The NIST Cybersecurity
Framework (CSF) 2.0
National Institute of Standards and Technology

This publication is available free of charge from: https://doi.org/10.6028/NIST.CSWP.29
February 26, 2024

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Abstract
The NIST Cybersecurity Framework (CSF) 2.0 provides guidance to industry, government
agencies, and other organizations to manage cybersecurity risks. It offers a taxonomy of highlevel cybersecurity outcomes that can be used by any organization — regardless of its size,
sector, or maturity — to better understand, assess, prioritize, and communicate its
cybersecurity efforts. The CSF does not prescribe how outcomes should be achieved. Rather, it
links to online resources that provide additional guidance on practices and controls that could
be used to achieve those outcomes. This document describes CSF 2.0, its components, andsome of the many ways that it can be used.
Keywords
cybersecurity; Cybersecurity Framework (CSF); cybersecurity risk governance; cybersecurity risk
management; enterprise risk management; Profiles; Tiers.
Audience
Individuals responsible for developing and leading cybersecurity programs are the primary
audience for the CSF. The CSF can also be used by others involved in managing risk — including
executives, boards of directors, acquisition professionals, technology professionals, risk
managers, lawyers, human resources specialists, and cybersecurity and risk management
auditors — to guide their cybersecurity-related decisions. Additionally, the CSF can be useful tothose making and influencing policy (e.g., associations, professional organizations, regulators)
who set and communicate priorities for cybersecurity risk management.
Supplemental Content
NIST will continue to build and host additional resources to help organizations implement the
CSF, including Quick Start Guides and Community Profiles. All resources are made publicly
available on the NIST CSF website. Suggestions for additional resources to reference on the
NIST CSF website can always be shared with NIST at cyberframework@nist.gov.
Note to Readers
Unless otherwise noted, documents cited, referenced, or excerpted in this publication are notwholly incorporated into this publication.
Before version 2.0, the Cybersecurity Framework was called the “Framework for Improving
Critical Infrastructure Cybersecurity.” This title is not used for CSF 2.0.

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Acknowledgments
The CSF is the result of a multi-year collaborative effort across industry, academia, andgovernment in the United States and around the world. NIST acknowledges and thanks all of
those who have contributed to this revised CSF. Information on the CSF development process
can be found on the NIST CSF website. Lessons learned about the use of the CSF can always beshared with NIST at cyberframework@nist.gov.

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Table of Contents
1. Cybersecurity Framework (CSF) Overview .......................................................................................1
2. Introduction to the CSF Core ...........................................................................................................3
3. Introduction to CSF Profiles and Tiers .............................................................................................6

4. Introduction to Online Resources That Supplement the CSF ............................................................9
5. Improving Cybersecurity Risk Communication and Integration ......................................................10

Appendix A. CSF Core .......................................................................................................................15
Appendix B. CSF Tiers .......................................................................................................................24
Appendix C. Glossary .......................................................................................................................26

List of Figures
Fig. 1. CSF Core structure ....................................................................................................................3
Fig. 2. CSF Functions ...........................................................................................................................5
Fig. 3. Steps for creating and using a CSF Organizational Profile ...........................................................6
Fig. 4. CSF Tiers for cybersecurity risk governance and management ...................................................8
Fig. 5. Using the CSF to improve risk management communication....................................................10
Fig. 6. Cybersecurity and privacy risk relationship .............................................................................13iii

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Preface
The Cybersecurity Framework (CSF) 2.0 is designed to help organizations of all sizes and sectors— including industry, government, academia, and nonprofit — to manage and reduce theircybersecurity risks. It is useful regardless of the maturity level and technical sophistication of anorganization’s cybersecurity programs. Nevertheless, the CSF does not embrace a one-size-fitsall approach. Each organization has both common and unique risks, as well as varying risk
appetites and tolerances, specific missions, and objectives to achieve those missions. By
necessity, the way organizations implement the CSF will vary.
Ideally, the CSF will be used to address cybersecurity risks alongside other risks of theenterprise, including those that are financial, privacy, supply chain, reputational, technological,
or physical in nature.
The CSF describes desired outcomes that are intended to be understood by a broad audience,
including executives, managers, and practitioners, regardless of their cybersecurity expertise.
Because these outcomes are sector-, country-, and technology-neutral, they provide anorganization with the flexibility needed to address their unique risks, technologies, and mission
considerations. Outcomes are mapped directly to a list of potential security controls for
immediate consideration to mitigate cybersecurity risks.
Although not prescriptive, the CSF assists its users in learning about and selecting specificoutcomes. Suggestions for how specific outcomes may be achieved are provided in an
expanding suite of online resources that complement the CSF, including a series of Quick Start
Guides (QSGs). Also, various tools offer downloadable formats to help organizations thatchoose to automate some of their processes. The QSGs suggest initial ways to use the CSF andinvite the reader to explore the CSF and related resources in greater depth. Available throughthe NIST CSF website, the CSF and these supplementary resources from NIST and others should
be viewed as a “CSF portfolio” to help manage and reduce risks. Regardless of how it is applied,
the CSF prompts its users to consider their cybersecurity posture in context and then adapt the
CSF to their specific needs.
Building on previous versions, CSF 2.0 contains new features that highlight the importance ofgovernance and supply chains. Special attention is paid to the QSGs to ensure that the CSF isrelevant and readily accessible by smaller organizations as well as their larger counterparts.
NIST now provides Implementation Examples and Informative References, which are available
online and updated regularly. Creating current and target state Organizational Profiles helps
organizations to compare where they are versus where they want or need to be and allows
them to implement and assess security controls more quickly.
Cybersecurity risks are expanding constantly, and managing those risks must be a continuous
process. This is true regardless of whether an organization is just beginning to confront its
cybersecurity challenges or whether it has been active for many years with a sophisticated,well-resourced cybersecurity team. The CSF is designed to be valuable for any type oforganization and is expected to provide appropriate guidance over a long time.

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1. Cybersecurity Framework (CSF) Overview
This document is version 2.0 of the NIST Cybersecurity Framework (Framework or CSF). It
includes the following components:•

CSF Core, the nucleus of the CSF, which is a taxonomy of high-level cybersecurity
outcomes that can help any organization manage its cybersecurity risks. The CSF Core
components are a hierarchy of Functions, Categories, and Subcategories that detail eachoutcome. These outcomes can be understood by a broad audience, including
executives, managers, and practitioners, regardless of their cybersecurity expertise.
Because the outcomes are sector-, country-, and technology-neutral, they provide anorganization with the flexibility needed to address its unique risks, technologies, andmission considerations.

•

CSF Organizational Profiles, which are a mechanism for describing an organization’s
current and/or target cybersecurity posture in terms of the CSF Core’s outcomes.

•

CSF Tiers, which can be applied to CSF Organizational Profiles to characterize the rigor ofan organization’s cybersecurity risk governance and management practices. Tiers canalso provide context for how an organization views cybersecurity risks and the processes
in place to manage those risks.

This document describes what desirable outcomes an organization can aspire to achieve. It
does not prescribe outcomes nor how they may be achieved. Descriptions of how anorganization can achieve those outcomes are provided in a suite of online resources thatcomplement the CSF and are available through the NIST CSF website. These resources offer
additional guidance on practices and controls that could be used to achieve outcomes and areintended to help an organization understand, adopt, and use the CSF. They include:•

Informative References that point to sources of guidance on each outcome from existing
global standards, guidelines, frameworks, regulations, policies, etc.

•

Implementation Examples that illustrate potential ways to achieve each outcome•

Quick-Start Guides that give actionable guidance on using the CSF and its online
resources, including transitioning from previous CSF versions to version 2.0•

Community Profiles and Organizational Profile Templates that help an organization put
the CSF into practice and set priorities for managing cybersecurity risks

An organization can use the CSF Core, Profiles, and Tiers with the supplementary resources tounderstand, assess, prioritize, and communicate cybersecurity risks.
•

Understand and Assess: Describe the current or target cybersecurity posture of part or
all of an organization, determine gaps, and assess progress toward addressing those
gaps.

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Prioritize: Identify, organize, and prioritize actions for managing cybersecurity risks thatalign with the organization’s mission, legal and regulatory requirements, and risk
management and governance expectations.

•

Communicate: Provide a common language for communicating inside and outside theorganization about cybersecurity risks, capabilities, needs, and expectations.

The CSF is designed to be used by organizations of all sizes and sectors, including industry,
government, academia, and nonprofit organizations, regardless of the maturity level of theircybersecurity programs. The CSF is a foundational resource that may be adopted voluntarily
and through governmental policies and mandates. The CSF’s taxonomy and referenced
standards, guidelines, and practices are not country-specific, and previous versions of the CSF
have been leveraged successfully by many governments and other organizations both insideand outside of the United States.
The CSF should be used in conjunction with other resources (e.g., frameworks, standards,
guidelines, leading practices) to better manage cybersecurity risks and inform the overallmanagement of information and communications technology (ICT) risks at an enterprise level.
The CSF is a flexible framework that is intended to be tailored for use by all organizations
regardless of size. Organizations will continue to have unique risks — including different threats
and vulnerabilities — and risk tolerances, as well as unique mission objectives andrequirements. Thus, organizations’ approaches to managing risks and their implementations of
the CSF will vary.
The remainder of this document is structured as follows:•

Section 2 explains the basics of the CSF Core: Functions, Categories, and Subcategories.

•

Section 3 defines the concepts of CSF Profiles and Tiers.

•

Section 4 provides an overview of selected components of the CSF’s suite of online
resources: Informative References, Implementation Examples, and Quick Start Guides.

•

Section 5 discusses how an organization can integrate the CSF with other risk
management programs.

•

Appendix A is the CSF Core.

•

Appendix B contains a notional illustration of the CSF Tiers.

•

Appendix C is a glossary of CSF terminology.

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2. Introduction to the CSF Core
Appendix A is the CSF Core — a set of cybersecurity outcomes arranged by Function, thenCategory, and finally Subcategory, as depicted in Fig. 1. These outcomes are not a checklist ofactions to perform; specific actions taken to achieve an outcome will vary by organization anduse case, as will the individual responsible for those actions. Additionally, the order and size of
Functions, Categories, and Subcategories in the Core does not imply the sequence orimportance of achieving them. The structure of the Core is intended to resonate most withthose charged with operationalizing risk management within an organization.

Fig. 1. CSF Core structure

The CSF Core Functions — GOVERN, IDENTIFY, PROTECT, DETECT, RESPOND, and RECOVER — organize
cybersecurity outcomes at their highest level.
•

GOVERN (GV) — The organization’s cybersecurity risk management strategy,
expectations, and policy are established, communicated, and monitored. The GOVERN
Function provides outcomes to inform what an organization may do to achieve andprioritize the outcomes of the other five Functions in the context of its mission andstakeholder expectations. Governance activities are critical for incorporating
cybersecurity into an organization’s broader enterprise risk management (ERM)
strategy. GOVERN addresses an understanding of organizational context; theestablishment of cybersecurity strategy and cybersecurity supply chain risk
management; roles, responsibilities, and authorities; policy; and the oversight ofcybersecurity strategy.

•

IDENTIFY (ID) — The organization’s current cybersecurity risks are understood.
Understanding the organization’s assets (e.g., data, hardware, software, systems,
facilities, services, people), suppliers, and related cybersecurity risks enables anorganization to prioritize its efforts consistent with its risk management strategy and themission needs identified under GOVERN. This Function also includes the identification of
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improvement opportunities for the organization’s policies, plans, processes, procedures,and practices that support cybersecurity risk management to inform efforts under all six
Functions.
•

PROTECT (PR) — Safeguards to manage the organization’s cybersecurity risks are used.
Once assets and risks are identified and prioritized, PROTECT supports the ability tosecure those assets to prevent or lower the likelihood and impact of adverse
cybersecurity events, as well as to increase the likelihood and impact of taking
advantage of opportunities. Outcomes covered by this Function include identity
management, authentication, and access control; awareness and training; data security;
platform security (i.e., securing the hardware, software, and services of physical andvirtual platforms); and the resilience of technology infrastructure.

•

DETECT (DE) — Possible cybersecurity attacks and compromises are found and analyzed.
DETECT enables the timely discovery and analysis of anomalies, indicators ofcompromise, and other potentially adverse events that may indicate that cybersecurity
attacks and incidents are occurring. This Function supports successful incident response
and recovery activities.

•RESPOND (RS) — Actions regarding a detected cybersecurity incident are taken. RESPOND
supports the ability to contain the effects of cybersecurity incidents. Outcomes within
this Function cover incident management, analysis, mitigation, reporting, andcommunication.

•

RECOVER (RC) — Assets and operations affected by a cybersecurity incident are restored.
RECOVER supports the timely restoration of normal operations to reduce the effects ofcybersecurity incidents and enable appropriate communication during recovery efforts.

While many cybersecurity risk management activities focus on preventing negative eventsfrom occurring, they may also support taking advantage of positive opportunities. Actions to
reduce cybersecurity risk might benefit an organization in other ways, like increasing
revenue (e.g., first offering excess facility space to a commercial hosting provider for hosting
their own and other organizations’ data centers, then moving a major financial system fromthe organization’s in-house data center to the hosting provider to reduce cybersecurity
risks).
Figure 2 shows the CSF Functions as a wheel because all of the Functions relate to one another.
For example, an organization will categorize assets under IDENTIFY and take steps to secure
those assets under PROTECT. Investments in planning and testing in the GOVERN and IDENTIFY
Functions will support timely detection of unexpected events in the DETECT Function, as well as
enabling incident response and recovery actions for cybersecurity incidents in the RESPOND and
RECOVER Functions. GOVERN is in the center of the wheel because it informs how an organization
will implement the other five Functions.

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Fig. 2. CSF Functions

The Functions should be addressed concurrently. Actions that support GOVERN, IDENTIFY, PROTECT,and DETECT should all happen continuously, and actions that support RESPOND and RECOVER
should be ready at all times and happen when cybersecurity incidents occur. All Functions havevital roles related to cybersecurity incidents. GOVERN, IDENTIFY, and PROTECT outcomes help
prevent and prepare for incidents, while GOVERN, DETECT, RESPOND, and RECOVER outcomes help
discover and manage incidents.
Each Function is named after a verb that summarizes its contents. Each Function is divided into
Categories, which are related cybersecurity outcomes that collectively comprise the Function.
Subcategories further divide each Category into more specific outcomes of technical andmanagement activities. The Subcategories are not exhaustive, but they describe detailed
outcomes that support each Category.
The Functions, Categories, and Subcategories apply to all ICT used by an organization, including
information technology (IT), the Internet of Things (IoT), and operational technology (OT). They
also apply to all types of technology environments, including cloud, mobile, and artificial
intelligence systems. The CSF Core is forward-looking and intended to apply to future changes
in technologies and environments.

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3. Introduction to CSF Profiles and Tiers
This section defines the concepts of CSF Profiles and Tiers.
3.1. CSF Profiles
A CSF Organizational Profile describes an organization’s current and/or target cybersecurity
posture in terms of the Core’s outcomes. Organizational Profiles are used to understand, tailor,
assess, prioritize, and communicate the Core’s outcomes by considering an organization’s
mission objectives, stakeholder expectations, threat landscape, and requirements. An
organization can then prioritize its actions to achieve specific outcomes and communicate that
information to stakeholders.
Every Organizational Profile includes one or both of the following:
1. A Current Profile specifies the Core outcomes that an organization is currently achieving(or attempting to achieve) and characterizes how or to what extent each outcome isbeing achieved.
2. A Target Profile specifies the desired outcomes that an organization has selected andprioritized for achieving its cybersecurity risk management objectives. A Target Profile
considers anticipated changes to the organization’s cybersecurity posture, such as new
requirements, new technology adoption, and threat intelligence trends.
A Community Profile is a baseline of CSF outcomes that is created and published to address
shared interests and goals among a number of organizations. A Community Profile istypically developed for a particular sector, subsector, technology, threat type, or other use
case. An organization can use a Community Profile as the basis for its own Target Profile.
Examples of Community Profiles can be found on the NIST CSF website.
The steps shown in Fig. 3 and summarized below illustrate one way that an organization could
use an Organizational Profile to help inform continuous improvement of its cybersecurity.

Fig. 3. Steps for creating and using a CSF Organizational Profile

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1. Scope the Organizational Profile. Document the high-level facts and assumptions on
which the Profile will be based to define its scope. An organization can have as many
Organizational Profiles as desired, each with a different scope. For example, a Profile
could address an entire organization or be scoped to an organization’s financial systems
or to countering ransomware threats and handling ransomware incidents involving
those financial systems.
2. Gather the information needed to prepare the Organizational Profile. Examples of
information may include organizational policies, risk management priorities andresources, enterprise risk profiles, business impact analysis (BIA) registers, cybersecurity
requirements and standards followed by the organization, practices and tools (e.g.,
procedures and safeguards), and work roles.
3. Create the Organizational Profile. Determine what types of information the Profile
should include for the selected CSF outcomes, and document the needed information.
Consider the risk implications of the Current Profile to inform Target Profile planningand prioritization. Also, consider using a Community Profile as the basis for the Target
Profile.
4. Analyze the gaps between the Current and Target Profiles, and create an action plan.
Conduct a gap analysis to identify and analyze the differences between the Current andTarget Profiles, and develop a prioritized action plan (e.g., risk register, risk detail report,
Plan of Action and Milestones [POA&M]) to address those gaps.
5. Implement the action plan, and update the Organizational Profile. Follow the action
plan to address the gaps and move the organization toward the Target Profile. An action
plan may have an overall deadline or be ongoing.
Given the importance of continual improvement, an organization can repeat these steps asoften as needed.
There are additional uses for Organizational Profiles. For example, a Current Profile can be used
to document and communicate the organization’s cybersecurity capabilities and known
opportunities for improvement with external stakeholders, such as business partners orprospective customers. Also, a Target Profile can help express the organization’s cybersecurity
risk management requirements and expectations to suppliers, partners, and other third parties
as a target for those parties to achieve.
3.2. CSF Tiers
An organization can choose to use the Tiers to inform its Current and Target Profiles. Tiers
characterize the rigor of an organization’s cybersecurity risk governance and management
practices, and they provide context for how an organization views cybersecurity risks and theprocesses in place to manage those risks. The Tiers, as shown in Fig. 4 and notionally illustrated
in Appendix B, reflect an organization’s practices for managing cybersecurity risk as Partial (Tier1), Risk Informed (Tier 2), Repeatable (Tier 3), and Adaptive (Tier 4). The Tiers describe aprogression from informal, ad hoc responses to approaches that are agile, risk-informed, and7

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continuously improving. Selecting Tiers helps set the overall tone for how an organization will
manage its cybersecurity risks.

Fig. 4. CSF Tiers for cybersecurity risk governance and management

Tiers should complement an organization’s cybersecurity risk management methodology rather
than replace it. For example, an organization can use the Tiers to communicate internally as abenchmark for an organization-wide 1 approach to managing cybersecurity risks. Progression tohigher Tiers is encouraged when risks or mandates are greater or when a cost-benefit analysis
indicates a feasible and cost-effective reduction of negative cybersecurity risks.
The NIST CSF website provides additional information on using Profiles and Tiers. It includes
pointers to NIST-hosted Organizational Profile templates and a repository of Community
Profiles in a variety of machine-readable and human-usable formats.

1 For the purposes of this document, the terms “organization-wide” and “enterprise” have the same meaning.

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4. Introduction to Online Resources That Supplement the CSF
NIST and other organizations have produced a suite of online resources that help organizations
understand, adopt, and use the CSF. Since they are hosted online, these additional resources
can be updated more frequently than this document, which is updated infrequently to provide
stability to its users, and be available in machine-readable formats. This section provides an
overview of three types of online resources: Informative References, Implementation Examples,and Quick Start Guides.
Informative References are mappings that indicate relationships between the Core and various
standards, guidelines, regulations, and other content. Informative References help inform how
an organization may achieve the Core’s outcomes. Informative References can be sector- or
technology-specific. They may be produced by NIST or another organization. Some Informative
References are narrower in scope than a Subcategory. For example, a particular control from SP
800-53, Security and Privacy Controls for Information Systems and Organizations, may be one ofmany references needed to achieve the outcome described in one Subcategory. Other
Informative References may be higher-level, such as a requirement from a policy that partiallyaddresses numerous Subcategories. When using the CSF, an organization can identify the most
relevant Informative References.
Implementation Examples provide notional examples of concise, action-oriented steps to help
achieve the outcomes of the Subcategories. Verbs used to express Examples include share,
document, develop, perform, monitor, analyze, assess, and exercise. The Examples are not acomprehensive list of all actions that could be taken by an organization to achieve an outcome,nor do they represent a baseline of required actions to address cybersecurity risks.
Quick-Start Guides (QSGs) are brief documents on specific CSF-related topics and are often
tailored to specific audiences. QSGs can help an organization implement the CSF because they
distill specific portions of the CSF into actionable “first steps” that an organization can consider
on the path to improving their cybersecurity posture and management of associated risks. The
guides are revised in their own time frames, and new guides are added as needed.
Suggestions for new Informative References for CSF 2.0 can always be shared with NIST at
olir@nist.gov. Suggestions for other resources to reference on the NIST CSF website, including
additional QSG topics, should be directed to cyberframework@nist.gov.

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5. Improving Cybersecurity Risk Communication and Integration
The CSF’s use will vary based on an organization’s unique mission and risks. With anunderstanding of stakeholder expectations and risk appetite and tolerance (as outlined in
GOVERN), an organization can prioritize cybersecurity activities to make informed decisions
about cybersecurity expenditures and actions. An organization may choose to handle risk in one
or more ways — including mitigating, transferring, avoiding, or accepting negative risks andrealizing, sharing, enhancing, or accepting positive risks — depending on the potential impacts
and likelihoods. Importantly, an organization can use the CSF both internally to manage its
cybersecurity capabilities and externally to oversee or communicate with third parties.
Regardless of the CSF’s utilization, an organization may benefit from using the CSF as guidance
to help it understand, assess, prioritize, and communicate cybersecurity risks and the actions
that will manage those risks. The selected outcomes can be used to focus on and implement
strategic decisions to improve cybersecurity postures and maintain continuity of missionessential functions while taking priorities and available resources into account.
5.1. Improving Risk Management Communication
The CSF provides a basis for improved communication regarding cybersecurity expectations,planning, and resources. The CSF fosters bidirectional information flow (as shown in the top
half of Fig. 5) between executives who focus on the organization’s priorities and strategic
direction and managers who manage specific cybersecurity risks that could affect theachievement of those priorities. The CSF also supports a similar flow (as shown in the bottom
half of Fig. 5) between managers and the practitioners who implement and operate thetechnologies. The left side of the figure indicates the importance of practitioners sharing their
updates, insights, and concerns with managers and executives.

Fig. 5. Using the CSF to improve risk management communication

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Preparing to create and use Organizational Profiles involves gathering information aboutorganizational priorities, resources, and risk direction from executives. Managers thencollaborate with practitioners to communicate business needs and create risk-informed
Organizational Profiles. Actions to close any gaps identified between the Current and Target
Profiles will be implemented by managers and practitioners and will provide key inputs into
system-level plans. As the target state is achieved throughout the organization — including
through controls and monitoring applied at the system level — the updated results can beshared through risk registers and progress reports. As part of ongoing assessment, managers
gain insights to make adjustments that further reduce potential harms and increase potential
benefits.
The GOVERN Function supports organizational risk communication with executives. Executives’discussions involve strategy, particularly how cybersecurity-related uncertainties might affectthe achievement of organizational objectives. These governance discussions support dialogue
and agreement about risk management strategies (including cybersecurity supply chain risk);roles, responsibilities, and authorities; policies; and oversight. As executives establish
cybersecurity priorities and objectives based on those needs, they communicate expectations
about risk appetite, accountability, and resources. Executives are also responsible for
integrating cybersecurity risk management with ERM programs and lower-level risk
management programs (see Sec. 5.2). The communications reflected in the top half of Fig. 5 caninclude considerations for ERM and the lower-level programs and, thus, inform managers andpractitioners.
The overall cybersecurity objectives set by executives are informed by and cascade to
managers. In a commercial entity, these may apply to a line-of-business or operating division.
For government entities, these may be division- or branch-level considerations. When
implementing the CSF, managers will focus on how to achieve risk targets through common
services, controls, and collaboration, as expressed in the Target Profile and improved throughthe actions being tracked in the action plan (e.g., risk register, risk detail report, POA&M).
Practitioners focus on implementing the target state and measuring changes in operational risk
to help plan, carry out, and monitor specific cybersecurity activities. As controls are
implemented to manage risk at an acceptable level, practitioners provide managers andexecutives with the information (e.g., key performance indicators, key risk indicators) they needto understand the organization’s cybersecurity posture, make informed decisions, and maintainor adjust the risk strategy accordingly. Executives can also combine this cybersecurity risk datawith information about other types of risk from across the organization. Updates to
expectations and priorities are included in updated Organizational Profiles as the cycle repeats.
5.2. Improving Integration with Other Risk Management Programs
Every organization faces numerous types of ICT risk (e.g., privacy, supply chain, artificial
intelligence) and may use frameworks and management tools that are specific to each risk.
Some organizations integrate ICT and all other risk management efforts at a high level by using
ERM, while others keep the efforts separate to ensure adequate attention on each. Small

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organizations by their nature may monitor risk at the enterprise level, while larger companies
may maintain separate risk management efforts integrated into the ERM.
Organizations can employ an ERM approach to balance a portfolio of risk considerations,
including cybersecurity, and make informed decisions. Executives receive significant input
about current and planned risk activities as they integrate governance and risk strategies withresults from previous uses of the CSF. The CSF helps organizations to translate theirterminology for cybersecurity and cybersecurity risk management into general risk
management language that executives will understand.
NIST resources that describe the mutual relationship between cybersecurity risk managementand ERM include:•

NIST Cybersecurity Framework 2.0 – Enterprise Risk Management Quick-Start Guide•

NIST Interagency Report (IR) 8286, Integrating Cybersecurity and Enterprise Risk
Management (ERM)•

IR 8286A, Identifying and Estimating Cybersecurity Risk for Enterprise Risk Management•

IR 8286B, Prioritizing Cybersecurity Risk for Enterprise Risk Management•

IR 8286C, Staging Cybersecurity Risks for Enterprise Risk Management and GovernanceOversight•

IR 8286D, Using Business Impact Analysis to Inform Risk Prioritization and Response•

SP 800-221, Enterprise Impact of Information and Communications Technology Risk:
Governing and Managing ICT Risk Programs Within an Enterprise Risk Portfolio•

SP 800-221A, Information and Communications Technology (ICT) Risk Outcomes:
Integrating ICT Risk Management Programs with the Enterprise Risk Portfolio

An organization may also find the CSF beneficial for integrating cybersecurity risk managementwith individual ICT risk management programs, such as:•

Cybersecurity risk management and assessment: The CSF can be integrated withestablished cybersecurity risk management and assessment programs, such as SP 80037, Risk Management Framework for Information Systems and Organizations, and SP
800-30, Guide for Conducting Risk Assessments from the NIST Risk Management
Framework (RMF). For an organization using the NIST RMF and its suite of publications,the CSF can be used to complement the RMF’s approach to selecting and prioritizing
controls from SP 800-53, Security and Privacy Controls for Information Systems andOrganizations.

•

Privacy risks: While cybersecurity and privacy are independent disciplines, theirobjectives overlap in certain circumstances, as illustrated in Fig. 6.

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Fig. 6. Cybersecurity and privacy risk relationshipCybersecurity risk management is essential for addressing privacy risks related to theloss of the confidentiality, integrity, and availability of individuals’ data. For example,
data breaches could lead to identity theft. However, privacy risks can also arise bymeans that are unrelated to cybersecurity incidents.
An organization processes data to achieve mission or business purposes, which cansometimes give rise to privacy events whereby individuals may experience problems asa result of the data processing. These problems can be expressed in various ways, but
NIST describes them as ranging from dignity-type effects (e.g., embarrassment or
stigma) to more tangible harms (e.g., discrimination, economic loss, or physical harm).
The NIST Privacy Framework and Cybersecurity Framework can be used together toaddress the different aspects of cybersecurity and privacy risks. Additionally, NIST’s
Privacy Risk Assessment Methodology (PRAM) has a catalog of example problems foruse in privacy risk assessments.
•

Supply chain risks: An organization can use the CSF to foster cybersecurity risk oversightand communications with stakeholders across supply chains. All types of technology rely
on a complex, globally distributed, extensive, and interconnected supply chain
ecosystem with geographically diverse routes and multiple levels of outsourcing. Thisecosystem is composed of public- and private-sector entities (e.g., acquirers, suppliers,
developers, system integrators, external system service providers, and othertechnology-related service providers) that interact to research, develop, design,
manufacture, acquire, deliver, integrate, operate, maintain, dispose of, and otherwise
utilize or manage technology products and services. These interactions are shaped andinfluenced by technologies, laws, policies, procedures, and practices.
Given the complex and interconnected relationships in this ecosystem, supply chain risk
management (SCRM) is critical for organizations. Cybersecurity SCRM (C-SCRM) is asystematic process for managing exposure to cybersecurity risk throughout supply
chains and developing appropriate response strategies, policies, processes, andprocedures. The Subcategories within the CSF C-SCRM Category [GV.SC] provide aconnection between outcomes that focus purely on cybersecurity and those that focus
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on C-SCRM. SP 800-161r1 (Revision 1), Cybersecurity Supply Chain Risk Management
Practices for Systems and Organizations, provides in-depth information on C-SCRM.
•

Risks from emerging technologies: As new technologies and new applications oftechnology become available, new risks become clear. A contemporary example isartificial intelligence (AI), which has cybersecurity and privacy risks, as well as manyother types of risk. The NIST Artificial Intelligence Risk Management Framework (AIRMF) was developed to help address these risks. Treating AI risks alongside otherenterprise risks (e.g., financial, cybersecurity, reputational, and privacy) will yield a more
integrated outcome and organizational efficiencies. Cybersecurity and privacy risk
management considerations and approaches are applicable to the design, development,
deployment, evaluation, and use of AI systems. The AI RMF Core uses Functions,Categories, and Subcategories to describe AI outcomes and help manage risks related toAI.

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Appendix A. CSF Core
This appendix describes the Functions, Categories, and Subcategories of the CSF Core. Table 1
lists the CSF 2.0 Core Function and Category names and unique alphabetic identifiers. Each
Function name in the table is linked to its portion of the appendix. The order of Functions,Categories, and Subcategories of the Core is not alphabetical; it is intended to resonate mostwith those charged with operationalizing risk management within an organization. The
numbering of the Subcategories is intentionally not sequential; gaps in numbering indicate CSF
1.1 Subcategories that were relocated in CSF 2.0.
Table 1. CSF 2.0 Core Function and Category names and identifiers

Function

Category

Category Identifier

Govern (GV)

Organizational Context

GV.OC

Risk Management Strategy

GV.RM

Roles, Responsibilities, and Authorities

GV.RR

PolicyGV.POOversight

GV.OV

Cybersecurity Supply Chain Risk Management

GV.SC

Asset Management

ID.AM

Risk Assessment

ID.RA

Improvement

ID.IM

Identity Management, Authentication, and Access Control

PR.AA

Awareness and Training

PR.AT

Data Security

PR.DS

Platform Security

PR.PS

Technology Infrastructure Resilience

PR.IR

Continuous Monitoring

DE.CM

Adverse Event Analysis

DE.AE

Incident Management

RS.MA

Incident Analysis

RS.AN

Incident Response Reporting and Communication

RS.CO

Incident Mitigation

RS.MI

Incident Recovery Plan Execution

RC.RP

Incident Recovery Communication

RC.CO

Identify (ID)Protect (PR)

Detect (DE)Respond (RS)Recover (RC)The CSF Core, Informative References, and Implementation Examples are available on the CSF
2.0 website and through the CSF 2.0 Reference Tool, which allows users to explore them andexport them in human- and machine-readable formats. The CSF 2.0 Core is also available in a
legacy format similar to that of CSF 1.1.

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GOVERN (GV): The organization’s cybersecurity risk management strategy, expectations, andpolicy are established, communicated, and monitored•

Organizational Context (GV.OC): The circumstances — mission, stakeholder expectations,dependencies, and legal, regulatory, and contractual requirements — surrounding theorganization’s cybersecurity risk management decisions are understoodo GV.OC-01: The organizational mission is understood and informs cybersecurity risk
management
o GV.OC-02: Internal and external stakeholders are understood, and their needs andexpectations regarding cybersecurity risk management are understood and consideredo GV.OC-03: Legal, regulatory, and contractual requirements regarding cybersecurity —including privacy and civil liberties obligations — are understood and managed
o GV.OC-04: Critical objectives, capabilities, and services that external stakeholders
depend on or expect from the organization are understood and communicatedo GV.OC-05: Outcomes, capabilities, and services that the organization depends on are
understood and communicated•Risk Management Strategy (GV.RM): The organization’s priorities, constraints, risk
tolerance and appetite statements, and assumptions are established, communicated, andused to support operational risk decisions
o GV.RM-01: Risk management objectives are established and agreed to by organizational
stakeholders
o GV.RM-02: Risk appetite and risk tolerance statements are established, communicated,and maintainedo GV.RM-03: Cybersecurity risk management activities and outcomes are included inenterprise risk management processes
o GV.RM-04: Strategic direction that describes appropriate risk response options isestablished and communicatedo GV.RM-05: Lines of communication across the organization are established forcybersecurity risks, including risks from suppliers and other third parties
o GV.RM-06: A standardized method for calculating, documenting, categorizing, andprioritizing cybersecurity risks is established and communicatedo GV.RM-07: Strategic opportunities (i.e., positive risks) are characterized and areincluded in organizational cybersecurity risk discussions

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Roles, Responsibilities, and Authorities (GV.RR): Cybersecurity roles, responsibilities, andauthorities to foster accountability, performance assessment, and continuous improvement
are established and communicatedo GV.RR-01: Organizational leadership is responsible and accountable for cybersecurity
risk and fosters a culture that is risk-aware, ethical, and continually improving
o GV.RR-02: Roles, responsibilities, and authorities related to cybersecurity risk
management are established, communicated, understood, and enforced
o GV.RR-03: Adequate resources are allocated commensurate with the cybersecurity risk
strategy, roles, responsibilities, and policies
o GV.RR-04: Cybersecurity is included in human resources practices•

Policy (GV.PO): Organizational cybersecurity policy is established, communicated, andenforcedo GV.PO-01: Policy for managing cybersecurity risks is established based on organizational
context, cybersecurity strategy, and priorities and is communicated and enforced
o GV.PO-02: Policy for managing cybersecurity risks is reviewed, updated, communicated,and enforced to reflect changes in requirements, threats, technology, andorganizational mission•

Oversight (GV.OV): Results of organization-wide cybersecurity risk management activities
and performance are used to inform, improve, and adjust the risk management strategy
o GV.OV-01: Cybersecurity risk management strategy outcomes are reviewed to informand adjust strategy and directiono GV.OV-02: The cybersecurity risk management strategy is reviewed and adjusted toensure coverage of organizational requirements and riskso GV.OV-03: Organizational cybersecurity risk management performance is evaluated andreviewed for adjustments needed•

Cybersecurity Supply Chain Risk Management (GV.SC): Cyber supply chain risk
management processes are identified, established, managed, monitored, and improved byorganizational stakeholders
o GV.SC-01: A cybersecurity supply chain risk management program, strategy, objectives,
policies, and processes are established and agreed to by organizational stakeholders
o GV.SC-02: Cybersecurity roles and responsibilities for suppliers, customers, and partners
are established, communicated, and coordinated internally and externallyo GV.SC-03: Cybersecurity supply chain risk management is integrated into cybersecurity
and enterprise risk management, risk assessment, and improvement processes
o GV.SC-04: Suppliers are known and prioritized by criticality

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o GV.SC-05: Requirements to address cybersecurity risks in supply chains are established,prioritized, and integrated into contracts and other types of agreements with suppliers
and other relevant third parties
o GV.SC-06: Planning and due diligence are performed to reduce risks before entering into
formal supplier or other third-party relationships
o GV.SC-07: The risks posed by a supplier, their products and services, and other third
parties are understood, recorded, prioritized, assessed, responded to, and monitored
over the course of the relationshipo GV.SC-08: Relevant suppliers and other third parties are included in incident planning,
response, and recovery activities
o GV.SC-09: Supply chain security practices are integrated into cybersecurity andenterprise risk management programs, and their performance is monitored throughout
the technology product and service life cycleo GV.SC-10: Cybersecurity supply chain risk management plans include provisions for
activities that occur after the conclusion of a partnership or service agreement

IDENTIFY (ID): The organization’s current cybersecurity risks are understood•

Asset Management (ID.AM): Assets (e.g., data, hardware, software, systems, facilities,
services, people) that enable the organization to achieve business purposes are identified
and managed consistent with their relative importance to organizational objectives and theorganization’s risk strategy
o ID.AM-01: Inventories of hardware managed by the organization are maintainedo ID.AM-02: Inventories of software, services, and systems managed by the organization
are maintainedo ID.AM-03: Representations of the organization’s authorized network communicationand internal and external network data flows are maintainedo ID.AM-04: Inventories of services provided by suppliers are maintainedo ID.AM-05: Assets are prioritized based on classification, criticality, resources, andimpact on the missiono ID.AM-07: Inventories of data and corresponding metadata for designated data types
are maintainedo ID.AM-08: Systems, hardware, software, services, and data are managed throughout
their life cycles•

Risk Assessment (ID.RA): The cybersecurity risk to the organization, assets, and individuals
is understood by the organizationo ID.RA-01: Vulnerabilities in assets are identified, validated, and recorded
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o ID.RA-02: Cyber threat intelligence is received from information sharing forums andsourceso ID.RA-03: Internal and external threats to the organization are identified and recordedo ID.RA-04: Potential impacts and likelihoods of threats exploiting vulnerabilities are
identified and recordedo ID.RA-05: Threats, vulnerabilities, likelihoods, and impacts are used to understandinherent risk and inform risk response prioritizationo ID.RA-06: Risk responses are chosen, prioritized, planned, tracked, and communicatedo ID.RA-07: Changes and exceptions are managed, assessed for risk impact, recorded, andtrackedo ID.RA-08: Processes for receiving, analyzing, and responding to vulnerability disclosuresare establishedo ID.RA-09: The authenticity and integrity of hardware and software are assessed prior toacquisition and use
o ID.RA-10: Critical suppliers are assessed prior to acquisition•

Improvement (ID.IM): Improvements to organizational cybersecurity risk management
processes, procedures and activities are identified across all CSF Functions
o ID.IM-01: Improvements are identified from evaluations
o ID.IM-02: Improvements are identified from security tests and exercises, including thosedone in coordination with suppliers and relevant third parties
o ID.IM-03: Improvements are identified from execution of operational processes,
procedures, and activities
o ID.IM-04: Incident response plans and other cybersecurity plans that affect operations
are established, communicated, maintained, and improved

PROTECT (PR): Safeguards to manage the organization’s cybersecurity risks are used•

Identity Management, Authentication, and Access Control (PR.AA): Access to physical andlogical assets is limited to authorized users, services, and hardware and managed
commensurate with the assessed risk of unauthorized accesso PR.AA-01: Identities and credentials for authorized users, services, and hardware aremanaged by the organizationo PR.AA-02: Identities are proofed and bound to credentials based on the context ofinteractionso PR.AA-03: Users, services, and hardware are authenticatedo PR.AA-04: Identity assertions are protected, conveyed, and verified
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o PR.AA-05: Access permissions, entitlements, and authorizations are defined in a policy,
managed, enforced, and reviewed, and incorporate the principles of least privilege andseparation of duties
o PR.AA-06: Physical access to assets is managed, monitored, and enforced
commensurate with risk•

Awareness and Training (PR.AT): The organization’s personnel are provided withcybersecurity awareness and training so that they can perform their cybersecurity-related
tasks
o PR.AT-01: Personnel are provided with awareness and training so that they possess theknowledge and skills to perform general tasks with cybersecurity risks in mindo PR.AT-02: Individuals in specialized roles are provided with awareness and training sothat they possess the knowledge and skills to perform relevant tasks with cybersecurity
risks in mind•

Data Security (PR.DS): Data are managed consistent with the organization’s risk strategy toprotect the confidentiality, integrity, and availability of informationo PR.DS-01: The confidentiality, integrity, and availability of data-at-rest are protectedo PR.DS-02: The confidentiality, integrity, and availability of data-in-transit are protectedo PR.DS-10: The confidentiality, integrity, and availability of data-in-use are protectedo PR.DS-11: Backups of data are created, protected, maintained, and tested•

Platform Security (PR.PS): The hardware, software (e.g., firmware, operating systems,
applications), and services of physical and virtual platforms are managed consistent withthe organization’s risk strategy to protect their confidentiality, integrity, and availabilityo PR.PS-01: Configuration management practices are established and appliedo PR.PS-02: Software is maintained, replaced, and removed commensurate with risko PR.PS-03: Hardware is maintained, replaced, and removed commensurate with risko PR.PS-04: Log records are generated and made available for continuous monitoringo PR.PS-05: Installation and execution of unauthorized software are preventedo PR.PS-06: Secure software development practices are integrated, and their performanceis monitored throughout the software development life cycle•

Technology Infrastructure Resilience (PR.IR): Security architectures are managed with theorganization’s risk strategy to protect asset confidentiality, integrity, and availability, andorganizational resilienceo PR.IR-01: Networks and environments are protected from unauthorized logical accessand usage

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o PR.IR-02: The organization’s technology assets are protected from environmental
threatso PR.IR-03: Mechanisms are implemented to achieve resilience requirements in normal
and adverse situationso PR.IR-04: Adequate resource capacity to ensure availability is maintained

DETECT (DE): Possible cybersecurity attacks and compromises are found and analyzed•

Continuous Monitoring (DE.CM): Assets are monitored to find anomalies, indicators ofcompromise, and other potentially adverse eventso DE.CM-01: Networks and network services are monitored to find potentially adverse
eventso DE.CM-02: The physical environment is monitored to find potentially adverse eventso DE.CM-03: Personnel activity and technology usage are monitored to find potentiallyadverse eventso DE.CM-06: External service provider activities and services are monitored to findpotentially adverse eventso DE.CM-09: Computing hardware and software, runtime environments, and their data
are monitored to find potentially adverse events•

Adverse Event Analysis (DE.AE): Anomalies, indicators of compromise, and otherpotentially adverse events are analyzed to characterize the events and detect cybersecurity
incidentso DE.AE-02: Potentially adverse events are analyzed to better understand associatedactivities
o DE.AE-03: Information is correlated from multiple sourceso DE.AE-04: The estimated impact and scope of adverse events are understoodo DE.AE-06: Information on adverse events is provided to authorized staff and toolso DE.AE-07: Cyber threat intelligence and other contextual information are integrated into
the analysis
o DE.AE-08: Incidents are declared when adverse events meet the defined incident
criteria

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RESPOND (RS): Actions regarding a detected cybersecurity incident are taken•

Incident Management (RS.MA): Responses to detected cybersecurity incidents aremanagedo RS.MA-01: The incident response plan is executed in coordination with relevant third
parties once an incident is declaredo RS.MA-02: Incident reports are triaged and validated
o RS.MA-03: Incidents are categorized and prioritizedo RS.MA-04: Incidents are escalated or elevated as neededo RS.MA-05: The criteria for initiating incident recovery are applied•

Incident Analysis (RS.AN): Investigations are conducted to ensure effective response andsupport forensics and recovery activities
o RS.AN-03: Analysis is performed to establish what has taken place during an incident
and the root cause of the incident
o RS.AN-06: Actions performed during an investigation are recorded, and the records’
integrity and provenance are preservedo RS.AN-07: Incident data and metadata are collected, and their integrity and provenanceare preservedo RS.AN-08: An incident’s magnitude is estimated and validated•

Incident Response Reporting and Communication (RS.CO): Response activities arecoordinated with internal and external stakeholders as required by laws, regulations, or
policieso RS.CO-02: Internal and external stakeholders are notified of incidentso RS.CO-03: Information is shared with designated internal and external stakeholders•

Incident Mitigation (RS.MI): Activities are performed to prevent expansion of an event andmitigate its effects
o RS.MI-01: Incidents are containedo RS.MI-02: Incidents are eradicated

RECOVER (RC): Assets and operations affected by a cybersecurity incident are restored•

Incident Recovery Plan Execution (RC.RP): Restoration activities are performed to ensure
operational availability of systems and services affected by cybersecurity incidentso RC.RP-01: The recovery portion of the incident response plan is executed once initiatedfrom the incident response process
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o RC.RP-02: Recovery actions are selected, scoped, prioritized, and performedo RC.RP-03: The integrity of backups and other restoration assets is verified before using
them for restorationo RC.RP-04: Critical mission functions and cybersecurity risk management are considered
to establish post-incident operational normso RC.RP-05: The integrity of restored assets is verified, systems and services are restored,
and normal operating status is confirmedo RC.RP-06: The end of incident recovery is declared based on criteria, and incidentrelated documentation is completed•

Incident Recovery Communication (RC.CO): Restoration activities are coordinated withinternal and external parties
o RC.CO-03: Recovery activities and progress in restoring operational capabilities arecommunicated to designated internal and external stakeholderso RC.CO-04: Public updates on incident recovery are shared using approved methods andmessaging

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Appendix B. CSF Tiers
Table 2 contains a notional illustration of the CSF Tiers discussed in Sec. 3. The Tiers
characterize the rigor of an organization’s cybersecurity risk governance practices (GOVERN) andcybersecurity risk management practices (IDENTIFY, PROTECT, DETECT, RESPOND, and RECOVER).
Table 2. Notional Illustration of the CSF Tiers

Tier
Tier 1:
PartialCybersecurity Risk Governance

Cybersecurity Risk Management

Application of the organizational
cybersecurity risk strategy is managed
in an ad hoc manner.

There is limited awareness of cybersecurity risks at theorganizational level.

Prioritization is ad hoc and notformally based on objectives or threat
environment.

The organization implements cybersecurity risk
management on an irregular, case-by-case basis.
The organization may not have processes that enablecybersecurity information to be shared within theorganization.
The organization is generally unaware of thecybersecurity risks associated with its suppliers and the
products and services it acquires and uses.

Tier 2: Risk
Informed

Risk management practices areapproved by management but may
not be established as organizationwide policy.

There is an awareness of cybersecurity risks at theorganizational level, but an organization-wide approachto managing cybersecurity risks has not been
established.

The prioritization of cybersecurity
activities and protection needs is
directly informed by organizationalrisk objectives, the threat
environment, or business/mission
requirements.

Consideration of cybersecurity in organizational
objectives and programs may occur at some but not alllevels of the organization. Cyber risk assessment oforganizational and external assets occurs but is not
typically repeatable or reoccurring.
Cybersecurity information is shared within theorganization on an informal basis.
The organization is aware of the cybersecurity risks
associated with its suppliers and the products andservices it acquires and uses, but it does not act
consistently or formally in response to those risks.

Tier 3:
Repeatable

The organization’s risk management
practices are formally approved andexpressed as policy.

There is an organization-wide approach to managing
cybersecurity risks. Cybersecurity information isroutinely shared throughout the organization.

Risk-informed policies, processes, andprocedures are defined, implemented
as intended, and reviewed.

Consistent methods are in place to respond effectively
to changes in risk. Personnel possess the knowledge andskills to perform their appointed roles andresponsibilities.

Organizational cybersecurity practices
are regularly updated based on theapplication of risk management
processes to changes inbusiness/mission requirements,
threats, and technological landscape.

The organization consistently and accurately monitors
the cybersecurity risks of assets. Senior cybersecurity
and non-cybersecurity executives communicate
regularly regarding cybersecurity risks. Executives
ensure that cybersecurity is considered through all lines
of operation in the organization.

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Tier

The NIST Cybersecurity Framework (CSF) 2.0
Cybersecurity Risk Governance

Cybersecurity Risk Management
The organization risk strategy is informed by thecybersecurity risks associated with its suppliers and the
products and services it acquires and uses. Personnel
formally act upon those risks through mechanisms suchas written agreements to communicate baseline
requirements, governance structures (e.g., risk councils),
and policy implementation and monitoring. These
actions are implemented consistently and as intended
and are continuously monitored and reviewed.

Tier 4:Adaptive

There is an organization-wide
approach to managing cybersecurity
risks that uses risk-informed policies,
processes, and procedures to address
potential cybersecurity events. The
relationship between cybersecurity
risks and organizational objectives isclearly understood and consideredwhen making decisions. Executives
monitor cybersecurity risks in thesame context as financial and otherorganizational risks. The organizational
budget is based on an understandingof the current and predicted risk
environment and risk tolerance.
Business units implement executive
vision and analyze system-level risks inthe context of the organizational risk
tolerances.

The organization adapts its cybersecurity practices
based on previous and current cybersecurity activities,
including lessons learned and predictive indicators.
Through a process of continuous improvement thatincorporates advanced cybersecurity technologies andpractices, the organization actively adapts to a changing
technological landscape and responds in a timely andeffective manner to evolving, sophisticated threats.
The organization uses real-time or near real-time
information to understand and consistently act upon the
cybersecurity risks associated with its suppliers and the
products and services it acquires and uses.
Cybersecurity information is constantly sharedthroughout the organization and with authorized third
parties.

Cybersecurity risk management is partof the organizational culture. It
evolves from an awareness of previous
activities and continuous awareness ofactivities on organizational systems
and networks. The organization canquickly and efficiently account forchanges to business/mission
objectives in how risk is approachedand communicated.

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Appendix C. Glossary
CSF Category
A group of related cybersecurity outcomes that collectively comprise a CSF Function.
CSF Community Profile
A baseline of CSF outcomes that is created and published to address shared interests and goals among a number oforganizations. A Community Profile is typically developed for a particular sector, subsector, technology, threat
type, or other use case. An organization can use a Community Profile as the basis for its own Target Profile.
CSF Core
A taxonomy of high-level cybersecurity outcomes that can help any organization manage its cybersecurity risks. Its
components are a hierarchy of Functions, Categories, and Subcategories that detail each outcome.
CSF Current Profile
A part of an Organizational Profile that specifies the Core outcomes that an organization is currently achieving (orattempting to achieve) and characterizes how or to what extent each outcome is being achieved.
CSF Function
The highest level of organization for cybersecurity outcomes. There are six CSF Functions: Govern, Identify,
Protect, Detect, Respond, and Recover.
CSF Implementation Example
A concise, action-oriented, notional illustration of a way to help achieve a CSF Core outcome.
CSF Informative Reference
A mapping that indicates a relationship between a CSF Core outcome and an existing standard, guideline,
regulation, or other content.
CSF Organizational Profile
A mechanism for describing an organization’s current and/or target cybersecurity posture in terms of the CSF
Core’s outcomes.
CSF Quick Start Guide
A supplementary resource that gives brief, actionable guidance on specific CSF-related topics.
CSF Subcategory
A group of more specific outcomes of technical and management cybersecurity activities that comprise a CSF
Category.
CSF Target Profile
A part of an Organizational Profile that specifies the desired Core outcomes that an organization has selected andprioritized for achieving its cybersecurity risk management objectives.
CSF Tier
A characterization of the rigor of an organization’s cybersecurity risk governance and management practices.
There are four Tiers: Partial (Tier 1), Risk Informed (Tier 2), Repeatable (Tier 3), and Adaptive (Tier 4).

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Certain commercial equipment, instruments, software, or materials, commercial or non-commercial, are identified
in this paper in order to specify the experimental procedure adequately. Such identification does not imply
recommendation or endorsement of any product or service by NIST, nor does it imply that the materials or
equipment identified are necessarily the best available for the purpose.
NIST Technical Series Policies
Copyright, Use, and Licensing Statements
NIST Technical Series Publication Identifier Syntax
How to Cite this NIST Technical Series Publication:
National Institute of Standards and Technology (2024) The NIST Cybersecurity Framework (CSF) 2.0. (National
Institute of Standards and Technology, Gaithersburg, MD), NIST Cybersecurity White Paper (CSWP) NIST CSWP 29.
https://doi.org/10.6028/NIST.CSWP.29
Contact Information
cyberframework@nist.gov
National Institute of Standards and Technology
Attn: Applied Cybersecurity Division, Information Technology Laboratory
100 Bureau Drive (Mail Stop 2000) Gaithersburg, MD 20899-2000
All comments are subject to release under the Freedom of Information Act (FOIA).

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