Customized Frameworks for Managing Digital Risks
The ICT risk management framework under Article 6 DORA is the cornerstone of digital operational resilience for financial entities.
Article 6 DORA Regulation requires financial entities to maintain a documented ICT risk management framework as part of their overall risk management system. This framework must encompass strategies, policies, procedures, ICT protocols and tools. ADVISORI develops a tailored DORA ICT risk management framework with you that covers governance, identification, protection, detection, response and recovery capabilities.
Our service portfolio for developing a DORA-compliant ICT risk management framework encompasses all necessary steps from analyzing existing structures through conception to operational implementation and continuous improvement.
2 service modules
Bookable individually or as an end-to-end programme.
We develop a customized ICT risk management framework and establish a clear governance structure with defined roles and responsibilities.
We implement solid methods and processes for systematic identification, assessment, and prioritization of ICT risks.
5 phases
In developing and implementing an ICT risk management framework, we follow a structured, phase-based approach that is individually adapted to your organizational specifics.
Inventory of existing structures and identification of gaps
Conception of a customized framework model
Elaboration of processes, methodologies, and controls
Gradual introduction and adaptation of the framework
Testing and evaluation of effectiveness
Your contact
Sarah Richter
Head of Information Security, Cyber Security
10+ years of experience, CISA, CISM, Lead Auditor, DORA, NIS2, BCM, Cyber and Information Security
Solid ICT risk management is not only essential for DORA compliance but forms the cornerstone for sustainable digital resilience. Our experience shows that companies that proactively invest in a structured framework not only meet regulatory requirements but also achieve a significant competitive advantage in an increasingly digitally connected world.
Effective ICT risk management should not be viewed as an isolated compliance requirement but as a strategic pillar of your digital transformation. Integration into your overarching corporate strategy maximizes the value and effectiveness of your investments.
6 QUESTIONS, BRIEFLY ANSWERED
Article 6 requires a documented framework, approved by the management body, covering strategies, policies, and procedures to identify, assess, manage, and monitor ICT risk. The framework must be reviewed at least annually and after significant ICT incidents, and is subject to independent internal review.
Articles 5‑14 describe the full set of ICT risk management obligations, from governance through identification to protective measures. Article 6 specifically details requirements for the overarching framework document itself: its structure, approval requirement, and review cycle. The framework is the documentary container, while Articles 5‑14 as a whole describe the substantive obligations it needs to capture.
Required elements include an ICT strategy with defined risk tolerances, a description of the governance structure with clear responsibilities, procedures for risk identification and assessment, and provisions for protection, detection, response, and recovery in the event of ICT incidents. A framework that states only general principles without naming concrete procedures generally doesn't meet this requirement in practice.
The minimum requirement is an annual review, supplemented by ad hoc review after significant ICT incidents or material changes to the IT landscape. The review should be documented and acknowledged by the management body; a purely internal update without that feedback loop doesn't fully satisfy the governance requirement.
It makes sense to link the framework to overall business strategy so ICT risk tolerances stay consistent with the company's general risk appetite, rather than being set in isolation by the IT department. That requires active engagement from the management body in approving it, not just a formal sign-off on a document drafted by IT.
GRC platforms with pre-built DORA templates can ease structuring and versioning the framework, but they don't replace the substantive work of defining company-specific risk tolerances and procedures. When selecting one, it's worth checking whether the software actively supports the required annual review process with reminders and approval workflows, rather than just serving as a document repository.
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