became a CESG (Communications- Electronics Security Group) Listed Advisor, which started a 13-year run of working as an advisor in government. I got my Master’s degree in Information Security in 2006. I soon realised that a Royal Charter was respected and something I really needed to aspire to. I got Chartered IT Professional (CITP) and Chartered Engineer (CEng) via the BCS (British Computer Society) in 2009, as there was nothing specifically for security. I also studied hard and achieved an array of security qualifications.
I joined the Security Institute with a recommendation and sponsorship from colleagues, and achieved Fellow in 2008. When Chartered Security Professional came along, I applied and was number 23 to be admitted to the Register and the first Cybersecurity practitioner. That was back in March 2012. It was a hard process being the first cyber specialist, as the interviewers had no experience in this area. Most in the Security Institute at that time came from protective security backgrounds. I would like to think I helped expand their view a bit.
So why the Royal Charter? Like other Royal Charters, it’s highly respected, be that Chartered Accountant, Chartered Surveyor or Chartered Engineer. It commands this respect as it’s not easy to achieve and has a stringent peer review process to oversee entry. Chartered Security Professional covers all areas of security, from physical through personnel to cyber. Its key aspect is that it applies to those who operate at a strategic level or have strategic influence in the industry. In many of my consulting roles, my Royal Charters have helped to ensure I am taken seriously and respected as an expert in my field. I have now held CSyP for 13 years.
Since 2016 I have been one of the interviewers for CSyP and enjoy the learning experience I get from the interviews, in addition to giving back to the community and helping others progress in their career. CSyP is the gold standard and ultimate accolade for a security professional. It is therefore important that we keep the standards of entry to the Register high and I am humbled to be part of the process.
I think it’s a great goal to strive for and should be the ultimate accolade for anyone in any area of security.
Eur Ing Andy Smith MSc CEng CITP FBCS CSyP FSyI SMIEEE SIRM CISSP ISSAP ISSMP CCSP CISA CISM CRISC CDPSE
NEW: UK National Audit Office guide on managing risk in government is launched
T
he new guide from the UK National Audit Office (NAO): ‘Overcoming Challenges to Managing Risks in Government’ and its associated assessment tool offer a practical way for senior leaders and risk practitioners to elevate their risk management approach.
The public sector faces an unprecedented array of risks, from global pandemics to economic shocks and cyber threats. Effective risk management is not just a compliance exercise – it is
fundamental to delivering public value and safeguarding critical services.
The evolving risk landscape
The new NAO guide: Overcoming Challenges to Managing Risks in Government’ supports the development of robust, adaptable risk management systems that go beyond traditional silos and short-term thinking.
Key approaches from the NAO Guide
The guide distils its recommendations into ten core approaches:
1. Forward-looking view: Anticipate emerging risks and horizon-scan for potential threats.
2. Risk appetite and tolerance: Clearly define how much risk the organisation is willing to accept.
3. Assess risk impact: Systematically evaluate the potential consequences of risks.
4. Action to address risks: Develop and implement effective mitigation strategies
5. Monitor and report: Establish robust mechanisms for ongoing risk tracking and transparent reporting.
6. Capability and expertise: Build and maintain the necessary skills and knowledge across the organisation.
7. Leadership and culture: Set the tone from the top, fostering a culture where risk is openly discussed and managed.
8. Continuous improvement: Regularly review and refine risk practices.
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9. Risk-informed decisions: Integrate risk considerations into all major decisions.
10. Whole-system approach: Recognise and manage interdependencies across organisational boundaries.
Each approach is supported by practical tips, illustrative case studies, and actionable steps.
The NAO Assessment Tool
To translate guidance into action, the NAO has developed a Risk Management Assessment Tool. This template enables organisations to measure their risk management maturity against the ten approaches outlined in the guide, meaning the tool can be used in these ways:
• Self-Assessment: Risk leaders and practitioners can evaluate current risk management performance. This helps identify strengths, pinpoint gaps, and inform targeted improvement plans.
• Oversight challenge: Audit and Risk Assurance Committees can independently challenge and validate the organisation’s risk management practices.
The tool encourages organisations to revisit their assessments periodically, adapting to new risks and evolving best practices.
Building a risk-resilient culture
The NAO emphasises that effective risk management starts with leadership and culture. Senior leaders must set a clear tone, promote psychological safety, and ensure accountability at all levels.
You can access the guide and tool here:
www.nao.org.uk/insights/overcoming- challenges-to-managing-risks-in-governm ent/
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