“The future of cloud computing is no longer about choosing a single provider – it’s about strategically leveraging multiple providers to achieve business objectives.” There has been a shift in thinking over the last few years from Which cloud should we use? to How can we maximise the potential of multiple clouds? SEAN COHEN, Chief Customer Delivery & Support Services Officer at BMIT discusses the use of Multicloud and hybrid cloud models.
Q. How would you define a multi-cloud strategy?
Think of a multi-cloud strategy like a diversified investment portfolio. The same principle applies to cloud strategy. It involves risk mitigation but also leveraging each provider's unique strengths.
There are many permutations and scenarios but consider the following: You might use Google Cloud's AI and machine learning capabilities for data analytics, AWS's extensive global infrastructure for your customer-facing applications, and Microsoft Azure for your enterprise applications that integrate seamlessly with your existing Microsoft environment. You could even add a Private Cloud hosting critical and sensitive data.
This isn't hypothetical; many organisations, including BMIT customers, have adopted a similar approach because it works well for their diverse needs and multi-site operations.
Q. We hear a lot of about the benefits... but what should compel a company to go for this approach?
Hybrid and multi-cloud environments offer compelling advantages. Their flexibility and scalability allow businesses to seamlessly expand operations by leveraging a combination of on-premises, public cloud resources and private cloud instances. This dynamic approach allows an organisation to scale to meet demand without the burden of overcommitting to infrastructure.
Cost efficiency is another significant benefit. By utilising public cloud services for less sensitive data and workloads, organisations can substantially reduce expenses while maintaining complete control over critical information stored on-premises or in a private cloud.
Enhanced security is also a key advantage, as sensitive data can remain within private cloud systems or on-premises environments, enabling organisations to adhere to regulatory requirements and safeguard their operations.
They also help avoid vendor lock-in. By strategically working with multiple cloud providers, businesses are not dependent on a single vendor, allowing them to choose the best services and tools to meet specific needs. You have greater freedom and improved performance. Workloads can be distributed across different environments, therefore optimising resources and reducing latency. User experience also improves.
Finally, there is a positive impact on organisational resilience. With multiple providers, you minimise the risk of downtime resulting from provider-specific issues, ensuring uninterrupted operations and greater peace of mind.
Q. There are also challenges and pitfalls if you are not careful. It's not the perfect answer to all tech problems?
Managing this model can be complex, requiring businesses to integrate and maintain resources across different environments, multiple links and so on. For these deployments to be successful, you need to have strong governance structures to ensure smooth operations and oversight.
Latency issues can also arise when data is transferred between on-premises and cloud environments, potentially impacting application performance and user experience.
While, overall cost optimisation is achievable, some capital expense may be required at the beginning. Nothing comes for free!
The complexity doesn't end there. Managing multiple environments often requires specialised tools and skilled personnel, which can be difficult for organisations lacking in-house expertise. This complexity can lead to increased management costs, as maintaining such an environment demands ongoing operational resources and investment.
Finally, security presents a significant challenge. Ensuring consistent security policies across various cloud providers is no small task, and the potential for inconsistencies can increase the risk of security breaches. For organisations with stringent compliance and security requirements, this is an area that calls for careful attention.
Q. Where do you begin?
If you're considering a multi-cloud strategy – or if you're already using multiple clouds but want to optimise your approach – start by assessing your current situation. What are your critical workloads? Where are your users located? What are your compliance requirements?
I always recommend starting from your business objectives, not the technology. For some organisations, based on their workloads and processes, a multi-cloud environment suits their business needs and objectives. For others, a single Cloud instance makes more sense.
The next step is to identify how you want your workloads to be managed. For example, some compute-intense processes would work better with a specific provider, a critical financial application might run on a private cloud infrastructure at BMIT, while your development and testing environments live on public clouds.
Q. What is the key to a successful implementation?
I think it’s very important that the goal isn't to use multiple clouds just for the sake of it – it's about creating an infrastructure that gives your business the agility, resilience, and performance it needs to be successful.
This calls for good planning, a clear vision and understanding of what it means to run a business across multiple clouds and multiple locations. Adopting a hybrid or Multicloud model is feasible with the right tools and the right advice.
BMIT has been helping clients with their hybrid and Multicloud models for many years, offering both private cloud options as well as connectivity to all the major Cloud Service Providers. We’re here to help any business exploring these options.
BMIT Technologies today reported record financial results for 2024, marking a year of strong performance and continued progress on its transformation strategy.
The company posted €33.6 million in revenue, up 17.2% year-on-year, while EBITDA rose 26.7% to €12.7 million. The board has approved a net dividend of €4 million, or €0.0189 per share, with a scrip option.
Alongside the financial performance, BMIT continued to evolve its business model with investments across cloud, digital infrastructure and cyber resilience. The company consolidated its position in Malta’s digital infrastructure space following the acquisition of passive mobile assets that power one of the country’s largest 5G networks, and also strengthened its multicloud capabilities through a majority stake in AWS-focused 56Bit Limited.
“2024 was a record-breaking year for BMIT,” Chairman Nikhil Patil told shareholders at the company’s Annual General Meeting today. “Not only did we deliver exceptional results, but we also undertook a fundamental transformation of our business and our business model.”
He added that the company’s long-term growth depends on continued diversification and strategic investment. “Every country now needs both a data centre strategy and a digital infrastructure strategy. BMIT is positioning itself to be central to both.”
CEO Christian Sammut said the results reflect the company’s disciplined execution and sharper focus on customer value. “The success we have achieved is the result of a clear strategic vision, the disciplined execution of this plan, and a continuous effort to put the needs of our clients first.”
BMIT also laid the groundwork for further growth. It expanded its managed services portfolio, added new capabilities in governance and compliance, and deepened its reach in hybrid IT. The company is now the only operator in its sector to make use of all subsea cables currently connecting Malta to international routes, strengthening its resilience and connectivity.
Looking ahead, BMIT said its 2025 priorities will remain focused on execution, capability-building, and sustainable growth. It is exploring opportunities in AI clusters, next-generation data centres, and supporting infrastructure to capitalise on the momentum created by AI. The company is actively exploring adjacent growth areas that complement its digital infrastructure strategy, with a focus on telecommunication infrastructures, emerging technologies and future-ready services.
The financial results for the year ended 31 December 2024 were approved at the company’s Annual General Meeting earlier today. The final dividend will be paid on 11 July 2025.
As a business owner or CEO, you know cybersecurity is a critical issue - every headline reminds you of the risks - but justifying hiring a full-time Chief Information Security Officer (CISO) on a tight budget feels out of reach.
Maybe it’s the cost, or maybe you’re unsure if your organisation even needs someone in that role full-time. What you do know is that leaving security to chance isn’t an option. You need someone who can assess the risks, create a plan, tell you what needs to be done and how.
This is where the Virtual CISO (vCISO) comes in.
A vCISO offers the high-level expertise of a traditional CISO without the significant cost or commitment of a permanent hire. A vCISO is a senior cybersecurity expert who works with your organisation as an external consultant or part-time resource. They step in as a strategic advisor, offering the insights and expertise to secure your business, manage risks, and meet compliance obligations. Think of them as a dedicated cybersecurity leader, on demand, when you need them.
Cybersecurity has become an executive-level concern. However, many organisations lack the budget for a full-time CISO. Meanwhile, the rise of flexible working models and the growing complexity of cyber threats created demand for a more adaptable, cost-effective solution. The vCISO role was born to fill this gap, providing the same level of expertise and strategic guidance as an in-house CISO but tailored to suit the unique needs and budgets of growing businesses.
BMIT offers a comprehensive range of cybersecurity solutions and services. Aside from standard security services like Threat Management and Security Monitoring and Response, the dedicated vCISO package covers every aspect of the role from security reviews, incident response planning and security training to policies and procedures, business continuity and DR and TableTop Exercises (TTX) among others. Each service within the vCISO offering can be tailored to a customer’s needs.
If cybersecurity is an area that is growing in importance but lacks focus, a vCISO may be the answer. You get the same leadership and expertise as a full-time CISO but on terms that align with your organisation’s budget and operational needs.
Look at the vCISO as a strategic partner first, and a cost-saving exercise second. They bring clarity to complex security challenges, allowing you to make informed decisions that support your business goals.
Engaging BMIT’s vCISO gives you peace of mind that you have an expert available when you need one. Every action, investment and decision are guided by someone who understands security but also your business requirements and the challenges you face. That mix of knowledge and experience is invaluable for a business that needs to prioritise security and resilience without breaking the bank.
It was a packed room at BMIT’s The Cybersecurity Imperative 2025 event, which brought together security professionals, business leaders, and technologists for a morning of practical insights and honest reflection. Now in its third year, this edition tackled a question that seems straightforward but remains challenging: what does ‘secure enough’ really mean?
The keynote from Dr Gege Gatt, CEO of London-based EBO.ai, set the stage by exploring how leadership needs to evolve to make better use of AI and emerging technologies. He stressed that genuine competitive advantage isn't about reacting to disruption but proactively preparing for it. Gege illustrated clearly how the most successful companies reshape their approach to leadership, build adaptability into their culture, and embed AI into their core strategies.
Patrick Camilleri, CEO of 56Bit, followed by reinforcing that despite significant advancements in cybersecurity tools and techniques, organisations still regularly stumble over fundamental practices. He pointed out common mistakes like poorly configured cloud environments, weak identity controls, and insufficient monitoring. Rather than chasing the latest, most sophisticated technologies, Patrick emphasised the importance of consistently addressing these basics as the foundation of genuine resilience.
Nicolas Yiallouros from Microsoft provided perspective on the rapidly growing threat landscape, particularly around identity-based attacks. He explained why relying only on multifactor authentication is no longer enough and introduced how Microsoft Entra helps organisations build a robust Zero Trust approach. Nicolas also highlighted how AI is changing identity protection and administration.
In another critical session, Cyrille Aubergier, a Senior GRC specialist at BMIT, detailed a deepfake-driven social engineering attack that cost a company $25 million. His analysis revealed worrying gaps in accountability across IT, HR, finance, and security teams, highlighting structural weaknesses in roles and responsibilities. Rather than offering easy fixes, Cyrille made a strong case for rethinking internal accountability and risk ownership to better face today's cyber threats.
Sean Cohen’s presentation offered a stark illustration of how basic security measures can sometimes create an illusion of safety. Using a simulated attack chain beginning from a seemingly harmless software download, he showed just how swiftly ransomware can compromise an entire organisation. Real-world cases, such as the Colonial Pipeline incident and Costa Rica’s government breach, reinforced his point that vulnerabilities often exist in overlooked areas or in decisions made without proper scrutiny.
Ekaterina Mayorova, a technologist specialising in cyberpsychology, introduced an important human-focused dimension to the discussions. She delved into how cognitive biases, manipulation tactics, and the nature of online interactions significantly increase user vulnerabilities. Her session highlighted the necessity of understanding human behaviour and psychology as essential parts of effective cybersecurity strategies.
Christian Bajada, Head of Information Security at BMIT, then brought attention to everyday operational issues that allow basic security gaps to persist. He cited practical examples like inconsistent verification of remote workers, slow adoption of modern authentication methods like passkeys, and the overreliance on MFA. Christian argued that organisations frequently become stuck in awareness without taking meaningful steps forward, using current threats like Silver Terrier and adversary-in-the-middle attacks to illustrate his point. He urged organisations to move beyond discussions and start implementing proactive measures.
The fireside chat moderated by BMIT’s CMO, Jack Mizzi, provided valuable real-world insights from Kenneth Ciangura (GO), David Vassallo (Cybersift), and Matthew Sciberras (Invicti). They discussed how organisations define and achieve ‘secure enough’ when threats evolve faster than security policies. The panel agreed that being ‘secure enough’ isn't static but constantly shifting, influenced heavily by organisational culture, context, and capabilities.
Finally, Vanessa Psaila, Head of Sales at BMIT, concluded the event by summarising key takeaways and announcing the launch of three new solutions designed to help businesses approach cybersecurity with a clear, structured plan to build resilience.
The recent breach at Marks & Spencer didn’t stem from a technical failure. It began with a phone call.
Attackers impersonated internal engineers and convinced help desk staff to reset passwords and disable multi-factor authentication. That gave them the foothold they needed to access domain credentials, escalate privileges, and ultimately deploy ransomware. Stores reverted to manual operations. Online sales stopped.
For a business built on digital efficiency, the disruption was immediate and serious.
This wasn’t about gaps in tooling. MFA was active. Security budgets had increased substantially. Yet one moment of misplaced trust was all it took to compromise the system. That’s not a flaw in the technology; it’s a flaw in how the process was executed.
Social engineering is designed to exploit people under pressure. It preys on urgency, familiarity, and the assumption of legitimacy. And when processes allow for that to happen, for example, when password resets or access changes don’t require verification beyond a single human interaction, the entire security model can be undermined.
This breach didn’t originate inside M&S. It started with a smaller third-party contractor. That’s significant. As internal systems become more secure, and in this case the door was firmly shut, threat actors are increasingly targeting suppliers, vendors, and partners. A smaller business with privileged access and less mature security makes for an ideal access point.
This is no longer just a vendor management issue. It’s a question of access governance. Which third parties can touch your systems, and under what conditions? How are their credentials managed? And critically, how is their activity monitored?
What’s worth noting, and often overlooked, is how M&S responded. Systems were isolated. Operations reverted to backup processes. Communications were managed. While not perfect, the company followed a plan. Many organisations don’t even have one.
Too often, the real damage in a breach comes not from the attack itself, but from the lack of coordination afterwards. That includes delayed disclosures, unclear roles, or even internal confusion over how to restore systems safely. M&S, for all the headlines, showed what it looks like to act on a well-rehearsed plan. That’s a lesson in itself.
The lessons here extend far beyond the particulars of the breach. At their core, they reinforce the idea that cybersecurity is not a matter of investment alone, but of clarity and preparedness.
Organisations must begin by reinforcing basic access procedures. A password reset or privilege escalation should never rely on a single interaction. There needs to be structured verification. This can happen through independent confirmation, callback procedures, or internal controls that can’t be overridden under pressure.
Equally important is the need to scrutinise third-party access. It’s not enough to assess vendors once and move on. Access should be reviewed regularly, not just technically but contractually, and every external relationship should be treated as a potential risk vector.
This ties directly into the question of preparedness. Every business, regardless of size, should have an incident response plan that clearly defines roles, communication channels, and recovery procedures. That plan should be stress-tested, rehearsed, and updated as the environment evolves. A well-executed tabletop exercise (TTX), by way of example, helps expose gaps in your response plan, clarify roles under pressure, and build the mindset needed to respond decisively when real threats emerge.
Yet these practical steps will always fall short without senior ownership. Security cannot remain an IT silo. It needs to be treated as a governance issue, driven by leadership and supported by external expertise where internal resources are limited. Governance is what ensures that good advice becomes consistent action, and that priorities align with risk.
Just as critical is the need for active threat monitoring and timely response. Managed detection and response (MDR) services are becoming essential for those without round-the-clock internal capabilities. Having visibility isn’t enough there must be capacity to act when anomalies surface.
But perhaps the most enduring lesson from this breach is cultural. M&S’s attackers didn’t find a backdoor; they persuaded their way in. That highlights the role of culture in resilience. Teams must be trained to spot suspicious behaviour, yes but more than that, they need to feel confident pushing back, questioning instructions, and slowing things down when something doesn’t feel right. Security, at its heart, depends on behaviour as much as infrastructure.
There’s no such thing as a secure organisation. However, there is one that’s well-prepared. The M&S breach was serious, but it wasn’t unique. The methods used are familiar. The access paths are common. The difference is how organisations anticipate, prepare for, and respond to these moments.
Smaller businesses might assume they’re not targets. In truth, they often face higher risk because the same level of resilience isn’t in place. But you don’t need a massive budget to get the fundamentals right. You need clarity, process, and a culture that understands cyber risk isn’t someone else’s problem.
In the end, resilience is measured not just by how well you prevent a breach, but by how effectively you respond when it happens.
Christian Bajada is Head of Information Security at BMIT Technologies plc. This article first appeared on Who's Who.
BMIT Technologies today announced it has finalised the acquisition of a 51% stake in 56Bit Limited, with the option to increase its shareholding over the next five years, subject to the company’s performance.
This strategic move strengthens BMIT Group's position as Malta’s leading provider of hybrid IT and cloud services and significantly enhances it's cloud portfolio - particularly in AWS technologies.
Through this investment, BMIT Group is gaining access to deep AWS expertise, specialised skills, and proven delivery capabilities. It also accelerates the Group's ability to provide vendor-agnostic, tailored cloud solutions - from migration to optimisation and managed services - and reinforces the commitment to delivering high-quality, secure, and scalable cloud solutions across multi-cloud environments.
Packages are more than just a collection of services
Do you think cybersecurity is just an IT issue? It’s not. It’s a business issue and one that could have a lasting impact on the company’s future. Security is often considered (and treated) as a collection of tools rather than a strategic advantage that builds customer trust, operational resilience, and ultimately, competitive edge.
BMIT have just announced three security packages based on what we’ve learned protecting businesses and where they stumble when it comes to security.
The Threat Management, vCISO, and Managed Detection and Response packages go beyond tools, checklists and compliance. They’re designed to integrate security into the business. Why? Because real security isn’t just about preventing attacks, it’s about building resilience and enabling growth with confidence.
Threat Management – Stopping Attacks Before They Happen
Every business has vulnerabilities: outdated software, human error, third-party risks. No system is perfect, attack surfaces are numerous, and attackers know that. The real challenge isn’t eliminating every risk (that’s impossible); it’s about dealing with the now and what you know.
Our Threat Management package combines vulnerability scanning, penetration testing by actual security professionals (not just automated tools), and real-time threat intelligence. But the real value comes from our approach: we help you build security thinking into everyday operations.
vCISO – Because Security Needs Leadership, Not Just Tools
You cannot handle cybersecurity like a to-do list: update firewall rules, update Windows, carry out compliance. These are just scattered efforts that miss a crucial element: Leadership.
Our vCISO (Virtual Chief Information Security Officer) service brings senior-level security expertise to your business without the cost of a full-time executive. Yes, we do point out risks and areas of weakness, but we align this activity with your business goals, helping you build trust with customers, strengthen compliance, and create a strong security culture among staff.
From security policy development to awareness training, this package isn’t just about meeting standards, it’s about setting them.
Managed Detection and Response – Because Downtime Is Not an Option
A cyberattack is a business issue. Data loss, reputational damage, operational downtime aren’t theoretical risks; they’re real consequences. The Managed Detection and Response package is not about sending alerts when something is suspicious or goes wrong. It means making sure the business has the right response in place before an attack even happens.
With continuous monitoring, daily reviews, expertise in managing SIEM (Security Information and Event Management), and rapid response, you get the knowledge to be able to act.
Looking at security from a different lens
Cybersecurity isn’t a product you buy once and forget about. We do things differently by offering proactive services that help businesses think ahead, planning for the future, today.
Each security package is designed to fill specific gaps in your security posture. Many clients will start with one service and expand as they mature. The question isn't which package is best but which risks pose the greatest threat to your specific business right now?
It’s time to start seeing a proactive approach to security as an advantage. The checkboxes come later. Unsure which package makes most sense? Let’s have a chat and discuss your business needs.
Cyrille Aubergier, Senior Compliance (GRC) Specialist at BMIT talks about making a success of security awareness training and to be wary of the pitfalls.
Errors typically stem from two primary sources: spoofing (phishing) and mishandling. In cases where errors arise from spoofing, the appropriate solutions are a strong security awareness programme and phishing tests, and I'll mention a few best practices.
When errors result from incorrect handling, privilege comes with responsibility. And this can be addressed in multiple ways, such as comprehensive technical training, “four-eyes” validation, and adherence to robust engineering principles for testing and implementation.
To return to your question, this disconnect is mainly due to the quality of the training programme. Live training sessions, whether remote or in-person, are more effective than recorded sessions or videos. Interactive and context-specific training is much more stimulating and impactful compared to traditional training.
Additionally, sharing real examples of security incidents that happen within the company (without naming individuals) will clearly highlight the consequences of security breaches that may affect you indirectly.
Traditional training can be unengaging when it fails to address current threats, current risks, and the evolving technical landscape. Training content disconnected from the company's ecosystem leads to disinterest among participants.
Organisations may underestimate the phishing risk but also the benefits of a robust cybersecurity awareness programme. This oversight is frequently due to budget constraints or the lack of well-defined Key Performance Indicators (KPIs). Without clear metrics to evaluate effectiveness it becomes challenging to measure benefits and justify the cost.
They need to shift their mindset from compliance to competence. The goal should not just be to meet regulatory requirements; it should be to help employees to make smart security decisions every day. A key strategy will be to adapt the training to the audience. For example, “An introduction to Cybersecurity” will enforce your code of conduct with all staff. A Table-Top Exercise (TTX) will educate and empower they key people who may one day find themselves handling a security incident.
Organisations should tailor their programmes to align with the local and technical context, as well as their existing security policies. Aligning training materials with the organisation's Code of Conduct will help in clarifying acceptable behaviours and prohibited actions, which can lead to the errors we mentioned earlier. Additionally, we all agree that confidential information must be encrypted when sent over the Internet. This is mentioned in almost every security policy, and technical solutions exist to manage this. Training materials should include practical guidance on how to use encryption with email.
Take the universal nature of cyber threats. Cybercriminals use similar psychological tactics whether targeting individuals at work or at home, aiming to compromise personal, professional data or the company itself. Highlighting this dual threat can motivate employees to consider a fundamental question: “How can I protect myself and my family?” This underscores the importance of vigilance at all times.
Maintaining a regular frequency of cybersecurity training is key. Most regulations suggest a minimum of once a year, but it depends on how your phishing risks have been evaluated. Additionally, just as security policies and codes of conduct are periodically updated to reflect new technologies, threats, and business changes, training content should also be regularly refreshed.
Cybercriminals target all employees in search of the "weakest link”. But we must remember that it is the leadership's responsibility to ensure that all weaknesses are properly addressed. And to choose the appropriate security awareness programme that will mitigate the phishing risk.
To measure their effectiveness, you can incorporate interactive elements like open questions, anonymised quizzes, use cases, and discussions to validate understanding and improve impact. The programme can also be measured using two indicators: trends in the number of phishing incidents and periodic phishing tests. These tests are the only way to measure KPIs such as the number of clicks on malicious links, the number of ignored emails, and the number of reports of suspicious emails, which will help evaluate the current risk. The goal is to encourage employees to report any dubious emails. What is worse than an employee falling for a phishing trick? Not reporting it.
Empowering humans remains a critical component of cybersecurity. Despite advancements in technology and artificial intelligence, we are all still receiving unsolicited emails - and for more than 50 years! Humans are and will remain the first line of defence. Focus on creating a culture of security, where employees feel involved and engaged to take the right decision every day. Building this culture requires continuous reinforcement, role-specific training, leadership involvement, and the use of appropriate technology. By investing in the education and empowerment of employees, organisations can significantly enhance their global security posture.
BMIT Technologies backs Maltese para powerlifting talent on road to 2028
Nick Mercieca, the Maltese para powerlifting athlete, has set his sights on the 2028 Paralympic Games in Los Angeles, and his preparations have been boosted by new backing that will help him take on a rigorous international schedule in the years ahead. BMIT Technologies has just announced that it will be the athlete’s main partner on his journey to the Games.
For the next three years, Nick has a packed calendar of training camps, international events, and elite competitions that will shape his path and ambition to earn a Paralympic qualification spot.
“My focus has always been the Paralympics. LA 2028 is the goal,” said Nick. “I train every day to earn that place, and this support from BMIT means I can fully commit to that journey. It’s more than a sponsorship, it’s a belief in what I’m working towards and the Paralympic spirit we uphold. Paralympic sport shows us how far we can push ourselves, no matter the obstacles we may face in life.”
Nick’s sporting credentials already speak volumes. A karate black belt and para rowing world record-holder, he has quickly emerged as a promising talent in the world of para powerlifting. At the recent World Para Powerlifting World Cup in Tbilisi, Georgia, he became Malta’s first international para powerlifter in history, placing 1st place in total lift and 2nd for best lift in the ‘Next Generation’ category for 18-20-year-olds. His development in the sport has drawn attention for both his athletic potential and his sheer determination.
“When we met Nick, we immediately saw someone who reflects the values we believe in - resilience, purpose, and a relentless drive to improve,” said Christian Sammut, CEO of BMIT Technologies. “We’re proud to support his journey and hope our backing helps him reach the world stage.”
The sponsorship forms part of BMIT Technologies’ broader commitment to supporting local talent and inclusivity in sport. Nick will now enter a critical period of development and competition, with upcoming events playing a key role in building his international ranking and experience.
A security policy is a formal set of rules that defines how your organisation protects its information assets and systems. It outlines the necessary actions to prevent unauthorised access, use, disclosure, modification, or destruction of data and infrastructure.
If your business handles sensitive data - such as customer information, financial records, intellectual property, or confidential communications - a security policy is essential.
A security policy helps manage security risks and incidents in a consistent, structured manner. It clearly sets expectations for employees, customers, and partners, establishing accountability and trust. In regulated industries, a formal policy is often mandatory to demonstrate compliance with legal and regulatory standards.
A well-defined, regularly updated policy signals that your organisation is prepared to handle the potential impact of a data breach or cyber incident. It also helps build credibility and demonstrates that you take security seriously.
However, developing a strong policy isn’t a one-off task, it must evolve alongside your business and the threat landscape.
Define Objectives and Scope
Clarify the goals of your security policy: what assets and systems it covers, who is affected, and how the policy supports your broader business strategy and values.
Conduct a Risk Assessment
Identify the key threats and vulnerabilities facing your organisation. Where are the gaps? What risks are most severe? This assessment helps define the right controls and priorities.
Set Security Requirements
Use the insights from your risk assessment to define specific rules, standards, and minimum expectations. These should apply to staff, partners, contractors, and any other third parties with access to your systems.
Communicate Clearly
Use plain, accessible language to explain the policy. Avoid jargon. Many staff members won’t be security experts. Everyone needs to understand and accept their responsibilities.
Implement and Enforce
Define clear steps for compliance. Provide training, tools, and ongoing support. Establish processes for reporting incidents, conducting audits, and updating the policy.
Evaluate and Improve
Regularly assess how well your policy is working. Gather feedback, track effectiveness, and adjust as needed to reflect changes in your business or the threat environment.
Your security policy should address multiple aspects of information security. Core areas include:
Password Management
Require strong passwords and multi-factor authentication.
Access Control
Follow least privilege or zero-trust principles. Give users only the access they need.
Data Encryption
Encrypt data both at rest and in transit using current best practices.
Employee Training
Educate staff on password hygiene, phishing, and incident response.
Third-Party Access
Ensure vendors and partners follow the same security standards as your internal team.
Network Security
Implement and maintain firewalls, intrusion detection systems, and VPNs for secure remote access.
Mobile Device Management
Apply security controls to work devices - such as strong passcodes, remote wipe capabilities, and device encryption.
A comprehensive, realistic, and regularly maintained policy fosters a culture of awareness and helps the entire organisation remain resilient against evolving threats.
BMIT provides a number of related services to help businesses with audits and compliance if they don't have the necessary expertise or resources. Want to create a robust security policy that protects your business? Contact us today to get started.