Continuity and cyber resilience
A cyberattack, a systems failure, a fire or a supplier going down: sooner or later something breaks. Business continuity is what decides whether that is a scare of a few hours or a blow you struggle to recover from. It means knowing in advance which processes cannot stop, how long they can hold without working and how to recover them, and having tested it before needing it. So that, when the bad day arrives, the business stays running and there is no need to improvise.
Business continuity and cyber resilience for companies, across Spain.
What it is
Business continuity is not about stopping anything from happening, that is impossible. It is about, when it happens, knowing what to do and the business holding up. That is cyber resilience: taking the blow and keeping operating.
The impact analysis (BIA) identifies the processes that cannot stop and how long they can hold without working.
Strategies and plans to get back to operating, with target times the business can accept.
A plan that is not rehearsed is useless. The exercises validate it and train the team for the bad day.
ISO 22301, NIS2 and DORA require the business to withstand and recover, and to be able to prove it.
The services
Three pieces that hold each other up: knowing what to protect, how to recover it and checking that it really works.
The master plan. The BIA identifies which processes cannot stop and how long they can hold, and defines how to keep operating when something fails.
Critical processes · BIA See continuity plan →The technical part (disaster recovery): how to bring systems and data back up after an outage, with target recovery times (RTO and RPO) the business can accept.
Systems · RTO/RPO See recovery →With a plan that is not rehearsed you do not know if it works. With table top exercises and recovery tests the crisis committee is trained and the failures are found earlier.
Table top · tests See exercises →How it fits
Continuity is not a PDF you sign and forget. It starts by understanding the business with the BIA. It continues with continuity and contingency plans that say who does what and in what order. And it is put to the test with exercises that bring out what fails.
Each test improves the plan and each change in the business updates it. That way, when the real incident arrives, the team is not reading a manual for the first time: it already knows what to do, and the company gets back to operating sooner.
Why Meta-Data
Continuity does not live apart. What our SOC detects and what incident response contains is exactly what the plan has to recover afterwards. Seeing it all together makes the plan realistic, not theory.
And we know what the standard asks for: we leave continuity ready to certify with ISO 22301 and aligned with what NIS2 and DORA require in terms of resilience.
How we work
An orderly method to build real resilience, without slowing down day-to-day operations.
With the BIA and the risk analysis we see which processes are critical and which threats weigh on them.
We build the continuity plan and the recovery plan, with realistic strategies and target times.
Crisis exercises and recovery tests that validate the plan and run crisis management with the team.
We review and improve the plan when the business changes, so it does not age.
Questions
With the business impact analysis (BIA): knowing which processes cannot stop and how long they can hold without working. Without that picture you do not know what to protect first or how much to invest, so it is the foundation of the whole plan.
The continuity plan (BCP) looks at the whole business: how to keep serving customers even if something fails. Disaster recovery (DRP) is the technical part: how to bring systems and data back up. The DRP is a piece of the BCP, it does not replace it.
Yes. ISO 22301 certifies continuity, and both NIS2 and DORA require the business to withstand and recover from an incident, and to be able to prove it. The plan and its tests leave the evidence that an audit asks for.
Backups are an essential piece, but they are not a plan. Without knowing what to recover first, in how much time and how to keep operating in the meantime, a backup does not guarantee a return to business. And a backup that has never been restored may not work on the bad day.
Little good. A plan kept in a drawer sounds fine until the incident arrives and nobody knows their role. That is why we rehearse it with crisis exercises and recovery tests: to find the failures before really needing it.
It depends on the size and on how many critical processes there are, but there is no need to wait until you have everything. You can start with the most critical and protect first what hurts most if it stops, and grow from there.
What would happen tomorrow if your systems went down today?
If the answer is not clear, that is the reason to have a plan. Let us start with the most critical part of your business.
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