Business continuity
KaitoSec connects BIA, recovery objectives, dependencies, plans and exercises to existing security context. Process owners know what must recover first; leadership sees what has actually been exercised.
Where friction starts today
Most business continuity plans are written to satisfy a clause and then filed where nobody looks. They name recovery times that were never tested, list contacts who left two years ago, and assume the people reading them under pressure will somehow know which version is current. The first real outage is where you find out none of that holds.
Continuity only works when it shares data with the rest of your security programme. The critical assets in your BIA are the same assets your ISMS already tracks. A risk flagged in security is often the exact scenario your recovery plan needs to cover. When continuity sits in its own silo, you maintain everything twice and trust none of it. When it sits next to the ISMS, the plan stays honest because it moves with the operation.
One data model
Modules are views on the same record, not separate databases. A change made here is the change every other module reads, with no export step and no second entry.
This module
Business Continuity
Shared data model
One asset, one risk, one control, one piece of evidence
Entry to evidence
An auditor rarely asks what the register says today. They ask who changed it, when, and on what basis. That trail is written while the work happens, so nothing has to be reconstructed at the end of the year.
One change
A risk is re-assessed
Written with it
Where it surfaces
Criticality
The BIA sets how long each process may be down. The recovery is rehearsed and evidenced. And because the same data carries emergency management, the BCMS gets a head start.
Business continuityOperating capability
Exercise passedDisruptionRestored · 2h 40mRTO budget 4h
Critical processes
01
Identify critical processes and services, model disruption impact over time and set RTO, RPO, MTPD and MBCO per process. Dependencies on assets, suppliers and downstream services are part of the same model your ISMS already uses.
02
Derive recovery requirements directly from BIA results. Define strategies with resource needs, alternatives, costs and feasibility, and link each strategy to the processes, assets and suppliers it protects. Nothing exists in a separate planning silo.
03
Plan tabletop and practical exercises, capture execution, findings and lessons learned, and connect follow-up actions to the tested plan. Evidence is created where the team tests readiness.
01
Run BIA at strategic, process, service or asset level. Score criticality, model impact curves and define recovery targets per object. KaitoSec uses the same asset and process register as your ISMS, so the BIA stays current without duplicate data entry.
02
Structure BIA results as concrete continuity requirements: target times, minimum operating level, critical dependencies, resources and owners. Strategies, workarounds and plans can then be built on a traceable basis.
03
Structured plans cover roles, escalation, communication, decision authority and dependencies. Plans are versioned, approved, distributed and acknowledged in the same workflow you use for policies, so the plan in force is always the plan people have actually read.
04
Plan and run tabletop walkthroughs, functional tests and full-scale simulations. Capture execution, findings, lessons learned and follow-up actions. Link exercises back to BC plans and recovery strategies to validate what works and what does not.
05
Define activation criteria and escalation paths from operational disruption to crisis. Status, decisions and communication remain logged and can be reused for reporting and evidence obligations.
06
BCM-specific audits are supported with structured evidence and traceability. Management reviews, exercise outcomes and incident follow-ups feed continuous improvement, so your BCM is a working system rather than a binder in a drawer.
A business impact analysis identifies the processes and services that have to keep running, scores the consequences of their disruption over time and sets recovery targets such as RTO, RPO and MTPD. Without it, every continuity plan is a guess. With it, the rest of your resilience programme has somewhere to start.
BCMS and ISMS share the same workspace, the same asset model, the same risk surface and the same evidence trail. A risk identified in your ISMS can drive a BIA update. A critical asset feeds both control selection and recovery planning. There are no duplicate registers and no silo handovers.
No. The BCM module is useful with or without certification. If you pursue ISO 22301, KaitoSec supports the full lifecycle. If you do not, the same module satisfies the continuity and resilience expectations of NIS2, DORA, BAIT, VAIT and customer due diligence.
A BC plan covers the overall response: which processes keep going, who decides, how the organisation communicates, how the business escalates. A disaster recovery plan covers the technical restoration of systems. KaitoSec carries both and keeps the relationships explicit, so neither plan drifts from the other.
ISO 22301, NIS2 and DORA all expect regular testing, typically at least annually for critical plans and more often for high-impact processes. KaitoSec schedules, documents and tracks exercises in the same place as the plans themselves, so the cadence is provable without manual record-keeping.
