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What do you do when everything isn’t business as usual?

An IT system crashes, a cyberattack strikes, or a power outage causes operations to lose their footing. Imagine everything suddenly coming to a halt. It’s in those moments we truly see the difference between an organisation that hopes things will go well – and one that is prepared.

What is business continuity management?

Business continuity management is the art of building resilience. It’s about identifying what matters most in an organisation – processes, systems, suppliers, and knowledge – and ensuring that these can continue even when the unexpected happens. It’s not just about IT and technology, but equally about leadership, culture, and communication. A plan is only valuable if people know how to use it. The organisations that succeed best are often those that see continuity as part of everyday work, not as a side project. They practise, talk about risks, and use lessons from small incidents to stand stronger when the major challenges arise.

Why is continuity more important than ever?

We live in a time when change and uncertainty have become the new normal. Crises rarely come alone – geopolitical tension, climate change, cyber threats, and skills shortages affect every industry.

For energy companies, the challenge is particularly clear. Our power grids and energy systems are becoming increasingly digital and interconnected, while demands for sustainability, reliability, and cybersecurity continue to rise. An interruption in power supply quickly impacts the entire society – from hospitals and public transport to digital services and communication.

In this reality, business continuity management is no longer a “nice to have” – it’s a prerequisite for trust, business value, and social responsibility.

NIS-2 – a new standard for resilience

The new NIS-2 legislation (Network and Information Security Directive), coming into effect in Sweden in 2026, sets clear requirements for continuity. Energy companies, municipal power grids, water suppliers, and other critical infrastructure actors are all covered by the directive.

This means that organisations must be able to demonstrate that they have:

Updated continuity plans describing how operations will function during disruptions.
Clear allocation of responsibilities between technology, management, and operations.
Procedures for recovery and communication in the event of incidents.
Exercises and tests proving that the plans work in practice.

In other words, NIS-2 makes business continuity management a legally required part of cybersecurity work – but also a strategic opportunity to strengthen operational quality.

For the energy sector, this represents an opportunity to connect technical protection with human responsibility. When continuity is taken seriously, it creates a more resilient ecosystem where operations, business, technology, and leadership work towards the same goal: keeping society running.

Continuity is about people

It’s easy to think that business continuity management is mainly about processes, systems, and checklists – but in practice, it’s the opposite. It’s people who uphold continuity.

When something happens, it’s not the plan itself that saves the organisation – it’s the people who dare to make decisions, collaborate, and stay calm under pressure. That’s why continuity work must be built on empathy, communication, and trust.

A strong continuity plan only works if employees feel confident, understand their role, and trust one another. It requires leadership that not only plans for risks – but also builds culture.

How to get started

Getting started with business continuity management doesn’t have to be complex or overwhelming. The key is to start – and to do it together.

Identify what matters most. Which processes, systems, and resources are absolutely essential for your organisation to function?
Understand the risks. What could happen? How would it affect customers, employees, and society?
Plan and prioritise. What must be maintained at all costs, and what can be paused?
Train and test. Practise scenarios together – it builds both trust and learning.
Follow up and improve. Continuity isn’t a document on a shelf – it’s a living way of working.

The best continuity work doesn’t happen in a crisis, but in everyday life. It’s about building small habits of reflection, communication, and continuous improvement.

Security starts with understanding

Cybersecurity Month in October reminds us of the importance of protecting our systems. But true resilience is about more than technology – it’s about people, leadership, and the ability to stay grounded when the unexpected happens. For the energy sector, business continuity management isn’t just a requirement under NIS-2 – it’s an investment in security, trust, and social value. At Consid, we combine technology, strategy, and human understanding to help organisations build real resilience. We know that security isn’t created through documents, but through people who know what they’re doing – and why it matters.

Want to know more?

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