Statewide Insurance - Cloud Computing with ACE Insurance

CLOUD COMPUTING:
IS YOUR COMPANY WEIGHING
BOTH BENEFITS & RISKS?
Toby Merrill, Thomas Kang

Cloud computing is a landscape-altering technology that is
enjoying increasing rates of adoption — often
implemented, however, without taking sufficient risk
management precautions. Risk managers need to have a
deep understanding of what cloud computing is, and why
they need to be aware of it. While there are numerous
advantages to adopting the cloud, there are also abundant
risks, and having a comprehensive risk management plan
in place is critical.
Part I: What Is Cloud Computing, and Why Should Risk
Managers Care?
Cloud computing has become, among other things, a buzzword
nearly everyone has heard, but very few truly understand. And still
fewer observers of this technology grasp all its implications for
the future — largely because those effects are not yet completely
clear. This, in turn, might be because cloud computing is closer to
the infancy of its development: so many of its benefits and risks
have still to be fully realized or understood. What is clear, however,
is that the cloud is poised to do nothing less than redefine and
take over the Information Technology (IT) landscape and, with it,
the way companies around the world do business.
But what exactly is cloud computing, and how does it impact the
work of risk managers?
Rather than jump into overly technical definitions of the cloud,
we’ll begin with a broader description of its potential for
transformational impact, particularly as a new utility.
Cloud computing has the potential to not only become the
defining technology of the twenty-first century, but also the
defining utility, just as electricity was for the twentieth. As
Nicholas Carr, author of The Big Switch: Rewiring the World from
Edison to Google, observes, “What happened to the generation of
power a century ago is now happening to the processing of
information. Private computer systems, built and operated by
individual companies, are being supplanted by services provided
over a common grid — the Internet — by centralized data-
processing plants. Computing is turning into a utility, and once
again the economic equations that determine the way we work
and live are being rewritten.”
It is important for risk managers to recognize that, in the not-too-
distant future, a majority of companies, both large and small, will
utilize the cloud for some aspect of their business. In fact,
according to ACE policyholder data, 59 percent of ACE’s
Professional Risk policyholders are already utilizing the cloud in
some way.
As we’ve mentioned, the cloud has many differing definitions. In
fact, there is a multitude of terminology both surrounding and
describing variations of the cloud.1
But, as our focus here is on
risk management, we’ll concentrate on key definitions that will
help risk management professionals get a handle on its benefits
and potential risks.
Cloud computing refers to a menu of hosting services usually
provided over the Internet on a usage or metered basis, while at
the same time leveraging infrastructure shared by multiple
customers. Put more simply, cloud computing involves the sale of
computer software and hardware “as a service,” which means that
an organization no longer needs to purchase either; it can instead
rent them via the cloud.
Meanwhile, the cloud itself is operated and maintained by cloud
service providers (cloud providers) through networked “server
farms,” which offer their subscribers unlimited availability and
data storage, along with seamless access to software,
applications provisioning, and automatic upgrades.
To take a closer look at what this actually means, we’ll refer back
to our electric utility comparison. When we use any appliance that
requires electricity, we know that the power will not only be there,
it will be sufficient to run our appliance. What we don’t know is
where, and from what source, the electricity comes from —
whether it was from a nearby nuclear power plant, a hydroelectric
facility, or a wind farm. Cloud technology is similar. We know it will
be there and be sufficient, but we don’t know what kind of
hardware our data is stored on, nor do we always know where it is
stored. The cloud is basically a computing power plant, while
cloud providers like Amazon, Microsoft, Rackspace, and Verizon
Terremark are computing power companies.
Diving a little deeper, there are some basic definitions that risk
managers need to know in order to manage the risks presented
by the cloud. First, there are various deployment and delivery
models that an organization can select from the cloud.
(See sidebar on page 2, What is the Cloud?)
April 2014
01
CLOUD COMPUTING:
IS YOUR COMPANY WEIGHING
BOTH BENEFITS & RISKS?

What is the cloud?
Cloud services are divided into four deployment models and
three main service categories.
Deployment Models
Public Cloud: Data is stored on shared servers, and is not
separated from the general population. Facebook and Gmail
are examples of services where data is stored on a public
cloud. This is a more cost effective solution.
Private Cloud: Data is stored on dedicated resources — not
shared servers. This is less cost effective, but often the choice
when sensitive information is present.
Hybrid Cloud: Data is stored on a combination of dedicated
and shared resources.
Community Cloud: Data is stored on shared servers, but
customers are grouped together by some level of organization.
This type of service is often implemented when cloud providers
need to manage compliance obligations, such as HIPAA.
Service Categories
Infrastructure as a Service (IaaS): IaaS providers are the
owners of the physical location of their cloud storage. This
includes providers such as Amazon, CSC, Microsoft, Rackspace,
and Verizon Terremark. IaaS providers provide the physical
security, power, compute, storage and networking resources.
Platform as a Service (PaaS): PaaS providers are common to
the software development environment. They provide not only the
infrastructure, but also the development environment to create
applications and, in some cases, host them as well. Force.com
and Microsoft Azure are two examples of PaaS providers.
Software as a Service (SaaS): SaaS providers manage
almost all aspects of the infrastructure, platform, and software.
SaaS enables the customer to use the software application, without
developing or maintaining the installation or platform itself.
Customers require only minimal in-house configuration and support
resources. Examples of SaaS providers include Salesforce.com,
Office 365, Google Apps and Yahoo Mail.
The pyramid below depicts the Cloud Stack, which is how many
technologists refer to the relationship between the three
service models.17
Understanding the Cloud Computing Stack, © Diversity Limited, 2011.
Each deployment and delivery model transfers more — or less
— control from the organization to their cloud provider. Two of the
most common deployment models are the private and the public
cloud. A private cloud is the most secure model, and it consists of
a series of dedicated networks, thus offering the highest degree
of control to the organization. This model is similar to the
traditional computing model; it provides many benefits, but at
greater cost to the organization. A public cloud, by contrast,
consists of a series of networks that are shared among a number
of organizations, thus transferring more control to the cloud
provider while offering greater savings to the cloud subscriber.
According to ACE’s Professional Risk policyholder data, among
policyholders utilizing the cloud, the split between private and
public is fairly even, with 44 percent of policyholders utilizing
private cloud deployment and 42 percent utilizing public cloud
deployment.2
In a similar vein, various delivery models are also available in the
cloud. The most basic delivery model is known as Infrastructure
as a Service (IaaS). Providers of IaaS include Amazon, Google,
Microsoft, AT&T, and Verizon Terremark, among many others. With
this delivery model, the organization maintains control over the
data stored on the cloud, as well as access rights and data
protection.
Another prevalent delivery model is Software as a Service (SaaS),
where providers offer a hosted software solution and manage all
aspects of the applications on behalf of their customers.
Providers of common consumer products that run as SaaS
include Netflix, Dropbox, Gmail, Spotify, Facebook, LinkedIn,
Instagram, and Twitter; some providers of common business
products that run as SaaS are Google Docs, Microsoft Office 365
and Salesforce CRM. With this delivery model, the entire
application and service resides on the cloud, and that transfers
much overall control to the organization’s cloud provider.
02
CLOUD COMPUTING: IS YOUR ORGANIZATION WEIGHING BOTH BENEFITS AND RISKS?

So what does all this mean for risk managers? To begin with, in
the same way that organizations no longer generate their own
electricity, as nineteenth century millworks used to do, and
instead access it from third party providers, the organizations will
no longer own parts of the software and hardware they need to
run their many business functions. Depending on the services
they outsource to the cloud, organizations will rely on cloud
providers to offer the latest version of their software applications,
store their sensitive data, back up their servers, and make that
cloud-stored information available on their — and their
employees’— devices, 24 hours a day, 7 days a week.
(See sidebar on page 4, BYOD: Bring Your Own Device)
This change brings with it a large increase in the potential risk that
every company faces when operating its business through the
cloud. It will be critical for risk managers to closely monitor
existing risks and to anticipate risks that will evolve from an
organization’s increasing ability to store, analyze, and access its
data.
Part II: How Can Cloud Computing Benefit Business?
In Part I, we offered an overview of the revolutionary changes
made possible by cloud computing. In this part, we’ll discuss the
potential benefits of this new form of computing and what it
offers as a service useful for business. While there is an extensive
list of benefits made available by cloud computing, we will focus
our attention on the most impactful ones, such as reduced
technology cost, speed and scalability, and enhanced security and
backup capacity.
Top Five Benefits of Cloud Computing
Reduced Infrastructure Costs
Computing power is provided to cloud subscribers for a fraction
of what it would cost to produce on their own. And, like the
electric grid, few companies can afford the computing capacity
that a cloud provider, practicing economies of scale, can offer. So
the cloud eliminates the need to invest in standalone servers and
software that are capital intensive but not in use a majority of the
time. The cloud can also help eliminate or reduce such overhead
costs as management, IT personnel, data storage, real estate,
bandwidth and power. It is important to note that cost saving can
vary depending on the deployment and delivery model selected.
For example, infrastructure savings are generally greater when
leveraging public cloud implementations as opposed to private
cloud implementations. Another cost savings occurs in the area of
upgrades. As computing resources become obsolete they must
be replaced, in order to ensure operational efficiency. Additional
cost savings occur through cloud providers absorbing the
expenses associated with software upgrades, hardware upgrades
and the replacement of obsolete network and security devices.
Maintaining a computing infrastructure requires repetitive capital
investment, as the cycle of obsolescence repeats itself, and does
so — essentially — forever. The cloud can reduce the costs
associated with obsolescence by transferring some of those costs
to the cloud provider.
Capacity, Scalability and Speed
Three additional key benefits of the cloud lie in its ability to deploy
capacity, scalability, and speed. A cloud subscriber no longer has
to purchase more computing capacity than is needed at any given
time, since the cloud is exponentially scalable. One example of
this can be found in the retail industry. At the start of the holiday
season in 2013, online traffic for retailers increased 200 percent
in desktop use and 400 percent in mobile use.3
Maintaining this
level of computing capacity year-long is both expensive and
wasteful. In fact, the excess capacity that Amazon experienced
once it had developed its own cloud network was a large reason
they became a cloud provider themselves.4
Cloud computing
enables businesses to ramp up their capacity during peak times,
then ramp back down to appropriate levels during the year.
03
It is important for risk managers
to recognize that, in the not-too-
distant future, a majority of
companies, both large and small,
will utilize the cloud for some
aspect of their business.

Like the utility of electricity, the cloud can stretch or shrink
according to the varying needs of individual subscribers. And, by
leveraging the cloud, enterprises no longer have to invest time in
the purchase and set-up of hardware, software and other resources
required for an expansion of existing services, or the development
of new services. With the availability of on-demand cloud
resources, new configurations can be up and running within hours.
This is particularly valuable because innovation, regardless of the
size of the enterprise, springs from constant experimentation and
the ability to try out new ideas. Cloud resources provide the
means to innovate without extreme investments in computing
technology. They also provide the freedom to expand existing
services, without the fear of either wasting resources with
overcapacity or having insufficient capacity to meet business
requirements.
Security and Backup
Public cloud computing is built on a backbone of data security, in
combination with geographic redundancy for maximum
availability. To ensure both, cloud providers invest heavily in
physical as well as data security. Most enterprises would be hard
pressed to reproduce the physical, organizational, and technical
security teams employed by major cloud providers. And most
enterprises would not be able to install security teams at multiple
locations in order to provide redundancy. In fact, many
enterprises’ first foray into cloud computing was to leverage cloud
storage through data replication or encrypted backup solutions.
Because of the numerous data centers and high availability
technology that cloud providers maintain, they are able to provide
these services far better than a single enterprise.
Availability, Geography and Mobility
A major driver of cloud usage is its ubiquitous availability. Cloud
technology offers access, via the Internet, to anything stored in
the cloud at any time and from any location — in other words,
anything, at anytime, anywhere. Consumer applications like
Dropbox and iCloud are good examples of how useful and popular
always-on and always-available applications have become.
Customer Relationship Management (CRM) software applications
like Salesforce and Microsoft CRM further illustrate how
leveraging the cloud — in this case through mobile technology
— can greatly benefit organizations. SaaS applications like these
have become vital to sales representatives, and in a relatively
short time.
Regulatory Compliance
Another major enterprise benefit of the public cloud is the fact
that many of the security requirements of regulatory compliance
frameworks are normal attributes for cloud providers. For
instance, data backups, along with power redundancy, system
testing, network monitoring and penetration testing are all
standard operations for cloud providers. And many cloud
providers have offerings that assist customers in meeting
regulatory or industry requirements, such as the Payment Card
Industry Data Security Standard (PCI DSS) or the Health
Insurance Portability and Accountability Act (HIPAA).
04
BYOD: Bring Your Own Device to Work?
Bring Your Own Device, or BYOD, refers to the cost-effective
and employee-friendly policies some companies have adopted,
allowing employees to bring their own smartphones, tablets,
and laptops to work, then use them to access privileged
company information and applications. There are good reasons
why a company would permit this. Electronic devices personally
owned by employees are often newer and more advanced than
the equipment deployed by IT departments. And companies can
save money by no longer having to buy and license second or
third devices for their employees (for example, smartphones in
addition to desktop computers, or smartphones and laptops in
addition to desktops).
Of course, companies should consider the risk implications of
allowing access to corporate data via employees’ personal
devices — devices over which the company exercises little or
no control. Here are five specific risks that should be addressed
prior to rolling out a BYOD policy.18
Unknown Third-Party Access via Mobile Apps: When
employees download mobile apps for their personal use, they
also allow unregulated third-party access to any corporate
information stored on their devices. These mobile apps may be
pre-infected with malware that can exfiltrate sensitive company
information from their devices.
Lack of Monitoring: Companies will want to have as much
control over BYOD devices as possible — including capturing
data leakage and usage. This results in a constant tension
between employee privacy and the company’s risk-containment
measures — logging and monitoring data in use and data in
transit.
Device Management: This employee-company tension is
especially clear with regard to device management policies.
These policies might range from limiting which devices are
supported, to determining whether or not BYOD devices will be
subject to a device management program, to requiring pass-
words and additional security are needed. Companies may also
determine the need to use “remote wipe” capabilities, where
a single incorrect login could mean that all of an employee’s
personal data — not just company data — is instantly erased.
Data Management and Compliance: Companies subject
to compliance obligations may find it not only difficult to
convince auditors that their data is adequately protected, but
also difficult to provide validation with evidence. As a result,
information security teams will need a documented list of data
management policies, along with a list of third parties and their
data-storing devices.
Merging Personal and Company Time: Employees relying
on their own devices at work tend to access their personal
email and applications more readily, thus increasing the likeli-
hood of engaging in personal activities on company time.

Hidden Benefits
In a competitive global economy, the market advantage goes to
organizations with strong technical leadership — those that are
leveraging the latest technology resources. But there are two
additional cloud benefits that most overlook. The first is that,
when an enterprise migrates its resources to the cloud, this frees
their IT executives’ time to focus on growing the business by
thinking and acting strategically, instead of being saddled with the
day-to-day oversight of in-house technology maintenance.5
The
second benefit is that, while migrating data systems is one of the
most challenging aspects of a corporate merger, cloud-based
systems make that migration much easier and less
time-consuming.
Part III: What Are the Risks of Cloud Computing?
We’ve looked at the groundbreaking changes that cloud
computing makes possible, along with the substantial benefits it
offers business, so now we’ll turn to the risks of this new
technology. By way of illustration, smartphones that allow us to
access email, send text messages, access Facebook and surf the
Internet — all cloud computing functions — have become virtual
extensions of ourselves. In our personal and work lives, they let us
perform in seconds a whole range of tasks that used to require far
more time and physical effort. But when a smartphone is lost or
stolen, we lose not just a telephone, but also an essential key to
every area of our lives — our portal to the world that is available to
us online.
That said, accessing Amazon with your smartphone wouldn’t — if
there were an interruption of service — yield the same
consequences for you that it would for a company relying on the
cloud to access its data and keep it safe. For you, it would be an
annoyance and an inconvenience. For a company, a cloud outage
or data breach would be a disaster; the cost to business could be
considerable. As a result, being aware of all the potential risks, and
practicing due diligence when hiring cloud providers, are steps
that are more than recommended — they are essential.
Top Five Risks of Working with Cloud Service Providers
Contracts
One of the most significant yet frequently overlooked risks of
cloud computing lies in the cloud-biased contracts offered by
cloud providers. Risk managers have historically worked with their
legal departments to negotiate service provider contract terms to
be less “vendor-friendly” and to mitigate any losses caused by
service providers by holding the providers financially responsible.
But cloud providers haven’t been willing to offer the usual
indemnification, limitations of liability or other terms —
particularly pertaining to privacy and data security. There are a
number of reasons cloud providers cite, but the most prevalent
are that these additional duties and obligations threaten the lower
price model for cloud computing and, since cloud providers don’t
know what their data subscribers are storing on the cloud, they
can’t be held liable for segregating and securing subscriber data.
Regardless of the reason, many cloud providers are not only
unwilling to take the financial risk contractually, they transfer that
risk back to their subscribers.
Unfavorable terms in cloud agreements may increase the risk for
customers. Key definitions — including, for example, the definition
of “security incident” — may not be broad enough to trigger
appropriate incident response obligations and address a
customer’s regulatory requirements. Most cloud providers will also
push back when customers attempt to contractually require
specific security measures, or even more general “reasonable
security” standards. Customers may also want to contractually
limit the subcontractors (and “sub-cloud” providers) that a cloud
vendor utilizes to store or process the customer’s data. Without
these limitations, a customer may find that its data is two or three
steps removed from the primary cloud vendor.
The failure to negotiate robust incident response and security and
forensic assessment rights can also pose risk. In this context,
cloud providers should be viewed as an extension of the
customer’s IT environment, and customers should attempt to
obtain as much control as possible contractually. If a cloud
provider suffers a breach that impacts the customer’s
information, but that provider does not have a contractual duty to
provide notice of the breach, remediate and cooperate, then the
customer may not be able to reduce its legal risk and comply with
regulatory obligations.
05

Finally, without significant bargaining power or competitive
leverage, it is very difficult to get cloud providers to agree to
indemnification and unlimited liability for privacy and data
breaches. Cloud provider contracts typically start with a limitation
of liability (both a monetary limit and consequential damages
disclaimer) that is often inadequate to cover a customer’s
potential losses in the wake of the cloud provider’s data breach.
Without adequate contractual recourse, customers can find
themselves being hit with the full liability of a data breach that
technically was not their fault.
Loss of Control
Another significant risk that cloud computing presents is a
general loss of control over data transferred to the cloud and
network availability outsourced to the cloud. For instance, in a
more traditional IT setting, organizations have the ability to assess
and adjust their systems so they are compliant with applicable
regulations and standards. For instance, an organization sending
data to a cloud provider located in a member country of the
European Union (EU) must follow the requirements of the EU
Data Protection Directive (95/46/EC).6
But an organization can be
deemed noncompliant if their data was transferred to a
jurisdiction that violates that rule. And since many cloud providers
use data warehouses located in multiple jurisdictions, compliance
represents an increased risk. Further, the ever-changing regulatory
landscape itself increases the risk of violation.7
Recent events at
the National Security Agency (NSA), and concerns abroad about
U.S. technology companies housing non-U.S. resident data, have
only amplified that potential risk.8
Another control risk amplified in the cloud is data forensics.
Should a breach occur on a system, it is important to forensically
determine what data may have been compromised, but the cloud
presents a number of challenges for that effort. First, the cloud
provider may limit access, or simply not allow your forensic
examiners into the cloud environment. Second, in a public cloud,
your data may be intermingled with data from other companies,
making it difficult to do a simple investigation. Third, this could
result in additional legal challenges in accessing the data — as
your data may be shared with an organization (or organizations)
that restrict third party access. A key to limiting legal and
operational risk associated with cloud provider data breaches is
the customer’s ability to independently conduct a forensic
investigation of the incident, which typically includes taking an
image of potentially compromised computers.
Additional loss of control concerns within the cloud can include:
• In a cloud environment, you don’t get to choose your neighbors
— a factor that can impact both your risk and your
productivity. For example, if your data is stored in the same
infrastructure as a retailer, you can experience the same issues
they do during the holiday season — even if it has nothing to do
with your core business.9
• As outages by cloud providers are becoming more common, an
organization relying upon a cloud provider to access the critical
data that operates its network may lose considerable control
should their cloud provider experience an outage.
• Many SaaS cloud providers lack the technology to operate their
cloud environment; instead, they outsource their infrastructure
to a third party IaaS cloud provider. This provider-of-the-
provider arrangement can make it difficult to keep track of
regulatory compliance requirements, data incident reporting,
contractual liability — and the list goes on.
Aggregation Risk
A frequently highlighted benefit of cloud computing is the
increased security level it provides, and for most companies, this
is a valid benefit. However, just as most companies choose to
deposit their money in large banks because of the security they
offer, doing so also increases the risk of more sophisticated
criminal attacks, since the aggregated wealth of a large bank is far
greater than the individual wealth of a single company. Criminals
have access to highly skilled professionals, funding and the
patience to organize well-devised attacks. George Clooney and
Brad Pitt depict this type of collaboration well in the movie
Ocean’s Eleven, where they join together to take down three
casinos. The world of cyber-crime is no different, as advanced
attacks — often referred to as Advanced Persistent Threat (APT)
attacks — against large, highly-sophisticated technology
companies and other institutions continue to increase. The cloud
creates a new aggregation exposure that organizations have never
faced before. At the same time, aggregation risk is another reason
why cloud providers are reluctant to offer more favorable
contracts to their subscribers.
Cost
The most common benefit that organizations highlight for their
adoption of cloud computing is the reduction in technology costs
— and no one can dispute the up-front savings the cloud offers
organizations. Potentially, though, there are a number of hidden
costs with cloud computing that many may not have considered.
For example, what are the costs associated with transferring your
data and network to another cloud provider? Once a company’s
data resides on the cloud it becomes increasingly reliant on its
provider; cloud providers know this and could easily make moving
to another provider difficult.
06
Being aware of all the potential
risks, and practicing due
diligence when hiring cloud
providers, are steps that are
more than recommended — they
are essential.

Another benefit of the cloud that actually contains a hidden cost
lies in the area of regulatory compliance. While many cloud
providers deservedly tout their compliance with certain standards
as a key benefit and a potential costs savings, there is the easily
overlooked responsibility and related cost of conducting vendor
due diligence — since most regulations and standards hold the
organization responsible for their vendor’s malfeasance or non-
compliance. So while you may outsource your data or network to
a third party, you can never outsource your risk or liability.
Many organizations have also found that subscribing to one cloud
is not enough. And here’s why: services provided through a cloud
provider involve connections over the Internet, which is subjected
to periodic congestion and outages. Cloud services can also be
degraded by malicious attacks on it or on an upstream supplier.
One way for organizations to lessen these risks is through the
service redundancy provided by contracting with multiple cloud
providers.10
Finally, each risk identified earlier under “Loss of Control” — most
notably data forensics — can also contribute to an increased cost
for the cloud. Other costs that need to be considered include
further legal expenditures and tax implications, as well as audit
and oversight.
Data Security
Data security is a key benefit that many cloud providers rightly
cite as part of their marketing efforts, since data security can
benefit many companies not able to invest significant resources in
securing their own data and systems. However, as just mentioned,
outsourcing all your data to a single provider also creates
aggregation risk. And, what many organizations unfortunately fail
to recognize is, it’s their responsibility to secure their data before
sending it to the cloud, as cloud providers generally will not
guarantee the security of data stored in their cloud. In fact — as
also mentioned earlier, under “Contracts” — most cloud providers
will limit their contractual exposure entirely. Equally important is
the fact that most statutes and regulations hold the data owner
(typically the organization with a direct relationship with an
individual’s personal information) responsible for any breach or
mismanagement of that data. (See sidebar opposite, Big Data &
Big Data Analytics).
Finally, as the use of Big Data and data analytics continues to
grow, so does the value of the personal information that
organizations store in the cloud. At the same time, the definition
of what constitutes personal information — or other unique
identifiers — also continues to expand. This is important for
organizations that are storing Personally Identifiable Information
(PII) on the cloud to note now, because what might not be
considered PII today may be five or ten years from now. For
example, earlier this year, California expanded the definition of
personal information in its breach notification statute to include “a
user name or email address, in combination with a password or
security question and answer that would permit access to an
online account.”11
As a result, when that data isn’t properly
secured today, it could expose the organization when new statutes
or regulations require the protection of such things as zip codes,
device IDs and so forth. But it’s important to keep in mind that it
is the combination of all these elements that could potentially
result in greater risk.
Part IV: Making Cloud Computing Work for Your Company
— Balancing the Benefits and Risks of the Cloud
When organizations decide to migrate data to the cloud, they
usually focus on the dazzling benefits. Value can be realized
through reduced costs, the ability to access data from anywhere,
being able to redirect IT staff away from daily nuts and bolts tasks
to mission-critical initiatives, and much more. Alas, every cloud
benefit has an accompanying cloud risk. Too often, organizations
overlook or ignore those risks by failing to consult risk
management professionals before moving ahead.
07
Big Data & Big Data Analytics
Big Data refers to data sets that are too large for typical
business database software tools to capture, store, manage,
and analyze. Cloud providers offer cost-effective, scalable
solutions for enterprises interested in developing Big Data
analytics programs to provide improved customer service,
better business opportunities, or detect fraud. Even large banks
and healthcare systems find that developing such programs
is impossible in-house — both because of infrastructure
limitations, and because limited budgets can’t meet the
resource costs needed up front for Big Data analytics. So the
cloud plays a significant role in the development, deployment,
and optimization of Big Data applications.
Here are a few examples of Big Data in action19
:
• Insurer United Healthcare leverages Big Data to detect
potential cases of medical fraud and identity theft. It does
so by looking at speech-to-text call center data to mine
potential attrition candidates (those who don’t sound like
happy clients) and propose remedies.
• Intermountain Healthcare, a Utah-based system of 22
hospitals, 185 health groups, and an affiliated insurer,
leverages Big Data analytics with outcomes analyses of
more than 90 million electronic health records. They study
the relationship between treatments and outcomes, hoping
to improve existing medications and develop new ones.
• Morgan Stanley leverages Hadoop to implement the Big
Data analytics they use to analyze customer financial goals
and provide better investment opportunities, while also
providing improved web and database log analysis for their
IT division.

An organization about to send its precious data to the cloud
needs to use the same level of due diligence that it would when
constructing a building in an earthquake zone. That analogy is apt
because there are many risks and control issues that need
consideration if an organization wishes to mitigate as many
pitfalls as possible.
We don’t have room to discuss all of them here, but we’ll look at
the core areas deserving of careful consideration by any
enterprise contemplating a cloud migration: privacy by design and
culture; shared security and related responsibilities; control and
liability; and due diligence and vendor management programs.
Privacy by Design and Culture
Privacy has become an essential human right protected by laws,
statutes and regulations throughout the world. Migration into the
cloud environment should be an extension of “privacy by design”
principles12
already in use — since organizations should
incorporate privacy requirements during their development of new
systems, products, and services. Many, in fact, are asking their
Chief Privacy Officer (CPO) or Chief Information Security Officer
(CISO) to perform a Privacy Impact Assessment13
— a process
which helps identify and reduce the privacy risks of products and
services under development.
In the same vein, organizations should choose the data and
applications that, when migrated to the cloud, will increase their
efficiency and connectivity. But while making those choices, they
should use data classification to identify, organize and secure all
sensitive data — prior to actually migrating data and applications
into the cloud. It may also be prudent to start with data and
applications that pose a low privacy and data security risk (and
are not business critical), before moving to higher privacy risk
applications, especially those that touch highly sensitive private
information. For example, only 21 percent of ACE’s Professional
Risk policyholders are storing sensitive records on the cloud and,
when they do, the vast majority are encrypting that data. These
precautions are all the more important because technology
companies tend to capitalize on new capabilities as soon as they
are available, and only address privacy and security issues once a
regulation demands the installation of controls. This is, obviously,
a risk-filled situation.
Implementing privacy by design into the organization does more
than benefit the products and services of the organization. It also
has as a tremendous influence on the culture of its employees.
There is no better tool for managing risk than the people that
support the processes and technologies that have been
implemented. For example, another segment of cloud services
that employees are utilizing are personal cloud storage services
such as Google Drive, Dropbox or iCloud. Sometimes referred to
as Bring Your Own Cloud (BYOC)14
, these services are often used
by employees to store, share and collaborate on documents on
the cloud, making it easier for them to work on documents from
work and personal devices. An organization that has properly
embedded privacy and security by design principles into its
culture will have privacy-conscious employees that are far less
likely to place sensitive data at risk into such services.
Shared Security and Related Responsibilities
Risk managers need to keep in mind the fact that data privacy
and security responsibilities begin within their own organization
before continuing into the cloud. Vital security controls can be
overlooked if the allocation of security responsibilities between
the organization and the cloud provider isn’t fully understood.
Think of the security responsibilities divided between an office
space tenant and an office building landlord as analogous to those
of an organization and a cloud provider. To allocate responsibilities
correctly, risk managers should:
• Understand the type of cloud service being utilized, as security
responsibilities will vary, depending upon whether it is SaaS,
Platform as a Service (PaaS) or IaaS.
• Ensure that the organization has “mapped” its security
capabilities, as well as its current responsibilities. For example,
healthcare organizations will need to map HIPAA requirements,
while all organizations that process credit card payments will
need to map their PCI (Payment Card Industry) requirements.
08

• Outline the security controls available on the cloud platform
they intend to use. This is particularly important, as it will be
very difficult to assess the risks of moving to the cloud if a
cloud provider under consideration isn’t fully transparent about
their security and privacy capabilities.
• Clearly identify which security responsibilities will transfer to
the cloud provider, and which responsibilities will remain with
the organization. For example, if your organization has
traditionally conducted penetration testing or data encryption,
will those responsibilities become your cloud provider’s, your
continued responsibility or a shared responsibility?
Geographic redundancy is often touted as a strong security
benefit by cloud providers, but organizations should assess how
cloud providers will deploy this redundancy, and whether it meets
the organization’s disaster recovery or business continuity needs
— while also keeping data compliance in mind. For instance, cloud
providers should simultaneously update information throughout
their redundancies, but also segregate them to properly to ensure
minimal downtime. In the event that one data center becomes
adversely affected, this segregation will ensure the backup server
location is not impacted as well. Also, geographic redundancy may
assist with redundancy but, as noted in Part III, it also increases
regulatory risk, as transferring data across borders may violate
local privacy requirements. So it is important to fully understand
which data centers will be utilized and whether the data being
stored in the cloud is subject to any geographic restrictions.
Organizations relying on cloud providers also need to prepare for
cloud outages with a backup plan — maintaining their own
systems to run business critical applications — just as they use
backup generators during electricity power outages. In the end,
risk managers should review their backup policies, making sure
they are updated to reflect the features and services available
through the cloud provider.
Finally, though the cloud can make it easier to comply with
regulatory requirements, if your organization is in a heavily
regulated industry, like healthcare or financial services, it’s wise to
conduct a full compliance assessment to ensure that your cloud
provider is using proper compliance programs. It’s also a good
idea to ask an independent third party to confirm your cloud
provider’s compliance with governing regulations.15
Smaller organizations will usually not have the negotiating power
to conduct full audits of a cloud provider. However, due to
mandatory business associate agreements for the healthcare
industry, we are starting to see a small segment of cloud providers
that are willing to negotiate vendor agreements, in order to better
accommodate cloud subscriber’s compliance needs. Risk
managers should confirm that the cloud provider they entrust
with their critical business applications, sensitive personal and
corporate data, and security, is receptive and willing to partner
with them in meeting regulatory and compliance challenges. They
should also be prepared to make the difficult recommendation of
not using the new technology if it sacrifices sound risk
management principles.
Control and Liability
While companies must sacrifice some element of control in order
to utilize the benefits of cloud computing, there are best practices
that can help mitigate the security as well as the financial risks
associated with this loss of control. First, since organizations have
the most control over their data prior to migrating to the cloud,
they should assess their potential cloud providers to determine
whether they are focused on security, privacy and transparency.
For example, risk managers need to know whether the entire
cloud platform is being run by the cloud provider directly, or if
aspects of the cloud have been outsourced to another “sub-
cloud” provider. Not all cloud providers are created equal in
providing such transparency, and risk managers should be
involved in assessments of cloud providers and determining the
scope of services and the types of data that will be transferred to
the cloud in order to minimize the impact to network security and
privacy related risks. There are a number of standards that have
and continue to be developed to assist organizations in assessing
the quality of cloud providers.16
Second, once the organization has chosen one or more cloud
providers, the data assessment, encryption and proper encryption
key management will be the best options for controlling data
access for most companies. But before determining which data
set to encrypt, as noted in Part III, it’s important to realize that
today’s definition of personal information or corporate confidential
information may be very different than definitions five or ten years
from now — and maybe sooner, depending on the nature of the
company’s business, industry or regulatory activity. In light of
continually changing privacy and data security regulations around
the globe, organizations storing online usernames and passwords,
historically and going forward, have to reassess their risk in failing
to encrypt that information.
Since many cloud providers include some form of encryption as a
part of their offering, encryption may prove a cost-effective option
for organizations. In fact, according to ACE’s Professional Risk
policyholder data, 73 percent of policyholders that are
09
Risk managers need to keep in
mind the fact that data privacy
and security responsibilities
begin within their own
organization before continuing
into the cloud.

transferring sensitive data to the cloud are encrypting that data.
As a best practice, organizations should place their encryption
keys in a secure environment, one completely segregated from
the cloud — through their own encryption key management
program, or a third party.
Organizations should also be vigilant about monitoring traffic and
activity in their cloud environment, to maintain proper control of
their data. And while it remains a challenge to negotiate
contractual terms with cloud providers, many are willing to provide
enhanced monitoring and security services that benefit the
organization. For instance, some cloud providers are willing to
provide logs that indicate activity by the cloud provider and its
employees in the organization’s cloud environment.
Third, although it continues to be difficult negotiating
indemnification and limitation of liability provisions in contracts
with cloud providers, organizations are having more success
negotiating rights to audit and access the cloud platform or
infrastructure, especially in the event of a breach. Cloud providers
have generally emphasized the shared security approach, and
understand that companies using its infrastructure, platform or
services have non-negotiable regulatory obligations. Moreover, in
light of increasing regulatory and privacy concerns associated with
migration to the cloud, organizations should negotiate separate
contracts to satisfy and protect their business needs, as well as
their regulatory and privacy needs. This will help both parties
focus on important but often unrelated issues present in
contracts related to services, and contracts related to compliance.
For example, cloud providers often analyze their clients’ data, and
while it may constitute a relatively small part of the total services
offered, service contracts request broad consent not only to store,
but also to manipulate and analyze that data. These activities can
trigger privacy and data security concerns. Having a separate
contract will allow organizations to better define what the cloud
provider can and can’t do with their data.
Fourth, organizations should have an exit strategy, both to
maintain control over their data, and to respond to the potential
for unpredictable cost fluctuations. Without a proper and quick
exit strategy (a two-year contract duration is just not a good
strategy), organizations may be locked into a single proprietary
cloud provider, even if that provider no longer meets the
organizations business or financial needs.8
Often, the costs
associated with migrating between cloud providers and the
“gravity” of the stored data will make it difficult, if not cost-
prohibitive, to move to another provider. In devising an exit
strategy, organizations should:
• Budget for relocation during the initial migration, to
ensure that the organization has the financial capacity to move
between cloud providers when necessary.
• Plan both a quick exit strategy and a long-term strategy. In light
of infrastructure and application reliance on a cloud provider, it
will be a challenge to effectuate a timely transfer to another
provider, unless the company has taken proactive steps prior to
the initial migration into the provider’s cloud.
• Consider consistent monitoring and management procedures,
such that the organization can evaluate whether the current
provider continues to meet its business needs.
• Diversify between private and public clouds to ensure that the
organization will maintain some control over business critical
applications and data.
• Be sure to understand how the cloud provider will treat the
organization’s data upon termination of the contract (“shards”
of data could remain with the provider in perpetuity).
Organizations should confirm that the retained data cannot be
reconstituted, and that it does not pose an ongoing data
security risk for the organization.
Due Diligence and Vendor Management Programs
In the end, creating a privacy by design culture, having clear
shared responsibilities with your cloud provider and establishing
the proper control and liability is not sufficient; you also need to
implement the proper due diligence and vendor management
program. Increasingly, cloud customers are developing formal due
diligence processes and vendor management programs to assess
and manage the cloud-related risks referenced in this paper. In
fact, many regulatory bodies — including financial regulators
enforcing the Gramm-Leach-Bliley Act (GLBA) — now scrutinize
organizations’ vendor management programs to ensure that
regulated personal data and other sensitive information is
protected and handled properly when in the hands of cloud
providers and other vendors. While approaches may vary, most
vendor management programs contain common elements,
including a preliminary data assessment, a security and privacy
risk assessment process and standard contract terms focused on
data security and privacy.
10

Under these programs, in order to assess potential risk, cloud
customers complete forms that break down the data elements
that will be processed by a cloud provider. The initial data
assessment will typically allow the customer’s stakeholders (legal,
security, privacy and business stakeholders) to understand the
relative risk of the transaction and proceed accordingly. For
example, if only non-sensitive records are being provided to the
cloud provider, as opposed to social security numbers or financial
account data, less vendor scrutiny may be appropriate.
Once a baseline risk level is established, many cloud customers
engage in a security and privacy due diligence process. Again, it is
fairly common for customers to have security assessment
questionnaires that they provide to the cloud provider for
completion. These questionnaires inquire about internal security
controls the customer wants to see in place with the cloud vendor,
and typically address regulatory requirement concerns around
security and privacy. They also inquire about the cloud vendor’s
use and disclosure of personal information to determine where
personal information will be processed and whether the cloud
vendor will be using the information for its own purposes or
disclosing to third parties (for example, disclosures to third party
advertisers). The responses to these questionnaires further allow
customers to refine their risk assessment, and feed into the
contracting phase of the cloud transaction.
To reinforce their risk assessment and due diligence process, and
as part of their vendor management program, many cloud
customers create standard data security and privacy schedules to
include in their cloud contracts. The purpose of these schedules is
to address regulatory issues, provide a mechanism to hold a cloud
vendor to reasonable security standards, establish incident
response obligations and transfer risk of loss for data breaches or
privacy violations caused by the cloud provider. Again, the overall
goal is to attempt to contractually create a seamless relationship
with the cloud provider and reduce risk as much as possible. The
contracting process for vendor management programs is
sometimes further refined to allow customers to have pre-
established “fallback” positions for certain terms during
negotiations with cloud providers. It is not unusual for both a
customer’s lawyers and security professionals to be involved in
the negotiation of these terms.
Overall, a vendor management program can help organizations
understand and manage their risks, and the existence of an
established and robust program suggests that the organization
has fully considered cloud risks.
A Brief Conclusion
We are at an exciting moment in the evolution of technology; like
all such moments, it offers both benefits and risks. The benefits
of the cloud are tremendous and impossible to ignore — to do so
could put an organization at a considerable competitive
disadvantage. And while there is no doubt that organizations face
many challenges in adopting the cloud and its related technology,
these can largely be overcome with a rational analysis of both
cloud provider services and the changing needs of the
organization. So the questions that every risk manager must
inevitably answer are these: What is the optimal way to balance all
the benefits of cloud computing against all of its potential risks?
What are the best and most appropriate risk management tools
for mitigating those risks, without losing all that the cloud has to
offer?
About the ACE Technology Series:
This is the second edition in ACE’s series of technology white
papers, designed to offer risk managers an overview of the many
benefits and risks of various breakthrough technologies that have
begun to reshape business environments of all sizes.
ACE’s first technology paper focused on social media as a source
of considerable benefit and equally considerable risk. A copy of
Social Media: The Business Benefits May Be Enormous, But Can
the Risks — Reputational, Legal, Operational — Be Mitigated? is
available at http://www.acegroup.com/us/privacyprotection.
This second paper focuses on cloud computing, a landscape-
altering technology that is enjoying increasing rates of adoption
— often implemented, however, without taking sufficient risk
management precautions.
About the Authors:
Toby Merrill is Division Senior Vice President, Global Cyber Risk
Practice Leader for ACE Group. Mr. Merrill has nearly 20 years of
experience in the insurance arena, specifically in underwriting
professional liability, management liability, and cyber risk
exposures. He previously held the role of Vice President, National
Product Manager for ACE’s network security, privacy, and
technology Errors & Omissions (E&O) liability products in the U.S.,
where he was responsible for product development and
overseeing underwriting operations for those lines, including for
multinational businesses. He has authored a number of articles on
privacy, network, and social media risks, and speaks frequently on
cyber risk and network security topics. Mr. Merrill can be
contacted at Toby.Merrill@acegroup.com.
Tom Kang is Assistant Vice President, Director of Privacy Claims
for ACE’s North America Professional Risk Claims division. In this
role, Mr. Kang manages ACE’s privacy claims team, overseeing
privacy, data breach, network security, and technology E&O
liability claims. He specializes in the management of high risk first
party data breach responses and large multi-jurisdictional class
action lawsuits. Mr. Kang also develops and oversees ACE’s Data
Breach Team, a panel of data breach response specialists, in
order to optimize cost effective solutions for ACE policyholders.
His responsibilities include identifying claim trends, analyzing legal
developments, and resolving coverage issues to proactively
manage policy responses to privacy and data breach claims. Mr.
Kang can be contacted Thomas.Kang@acegroup.com.
Editorial assistance for this paper was provided by David Navetta,
with Information Law Group. Mr. Navetta can be contacted at
dnavetta@infolawgroup.com.
11

CONTACT US
ACE USA
436 Walnut Street
Philadelphia, PA 19106, United States
www.acegroup.com/us/privacyprotection
ACE Group is one of the world’s largest
multiline property and casualty insurers.
With operations in 54 countries, ACE
provides commercial and personal
property and casualty insurance, personal
accident and supplemental health
insurance, reinsurance and life insurance
to a diverse group of clients. ACE Limited,
the parent company of ACE Group, is
listed on the New York Stock Exchange
(NYSE: ACE) and is a component of the
S&P 500 index. Additional information
can be found at www.acegroup.com.
The opinions and the positions expressed
in this paper are the author’s own and not
necessarily those of any ACE company.
Insurance is provided by ACE American
Insurance Company, Philadelphia, PA, or
in some jurisdictions, other insurance
companies in ACE Group. This publication
is for educational purposes only. The
suggestions and information are not
intended to be professional or legal
advice. The advice of a competent
attorney or other professionals should be
sought prior to applying this information
to a particular set of facts.
Copyright © 2014, ACE Group.
All rights reserved.

Endnotes:
1 NIST Definition of Cloud Computing: http://csrc.nist.gov/publications/nistpubs/800-145/SP800-145.pdf
NIST Cloud Computing Synopsis and Recommendations: http://csrc.nist.gov/publications/nistpubs/800-146/
sp800-146.pdf
Cloud Security Alliance Web Site: https://cloudsecurityalliance.org/
PCI Security Council’s Guidance: https://www.pcisecuritystandards.org/pdfs/pr_130205_Cloud_SIG.pdf
PCI Security Council Guidance on Virtualization: https://www.pcisecuritystandards.org/documents/Virtualization_
InfoSupp_v2.pdf
2 The remaining 14 percent of ACE’s Professional Risk policyholders utilize hybrid cloud deployment.
3 Kuchler, Margaret. Mobile Retail Traffic Represents 35 percent of the Thanksgiving Holiday Traffic. Akamai.com
(2013). https://blogs.akamai.com/retail-commerce/
4 Flinders, Karl. Amazon Web Services Reaches Its 8th Birthday. ComputerWeekly.com (2014).
http://www.computerweekly.com/news/2240216103/Amazon-web-services-AWS-reaches-its-8th-birthday
5 Davenport, Thomas. The New CIO Is…and Analytical CTO?, Online.WSJ.com (2014). http://blogs.wsj.com/
cio/2014/03/12/the-new-cio-is-an-analytical-cto/
6 Directive 95/46/EC of the European Parliament and of the Council of 24 October 1995 on the protection of
individuals with regard to the processing of personal data and on the free movement of such data (1995).
http://tinyurl.com/6gpkrav
7 Edwards Wildman Palmer LLP. Everyone’s Nightmare: Privacy and Data Breach Risks. EdwardsWildman.com
(2013). http://www.edwardswildman.com/files/Publication/ce47655d-5868-49d3-9901-e6ef06350e68/
Presentation/PublicationAttachment/e8180d9e-76a6-4b86-8153-e873f8f5f9dc/EdwardsWildmanPrivacy
WhitePaperMay2013.pdf
Schectman, Joel. Pre-Cloud Encryption Could Prevent Surreptitious Government Data Collection. Online.WSJ.com
(2013). http://on.wsj.com/17Ur4GQ
Perez, Evan. NSA Secrecy Prompts a Pushback. Wall Street Journal (2013). http://on.wsj.com/10anhSU
Efrati, Amir. Google Asks for Approval to Report NSA Data Requests. Wall Street Journal (2013).
http://on.wsj.com/117zHtv
8 Bracy, Jedidiah. European Parliament Votes in Favor of Proposed Data Protection Reform. PrivacyAssociation.org
(2014). https://www.privacyassociation.org/privacy_tracker/post/european_parliament_votes_in_favor_of_
proposed_data_protection_reform
9 Wallace, Matthew. The Problem With Noisy Neighbors in the Cloud. AllThingsD.com (2013).
http://allthingsd.com/20130225/the-problem-with-noisy-neighbors-in-the-cloud/
10 Mosher, Richard. Cloud Computing Risks. ISSA Journal (2011). http://www.experis.us/Website-File-Pile/Articles/
Experis/FIN_Cloud-Computing-Risks_071111.pdf
11 California Civil Code § 1798.82
12 “The concept of privacy by design includes limitations on data collection and retention, as well as reasonable
security and data accuracy. By considering and addressing privacy at every stage of product and service
development, companies can shift the burden away from consumers who would otherwise have to seek out
privacy protective practices and technologies.” Protecting Consumer Privacy in an Era of Rapid Change.
FTC Report (2012).
13 Department of Homeland Security, Privacy Office. Privacy Impact Assessments. http://www.dhs.gov/privacy-
office-privacy-impact-assessments-pia
14 Janssen, Cory. Bring Your Own Cloud (BYOC). Techopedia.com. http://www.techopedia.com/definition/29069/
bring-your-own-cloud-byoc
15 The Cloud Security Alliance provides a questionnaire available in spreadsheet format, with a set of questions that
a cloud consumer and cloud auditor can pose to a cloud provider.” The questionnaire can be found at
https://cloudsecurityalliance.org/research/cai/.
16 Various standards that currently exist include NIST, FEDRAMP and Japan’s cloud security standards.
Japan’s Cloud Security Rules Set to Become Global Standard. Asia.Nikkei.com (2014). http://asia.nikkei.com/
Politics-Economy/Economy/Japan-s-cloud-security-rules-set-to-become-global-standard.
17 Kepes, Ben and Rackspace Hosting. Understanding the Cloud Computing Stack: Saas Paas, Iaas. Cloud U,
Diversity Limited (2011). http://broadcast.rackspace.com/hosting_knowledge/whitepapers/
Understanding-the-Cloud-Computing-Stack.pdf
18 Phneah, Ellyne. Five Security Risks of Moving Data in BYOD Era. ZDNet.com (2013). http://www.zdnet.com/
five-security-risks-of-moving-data-in-byod-era-7000010665/
Baldwin, Caroline. Top Five BYOD Problems and App Solutions. ComputerWeekly.com (2013).
http://www.computerweekly.com/blogs/inspect-a-gadget/2013/08/top-five-byod-problems-and-app-solutions.html
Hyman, Jon. Don’t Forget These Five Security Issues in Your BYOD Policy. Workforce.com (2012).
http://www.workforce.com/blogs/3-the-practical-employer/post/don-t-forget-these-five-security-issues-in-your-
byod-policy
19 Eastwood, Brian. Big Data Analytics Use Cases for Healthcare IT. Online.CIO.com (2013).
http://www.cio.com/slideshow/detail/126493/Big-Data-Analytics-Use-Cases-for-Healthcare-IT#slide6 //
Bird, Julie. 3 Ways Healthcare Orgs Use Big Data. FierceHealthIT.com (2013).
http://www.fiercehealthit.com/story/3-ways-healthcare-orgs-use-big-data/2013-11-01//
Groenfeldt, Tom. Morgan Stanley Takes on Big Data with Hadoop. Forbes (2012). http://www.forbes.com/sites/
tomgroenfeldt/2012/05/30/morgan-stanley-takes-on-big-data-with-hadoop/
Manyika, James; Chui, Michael; Brown, Brad; Bughin, Jacques; Dobbs, Richard; Roxburgh, Charles; Byers,
Angela Hung. Big Data: The Next Frontier for Innovation, Competition, and Productivity. McKinsey & Company
(2011). http://www.mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation

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