CYBER Mentors & Consultants

CYBER Mentors & Consultants We are leading ISO 27001 Consultants. We manage your certification journey. Already certified, we can conduct ISO 27001 annual internal audits, gap analysis.

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07/04/2026

Clarifying when Risk Assessment should take place during ISO 27001 Certification



There have been different interpretations of the requirements of Clauses 6 and 8 of the standard regarding when risk assessment should happen

While some implementers think that risk assessment is performed in both clauses, others think actual risk assessment is performed in clause 8 while clause 6 is only to document risk assessment methodology and risk treatment plan

We all know that SoA is produced in clause 6. The BIG question is that if risk assessment is performed ONLY in clause 8, how would you know which controls to include in SOA if there is no risk assessment happens in clause 6?

The answer is: you cannot produce a meaningful SoA without a conducting risk assessment first, and the standard knows this. The sequencing in the standard is logical, but confuses many implementers

Clarifying further:

Clause 6.1.2 says: define your methodology and perform an initial risk assessment.

Read carefully, Clause 6.1.2(c) requires the organisation to “DEFINE (document methodology) & APPLY (implement what you have defined) the risk assessment process” it is not purely methodology definition.

It requires actual identified risks with likelihood and impact scores to be produced.

Clause 6.1.3 then says: based on those identified risks, select controls, produce the SoA, and document the risk treatment plan.

Read 6.1.3a carefully “select appropriate information security risk treatment options, taking account of the risk assessment results”.

How then can you have risk assessment results without first conducting risk assessment?

Clause 8.2 then says: perform the risk assessment “at planned intervals and when significant changes occur”.

Meaning that you perform your subsequent risk assessments after the initial one, to keep the risk register current. The subsequent risk assessment is triggered by changes and it is routinely done

Clause 8.3 says: implement the risk treatment plan that was documented in 6.1.3 and keep implementing it as 8.2 updates the risk picture.

To summarise, the real sequence is:



Step 1 - 6.1.2 Define methodology AND perform the initial risk assessment

Step 2 - 6.1.3 Select controls, produce SoA, document RTP based on the result of risk assessment in 6.1.2

Step 3 - 8.2 Perform subsequent risk assessments as part of annual reviews, change-triggered

Step 4 - 8.3 Implement and maintain the RTP updated as 8.2 produces new outputs



Clause 6.1.2 is doing double duty: it is both the methodology definition and the first ex*****on. Clause 8.2 is the repeat cycle (routine) as part of maintaining and improving the ISMS

06/03/2026

Is Cyber Security actually a COST centre?

Transitioning from Accounting to Cyber Security, I see one main similarity between both- they are simply perceived as “COST CENTRES”

Just as football strikers always win “player of the month”, “Ballon d’or” at the expense of defenders and goal keepers, sales and revenue generating teams always win “employees of the month”

THE CHALLENGE:
Leadership sees cyber security as a cost centre.
Budgets increase…
Tools increase…
But the value is not always visible – we do not communicate our value addition

THE REALITY
Cyber security may not generate revenue, but it does something just as important:
--Protects revenue
--Prevents financial loss
--Defends business operations
--Protects customer trust

THE WAY OUT
Communicating this clearly to the board is key- but how do we communicate
1. Translate cyber issues into business risk
Boards are not interested in vulnerability counts or patching statistics.

Instead of saying:
“3,000 vulnerabilities were remediated this quarter.”

Explain the business impact:
“Critical vulnerabilities that could enable ransomware attacks were removed, reducing the risk of operational disruption and financial loss.”

Always connect cyber activity to business outcomes.

2. Show what your team prevented
Cyber security success is often invisible.

Leadership rarely sees the crises that never happen because of the work we do
--Phishing attacks blocked
--Malware stopped
--Suspicious logins prevented - unsuccessful login attempts
--Vulnerabilities fixed before exploitation
--Risks mitigated

3. Demonstrate cost avoidance
Show what this incident would have cost the organisation – use a case study of a recent breach suffered by other organisations

--Examples could include:
--Ransomware recovery costs
--Operational downtime
--Regulatory penalties
--Reputational damage

4. Report cyber posture, not just technical metrics
Boards need clarity, not complexity.

Focus your reporting on:
--Top cyber risks facing the organisation
--Risk trends over time
--Security improvements made
--Incident readiness and response capability

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