Company Name

Information Security Management

CT7075
 Overview

With its roots established in 2005, the Emirates Integrated Telecommunications Company PJSC,

popularly referred to as du, has cemented its place as a top-tier provider of a broad spectrum of

telecommunication solutions in the UAE. Du's novel approach and focus on its customers have

significantly contributed to reshaping the country's digital scope (du Telecom, 2023a).

Du offers various solutions that encompass mobile and fixed telephony, IPTV services, and broadband

connectivity. These solutions are designed to serve individuals, corporate entities, and households

across the UAE. Subscribers of Du's mobile services can be recognized by dialing prefixes 055, 052, and

058 (du Telecom, 2023a). In ensuring that the company meets a wide range of customer preferences,

the company offers flexible pricing models, which include Home Plans, Postpaid Plans, and Prepaid

Plans. Moreover, for their corporate clientele, du provided Closed Business User Group free calling and

designated International Destinations (du Telecom, 2023a). Du is an IoT management platform that

stands out for devices and applications, enabling users to connect, oversee devices remotely, keep an

eye on conditions, and generate immediate advanced analytics. This tool can either be cloud-based or

on-premise and comes with a plug-in suite for AI machine learning which promotes business process

automation (du Telecom, 2023a).

In the realm of network technologies, du has made significant advancements. The company began its

LTE services in 2012, and by 2014, VoLTE had been installed and successfully tested over its network. Du

also pioneered the introduction of 5G network services in the UAE in 2019, being the first operator in

the region to achieve this. The development of Du's robust 5G network infrastructure was spurred by

the growing need for highly high-speed mobile broadband services, particularly in areas with high traffic.

Du's ownership structure is diverse, comprising the Emirates Investment Authority (EIA), which owns

50.12%; Mamoura et al. with a 10.06% stake; Emirates et al. LLC (ECT) owns 19.7%, and public
shareholders own 20.12% (du Telecom, 2023b). The company's shares can be found listed on the Dubai

Financial Market. Central to Du's operations is its vision - "To enhance your life, anytime, anywhere."

Alongside this vision, the company's mission to please its customers, be an attractive option for the best

talent, maximize shareholder value, and actively participate in community transformation underpins its

continuous strive for business excellence and innovation.

Risks faced by DU Telecom in UAE and Middle Eastern

Telecom Industry:

As a telecommunications company operating in the UAE and the Middle East, DU Telecom faces various

risks and security threats specific to its regional location and shared across the global telecom sector.

The risks threaten the company's operational outlook (du Telecom, 2023c). The risks in question are not

only centered around the UAE and Middle Eastern telecom industry but rather the global telecom

industry to a certain extent, taking references from events from around the world because the company

extends its postpaid and prepaid services to around 173 countries (du Telecom, 2023c). Here are some

key risks:

Digital Security Challenges:

With DU Telecom being a leading provider of various digital services, it naturally becomes a target for

cyber infiltrations. Risks related to the exposure of delicate user data could lead to crimes like identity

theft and financial scams. Service disruption is also a weapon in the arsenal of hackers, leading to

potential network outages and degradation of services (du Telecom, 2023c). Malware and ransomware

have the potential to destabilize systems and compromise data integrity, which can have significant

repercussions both operationally and economically. Overwhelming network traffic via DDoS attacks can

cause service instability (du Telecom, 2023c).

Moreover, cutting-edge technologies like IoT and 5G offer new gateways for cyber infiltrators. The PBX

hack is one example of the digital security challenges telecom industries face. A PBX hack occurs when a

hacker takes control of the phone lines of a customer and uses the line to their advantage. The 2019 PBX

hacking case faced by a customer of Etisalat, i.e., a UAE-based telecommunications company and one of

the biggest rivals to Du, is a prime example of the risk that Du faces. Hammond (2019) cites the case

where a businessman operating in UAE was charged a phone bill worth AED 24,000 on behalf of his

company. Ten days of unabated calls were made to Mauritiana even when the owner had CCTV footage

that the phones were not even in use when the calls were made. Etisalat later made a public

announcement about customers securing personal devices and hardware to avoid similar accidents

(Hammond, 2019). While companies advocate such preventive measures, companies like Du still face

similar risks.

Alterations in Regulatory Environments:

The operations of DU Telecom are governed by strict regulatory protocols affecting numerous aspects of

telecom services. Any shifts in these protocols regarding data privacy, security, spectrum allocation,

pricing structures, and consumer rights can necessitate major modifications in operational strategies

(Noll, 1995). Failure to comply with these regulations could lead to punitive measures, legal

complications, and damage to the company's reputation. Global trade policy alterations can also

influence DU Telecom's capacity to procure equipment or deliver services worldwide. Rizvi (2023) cites a

regulatory change in the telecommunication sector of UAE, citing that the shift of telecommunication

operations to financial assistance in fintech has prompted many regulatory changes in UAE that will

affect how telecommunication companies operate. While the said regulations aim to safeguard the

interests of people and the companies, they also pose risks to companies in du, i.e., risks that the

companies can find when it comes to service disruptions that occur while the company shifts from one

kind of regulation to another (Rizvi, 2023).

Technological Evolution:

The telecommunications sector is characterized by swift technological progress. Organizations like DU

Telecom must continually adapt their infrastructure to stay ahead of the curve. For instance,

transitioning from 4G to 5G requires substantial investment in new technology and infrastructure (du

Telecom, 2023c). Failing to stay in sync with technological evolutions can result in market share and

revenue losses. Unanticipated technological shifts, such as the surge in popularity of OTT services like

WhatsApp and Skype, have also impacted traditional revenue sources in Telecom. While Du has already

introduced 5G and allows its users to engage in state-of-the-art and updated technologies like

WhatsApp and Skype, the company still faces the risk of facilitating technological evolution, which must

be addressed for the company to identify as one of the biggest service providers in the UAE, Middle

East, and other parts of the world where du operates (du Telecom, 2023c).

Market Competition and Saturation:

The telecom sphere in UAE and the broader Middle East is intensely competitive. The advent of new

competitors, disruptive operational models, aggressive pricing mechanisms, and shifting consumer

preferences can all affect DU Telecom's market stance and profitability. Additionally, the market is

nearing saturation with widespread mobile and internet usage, making it increasingly difficult to identify

new growth areas. A 2022 report by Ernst & Young has also cited market saturation as one of the critical

issues that telecommunication companies and sectors will face worldwide (Loozen & Baschnonga,

2022). As per the report, the combination of saturation in consumer markets and constrained average

revenue per user (ARPU) development will inhibit growth and simultaneously increase competition,

which is why telecommunication firms should prepare themselves beforehand for the crisis associated

with market saturation and competition (Loozen & Baschnonga, 2022).

Political Instability:
Given the geopolitical intricacies in the Middle East, DU Telecom might encounter obstacles due to

regional strife, sanctions, or political unrest. Such issues can affect the company's operational capacities,

disrupt supply chains, or impact its global partnerships and investments (Omonona et al., 2020). The

impact of political turmoil in Sudan on the telecommunications sector is a prime example of this

assessment. The country faced disruptions in internet and telecommunication services, costing the

relevant companies millions daily (CIPESA, 2023). While operating in a politically stable UAE, Du still

faces the risk of losing finances and services disruptions in countries where political instability is ripe.

Therefore, Du ought to tread carefully when managing existing countries and the countries where it

chooses to expand in the future (du Telecom, 2023c).

Environmental Hazards:

Events like earthquakes, floods, or severe weather conditions can cause infrastructural damage,

resulting in service outages. Due to telecom services' crucial nature, any extended disruption can have

far-reaching consequences on consumers, businesses, and public services, leading to financial

implications and reputation loss for DU Telecom (du Telecom, 2023c). The impact of the flood on the

telecommunication sector of Pakistan is a prime example of environmental hazards' impact on the

sector. Hassan (2022) cites that the telecommunications sector of Pakistan suffered a loss worth PKR 17

billion during the catastrophic floods of 2022. Similar can be the fate of Du, which finds itself prone to

environmental hazards further exacerbated by climate change not only in UAE but in all the countries

where Du operates (Hassan, 2022).

Supply Chain Instabilities:

The telecom sector heavily depends on a worldwide equipment, components, and software supply

chain. Any disturbance in this chain, whether due to trade disputes, pandemics, or geopolitical unrest,

can influence the availability or price of these vital inputs, resulting in project postponements, cost

inflation, or service disruptions (Bornstein, 2020).

Data Privacy and Management:

Firms like DU Telecom manage enormous quantities of customer data, which must be safeguarded and

handled securely. Any missteps in data management, whether intentional or unintentional, could lead to

breaches of data protection regulations, attracting hefty fines, legal proceedings, and a loss of customer

faith. Whittaker (2022) highlights a case in question for Optus, i.e., an Australian telecommunications

service provider. The company claimed they were hit by hackers who stole new and old customer data.

With such hacks being financial, reputation-based, and operations-based, one can only claim that Du

ought to take relevant measures to safeguard itself against data privacy and management hacks since

such attempts are catastrophic (Whittaker, 2022).

Considering these risks, DU Telecom must maintain robust risk management strategies, including

stringent digital security measures, a proactive technological approach, comprehensive regulatory

adherence, and efficient supply chain management.

DU Telecom: An Operational Overview

Security Roles:

Data protection and the assurance of customer confidentiality are integral facets of operations at du

Telecom, shared across numerous departments and individuals throughout the company.

The Information Security and Risk Management (ISRM) Department is specialized in 'Data Security and

Privacy Management' (du Telecom, 2023c). This function protects customer data to secure their online

privacy and safety.

Data Security and Privacy Management at du Telecom aligns its framework and standards with various

regulatory entities and established practices. These include the stipulations of the Telecommunications

and Digital Government Regulatory Authority (TDRA), Consumer Protection Regulations (CPR), other

related laws, and industry benchmarks such as ISO 27001 (du Telecom, 2023c).
Du Telecom's commitment to enhancing the understanding of customer data and privacy requirements

across the entire organization is unflagging. The year 2022 saw a comprehensive update of their Data

Security and Privacy Policy data taxonomy in conjunction with all business owners. To bolster business

security, implementing tokenization, Identity Access Management, User Access Management

Reconciliation and Recertification, Database Access Management, and Privilege Access Management

controls are underway.

In 2022, du Telecom attained recertification of the ISO 22301-2019, demonstrating their dedication to

security and resilience in business continuity management systems (du Telecom, 2023c). Concurrently,

certain staff members earned the ISO 22301-2019 lead auditor certificate further to boost the

governance and performance of business continuity systems. Mr. Wesam Lootah, a board member with

a master’s degree in computer science and engineering and a wealth of experience in computer

security, significantly contributes to the company's data security strategies (du Telecom, 2023c).

Mr. Daniel Udochi, as the Risk Officer, takes charge of the Risk Function at EITC. His expertise of over

two decades in various fields, such as technology governance, risk, compliance, privacy, information

security, Business Continuity Management (BCM), ethics, and audit management, empowers him to

build a culture that appreciates enterprise risk (du Telecom, 2023c). His role is critical to identifying and

mitigating risks, fostering decision-making informed by risk assessment, and improving the likelihood of

achieving corporate objectives (du Telecom, 2023c).

The partnership with UNICEF, focusing on cyber-safety awareness in the UAE, continues to be a valued

aspect of du Telecom's operations. By revamping its existing Data Security and Privacy Policy and

refining its data taxonomy, du Telecom persistently works to strengthen its business landscape's security

(du Telecom, 2023c). The company has an extensive security management system, at which point the

use of the 3 Lines Model for Internal Control System in du enables risk management where the CEO and

senior management take responsibility for a business function and support function in the first line
under owning and managing risk. Within the second line, the risk and compliance functions are guided

by the same people overseeing and monitoring risk. Within the last line, independent assurance is

provided by board members and auditors through internal audits to identify anomalies.

Company Procedures:

Throughout 2022, du Telecom laid significant emphasis on enriching the customer experience, leading to

the expansion of their 5G and fiber networks, the introduction of innovative products, and streamlining

the customer journey. The organization has been swiftly transforming, underpinned by critical

foundational elements and strategic endeavors, creating the bedrock for imminent, rapid

transformations (du Telecom, 2023c). Essential to this transformative journey is the IT transformation

program. This forms a pivotal part of their strategy to offer support and cultivate the essential

infrastructure that aligns with the escalating digital trends and adoption. As we gaze into the prospects

2023, du Telecom is primed to actualize its far-reaching ambition of emerging as a premier telecom and

digital service provider (du Telecom, 2023c).

Financial investments during 2022 reflected du Telecom's unflinching commitment to infrastructure

growth. An impressive AED 2,220m was dedicated to enhancing mobile network coverage, particularly

on 5G, alongside nationwide fiber rollout and IT infrastructure modernization. The result was the

successful connection of 57,000 homes to the fiber network and the expansion of the 5G mobile

network, covering 59% of the country and reaching 94% of the inhabitants (du Telecom, 2023c). A

central objective is to transition to a digital-first entity. This aspiration drives the company to amplify the

quality of the customer experience. A digital-first approach has been incorporated across products,

services, and retail outlets, and the year saw the launch of multiple initiatives to boost the customer

service experience (du Telecom, 2023c).

One key example is the integration of the UAE Pass into a mobile application, which allows users to

renew mobile connections with their smartphones, thereby negating the need for a store visit for
biometric verification. A fundamental shift is happening within the company's retail stores, moving away

from the traditional counter-based service to a model involving roaming representatives and self-service

kiosks designed to encourage product discovery and self-service transactions. New product

introductions were plentiful (du Telecom, 2023c). In May 2022, we unveiled postpaid plans that offer

unlimited data, removing concerns over voice and data consumption limits. The company also

pioneered introducing a 5G network fixed wireless access product, offering unlimited data connectivity

over a superior mobile network provided by Du, presenting an alternative to conventional home

broadband solutions (du Telecom, 2023c). The company also unveiled the Business Starter Plan,

specifically designed for start-ups and small and home office (SOHO) businesses. It offered them an

affordable unlimited internet and business landline (du Telecom, 2023c).

In association with the General Directorate of Residency and Foreigners Affairs – Dubai (GDFRA), the

company offers a free pre-activated SIM with 1 GB of free data to all visitors docking at Dubai ports,

making their visit more pleasant (du Telecom, 2023c). Among the novel offerings by Du, the 5G Home

Wireless plug-and-play stands out. It provides unlimited data connectivity over the high-performance

mobile network provided by Du, is priced affordably, is easy to set up, and is available for immediate use

post subscription. Two variants are available: Home Wireless Plus at AED 199 +VAT per month and

Home Wireless Entertainment at AED 299 +VAT per month, which includes OSN+ and Amazon Prime

(du Telecom, 2023c).

Management Structures:

DU Telecom's organizational framework is characterized by a combination of seasoned professionals

who enrich the company with their multifaceted skills and knowledge. The company's Board of Directors

encapsulates a blend of individuals holding both executive and non-executive positions.

A central figure within the Board is Mr. Wesam Alabbas Lootah, whose inaugural engagement was on

April 15, 2020, acting as a delegate of the Emirates Investment Authority and possessing over two

decades of leadership strategically oriented towards innovation. Mr. Lootah's contributions have been

pivotal in Dubai's evolution into a technologically advanced city. His professional journey traces back to

several executive capacities at institutions tied with the Dubai Government, the World Trade Centre,

and Emaar (du Telecom, 2023b).

Mr. Lootah currently heads the Smart Dubai Government Establishment as its CEO. This entity functions

as the technical crux of the Smart Dubai Department, whose mission aligns with transforming Dubai into

a smart city, a vision crafted by His Highness Sheikh Mohammed bin Rashid Al Maktoum (du Telecom,

2023b).

In addition to his role at the Smart Dubai Government Establishment, Mr. Lootah is associated with

other leading UAE entities, holding crucial positions. He chairs the Executive Committee of the Dubai

Cooperative Society, is part of the advisory council for the Dubai Chamber of Digital Economy, and

operates enterprises such as The Teal Hat Technologies and WL Holdings Limited (du Telecom, 2023b).

He led the initiative to establish the first AI Lab in the Middle East and North Africa region. His academic

accomplishments include a Master's degree in Computer Science and Engineering from Pennsylvania

State University and a Bachelor’s degree from Ohio State University (du Telecom, 2023b).

The board also features Ms. Hassa Abdulrazzaq Balouma as an Independent Non-Executive member

representing the Emirates Investment Authority. She joined the board on March 25, 2021 (du Telecom,

2023b). Her current role involves acting as the Chief Strategic Assets Officer at the Emirates Investment

Authority, where she supervises and drives value generation for EIA’s portfolio companies and

strategically significant corporate investments.

Ms. Balouma's illustrious career includes her stint as the Chairperson of the Board for entities like

Oumolat and Arab Mining Company. Her notable positions in various prestigious UAE entities
encompass the role of Vice chairperson on the Board of Emirates Transport. She is academically

equipped with a bachelor’s degree in accounting & Finance and a master’s degree in Investments,

conferred by the University of Aberdeen in Scotland (du Telecom, 2023b).

The most recent data showcases that women make up 20% of the total Board membership at DU

Telecom, indicating the company's dedication to gender diversity and equal opportunity. This diversity

paves the way for an array of perspectives at the board level, promoting enhanced governance and

decision-making.
Network Structure at du
 Risk Management

The following table represents the extent to which the identified risks have the potential to influence

operations across du telecom:

Risk Impact Probability Total Impact

Digital Security Challenges High High Very high
Alterations in Regulatory Environments Medium Medium Medium
Technological evolution (unalignment) High Low Medium
Market Competition and Saturation High Low Medium
Political Instability High Low Medium
Environmental Hazards High High Very high
Supply Chain Instabilities High Low Medium
Data Privacy and Management High High Very high
(Gentzoglanis, 2010)

Based on the assessment, one finds that security risks, i.e., data privacy, data management risks, and

digital security risks alongside environmental hazards, are the risks that have the potential to affect du

Telecom the most. Therefore, the company must employ measures to offset these risks.

Recommendations for du Telecom

Addressing Digital Security Concerns:

At present, the firm keeps its finger on the pulse of cybersecurity by ensuring regular alignment with

globally recognized frameworks, identifying and mitigating potential threats, and instilling cybersecurity

awareness amongst staff (du Telecom, 2023c). Going forward, a comprehensive security infrastructure

encompassing digital and physical barriers would enhance the organization's protective shield. Elements

such as intrusion detectors, firewalls, antivirus software, and CCTV and biometric access controls

collectively provide an in-depth perspective on security threats. The premise here is that a broad-based

system can boost the ability to counter threats rapidly.

Managing Data Privacy:

Du Telecom has not explicitly outlined any measures taken for data privacy and management. Thus, du

Telecom should weave in a 'Privacy by Design' strategy, which incorporates privacy principles right from

the conception of new technologies, products, or services (Anawar et al., 2022). Furthermore, solid data

governance policies should be implemented, providing clear guidance on collecting, storing, using, and

sharing data and response mechanisms for potential data breaches. Such steps could significantly lower

data breach risks while integrating privacy protections within new products and services (Anawar et al.,

2022).

Tackling Environmental Hazards:

Du Telecom has not explicitly outlined any measures taken for data privacy and management. Consider

creating an Environmentally Resilient Infrastructure. This implies constructing physical structures

resilient to environmental threats, such as flooding, storms, or extreme heat, and ensuring backup

power supplies (Valinejad & Rahmani, 2018). The rationale is that environmental hazards could

potentially disrupt telecom services, so having a resilient infrastructure could diminish this risk

(Valinejad & Rahmani, 2018).

Navigating Technological Evolution:

Du Telecom has demonstrated its commitment to innovation, prioritizing and leveraging new

technologies, and spearheading programs and partnerships to harness prioritized technologies (du

Telecom, 2023c). Furthermore, their ongoing digital transformation project aims to amplify customer

engagement and expedite product development. To maintain its momentum, the company should

persist with its innovative spirit and consider implementing regular technological audits to ensure the

timeliness and alignment of all systems and processes with the industry's cutting edge (Ilink, 2022).
Regular audits can detect areas of misalignment or obsolescence, thereby mitigating the risk of security

vulnerabilities.

By integrating these recommendations with the current measures that du Telecom has adopted, the

company's security stance could be strengthened even further, enabling it to continue delivering top-

notch, secure services to its clientele.

Disaster Recovery Strategy

Based on all the analysis conducted beforehand, the following disaster recovery and business continuity

plan has been developed for du Telecom:

Business Continuity Plan (BCP):

1. Team for Managing Crisis:

Formulate a group that has distinct duties and responsibilities. This group should be diverse,

featuring members from IT, HR, and day-to-day operations. Their job is to organize the

company's response during and post disruptions, assuring seamless decision-making and

communication.

2. Ensuring Continuity of Key Functions:

Determine the core functions that should be operational for minimum disruption to the

company activities. For an enterprise like du Telecom, it can mean safeguarding the persistence

of their digital solutions, upholding network connections, and so forth.

3. Plan for Information Exchange:

Draft a communication blueprint detailing sharing of vital information with key stakeholders,

like employees, clients, suppliers, etc., in a crisis. This includes having backup communication

systems in place if primary ones become inaccessible.

 4. Provisions for Employee Safety:

Outline methods for assuring the safety of the workforce during a crisis. This could include

emergency escape strategies and alternate working options, such as telecommuting.

5. Business Partners and Suppliers' Resilience:

Draft plans to handle potential supply chain disruptions, ensuring there are substitute suppliers

or excess inventory for maintaining regular operations.

Disaster Recovery Plan (DRP):

1. Backup and Recovery of Data:

Periodic data backups should be performed, storing the data at remote locations or on cloud

servers to avoid data loss. In the event of a breach or system failure, there should be methods

for data recovery in place.

2. Recovery of IT Infrastructure:

Detailed methodologies for bringing back the IT infrastructure after disruptions must be

outlined. This comprises server recovery, returning network equipment, and restoring internet

and telecommunication services.

3. Response to Cyber Incidents:

Considering the high likelihood and impact of digital security challenges and data privacy

threats, a focused cyber incident response plan is necessary. This involves identifying breaches,

containment strategies, systems restoration, and post-incident evaluations.

 4. Response to Environmental Threats:

In light of the significant risk of environmental dangers, provisions should be made to handle

such situations. This includes backup power resources, server cooling systems, and physically

reinforcing the infrastructure.

Evaluation and Upkeep:

BCP and DRP need regular checks via drills and simulations to ensure their practicality. They should also

be periodically updated to accommodate changes in operations, technology, staff, or newly identified

threats.

With these plans in place and active, du Telecom would be equipped to handle disruptions efficiently

and restore operations with minimal effect on their services.

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