Additionally, each port will have different OT systems due to its particular purpose - a cargo port for example will have more OT systems supporting the movement of shipping containers, whereas a cruise terminal will be focused on supporting the movement of people and will be mainly IT based.
As new technologies are
developed, they are often added as enhanced ‘bolt-on’ functionality to legacy OT systems built in the late 1990s or early 2000s; the beginning stages of automation.
In more recent years, these legacy OT systems have been connected to the internet to provide stakeholders with remote access to control and monitor the systems. And while the increasing digitalization and automation of systems and processes may deliver the prospect of greater efficiency and competitiveness within organizations, it can also create the opportunity for greater cyber risk exposure through increased potential ‘attack surfaces’ – the ways in which cyber-attackers can penetrate systems.
Organizations impacted by the new rule will need to demonstrate their ‘Cyber Resilience’ by being prepared, ready and able to defend and recover from any cyber incident that could threaten safety, security and productivity.
The IT/OT convergence can however cause boundaries to blur between IT network functions and OT critical control functions, making it more challenging for operators to fully understand how their systems interact with one another.
In a worst-case scenario, this misunderstanding could prevent the quick restoration of operations in the event of a cyber incident within a ship or facility network.
Key Steps to Improved Cyber Resilience
So how do you develop a more resilient Cybersecurity Program? There are four key areas an organization should consider – asset management, configuration management, vulnerability management and detection and response management. It can achieve this through:
- Securing what you know - Assessing criticality - Committing to continuous improvement
- Evaluating manual versus automated options
A key success factor is the collaboration between OT and IT operations to identify and bridge any gaps. All too often, OT and IT have worked in silo and have competing priorities in terms of availability and security. To create a robust cybersecurity program, these areas must work in harmony and be viewed holistically.
Equally important is the
engagement of Original Equipment Manufacturers (OEMs) and vendors in the cybersecurity program. Developing key relationships with these stakeholders is essential to ensure that cybersecurity measures are comprehensive and effective. By collaborating with OEMs and vendors, organizations can gain valuable insights and support in securing maritime operations.
Contracts with OEMs and vendors should be revisited and modified to include specific cybersecurity requirements. This involves defining roles and responsibilities, setting security standards, and establishing protocols for incident response and information sharing. By embedding these considerations into contractual agreements, organizations can facilitate each step required to enhance their cybersecurity posture.
In summary, a resilient cybersecurity program is built on the foundation of collaboration—both internally between OT and IT, and externally with OEMs and vendors. This integrated approach ensures a unified and proactive defense against cyber threats.
Step 1 – Visibility and control - securing known assets Securing assets begins with comprehensive documentation. Conduct an audit of your IT and OT networks to identify all hardware and software, gaining a deeper understanding of potential vulnerabilities and attack vectors. Consider how assets interact across the network, such as those that routinely leverage USBs for data transfer or those accessed during third-party vendor maintenance.
Step 2 – Assessing Criticality Criticality looks at which assets within an organization are most critical to mission priorities and operations. This will be unique to every organization and will take the collective effort of engineers, operators and business operations to truly define. Understanding the crown jewels of your network infrastructure and business applications can allow organizations to focus their effort and funding toward securing the most critical assets first.
Step 3 – Committing to the Process The process should be dynamic, with criticality at its core. Implement a Management of Change (MOC) process to evaluate, identify and manage risks before making significant changes. This helps to ensure that updates are documented, tested and implemented with minimal disruption to operations. Emphasize traceability, accountability and risk mitigation.
Cultural openness to change is essential for integration. OT risk management should be considered as important as IT risk management. This approach can help bridge the gap between IT and OT silos, helping to improve safety, security and compliance with new regulations.
60 | ISSUE 111 | MAR 2025 | THE REPORT
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