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Perspective:
Perspective
09 Jul 2017
5 minute read

Managing digital risk to support aviation innovation

Digital Risk

Managing digital risk to support aviation innovation
2 MB PDF

Cyber-risk is clearly no longer just about securing corporate data and maintaining data confidentiality, integrity and availability. Cyber-risk is an organisational risk, even an existential one to some organisations and can no longer be relegated solely to the domain of information technology (IT) to address. 

Corporate boards around the country are asking: Is my organisation going to be targeted? For aviation companies – in the business of transporting millions of people safely with 100 000 daily flights at 11 277 meters – the stakes are especially high.

Key report take outs:

  • An effective cyber-risk programme should consider the unique set of cyber threats to which the organisation is exposed, or cyber threat landscape, to set realistic goals that can and should be achieved with a broad, well maintained cyber-risk framework. No environment is completely secure, nor is it cost effective to try to make it so.
  • An organisation should not only take reasonable steps to protect its data, applications and infrastructure, but should also minimise the damage of successful attacks and return to normal operation as soon as possible.
  • In a highly concentrated and heavily competitive industry like aviation, where everybody is seeking new technology to improve efficiency, margins and customer experience, the goal of a robust cyber-risk programme is to enable an organisation to move faster, safely. Such a programme not only facilitates, but can accelerate, business initiatives by ensuring that the appropriate processes and procedures are in place for mainstream enterprise adoption and implementation of new technology.

Call to action 

Traditional threats remain, but as the aviation industry reaps the rewards of technology innovation, the industry must also respond to an emerging and ever-evolving array of cyber-risks. The consequences are no longer limited to data privacy breaches and compliance penalties.

Please contact our Subject Matter Experts to further discuss the importance of a Cyber strategy for your organisation

Key Contacts

Shahil Kanjee

Deloitte - South Africa
Shahil is Director (Partner) in the Deloitte South African practice where he leads the Cyber & Technology Risk business across Africa. Shahil has extensive experience in providing technology controls assurance and advisory services. Over the last 15 years he has worked for a wide range of clients across multiple industries, with a specific focus on the financial services industry. He has led numerous technology advisory, project and risk engagements across the financial services industry including financial crime, payment risk and control engagements. He also spent a year seconded to a large financial services client as the Head of IT Audit and Change. Shahil is a member of the Deloitte Risk Advisory Africa Leadco where he contributes to the strategic leadership of the broader business. He has achieved a number of successes in his leadership of the business area, including the initiation of a Technology Advisory practice and driving innovation, quality and customer centricity in the Audit channel. The loyalty of his team endorses his deep passion for talent and he has a proven track record of developing young leaders that have gone on to excel in the organisation.
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Henry Peens

Deloitte - South Africa
Henry Peens, is an Associate Director in Cyber and Technology Risk within Risk Advisory Africa and is based in Deloitte South Africa, focusing predominantly on: Corporate Security Information security Physical security Technical security Personnel security Henry is responsible for the Corporate Security competency within the Cyber Risk Services business unit. He has 28 years’ experience working within the security risk management industry across the globe. He has been involved in various high-profile security risk management projects as well as Business Counter Intelligence and Business Counter Espionage programs in the Middle East, South America, Europe, Asia, North America and Africa. During his tenure at the National Intelligence Service, Henry was privileged to serve on the Presidential protection team as a counter-intelligence and protection officer for 6 years.
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