Tag: Incident Response (Detect & Respond)

Glen Williams at Cyberfort describes five ways to elevate security measures beyond the UK’s Cyber Essentials Plus security standard

While cyber-security couldn’t rank a higher priority in the boardroom, there’s potentially a greater risk on the cyber-security agenda. It seems friction amongst leadership is creating a divide in business between the lack of a CISO or cyber-security representative at board level and the high cyber-security risks. This cavalier approach may in itself weaken cyber-defences and leave companies wide open to successful breaches.

In fact, the UK Government’s cyber-security breaches 2025 report reflects board reduction in specialist cyber-security representation, to the extent that board-level responsibility for cyber-security at company-director level has decreased from 38% to 27% over the last four years. But with almost three-quarters (72%) of business respondents seeing cyber-security as a ‘high priority’, there is a clear disconnect between the board responsibilities required and cyber-security reality.

This is likely the reason for the low average CISO tenure being estimated at 18 to 26 months, according to the CISO Workforce and Headcount 2023 Report from Cybersecurity Ventures.

The UK Government cyber-security breaches report also tells us that current threat levels for UK businesses remain high, with as many as 43% of businesses and three in ten charities experiencing some kind of cyber-security breach or attack in the last 12 months. Being targeted is inevitable, and security teams must plan for a successful breach.

Cyber-security complacency at board level

With more CISOs stepping away from the boardroom, and in an increasingly active and intelligent cyber-threatscape featuring ransomware and highly targeted social engineering attacks, it’s likely that their board director peers aren’t qualified to step up to the ownership of cyber-security responsibilities.

There is clear evidence of the need for information security representation at board level. Research by the World Economic Forum shows that those organisations that have strong executive involvement in cyber-security are 400% more likely to repel or rapidly recover from an attack.

In fact, Cyberfort’s own customer research has highlighted an alarming complacency – that many businesses consider a Cyber Essentials Plus (CE+) certification sufficient to keep their organisation secure and fulfil board requirements. As high-profile breaches continue to dominate the media agenda, this is a high-risk strategy.

Limitations of CE+

Cyber Essentials Plus is a Government-backed certification scheme recommended as the minimum standard of cyber-security for organisations. Cyber Essentials launched in 2014 to offer a self-assessment process for adequate protection. The CE+ certification requires the same protections, along with vulnerability testing which requires external auditing before a pass can be achieved.

CE+ covers five basic areas, which might at one point have been sufficient to counter cyber-risks: patch management, access control, malware protection, secure configuration, and boundary firewalls.

Yet one of the greatest shortcomings of the CE+ strategy is the lack of information on real-time threat detection and response, an essential tool for the earliest threat detection. CE+ wasn’t designed to protect organisations against advanced persistent threats (APTs), targeted attacks, or any evolving techniques by criminal groups, which are so prevalent today.

According to the UK Information Commissioner’s Office (ICO), over 80% of successful cyber-security incidents begin with phishing, yet CE+ has no requirements around simulated phishing or awareness training beyond general advice.

Five ways to elevate cyber-security protection

In taking the following cyber-security measures, security leaders will have the best chance of being protected in the event of a cyber-attack: 

Real-time threat detection and response
The use of Security Operations Centres (SOC), Security Information Event Management (SIEM) platforms, and Endpoint Detection and Response (EDR) are the most effective ways to counter a cyber-attack.

Phishing and social engineering resilience
This is the only way of outsmarting social engineering attacks where emails are highly personalised and look like they are coming from a known person.

Cloud and hybrid environment protection
CE+ still assumes a traditional network perimeter, ignoring many risks associated with modern SaaS, IaaS, and BYOD environments. The complexities of growing ecosystems are allowing vulnerabilities to grow.

Business continuity and incident response planning
Most remarkably, there is no requirement under CE+ to prove you can recover from a ransomware attack or data breach. Planning for the worst to occur is essential to fully understand potential risk.

Third-party and supply chain risk
As seen in recent high-profile breaches, attackers often exploit third party vendors or contractors to access their targets. As CE+ does not assess or govern these relationships, it’s up to each business to connect with its supply chain on relevant risks.

Consequences of gaps in protection

There are some serious risks associated with investing in and relying on CE+ alone. To start with, there are hefty fines payable for non-compliance, with the average ICO fine for a serious cyber-incident in the UK being £153,722 in 2024.

Insurers are also increasing demands, with some underwriters insisting on evidence of 24/7 monitoring and incident response plans to stay covered. Business partnerships are also becoming dependent on a company’s cyber-security posture, with rising expectations of ISO 27001 or sector-specific certifications such as NHS DSPT or PCI-DSS compliance.

The knock-on effects of a business’s reputational and financial damage can’t be ignored. According to Hiscox’s 2024 Cyber-Readiness Report, almost half (47%) of organisations struggled to attract new customers following a successful cyber-attack. A major UK-based systems integrator suffered a breach in 2023 that cost £25 million in recovery, fines, and lost business, despite having security certifications.

The impact on business operations can be extensive with far-reaching consequences. In 2024, the average ransomware incident led to 21-24 days of downtime and cost $2.73 million, according to NinjaOne.

Four key actions security leaders must take

Ultimately, information security decision-makers must take four key actions to ensure their organisation is secure, resilient and compliant:

Ensure board-level oversight of cyber-risk through regular briefings, KPIs, and executive ownership

Commission an independent cyber-risk assessment that goes beyond Cyber Essentials Plus

Invest in detection and response capabilities – whether in-house or outsourced

Adopt a recognised security framework such as the NCSC’s Cyber-Assessment Framework, NIST Cyber-Security Framework (CSF) 2.0, or ISO 27001

Organisations must recognise that CE+ certification is not sufficient to counter today’s cyber-threats: it is only a baseline standard.

As threat actors are evolving faster than defences, cyber-security leaders and those who are responsible for cyber-security at board level, must have advanced detection capabilities to identify threats as they arise. This means elevating practices beyond CE+ and adopting new tools and measures that will maximise their defences, with proactive planning for a breach that can limit impact on the business, stakeholders, customers, employees and the supply chain, should the worst occur.

Moving forward as organisations navigate through the cyber-security world, one thing is clear. Cyber Essentials Plus is the beginning, not the end. By acting now, business directors and cyber-security teams can safeguard their organisations, protect stakeholder trust, and meet their obligations in an increasingly hostile threat landscape.

Cyber threats are evolving at an unprecedented pace, growing more sophisticated and harder to detect. In response, organisations are investing heavily in cutting-edge technologies, from firewalls and encryption to AI-powered threat detection systems. While these tools are essential, there is a growing tendency to rely too heavily on technology alone, overlooking a crucial element in the cyber security equation – people.

It is often said that humans are the weakest link in security, but this narrative is outdated and misleading. In reality, people can be the strongest line of defence, when they are properly trained, supported, and empowered. Cyber security is not just a technical challenge; it is a human one. The ability to recognise phishing attempts, follow secure practices, and respond swiftly to incidents often determines whether an attack succeeds or fails.

People are not the weakest link; they are the critical differentiator. At Cyberfort we believe it is time to shift the focus and invest in human resilience as much as technological strength.

Human Factor

According to the 2025 Verizon Data Breach Investigations Report (DBIR), approximately 60% of all confirmed breaches involved a human action, whether it was clicking on a malicious link, falling victim to social engineering, or making an error like misdelivering sensitive data. This statistic underscores a critical truth, while technology plays a vital role in cyber security, human behaviour remains a central factor in both risk and resilience. Rather than viewing people as the problem, organisations must recognise them as a powerful part of the solution. With the right training, awareness, and support, employees can become proactive defenders, identifying threats, reporting anomalies, and making informed decisions that technology alone cannot.

Culture and Behaviour

At the heart of a cyber resilient organisation is a culture that values open communication, psychological safety, and shared responsibility. These cultural traits shape the everyday behaviours that determine how effectively an organisation can prevent, detect, and respond to cyber threats.

Employees are encouraged, not punished, for reporting risks, mistakes, or suspicious activity. This openness ensures that potential threats are surfaced early and addressed quickly. Silence, often driven by fear of blame, is replaced with transparency and trust.

Mistakes are treated as learning opportunities. By shifting from a blame culture to a learning culture, organisations empower employees to speak up, share insights, and continuously improve. This mindset fosters resilience and agility in the face of evolving threats.

Cyber security is seen as everyone’s job, not just IT’s. When employees understand how their actions impact the organisation’s security, they are more likely to adopt secure behaviours and support one another in doing the same.

Human Judgement vs Tech

Even the most advanced AI systems cannot replicate human intuition. While automated tools are essential for detecting known threats at scale, they often lack the contextual awareness and critical thinking that trained employees bring to the table. A vigilant team member who questions a suspicious email or flags unusual behaviour can catch what algorithms might overlook. Their ability to escalate concerns quickly can mean the difference between a contained incident and a full-scale breach.

Humans provide reasoning, context, and prioritisation, qualities that machines cannot fully emulate. Cyber resilience is not just about identifying threats; it is about balancing risk, cost, and operational impact. These are nuanced decisions that require human understanding and judgment.

Technology is powerful, but it is people who make it effective. Empowered employees are not just part of the defence; they are the heart of it.

Cross Functional Collaboration

Cyber resilience is not the sole responsibility of the IT or security team; it is a shared effort that spans the entire organisation. Building a truly resilient posture requires cross-functional collaboration, bringing together departments like HR, Legal, Communications, Risk, and Operations. Each team plays a unique and vital role in preparing for, responding to, and recovering from cyber incidents.

• HR ensures that security awareness is embedded into onboarding, training, and culture.
• Legal helps navigate regulatory obligations, breach notification requirements, and liability concerns.
• Communications manage internal and external messaging during a crisis to maintain trust and transparency.
• Operations and Risk assess business impact and coordinate continuity plans.

One of the most effective ways to strengthen this collaboration is through crisis simulations and tabletop exercises. These simulations test not just technical responses, but decision-making, communication, and coordination across teams, turning theory into practice and exposing gaps before real threats strike.

Leadership

Leadership and management play a pivotal role in shaping an organisation’s cyber resilience culture. When leaders actively model good security behaviour, such as using strong passwords, reporting phishing attempts, and following data protection protocols, they send a powerful message – cyber security is everyone’s responsibility. Their actions set the tone from the top, influencing how employees perceive and prioritise security in their daily work.

This leadership commitment must extend to the board level, where cyber security is treated as a strategic business risk, not just a technical issue. Board-level accountability ensures that resilience is embedded into governance, risk management, and long-term planning. When directors ask the right questions and demand regular updates on cyber posture, it reinforces the importance of security across the organisation.

Buy-in from management is not just symbolic; it is strategic. Leaders must champion resilience initiatives, allocate resources for training, and integrate cyber security into broader business goals. They also play a key role in setting behavioural norms, reinforcing secure practices through communication, recognition, and consistent example.

When leadership leads by example, from the boardroom to the front line, cyber resilience becomes part of the culture, not just a compliance checkbox.

From Theory to Practice

Organisational Resilience
A well-trained workforce is not just a support function; it is a frontline defence and a cornerstone of cyber resilience. True resilience is achieved when cyber security is embedded into the values, behaviours, and everyday actions of everyone in the organisation, not just the IT or security teams. This means cultivating a culture where security is second nature, from how emails are handled to how data is shared and stored.

Embedding this mindset requires more than annual training modules. It involves ongoing education, leadership buy-in, and visible reinforcement of secure behaviours. For example, Microsoft has implemented a company-wide security culture program that includes regular phishing simulations, gamified learning experiences, and executive-led security briefings. These initiatives are tailored to different roles and risk levels, ensuring relevance and engagement across the board.

The result? Employees become active participants in defence, spotting threats early, responding appropriately, and reinforcing a culture of vigilance and accountability.

Engaging Training
Cyber security training must go beyond the traditional “check-the-box” approach. To be effective, it needs to be engaging, relevant, and continuous. This means using storytelling, real-world scenarios, interactive simulations, and up-to-date threat examples that resonate with employees’ daily experiences. When training is relatable and dynamic, it not only captures attention but also builds lasting awareness and practical skills.

Effective training empowers staff to detect and respond to threats quickly, reducing the risk of breaches and enabling them to contribute to the development and safe use of new technologies. It also fosters a culture where security is seen as a shared responsibility, not just an IT concern.

A standout example is Google’s Security and Privacy Training Program, which uses gamified learning, phishing simulations, and scenario-based exercises tailored to different roles. Employees are regularly tested with real-time challenges, and the program evolves with emerging threats, keeping security top of mind and skills sharp.

Recognition and Reward
Recognising and rewarding good cyber security behaviour is a powerful way to reinforce a culture of resilience. When employees feel that their efforts to stay secure are noticed and appreciated, they are more likely to remain vigilant and engaged. Celebrating individuals or teams who demonstrate strong cyber hygiene, such as reporting phishing attempts, following secure data handling practices, or contributing to awareness initiatives, helps normalise and encourage these behaviours across the organisation.

Recognition does not have to be complex. It can range from shout-outs in team meetings and internal newsletters to formal awards or incentives. The key is consistency and visibility.

A best practice example comes from an American company called Salesforce, which runs a “Security Champions” program. Employees across departments are nominated for their proactive security efforts and receive public recognition, exclusive training opportunities, and branded rewards. This not only boosts morale but also builds a network of internal advocates who help spread security awareness organically.

By celebrating the right behaviours, organisations reduce human error and strengthen their first line of defence, their people.

Review and Response
Cyber security is most effective when it is treated as a shared responsibility, not just an IT function. One of the most impactful ways to reinforce this is by regularly collecting feedback from employees on what is working, what’s unclear, and where improvements are needed. This two-way dialogue encourages ownership, reinforces learning, and helps build a culture of vigilance and continuous improvement.

Feedback mechanisms can include anonymous surveys, post-training evaluations, suggestion boxes, or open forums during team meetings. The key is to act on the feedback, showing employees that their insights lead to real changes.

A best practice example comes from a UK company called PwC, which integrates cyber security feedback loops into its broader risk culture program. After simulations or incidents, employees are invited to share their experiences and suggestions. This feedback is then used to refine training, update policies, and improve response plans. The result is a more engaged workforce and a security strategy that evolves with real-world input.

By listening to employees and responding meaningfully, organisations not only improve their defences but also foster a sense of collective responsibility and trust.

Case Studies

Click on the navy blue boxes below to read each case study.

Ministry of Defence Payroll Data Breach (2024) – Human Oversight Led to Exposure

UK Retail Sector Ransomware Attacks (2024–2025) – Human Error as Entry Point

Co-Op – Swift Human Detection and Containment, just days after the M&S breach

In 2024, a major breach occurred at Shared Services Connected Ltd (SSCL), a contractor for the UK Ministry of Defence. The incident compromised sensitive payroll data for over 272,000 current and former military personnel, including personal and financial information.

While the breach was executed through external compromise, investigations pointed to inadequate internal controls and oversight, including poor access management and insufficient employee awareness of data handling risks. This case underscores how human oversight and weak internal processes can expose even highly sensitive government data to exploitation.

Several human-led response actions were taken to contain the damage and begin recovery:

• Immediate Government Oversight and Transparency: UK Defence Secretary Grant Shapps addressed Parliament, confirming the breach and identifying SSCL as the contractor involved. This public acknowledgment helped establish transparency and accountability from the outset.
  
• Rapid Notification and Support for Affected Personnel: The Ministry of Defence prioritised notifying individuals whose home addresses and financial details were exposed. Affected personnel were offered access to commercial data protection services, including credit monitoring and alerts for suspicious activity.
  
• Cross-Government Review and Human Oversight: The Cabinet Office launched a full review of SSCL’s work across government, not just within the MoD. This involved bringing in specialist analysts to assess internal controls, data handling practices, and contractor oversight, a clear example of human-led auditing and governance.
  
• Focus on Cultural and Procedural Reform: The breach prompted a broader conversation about internal oversight, employee awareness, and access management. While technical fixes were part of the response, the emphasis on reviewing human processes and decision-making reflects a shift toward strengthening the human layer of cyber resilience.

These actions demonstrate how, even after a breach caused in part by human oversight, people were central to the response and recovery, from leadership transparency to operational containment and long-term cultural reform.

Several high-profile UK retailers, including Marks & Spencer, Harrods, and Co-op, were targeted in ransomware attacks where human error played a central role. In these cases, employees were tricked into clicking malicious links or downloading infected attachments, allowing attackers to gain access to internal systems.

These incidents highlight the ongoing vulnerability of even well-resourced organisations when cyber hygiene and awareness are not embedded across all levels. In response, many of these companies have since implemented enhanced phishing simulations, role-based training, and stricter access controls to reduce human risk.

The recovery was driven by people:

M&S also launched internal awareness campaigns to reinforce secure behaviours and prevent future incidents.

• IT and cyber security teams worked around the clock to isolate affected systems and restore operations.
  
• The CEO issued a public apology, reinforcing transparency and accountability.
  
• Customer service teams were mobilised to support affected users, including guiding them through password resets and addressing concerns about data exposure.
  
• M&S also launched internal awareness campaigns to reinforce secure behaviours and prevent future incidents.

Co-Op was targeted in an attempted ransomware attack. However, human vigilance made the difference:

• The IT security team detected the intrusion early and took proactive steps to shut down systems before the ransomware could fully deploy.
  
• This quick action minimised disruption, keeping stores and websites operational.
  
• Co-op issued clear internal guidance to its 70,000 staff, including instructions to keep cameras on during remote meetings and avoid recording calls, a move aimed at preventing further exploitation.
  
• The company praised its internal teams for their rapid, coordinated response, which helped contain the breach and protect customer data.

These incidents show that while human error can open the door to cyber threats human action, when empowered and prepared, is also the key to resilience and recovery.

Final Thoughts

Technology will always be a cornerstone of cybersecurity, enabling detection, automation, and defence at scale. But technology alone cannot adapt, reason, or care. It is people who bring resilience to life. They are the ones who notice the unusual, ask the right questions, escalate concerns, and recover systems under pressure.

By investing in your people, educating, empowering, and engaging them, you do not just build a secure organisation, you build a resilient one. One that can anticipate, absorb, and adapt to threats, not just react to them.

Cyber resilience is not just about systems, firewalls, or AI. It is about culture, communication, and collective responsibility. It is about creating an environment where every individual understands their role in protecting the organisation and feels confident to act.

In the end, resilience is not built by machines, it is built by people. And its people who will make the difference when it matters most.

For more information about Cyberfort Cyber Resilience services please contact us at [email protected].  

Deepfakes, a portmanteau of “deep learning” and “fake,” refer to synthetic media, primarily videos or audio recordings generated or altered using artificial intelligence (AI) to depict people saying or doing things they never actually did. While deepfakes began as an entertainment or novelty tool, their growing sophistication has positioned them as a credible threat in the world of cybersecurity.

As organisations strengthen their digital defences against traditional attack vectors such as phishing, malware, and ransomware, deepfakes represent a newer and less-understood frontier. One that leverages AI to manipulate perception, erode trust, and bypass existing safeguards. This article explores the role of deepfakes in cybersecurity, how they are used maliciously, the implications for trust and identity, and the emerging defences and detection strategies within the cyber community.

Deepfakes as a Cyber Threat

The most immediate cybersecurity risk of deepfakes is their use in social engineering attacks. Traditionally, attackers might rely on spoofed emails or fake websites to trick individuals into revealing credentials or transferring funds. Deepfakes take this to a new level by adding highly convincing audio or video to impersonate individuals with significant authority, such as CEOs, CFOs, or even political leaders.

For example, there have already been high-profile cases where attackers used AI-generated voice deepfakes to impersonate executives and instruct employees to transfer money or share sensitive information. In 2019, criminals reportedly used a voice-cloned recording of a CEO’s speech patterns to trick an executive into transferring €220,000 to a fraudulent supplier. The deepfake mimicked not only the voice, but also the tone and urgency typical of the real executive, making the attack highly believable.

This kind of deception can bypass traditional email filtering and spam detection technologies, as the attack may take place via phone call or embedded media within a trusted communication channel like Teams, Zoom, or Slack. The threat landscape now includes synthetic impersonation, where deepfake audio or video is used to facilitate business email compromise (BEC), account hijacking, and financial fraud.

Impact on Trust, Identity, and Verification

The emergence of deepfakes challenges one of the foundational assumptions of cybersecurity: trust in verified identity. In both the corporate and public domains, trust in identity is paramount, whether that’s a voice on a call, a face in a video meeting, or a recorded message from a government official.

As deepfake technology becomes more accessible and cheaper to produce, attackers can exploit the “assumed authenticity” of media formats that were once considered difficult to fake. This leads to increased scepticism around the legitimacy of communications, which can paralyse decision-making and slow down operations.

For instance, in crisis scenarios such as ransomware attacks or geopolitical events, misinformation campaigns powered by deepfakes could manipulate public sentiment, incite panic, or create confusion around who is saying what. The implications for information integrity are profound, especially for media organisations, government agencies, and election bodies.

Emerging Defence Mechanisms

Cybersecurity professionals are actively developing and deploying deepfake detection technologies. These typically rely on machine learning models trained to identify artefacts introduced during the synthesis process, such as unnatural blinking, visual inconsistencies, or odd audio intonations. However, this is an arms race. As detection methods evolve, so do the techniques used by attackers to create more seamless fakes.

To counter deepfake threats, organisations are also adopting more robust verification methods, such as:

• Multifactor authentication (MFA) that does not rely on voice or image recognition alone
• Watermarking of legitimate media, which can verify authenticity
• Behavioural biometrics, which consider unique patterns in typing, movement, and interaction
• Zero-trust models where no entity is assumed trustworthy based on one factor alone

Moreover, security awareness training is evolving to include recognition of deepfakes, helping employees spot red flags, such as unusual requests, voice delays, or background inconsistencies in video.

In the legal and regulatory domain, countries are beginning to address the misuse of synthetic media. Some governments have passed laws targeting the malicious creation and distribution of deepfakes, particularly where these cause reputational or financial harm.

Deepfakes as a Defensive Tool

Interestingly, deepfake technology isn’t solely a threat, it can also be used constructively in cybersecurity. For example, security training platforms have begun using synthetic media to simulate spear-phishing or vishing (voice phishing) attacks in a controlled environment. This allows employees to experience realistic threats without exposing organisations to real-world harm.

Additionally, researchers and red teams can use synthetic media to test the resilience of security controls or authentication mechanisms, uncovering vulnerabilities before attackers do.

Recognising deepfakes

Deepfakes present a rapidly evolving threat within cybersecurity, one that leverages artificial intelligence to attack not systems, but the very notion of trust and identity. Their use in fraud, misinformation, and impersonation can have significant financial, operational, and reputational impacts on organisations.

The cybersecurity community must respond by combining technological countermeasures, regulatory oversight, and human vigilance. While detection tools are improving, the best defence is a layered one. Pairing deepfake awareness with secure communications protocols, behavioural analytics, and identity verification beyond the visual or auditory.

In an era where seeing (or hearing) is no longer believing, resilience depends on recognising that authenticity is not a given – it must be proven.

So how do you prove it? How should you and your employees validate you’re talking to a real person, firstly give yourself time to think and question;  very little is urgent to the second, and nearly always, giving yourself time to think enables people to apply their analytical brains, often this happens after an incident “I thought it was bad…” “yes, I can see that now…” the trick is to give yourself that time to think before the impact!

Five simple steps to identify deepfakes

Think about whether the actions the person is asking you to do is within the realm of expected from this individual, whether they comply with your organisation’s policies, regulatory requirements, legal requirements and ethics

Think about the person’s style, are there nuances that aren’t present, do they always say Hi, or Good Morning, or do they always sign off a call with a particular phrase or statement, do they shorten your or others names?

Look carefully for facial anomalies, lip syncing issues or odd phrasing or words

Ask an unexpected question, or state a phrase or statement, if you randomly say “why is your t-shirt green” when its clearly black, a person will correct you, a deep fake will just continue

Above all, remember that technology is advancing at pace, so even if 1-4 all check out, if you are even 1% unsure, verify by calling the person on a known contact method and finding out if it was actually them

The human brain is a powerful anomaly detection tool, in most of these incidents, people have chosen not to use it and suspended their disbelief, don’t make that choice.

For more information about Cyberfort Detect and Respond services please contact us at [email protected].