CyberSecurity HomeWork

International Journal of Network Security & Its Applications (IJNSA) Vol.13, No.1, January 2021

DOI: 10.5121/ijnsa.2021.13103 33

DESIGNING A CYBER-SECURITY CULTURE

ASSESSMENT SURVEY TARGETING CRITICAL INFRASTRUCTURES DURING COVID-19 CRISIS

Anna Georgiadou, Spiros Mouzakitis, and Dimitris Askounis

Decision Support Systems Laboratory, National Technical University of Athens, Iroon

Polytechniou 9, 15780 Zografou, Greece

ABSTRACT The paper at hand presents the design of a survey aiming at the cyber-security culture assessment of

critical infrastructures during the COVID-19 crisis, when living reality was heavily disturbed and working

conditions fundamentally affected. The survey is rooted in a security culture framework layered into two

levels, organizational and individual, further analyzed into 10 different security dimensions consisted of 52

domains. An in-depth questionnaire building analysis is presented focusing on the aims, goals, and

expected results. It concludes with the survey implementation approach while underlining the framework’s

first application and its revealing insights during a global crisis.

KEYWORDS Cybersecurity Culture, Assessment Survey, COVID-19 Pandemic, Critical Infrastructures

1. INTRODUCTION

Coronavirus disease 2019, widely known as COVID-19, is an infectious disease caused by severe

acute respiratory syndrome coronavirus 2 (SARS-CoV-2) [1]. The disease was first detected in

late 2019 in the city of Wuhan, the capital of China's Hubei province[2]. In March 2020, the

World Health Organization (WHO) declared the COVID-19 outbreak a pandemic [3]. Today,

with more than 11 million confirmed cases in 188 countries and at least half a million casualties,

the virus is continuing its spread across the world. While epidemiologists argue that the crisis is

not even close to being over, it soon becomes apparent that “the COVID-19 pandemic is far more

than a health crisis: it is affecting societies and economies at their core” [4].

Terms such as “Great Shutdown” and “Great Lockdown” [5, 6, 7] have been introduced to

attribute the major global recession which arose as an economic consequence of the ongoing

COVID-19 pandemic. The first noticeable indication of the accruing recession was the 2020

stock market crash on the 20th of February. International Monetary Fund (IMF) in the April

World Economic Outlook projected global growth in 2020 to fall to -3 percent. This is a

downgrade of 6.3 percentage points from January 2020, making the “Great Lockdown” the worst

recession since the Great Depression, and far worse than the Global Financial Crisis [7].

According to the International Labour Organization (ILO) Monitor, published on 7th April 2020,

full or partial lockdown measures are affecting almost 2.7 billion workers, representing around

81% of the world’s workforce [8].

Organizations from various business domains and operation areas globally try to survive this

unprecedented financial crisis by investing their hopes, efforts, and working reality on

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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information technology and digitalization. The workforce is being encouraged and facilitated on

teleworking while most products and services become available over the web while, in many

cases, transforming and adjusting to current rather demanding reality. However, the

aforementioned organiations face another, not that apparent, COVID-19 side-effect: the cyber-

crime increase.

The increase in the population percentage connected to the World Wide Web, the expansion of

time spent online, combined with the sense of confinement and the anxiety and fear generated

from the lockdown, seem to catalyzeaction of cyber-criminals. Coronavirus has rapidly reshaped

the dark web activities, as buyers and sellers seize the opportunity to capitalizeon global fears, as

well as dramatic shifts in supply and demand. Phishing emails, social engineering attacks,

malware, ransom ware and spyware, medical related scums, investment opportunities frauds, are

only a few examples of the cyber-crime incidents reported during the crisis period [9, 10].

INTERPOL’s Cybercrime Threat Response team has detected and reported a significant increase

in the number of attempted ransom ware attacks against key organizations and infrastructure

engaged in the virus response. Cybercriminals are using ransom ware to hold hospitals and

medical care services digitally hostage; preventing them from accessing vital files and systems

until a ransom is paid[11].

Cyber-security agencies, organizations, and experts worldwide have issued recommendations and

proposed safeguard measures to assist individuals and corporations defend against cyber-crime.

While the virus is dominating in every aspect of our daily lives and human interaction is being

substituted by digital transactions, cybersecurity gains the role it was deprived from during the

last years. The question that remains unanswered, given the circumstances, is: What are the

COVID-19 pandemic cyber-security culture side-effects on both individual and organizational

level?

The manuscript at hand presents the design and rollout plan of a survey aiming to assess the

cyber-security culture during the COVID-19 pandemic in the critical infrastructure domain.

Section 2 presents background information regarding the importance of public cyber-security

surveys conducted over the years, emphasizingon the variety and originality of their findings.

Building upon their approach, a detailed methodology is reported in Sections 3 & 4, in an effort

to develop a brief, targeted and comprehensible survey for the assessment of the cybersecurity

readiness of organizations during the crisis with emphasis on employees’ feelings, thoughts,

perspective, individuality. In Section 5, we sketch the survey next steps towards its conduction

and fruitful completion. Finally, Section 6 concludes by underlying the importance of our survey

reasoning while focusing on the challenging scientific opportunities that arise from it.

2. BACKGROUND

Over the last decades, cybersecurity surveys have been a powerful asset to academics and

information security professionals seeking to explore the ever-changing technological reality.

Their goal was to uncover current trends in cyber threats, organizations' investment priorities,

cloud security solutions, threat management, application security, security training and

certification, and more.

Initially, they were narrowed down and addressed to certain participants depending on the nature

and specific purpose of each survey. A lighthouse representative of this kind was the Computer

Crime & Security Survey conducted by the Computer Security Institute (CSI) with the

participation of the San Francisco Federal Bureau of Investigation’s (FBI) Computer Intrusion

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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Squad. This annual survey, during its 15 years of life (starting from 1995 and reaching up to

2010), was probably one of the longest-running continuous surveys in the information security

field[12]. This far-reaching study provided unbiased information and analysis about targeted

attacks, unauthorized access, incident response, organizational economic decisions regarding

computer security and risk management approaches based on the answers provided by computer

security practitioners in U.S. corporations, government agencies, financial institutions, medical

institutions and universities.

Following their lead, many public and private sector organizations are seeking revealing findings

that will help them calibrate their operations and improve their overall presence in the business

world via cybersecurity surveys. Healthcare Information and Management Systems Society

(HIMSS) focusing on the health sector[13]; ARC Advisory Group targeting Industrial Control

Systems (ICS) in critical infrastructures such as energy and water supply, as well as in process

industries, including oil, gas and chemicals [14]; SANS exploring the challenges involved with

the design, operation and risk management of ICS, its cyber assets and communication protocols,

and supporting operations[15]; Deloitte in conjunction with Wakefield Research interviewing C-

level executives who oversee cybersecurity at companies [16]; these being only some of the

countless examples available nowadays.

Current trend in the cybersecurity surveys seems to be broadening their horizon by making them

available and accessible through the internet [17, 18]. Since their goal is to reach out and attract

more participants, thus enriching the collected data and, consequently, enforcing their results,

tend to be shorter, more comprehensive to the majority of average users and apparently web-

based.

Recognizing the unique value of this undisputable fruitful security evaluation methodology and

rushing from the special working and living circumstances due to the COVID-19 pandemic, we

identified the research opportuning to evaluate how this crisis has affected the cybersecurity

culture of both individuals and organizations across the suffering globe. Security threats, frauds,

breaches & perils have been brought to the light, recommendations have been given and

precautions have been made [19, 20, 21]. What about the cybersecurity culture and its potential

scars from this virus? Addressing this concern was our aim when designing, conducting and

analyzing the survey presented in this paper.

3. SECURITY CULTURE FRAMEWORK

During the last years, our research efforts have been focusing on cyber-security in terms of tools,

standards, frameworks and marketplace solutions especially targeting the human element. We

have benchmarked the dominant reveals on the field, classified their possibilities and analyzed

their core security factors. Having identified their gaps and overlaps, common grounds and

differentiation and thoroughly studied several academic principles regarding information

security, including technical analyses, algorithmic frameworks, mathematical models, statistical

computations, behavioral, organizational and criminological theories, we have created a

foundation combining the elements that constitute the critical cyber-security culture elements

[22]. The suggested cybersecurity culture framework is based on a domain agnostic security

model combining the key factors affecting and formulating the cybersecurity culture of an

organization. It is layered into two levels, organizational and individual, analyzed into 10

different security dimensions consisted of 52 domains assessed by more than 500 controls. This

hierarchical approach is being presented in Figure 1. Table 2 and Table 4list dimensions, domains

and indicative controls in an attempt to unfold to the reader the generalized philosophy of our

framework.

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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Figure 1. Cyber-Security Culture Model: Main Concepts

Table 1.Organisational Levelpresenting indicative controls

Dimension Domain Indicative Controls

Assets Application

Software

Security

 Do you only use up-to-date and trusted third-party components for the software developed by the organization?

 Do you apply static and dynamic analysis tools to verify that secure coding practices are being adhered to for internally

developed software?

Data Security and

Privacy

 Do you maintain an inventory of all sensitive information stored, processed, or transmitted by the organization’s

technology systems, including those located on-site or at a

remote service provider?

 Have you ensured that sensitive data or systems are not regularly accessed by the organization from the network?

Hardware Assets

Management

 Do you employ integrity checking mechanisms to verify hardware integrity?

 Do you maintain an accurate and up-to-date inventory of all assets with the potential to store or process information?

Hardware

Configuration

Management

 Have you established and do you maintain secure configuration management processes (e.g. when servicing

field devices or updating their firmware)?

 Do you store the master images and templates on securely configured servers, validated with integrity monitoring tools,

to ensure that only authorized changes to the images are

possible?

Information

Resources

Management

 Do you properly label all relevant assets, depending on their classification?

 Are the classification scheme and labeling procedures properly communicated to all relevant parties?

Level

Dimension

Domain

Controls

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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Network

Configuration

Management

 Do you maintain documented security configuration standards for all authorized network devices?

 Have you compared all network device configurations against approved security configurations defined for each network

device in use, and do you alert when any deviations are

discovered?

Network

Infrastructure

Management

 Have you associated active ports, services, and protocols to the hardware assets in the asset inventory?

 Do you perform automated port scans on a regular basis against all systems and alert if unauthorized ports are detected

on a system?

Software Assets

Management

 Have you utilized software inventory tools throughout the organization to automate the documentation of all software on

business systems?

 Is the software inventory system tied into the hardware asset inventory so that all devices and associated software are

tracked from a single location?

Personnel

Security

 Does your staff wear ID badges?  Are authorized access levels and type (employee, contractor,

visitor) identified on the Badge?

Physical Safety

and Security  Is access to your computing area controlled (single point,

reception or security desk, sign-in/sign-out log,

temporary/visitor badges)?

 Do you have an emergency evacuation plan and is it current?

Continuity Backup

Mechanisms

 Do you store backups in a remote location?  Do you encrypt backups containing confidential information?

Business

Continuity &

Disaster

Recovery

 Do you have an emergency/incident management communications plan?

 Do you have a current business continuity plan?

Capacity

Management

 Do you have enough capacity to ensure that data availability is maintained?

 Do you either deny or restrict bandwidth for resource-hungry services if these are not business critical?

Change

Management

 Are the maintenance and copying of program source libraries subject to strict change control?

 Have you established a formal approval procedure for proposed changes?

Continuous

Vulnerability

Management

 Do you perform authenticated vulnerability scanning with agents running locally on each system or with remote

scanners that are configured with elevated rights on the

system being tested?

 Have you utilized a risk-rating process to prioritize the remediation of discovered vulnerabilities?

Access and

Trust

Access

Management

 Have you enabled firewall filtering between VLANs to ensure that only authorized systems are able to communicate with

other systems necessary to fulfill their specific

responsibilities?

 Have you implemented physical or logical access controls for the isolation of sensitive applications, application data or

systems?

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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Account

Management

 Do you automatically disable dormant accounts after a set period of inactivity?

 Do you maintain an inventory of each of the organization’s authentication systems, including those located on-site or at a

remote service provider?

Communication  Do you have documentation of the mapping of organizational communication flows?

 Do users acknowledge receipt of secret authentication information?

External

Environment

Connections

 Do your policies and procedures ensure the flexibility of your organization by defining ways of adapting to changes in the

sector and the environment?

 Have you established a good cooperation level with other sectoral organizations (inter-organizational strategic ties)?

Password

Robustness and

Exposure

 Does your log-on procedure avoid displaying a password being entered?

 Are your computers set up so that others cannot view staff entering passwords?

Privileged

Account

Management

 Do you identify the privileged access rights associated with each system or process and the users to whom they need to be

allocated?

 Do you log changes to privileged accounts?

Role Segregation  Do you properly inform employees about his responsibilities that remain valid after termination or change of employment?

 Are access permissions and authorizations managed according to the principles of least privilege and separation of duties?

Third-Party

Relationships

 Have you formalized contractual relationships with partners and suppliers regarding information security?

 Do you identify and define the necessary requirements a third party should have to be considered trusty?

Wireless Access

Management

 Do you maintain an inventory of authorized wireless access points connected to the wired network?

 Have you created a separate wireless network for personal or untrusted devices?

Operations Compliance

Review

 Do you audit your processes and procedures for compliance with established policies and standards?

 Do you review and revise your security documents, such as: policies, standards, procedures, and guidelines, on a regular

basis?

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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Documentation

Fulfillness

 Do you have all the necessary policies and procedures properly documented?

 Do you have all the necessary records properly documented?

Efficient

Distinction of

Development,

Testing and

Operational

Environments

 Do users have different user profiles for operational and testing systems?

 Do you maintain separate environments for production and non-production systems?

Operating

Procedures

 Do you specify the operational instructions of the installation and configuration of systems?

 Do you specify the operational instructions of the scheduling requirements, including interdependencies with other systems,

earliest job start and latest job completion times?

Organizational

Culture and Top

Management

Support

 Is your leadership actively and continuously involved in information security planning?

 Do you pursue the principle of efficiency in information security - economy/cost optimization?

Risk Assessment  Do you receive threat and vulnerability information from information sharing forums and sources?

 Is the organizational risk tolerance determined and clearly expressed?

Defense Boundary

Defense

 Do you maintain an up-to-date inventory of all of the organization’s network boundaries?

 Do you decrypt all encrypted network traffic at the boundary proxy prior to analyze the content?

Cryptography  Do you encrypt all data stored in cloud services?  Do you encrypt event files locally and in transit?

Email and Web

Browser

Resilience

 What is the percentage from your total received emails that are detected as spam?

 What is the percentage of your SSL certificates that are configured incorrectly?

Information

Security Policy

and Compliance

 Have you properly broken-down information security policies into sub-areas and orderly documented them?

 Do your policies and procedures comply with relevant regional legislation?

Malware Defense  What percentage of your systems (workstations, laptops, servers) are covered by antivirus/antispyware software?

 Do you send all malware detection events to enterprise anti- malware administration tools and event log servers for

analysis and alerting?

Security

Awareness and

Training Program

 Do you perform a skills gap analysis to understand the skills and behaviors workforce members are not adhering to, using

this information to build a baseline education roadmap?

 Do you deliver training to address the skills gap identified to positively impact workforce members' security behavior?

Security

Governance

Audit Logs

Management

 Have you ensured that local logging has been enabled on all systems and networking devices?

 Do you protect logs from unauthorized alterations or deletion?

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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Incident

Response and

Management

 What percentage of your security incidents cause service interruption or reduced availability?

 Do you have established processes to receive, analyze and respond to vulnerabilities disclosed to the organization from

internal and external sources (e.g. internal testing, security

bulletins, or security researchers)?

Penetration Tests

and Red Team

Exercises

 Have you tested that you gracefully handle denial of service attempts (from compromised meters)?

 Do you apply a qualified third-party security penetration testing to test all hardware and software components prior to

live deployment?

Reporting

Mechanisms

 Do you provide your employees with a channel in order to report violations of information security policies or

procedures?

 How much time does the organization take in order to respond to a report?

Security

Management

Maturity

 Are critical security tasks handled based on team decision- making techniques?

 Do you organize vertical and horizontal security meetings on a regular basis?

Controls used by our evaluation methodology aim to assess whether specific security fields have

been taken into consideration and to what extend rather than measure the effectiveness and

efficiency of the actual policies and procedures in place. In other words, evaluate the

multidisciplinary approach towards information security and the depths in which is

organizationally reaching rather than the completeness of security technology solutions acquired

and utilizedby the enterprise under examination.

This approach is even more evident in the individual level where the beliefs, emotions, attitude,

and behavior of the employees is examined under various prisms using a variety of

psychological, behavioral, emotional and specialization assessments.

Table 2. Individual Level presenting indicative controls

Dimension Domain Indicative Controls

Attitude Employee Climate  I believe that cyber criminals are more advanced than the people who are supposed to be protecting us.

 I worry that if I report a cyber-attack to the Police it might damage the reputation of the company.

Employee Profiling  Seniority  Enterprise role

Employee

Satisfaction

 I am pleased with my organization’s approach towards information security.

 I am happy to conform with the security guidance offered by our security experts.

Awareness Policies and

Procedures

Awareness

 Are you aware of the organizations’ communication flows?

 Are you aware of the organization’s role in the supply chain?

Roles and

Responsibilities

Awareness

 Are you aware of all the devices and systems you are responsible for?

 Are you aware of all the external information systems they come in contact with?

Behaviour Policies and

Procedures

 Do you make sure your mobile devices are not left exposed?

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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Compliance  Do you efficiently protect mobile devices from physical hazards?

Security Agent

Persona

 What would you do if you saw a colleague not wearing their security pass around the office?

 What would you do if you overheard a discussion, which you knew to be about some highly sensitive and

confidential information, being held in a corridor where

external visitors often pass through?

Security Behaviour  How many of your security incidents stem from non- secure behavior?

 I get into the office wearing my security pass.

Competency Employee

Competency Specific per organization and employee.

Security Skills

Evaluation

 What is necessary for a person to turn a plain text message into an encrypted message?

 Which of the following events presents the greatest risk?

Training

Completion and

Scoring

 My achievement score at the last security training program I participated in was around.

 How many self-security assessments do you normally attempt per year?

4. DESIGNING THE SURVEY

Our goal was to design a survey that would be short and targeted to get the security pulse of

current business reality in the critical infrastructure domain. One of our major aims was to keep

the questionnaire small and easily addressed in a timely manner by a common employee with no

special security expertise or knowledge. This way, we could facilitate participation of a broader

workforce group lessening effort and prerequisites while maximizing result variation and

credibility. Towards that goal, we needed to formulate questions targeting specific security

factors bridging various security domains while smartly extracting information depicting the

existing working security routine and culture, their disruption by the COVID-19 crisis and their

reaction to these special and rather demanding circumstances.

On the other hand, taking into consideration the reported cyber-crime incidents along with the

fraud and attack techniques used by the criminals of the dark web during this period, we focused

our evaluation on specific dimensions related to network infrastructure, asset management,

business continuity, employee awareness, and attitude.

In the paragraphs to follow, we outline how starting from a detailed cyber-security culture

framework with more than 500 controls, we have narrowed down our objectives to a

questionnaire containing no more than 23 questions, depending on the provided answers. Table

3indexes the questions constituting the final version of our questionnaire including secondary

clarification questions presented based on provided participant input whereas Table 4correlates

each of the questions to specific cyber-security levels, dimensions, and domains of our model.

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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Table 3. Question indexing, including secondary clarification questions presented based

on provided input (asterisk annotated).

Q1 Prior to the COVID-

19 crisis, were you

able to work from

home?

Q9.2 How were you

informed how to use

them?

Q12.6 I am proud to work

for my organisation.

Q2.1 Did you receive any

security guidelines

from your employer

regarding working

from home?

Q10.1 Has your company

adopted a specific

collaboration

solution?

Q12.7 I have access to the

things I need to do

my job well.

Q2.2* Please describe the

main (2-3) security

guidelines provided.

Q10.2* What abilities does it

offer? Q13 What is your age?

Q3 What kind of devices

are you using to

connect to your

corporate working

environment?

Q11.1 Did you face any of

the below cyber-

security related

threats during the

COVID-19 crisis?

Q14 What is the highest

degree or level of

school you have

completed?

Q4 Are these devices

accessed by users

other than yourself?

Q11.2* Please name any

other cyber-security

threats you

encountered during

this period, not listed

above.

Q15 Please select the

business domain of

the organisationyou

work for.

Q5 These devices are

personal or corporate

assets?

Q12.1 To what extent do

you agree with the

following

statements:

(during this specific

period of the

COVID-19 crisis)

I prefer working

from home than

going to the office.

Q16 Which of the

following best

describes your work

position?

Q6 Are these devices

managed by your

organisation?

Q12.2 I work more

productively from

home.

Q17 Comments

Q7 Which of the

following apply for

the devices you

currently use for your

working from home

employment?

(providing security

measures alternatives,

e.g. antivirus,

password protections)

Q12.3 I collaborate with

my colleagues as

effectively as when

we are in office.

Q8 How do you obtain

access to your

corporate working

environment?

Q12.4 I am satisfied by my

employer’s approach

to the crisis.

Q9.1 Were you asked to

use applications or Q12.5 I have all the support

I need to face any

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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services that you

were unfamiliar with,

because of the need

for remote working?

technical problems I

have (e.g. corporate

access issues,

infrastructure

failures, etc.).

4.1. Organizational Level

Culture is defined as a set of shared attitudes, values, goals, and practices that define an

institution or organization. Consequently, cyber-security culture refers to the set of values,

conventions, practices, knowledge, beliefs and behaviors associated with information security.

Therefore, its skeleton is being outlined by the working environment along with the technological

infrastructure and security countermeasures that define it.

To understand, assess and detail the security cultural status of the critical infrastructure

organizations represented in our survey, we have included questions Q1-Q10 that heartbeat the

overall technological and security readiness and adaptability. Under the coronavirus prism, we

intended to understand if teleworking was an option prior to the crisis or not and under which

security policies. Thus, we have included queries polling the remote access procedures and their

meeting standards as well as the types, configuration and management of the devices used to gain

access to the corporate environments. In other words, we attempted to assess the way and the

means of the working from home experience with a clear focus on cyber-security.

Given that one of the most important shifts in the “everyday business” was the “home office”, we

clearly focused on the technological infrastructure used during this period. Preconfigured

workstations were substituted by remote assets, such as laptops, tablets, smartphones, which

gained access to the corporate network via different communication protocols and security

standards. We needed to evaluate this newly deployed working ecosystem and understand the

security precautions made by the participating enterprises.

Additionally, we intended to assess the security maturity of the management, the security

response team, and awareness training program by introducing several questions clearly related to

cyber-security familiarity and readiness. The most critical question of these category is the one

referring to security guidelines provided during the COVID-19 crisis seeking to match their

responsiveness and contemporality. Most of the leading cyber-security entities and experts during

the coronavirus pandemic have issued special security guidelines towards individuals and

organizations. Succeeding or failing to propagate similar guiding principles towards your

workforce during such confusing and challenging periods is a core security indicator.

Another business facet which was examined, although not directly related to information

security, was the collaboration possibilities offered to employees. Business trend and current

reality (including but not limited to COVID-19 crisis) lead to a “remote” or “hybrid” working

structure [23, 24]. Communication and teamwork need to be facilitated and promoted, especially

during this period when general isolation is mandated as the main defense against the virus

spread. Companies are expected to make provision for all means necessary to assist their

employees in being productive, effective and cooperative [25]. This notion and quality are being

tested via two simplified questions included in our survey.

4.2. Individual Level

Moving down to an individual level, evaluation becomes more demanding since virus fear and

emotional stress dominate every aspect of daily life directly or indirectly affecting the human-

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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related security factors. Questions Q11-Q12 attempt to probe the security behavior, attitude and

competency of the remote workers by examining their emotions, thoughts and beliefs and by

asking them to report any security incidents they came up against.

As Cisco CEO John Chambers stated in a January 2015 post for the World Economic Forum

titled “What does the Internet of Everything mean for security?”, “there are two types of

companies: those who have been hacked, and those who don’t yet know they have been hacked”.

Similarly, there are two types of technology users, those who understand the perils they face

every day, either successfully or not, and those who are simply unaware of the dangers they are

most probably already exposed to. Our question Q11 tries to examine this security familiarity and

awareness among the different seniority, age, expertise, background of the participants.

Question Q12 clearly traces the emotional and intellectual state of the remote workers by listing

several questions deriving from the Insider Threat theory according to which dissatisfaction,

stressful events and personality predispositions can transform a loyal employee to a malicious or

unintentional insider [26, 27].

Questions Q13-Q16 refer to generic information used for an individual profiling and

categorization which shall enable us to analyze gathered results under different prisms offering

various grouping possibilities and leading to possibly interesting findings on the basis of age,

industry, education, working experience and expertise. This enterprise profiling is also believed

to be closely related to security factors formulating fertile ground to a number of human-related

cyber-threats [28, 29, 30].

Table 4. Correlating questions to cyber-security culture framework

Organizational Level Individual Level

Assets Continui

ty

Access

and

Trust

Operation

s

Defens

e

Securit

y

Govern

ance

Atti

tud

e

Awa

renes

s

Behavio

r

Com

pete

ncy

Q1

- Networ k

Infrastr

ucture

Manage

ment

- Networ k

Config

uration

Manage

ment

- Acces s

Mana

gemen

t

- Extern al

Envir

onme

nt

Conne

ctions

Q2.

1

Change

Manage

ment

Organizati

onal

Culture

and Top

Manageme

nt Support

Securit

y

Aware

ness

and

Trainin

g

Progra

m

Securit

y

Manage

ment

Maturit

y

Q2.

2*

Q3

Hardwar

e Assets

Manage

Access

Manage

ment

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ment

Q4

Access

Manage

ment

- Policies and

Procedu

res

Compli

ance

- Security Behavio

r

Q5

- Hardwa re

Assets

Manage

ment

- Informa tion

Resour

ces

Manage

ment

- Data Securi

ty and

Privac

y

- Acces s

Mana

gemen

t

- Extern al

Envir

onme

nt

Conne

ctions

Q6

- Hardwa re

Assets

Manage

ment

- Softwar e

Assets

Manage

ment

- Informa tion

Resour

ces

Manage

ment

- Data Security

and

Privacy

- Access Manag

ement

- Extern al

Enviro

nment

Conne

ctions

Q7

- Hardwa re

Configu

ration

Manage

ment

- Informa tion

Resourc

es

Manage

ment

- Data Security

and

Privacy

Malwa

re

Defens

e

Polic

ies

and

Proce

dures

Awar

eness

- Policie s and

Proced

ures

Compl

iance

- Securit y

Behavi

or

- Securit y

Agent

Person

a

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Q8

- Networ k

Infrastr

ucture

Manage

ment

- Networ k

Config

uration

Manage

ment

- Acces s

Mana

gemen

t

- Extern al

Envir

onme

nt

Conne

ctions

Bound

ary

Defens

e

Q9.

1

- Busine ss

Contin

uity &

Disaste

r

Recove

ry

- Chang e

Manag

ement

Q9.

2

Commu

nication

Organizati

onal

Culture

and Top

Manageme

nt Support

Q10

.1

Operating

Procedures

Q10

.2*

Q11

.1

- Security Behavio

r

- Security Agent

Persona

Secu

rity

Skill

s

Eval

uatio

n

Q11

.2*

Q12

.1

Em

ploy

ee

Cli

mat

e

Q12

.2

Q12

.3

Q12

.4

Em

ploy

ee

Sati

sfac

tion

Q12

.5

Q12

.6

Q12

.7

Q13

Em

ploy

ee

Prof

ilin

g

Q14

Q15

Q16

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The accruing questionnaire manages to combine the two security levels of our framework

effectively and efficiently. Additionally, its contents have been tailored to rapidly yet effectually

heartbeat the cyber-security reality during a disrupting chronological period, such as the COVID-

19 pandemic. This agile instrument, although offering a quick and fruitful measurement method

compared to similar concurrent surveys, it cannot be considered an in-depth information security

assessment. Furthermore, it should not be used to label participating organizations but only to

provide an overview of the AS-IS situation.

Having developed a first questionnaire version addressing the security elements of interest based

on our security culture framework, we carefully designed the rest of the survey methodology

including:

• validity testing: identify ambiguous questions or wording, unclear instructions, or other problems before widespread dissemination possibly conducted by a group of survey

experts, experienced researchers and analysts, certified security and technology officers.

• delivery method: select the appropriate delivery method and possibly run an instrument validity testing to verify survey conduction methodology.

• sample selection: carefully chose representatives from energy, transport, water, banking, financial market, healthcare and digital infrastructure from different European countries

(e.g. Cyprus, France, Ger-many, Greece, Italy, Romania, Spain) affected by the COVID-19

crisis.

• survey duration: defining a specific start and end period communicated to all invited parties.

Survey has been concluded and its results have been made available via a research data repository

[31]. Their analysis and interesting findings are currently under publication.

5. NEXT STEPS

Having performed this indicative(meaning non-restricted within the business limits of an

organization) pilot application of our cyber-security culture framework during a crisis period, we

now focus on conducting similar cyber-security culture assessment surveys to specific

organizations targeting different security domains and not only during the pandemic. We intend

to proceed with extended applications of our framework and conduct a comparative analysis on

the cyber-security differences among the various business domains possibly identifying

variations in needs, threats, attitude, awareness, and overall culture.

6. CONCLUSIONS AND FUTURE WORK

Our survey focuses on evaluating the security readiness and responsiveness of corporations

during the Great Shutdown and more specifically it shall be addressing critical infrastructure

domain representatives from different countries affected by the coronavirus.

Security cultural approach demands flexibility and concurrency. Corporations of the public and

private sector regardless of their specialization and expertise need to develop a digital workplace

strategy that includes collaboration applications, security controls, network management, and

digital technologies. They need to adjust their employment modes, business models,

communication, and marketing channels.

In a radically evolving and transforming environment, security and risk teams need to become

part of the crisis management group, remote working employees need to remain vigilant to cyber-

This preprint research paper has not been peer reviewed. Electronic copy available at: https://ssrn.com/abstract=3787197

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International Journal of Network Security & Its Applications (IJNSA) Vol.13, No.1, January 2021

48

threats and operations life-cycle needs to remain uninterrupted especially for the operators of

essentials services. Our research aims to investigate if and to what extend is this approach

embraced by the critical infrastructure organizations in different countries nowadays while

revealing interesting findings related to cyber-security and inspiring further scientific research on

this field.

Since unfortunately COVID-19 crisis still holds, we now consider repeating our survey properly

adjusted and addressed to the same organizations involved in the first iteration, to understand if

their security culture status has differentiated and evolved via this crash-testing experience or if

the long-standing critical circumstances have negatively affected their attitude and behavior

towards information technology and security. We are also examining a similar tailor-made survey

focusing on other domains of interest possibly differentiating organizations of the public and

private sector and different financial or workforce dimensions.

ACKNOWLEDGMENT

This project has received funding from the European Union’s Horizon 2020 research and

innovation programme under grant agreement No 832907 [32].

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[14] T. Menze, “The State Of Industrial Cybersecurity,” ARC Advisory Group, 2019.

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AUTHORS Mrs. Anna Georgiadou is a research associate in the Management and Decision Support Systems

Laboratory in the School of Electrical and Computer Engineering at the National Technical University of

Athens (NTUA). She has been working as a senior engineer on operation and system support services for

major telecommunication providers, energy regulators, banking systems, and other critical national

infrastructures. She has recently become a Ph.D. candidate in the cyber-security field inspired by her active

participation in the HEDNO’s (Hellenic Electricity Distribution Network Operator) information security

management group. She is a certified database and network administrator, software developer, and data

analyst.

Dr. Spiros Mouzakitis is a senior research analyst for the National Technical University of Athens

(NTUA). He has 18 years of industry experience in the conception, analysis, and implementation of

information technology systems. His research is focused on decision analysis in the field of decision

support systems, risk management, Big Data Analytics, as well as optimization systems and algorithms,

and enterprise interoperability. He has published in numerous journals including Computer Standards &

Interfaces, International Journal of Electronic Commerce, Information Systems Management, and Lecture

Notes in Computer Science, and has presented his research at international conferences.

Dr. Dimitris Askounis is a Professor in the School of Electrical and Computer Engineering at the National

Technical University of Athens (NTUA). He has been involved in numerous IT research and innovation

projects funded by the EU since 1988 in the thematic areas of eBusiness interoperability, eGovernance,

data exploitation and management, decision support, knowledge and quality management, computer

integrated manufacturing, enterprise resource planning, etc. He teaches digital innovation management,

decision support, and management systems, and he is a member of scientific committees on innovation and

entrepreneurship competitions and incubators offered by International University networks, Financial

Institutions, etc. Dr. Askounis has published over 80 papers in scientific journals and international

conference proceedings.

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