s complex and interconnected society, organizations need to better understand the multiple
sources and vectors of risk and how knowledge of these critical interdependencies and their influences
on people, organizations and communities can contribute to more effective crisis management policies
and strategies and plans.
The social-ecological system (SES) model and framework for establishing the contexts in which crises
originate and how they determine a crisis, is shown in Figure 1.
Figure 1 — Crises framework - the social-ecological system (SES) model
Figure 2 provides the basis for understanding of sources of crises. It illustrates the fundamental
elements of a social-ecological system and the interactions between multiple system components. Any
changes in context (structure or composition) in any of the sub-systems, or changes in interconnected
and overlapping relationships, can be the source of abnormal or extraordinary events, and unstable
conditions leading to issues, incidents, emergencies, and potential crisis situations.
Early detection of changes in conditions within systems that are often complex, creates awareness
of potential factors than can influence or contribute to crises affecting an individual, organization,
community or society and the way in which they interface with the natural environment.
Issues, incidents, emergencies, and crises can emerge directly from changes in a single system
component. However, the volatility, uncertainty, complexity, and ambiguity associated with unstable
conditions in the connecting nodes and their links within a social-ecological system can significantly
influence the rate at which these changes in the environment can transition to emergency or crisis
conditions.
vii
ISO/DTS 22360:2023(E)
Figure 2 — Systems changes and emergence of initiating events.
0.3 Purpose
This document provides information to help users understand crisis concepts and principles. It
explains the inherent characteristics of crises, and identifies areas for analysis where improved
policies, strategies and standards can be developed to enhance the resilience of people, organizations,
communities, governments, and societies. to anticipate, prepare, respond to, recover from, or adapt to
crises. It establishes a conceptual framework, applying an integrated social-ecological systems approach
to contextualising crises as they relate to the human factor, and their impact upon, communities,
organizations, governments, and society generally.
viii
TECHNICAL SPECIFICATION ISO/DTS 22360:2023(E)
Security and resilience — Crisis management — Concepts,
principles and framework
1 Scope
This document provides an outline of crisis concepts and the principles that inform and support
contemporary thinking on the circumstances and conditions under which crises can develop.
It specifies:
— concepts and principles, governing crises;
— the social-ecological system (SES) framework in which crises develop;
— factors that contribute to crises;
— the progression and evolution of a crisis;
— a structure for classifying crises;
— the relationship between issues, incidents, emergencies, disasters, and crises;
— a crisis taxonomy for the systematic development of policies, strategies, and standards, relevant to
crisis management (see Annex A).
This document does not provide, guidance on how organizations can:
— manage physiological or psychological aspects of human reactions to personal crises;
— manage personal health or public health crisis affecting individuals, communities, or having broader
impacts on society;
— design, develop or implement crisis management programs or plans;
— develop a strategic capability for crisis management;
— apply crisis management techniques to specific crisis situations.
This document is applicable to all organizations. It can also be applied by standards users and standards
writers and educators. It encourages a better understanding of crisis concepts and the interconnected
characteristics of factors that contribute to crises through referencing the crisis controls and effects
social-ecological system model. The application of the principles described in this document can
encourage consistency in the use of crises related terms and definitions and complements other ISO
standards for crisis management.
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
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 22300 and the following apply.
ISO/DTS 22360:2023(E)
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
all-hazards approach
comprehensive approach to preparedness that ensures that organizational capabilities, and controls
are designed and applied in such a way as to be able to respond to all types of disruptive events,
irrespective of their nature or cause
Note 1 to entry: In relation to crises, the all-hazards approach recommends the use of a single set of crisis
management response systems that are appropriate to any source or type of hazard and crises.
3.2
context
external and internal factors that form the setting for an event, activity, statement, idea, or concept
3.3
crisis
unstable condition involving an impending abrupt or significant change that requires urgent attention
and action to protect life, assets, property or the environment
Note 1 to entry: In the broader context of society, a crisis can pose an existential threat to an individual,
organization or community or have a significant impact on the viability and integrity of the party exposed to the
threat.
Note 2 to entry: Crises can include a high degree of volatility, uncertainty, complexity and ambiguity which can
change the context in which relevant parties achieve their objectives.
Note 3 to entry: Crises require an appropriate response at a decisive or critical control point in their development,
[SOURCE: ISO 22300:2021, 3.1.60, modified — Notes 1, 2, 3 to entry have been added.]
3.4
crisis condition
set of circumstances or measurable factors that determine the state of a crisis
Note 1 to entry: Conditions that determine the state of a crisis can change from its original inception, through
stages of intervention or escalation or resolution.
3.5
crisis intervention
provision of specialist support and coping strategies to immediately stabilize individuals experiencing
a personal crisis and to restore affected individuals to pre­crisis levels of functioning and cognitive
ability
Note 1 to entry: Crisis intervention is an immediate short-term action with a focus on situation management
rather than resolution.
Note 2 to entry: Unstable conditions are the most common cause of a situational crisis, where crisis intervention
techniques are applied.
3.6
disaster
situation where widespread human, material, economic or environmental loss has occurred that
exceeded the ability of the affected organization, community, or society to respond and recover using
its own resources
Note 1 to entry: in the context of an individual, a disaster may exceed the ability of a person to respond and
recover without external support from crisis intervention specialists.
ISO/DTS 22360:2023(E)
[SOURCE: ISO 22300:2021, 3.1.73, modified — Note 1 to entry has been added.]
3.7
issue
event or situation that does not currently present but can develop into a long-term or significant
negative impact on the strategic objectives, reputation, or viability of an organization
Note 1 to entry: Effectively responding to emerging or current issues can result in the successful aversion of a
crisis.
Note 2 to entry: In the context of an individual an issue can contribute to personal loss of reputation or self-
esteem.
[SOURCE: ISO 22361:2022, 3.12, modified — Note 2 to entry has been added.]
3.8
issue management
process by which internal and external issues that have the potential to significantly impact
performance of an entity or individual are identified, prioritized, analyzed, and resolved with the goal
of preventing crises and taking advantage of opportunities
3.9
personal crisis
unstable state or physical condition that threatens an individual and is beyond the individuals’ ability
to cope with transitions or changes necessary to eliminate a threat or return to normal functioning
Note 1 to entry: Personal crisis can relate to transitions or changes in normal life events.
Note 2 to entry: Personal situational crises can be sudden experiences related to personal loss.
3.10
situation
combination of events, circumstances and conditions that characterises the state of an individual,
community, or organization or its context at a particular time and place
4 Principles
4.1 Guiding principles relating to crises
Principles provide the foundation for understanding the beliefs and behaviours governing crises in the
context of societal safety, security, and resilience. They provide the essential guidance that sets and
establishes organizational policy, strategy, and framework for managing crises. Crisis principles govern
the design, development, and implementation of an organizational capability to respond to all types
of crises. The success of responses to crises is dependent upon application of the following guiding
principles:
— crisis is contextual;
— crises require a systematic approach;
— crisis situation-analysis is informed by the all-hazard concept;
— crisis management is a core capability;
— crises can present both threats and opportunities.
These principles establish a foundation upon which organizations can establish and evaluate a
framework for crises concepts, models or standards. For an organization, community, or individual to
achieve a level of resilience to crises, organizations, communities, or governments should embrace and
support the following principles.
ISO/DTS 22360:2023(E)
4.2 Principle 1: Crisis is contextual
Crises should be assessed and managed in consideration of the context in which the affected party
operates and achieves their objectives.
Crises can evolve from one, or a combination of aspects relating to the environment in which the
crisis occurs. Understanding the context and the multiple dimensions of the environment in which
the individual, community or organization exists, is critical to the identification and anticipation,
preparedness, intervention, response, and recovery from potential crisis events (see Annex B for the
contextual nature of crises).
4.3 Principle 2: Crisis control is dependent upon a systems approach
Applying a systems approach to a crisis response concentrates effort towards achieving successful
outcomes rather than a focus on process.
A systems approach to understanding crises creates an orderly, and efficient plan of action to assist
crisis intervention and provides a basis for identification of controls. When time constraints are a factor,
examining individual elements of a crisis for solutions should be deferred, taking a systems approach
which provides a whole of crisis perspective. Viewing a crisis in its entirety, allows leaders to focus on
identifying underlying trends, patterns, and likely consequences of actions. The factors contributing
to crises are intrinsically linked to human behaviour, situational awareness, and system controls.
Understanding systems interconnectedness can help to develop solutions to crises. .
4.4 Principle 3: The all-hazards approach informs crisis preparedness
The all­hazards principle applied to crises preparedness underscores the importance of being aware of
the full spectrum of potential hazards. This enables comprehensive planning of crisis intervention or a
crisis management response that is adaptable to any type of crisis.
Regardless of the nature or cause of crises, an integrated approach to crisis preparedness focuses on
the design and implementation of organizational capabilities and controls that are applicable to any
crisis.
Applying the all-hazards approach to crisis preparedness provides the basis of a comprehensive crisis
framework capable of responding to a wide range of crises. The all­hazards concept applied to crises
provides an integrated management strategy on which to build a scalable capability appropriate to
manage any type of crisis.
4.5 Principle 4: Crisis management is a core capability
An organization’s crisis management capability results from:
— understanding goals and objectives,
— familiarity with the impacts of interdependencies, and
— the ability of management to think unconventionally.
In relation to individuals experiencing personal crises, it is unlikely that an individual will have a self-
developed capability to adequately cope with a crisis. Individuals should depend upon experienced
crisis intervention specialists to provide the necessary support and to restore affected persons to pre-
crisis levels of functioning.
4.6 Principle 5: Crises can present threat and opportunity
Crises can present as an obstruction, traumatic experience or threats to personal achievements or
organizational objectives. Crises can also provide an opportunity for an affected party to create and
benefit from successful innovation and change.
ISO/DTS 22360:2023(E)
For some unaffected third parties, a personal or organizational crisis can present commercial
opportunities or recognition of goods or services related to the crisis.
5 Crisis framework
5.1 The role of crisis analysis
Understanding the composition of a crisis is essential to determine how and why crises occur.
Organizations should undertake a detailed analysis to provide a structural view of a crisis. Crisis
analysis establishes the relationship between source, root cause, contributing, and influencing factors,
and explains the transition from a change in context to the evolution of crisis conditions.
The analysis of many crises, breaking down their factors into key elements and fundamental
components, provides a generic framework for effective crisis intervention strategies and crisis
resolution. Understanding how crises are constructed and the interconnectedness of elements in
the systems in which crises develop, can identify indicators and early warnings as crises evolve and
escalate. Identifying factors that contribute to potential crisis conditions and how those conditions can
change, can help to establish clear points for crisis intervention.
5.2 Structural and functional elements of a crisis
The factors contributing to crises are intrinsically connected to corresponding structures of human
behaviour, situational awareness, and system controls. These structural elements have a direct
correlation with functions that determine the context of systems in which a crisis not only occurs but
can also cause crisis conditions to escalate.
Organizations should apply the crisis framework to consider the potential for changes in internal and
external contexts and circumstances. The framework helps to indicate any early warning signals of
emerging abnormal or extraordinary events and determine critical control points for intervention and
management of crisis conditions.
Determining the key factors in the crisis framework and the relationship between the functional and
structural elements of a crisis helps further analysis and comprehension of:
— the ways in which the major factors in the framework are interconnected;
— the interdependencies of the framework elements;
— how these factors and elements are influenced by other system related components;
— how they vary according to changes in context and different circumstances.
5.3 Framework factors and elements
Crises occur in complex systems environments which influence how they initiate, develop and pass.
Common factors and their structural elements that comprise a crisis framework are:
— Context in which individuals and organizations interface and interact with their internal and
external environments is an important consideration in understanding emerging and evolving
conditions that could lead to a crisis. Context sets out the conditions and circumstances of those
environments that are likely to change, either positively or negatively and can affect other parts of the
sociological or ecological systems in which individuals and organizations achieve their objectives.
The effects of these changes in context can create deviations from expected performance and lead
to unstable conditions or situations. The perceived impact of unstable conditions is dependent upon
the perspective of the parties most influenced by change. Analysing the context in which changing
circumstances occur can help to better understand why some abnormal or extraordinary events
are relative and can affect some individuals and organizations differently to others.
ISO/DTS 22360:2023(E)
— Risk, the effect of uncertainty on objectives, is a factor in all crises. Its key elements of source, events,
likelihood, and consequences are essential aspects of crises. Unexpected and unanticipated changes
in context can give rise to latent, emerging or realised threats to individual or organizational goals
and objectives. These changes can create situations or issues that could lead to incidents, emergencies
or escalate to a decisive, critical control point of crisis with potential adverse consequences.
— Human behaviour and integrated systems factors are critical components of the crisis
framework. As part of a complex social ecological environment, changes in context can influence
integrated systems (including operating systems) and human performance. and their influence
on changing conditions, either positively or negatively. Many crises can be directly attributable to
human and systems failings, vulnerabilities often created through unexpected or unanticipated
changes in conditions. Conversely, human and systems capabilities play a pivotal role in anticipation,
preparedness, intervention, response and recovery from crisis situations,
— Variables and parameters (quantitative factors) are key determinates of the evolution of crisis
conditions. Variable aspects of time, velocity, volatility, visibility, and prominence describe the
properties of crises. When quantified, variables make important contributions to understanding
time and place of changing circumstances, the frequency at which they occur and the rate of
development of crisis conditions. The following variable factors applied in the framework can
influence decision making on preparedness, intervention, response, and recovery at times of crises.
— Time interval between change in context and appearance of abnormal or extraordinary events
and other noticeable changes in condition
— Duration between occurrence of crisis conditions, intervention, and response
— Velocity relates to the rate of change in crisis conditions or response relative to time.
— Volatility refers to the degree of variation or the extent of fluctuation of conditions (e.g.,
likelihood and consequences) relating to intervals in the evolution of crises.
— Visibility and prominence of crises has two measurable perspectives that can impact upon
reputation and perceived capability, to see and be seen i.e., what can be seen by crisis participants
(see 6.3) and what can be seen by others.
Together, organizations should use the above variables or parameters to describe the behaviours
within a crisis situation, as data, information, knowledge and intelligence, providing input to
decision making and aid predictions or projections about its future outcomes.
— Knowledge is an underlying factor that informs and influences all other elements of the crisis
framework. Organizations should recognize that knowledge as applied in the crisis framework
is dependent upon understanding the relationship between data, information, knowledge and
intelligence and their contribution to critical and timely decision making on crises. Often there is
limited data available on changing circumstances on which verifiable information can be based.
Knowledge is gained by interpreting information and shared and communicated as intelligence that
can be applied throughout the evolution of crisis conditions or as input to critical decision making
at the control or turning point of crises.
— Changes in context provide the set of conditions or circumstances for collection and analysis of
data and identification of early warning signals. Crisis conditions are often latent, lying dormant
or hidden until changes in context are suitable for crises to develop or manifest. Context changes
and uncertainty of effects create challenges for data verification and to interpret information
on which decisions can be made.
— Managing risk of crises is dependent upon available knowledge. Crises situations can often
emerge under conditions of deep uncertainty, when data and information may not be available,
and knowledge of likelihood and potential consequences is limited.
— Human behaviours and systems performance throughout the evolution of crises is dependent
upon interpretation of information and knowledge gained and applied as intelligence.
ISO/DTS 22360:2023(E)
Anticipation, preparedness, intervention and response and recovery capabilities are knowledge-
based attributes.
— Understanding the influence of variables and quantitative parameters on crises evolution is
intr
...