How many times have we heard on the plant floor “that’s an IT thing” or “as long as the plant is running and production doesn’t stop, everything is fine.” We embrace the dangerous assumption that we are safe.

The problem does not begin on the day of the attack but before, when we do not truly know where we are vulnerable.

In a real industrial incident, it is not just about how many specific industrial cybersecurity tools you have deployed on the plant floor.

Historically, traditional auditing has been limited to certifying an organization’s compliance with certain standards or regulations, a mere formality that can be summed up in the phrase: “We need to get them to certify that we comply.” However, modern industrial cybersecurity auditing has evolved to go far beyond simple certification.

The strategic approach of the current Audit

Today, auditors not only review standards, but also analyze a conceptual flow focused on process sustainability, with the following phases:

1. Review and justify the organization’s Risk Map.
2. Analyze the mitigating controls assigned to that Map, based on standards such as ISO 62443, NIST, or SGCI.
3. Evaluate the implementation and actual and effective functioning of these controls.
4. Issue an Audit Report that identifies the root causes of the weaknesses and deficiencies observed, so as not to focus solely on the symptoms.

Ultimately, this process translates into a maturity assessment. The ultimate goal is to reach the “Optimized” level, the only one that guarantees the organization’s true long-term sustainability.

To carry out this maturity assessment, both during audits and as a preventive measure, we rely on powerful tools such as MACIN. 

This application, offered and developed by the CCI, reviews the organizational structure, the scheme of roles, responsibilities, and capacities for action, analyzing in detail:

• 10 domains and 45 logical cybersecurity objectives.
• 175 practices evaluated across four key dimensions: Processes, Technology, People, and Results.
• 5 maturity levels: Initial (1), Repeatable (2), Defined (3), Managed (4), and Optimized (5).

Value for Senior Management

The use of the MACIN tool provides a provisional Maturity Level, which the auditor is responsible for confirming with evidence.

It is a very valuable tool, both for the manager of an industrial facility and for the industrial control systems auditor. It allows both to obtain a strategic vision based on verifiable data.

With the help of MACIN, the Audit Report has two well-documented parts: on the one hand, it details the Significant Events (findings and operational weaknesses) and, on the other, it indicates the Level of Maturity to Senior Management in a justified manner, providing a clear strategic vision of the barriers that must be overcome to achieve resilient and sustainable industrial cybersecurity.

Erik De Pablo

Cybersecurity Audit Expert

 – –

More information about MACIN Platform here

For years in industrial cybersecurity, I’ve heard phrases like “I think we’re fine,” “the audit went well,” or “we have many controls in place.” And yet, when a real incident happens, those phrases disappear. Because at that moment, opinions no longer matter. Only data does.

Complying with standards does not mean being prepared for a cyber incident.

I recently wrote about something uncomfortable but necessary: complying with standards does not mean being prepared for a cyber incident. Compliance brings order, helps, and is necessary, but preparedness is something else. Being prepared means proving that when something fails, the organization keeps operating.

An audit is a snapshot, while maturity is a movie.

We’ve also talked about organizational maturity. And here’s another uncomfortable truth: an audit is a snapshot, while maturity is a movie. An audit can tell you how you were on that specific day. Maturity tells you how you evolve, how you react, and how you survive when the context changes.

Having a procedure does not mean knowing how to execute it under pressure.

And then there’s the checklist. We all need checklists, they’re useful and necessary but having something on a checklist does not mean having real capability. Having a procedure does not mean knowing how to execute it under pressure, and having technology does not mean knowing how to use it during a real incident.

The ICSO should not bring opinions to the board; it should bring evidence.

This is where the ICSO role changes. It’s no longer just someone who explains cybersecurity; it’s someone who makes security measurable. The ICSO should not bring opinions to the board, but evidence, trends, and preparedness metrics in short, data that enables decision-making.

Because the right conversation is not “do we have this implemented?” The right conversation is “what would happen if this scenario occurred tomorrow?” And the next, even more important question: “do we have real capability to respond?”

Maturity models and platforms like MACIN start to make sense.

This is where maturity models and platforms like MACIN start to make sense. Not to assign labels or create rankings, but to truly understand where we stand, what gaps exist, and what impact they have on the business’s real resilience.

The future of industrial cybersecurity is not about having more or better controls. It needs more clarity, more evidence, and better demonstrable capability. It’s about being able to look the Board in the eye and speak in terms of real preparedness, not theoretical implementation.

Because in the end, in industry, cybersecurity is not an opinion, it’s a capability. And capabilities, just like physical safety or operational continuity, are demonstrated with data.

José Valiente

 CCI General Director

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More information about MACIN Platform here

There is often a dangerous confusion between two vital concepts in business management: believing that regulatory compliance is the same as organizational maturity. Nothing could be further from the truth. We tend to think that passing an audit (compliance), as if it were the ultimate proof that we have ‘arrived’ at excellence, means we are ready to compete or face a crisis (maturity). It’s a common mistake in many organizations.

“Passing an inspection is not the same as having the ability to evolve.”

We can have an immature company (chaotic, reactive, dependent on individual heroes) that, with a lot of effort and stress, manages to “tidy up the house” just in time to pass an audit. But… the very next day, the chaos returns.

If we look at Business Management as a journey along a highway (a visual analogy illustrated by the image accompanying this post), the difference becomes crystal clear

Compliance can be audited, but maturity is challenged.

An audit is like a medical check-up or a vehicle technical inspection (VTV in Argentina, ITV in Spain): it’s binary (black or white). It reviews the past and the present to confirm that there are no serious errors and that we comply with current regulations.

The audit is the traffic checkpoint

It acts as both the traffic checkpoint and the vehicle’s dashboard. It’s the control post that verifies we meet the rules required to circulate. And, crucially, it’s also the internal dashboard that checks the ‘health of the engine’ and provides a static snapshot of the present: Are we following the rules today? Do we have the minimum resources to operate right now without crashing? It verifies COMPLIANCE and the current state.

The Maturity Assessment is the GPS.

It doesn’t look for someone to blame, it looks for evolution. It’s like a skill test for an athlete: it measures how expert, trained, sophisticated, and efficient you are. It’s not about a ‘Yes/No,’ it’s not binary, it’s about climbing levels, improving, and surpassing yourself day by day.

It’s what confirms that, beyond the speed at which we’re traveling (set by the organization), we are on the RIGHT PATH. Maturity isn’t about ‘not getting fines’; it’s about clearly knowing where we’re going and having the ability to adapt if the road suddenly changes. We don’t aim merely to pass the checkpoint we aim to enjoy the journey, improve and optimize the process, and of course, reach the destination.

Why is this difference crititcal?

Because compliance brings order, but it’s in Incident Management where the truth comes to light. Many organizations suffer from ‘analysis paralysis.’ They have perfect manuals for the auditor, but when a real incident occurs, no one knows what to do. That’s where maturity proves its value: it’s the ability to decide and act under pressure. Even for an auditor, a maturity assessment is a key tool, because it reveals gaps and improvement opportunities that simple compliance often hides.

By assessing maturity across its four dimensions (People, Processes, Technology, and Results), we draw a roadmap toward the future.

Don’t settle for merely ‘passing the checkpoint.’ Build the capability to enjoy the journey.

We need both: Auditing and Maturity Assessment. We just shouldn’t confuse a ‘medical check-up’ with having the physical condition to run a marathon.

Do you feel that sometimes too much energy is invested in the ‘audit snapshot’ and too little in the ‘maturity movie’? In your organization, is the focus more on passing the checkpoint or on adjusting the GPS?

Gerardo Fabián González

Professor at the CCI – Industrial Cybersecurity Professional School

 – –

More information about the Platform MACIN here

In industrial cybersecurity (OT/ICS), there is a very common trap: confusing “having controls” with “having capability”. Many organizations might “pass” a checklist because a procedure, a SOC, a ticketing tool, or a patching policy exists. But when a real incident arrives—with pressure for continuity, legacy systems, connected third parties, and limited maintenance windows—the question that truly matters arises:

Does this work consistently on the plant floor… or does it only exist on paper?

That is where MACIN adds value: it helps you move from a binary verification (“yes/no”) to a maturity measurementthat reflects if the organization has real, repeatable, and improvable capability. And that, for Management, has an immediate effect: prioritizing investments, justifying decisions, and demonstrating progress with evidence, not perceptions.

Why does the checklist fall short in OT?

A checklist is useful to start, but it usually fails on three key points:

1. Measures existence, not efficacy. “There is a procedure” does not mean it is executed well under pressure, nor that it is adapted to OT.
2. Does not capture interdependencies. In industrial environments, capability depends on processes + people + technology + results. If one leg fails, the control “doesn’t hold”.
3. Does not prioritize by operational impact. Everything seems urgent; without maturity, it is easy to invest where it is most “visible,” not where risk is reduced the most

MACIN has been built by professionals with extensive experience and fieldwork to add value and turn it into a reporting lever for Management.

• MACIN is not just another report; it is an instrument to govern an OT program. It allows you to:
  • Obtain a clear baseline (by domains and practices mapped against reference frameworks)
  • Identify “paper vs. operation” gaps
  • Build a prioritized roadmap (what to do first and why)
  • Align OT, IT, and management with a common language.
  • Repeat the measurement to demonstrate continuous improvement

Put in Management terms: it reduces uncertainty, improves decision-making, and helps protect continuity, safety, and production with traceable actions.

And since the best way to prove this is with examples or use cases, let’s particularize its use in two contexts:

Case 1: OT Incident Management

What a checklist “sees” vs. what maturity “sees” (MACIN – Domain 8)

Realistic scenario: A vendor attempts to connect outside the maintenance window to an engineering station. The SOC detects anomalous activity. Operations asks for caution to avoid affecting production.

Checklist Vision (Binary)

1. “Incident response procedure exists”
2. “There is a SOC/CSIRT and escalation”
3. “Incidents are registered in tickets”
4. “A simulation was conducted”

Checklist conclusion: “Incident management implemented”.

Analysis under MACIN maturity review logic (Real Capability):

MACIN goes down to the detail of the capabilities that must work end-to-end:

• Detection and triage with OT logic: classification, severity, and interpretation with context (8.1.1 – 8.1.3).
• Decision and escalation without improvisation: when an event becomes an incident, to whom it is escalated, and how the cycle is operated (8.2.1 – 8.2.5).
• Executable response in the plant: trained roles, OT playbooks, activities by phase, and continuity criteria (8.3.1 – 8.3.4).
• Communication and coordination: stakeholders, notification, and coordination with third parties while preserving evidence (8.4.1 – 8.4.3).
• Lessons learned: proportional analysis, improvements that are closed, and exercises that validate efficacy (8.5.1 – 8.5.3).

Key difference: the checklist demonstrates that “a plan exists” ; the maturity evidences if that plan can be executed and if it improves with every cycle.

Case 2: Vulnerability Management in OT

From “we have a patching policy” to “we know what to treat, when, and how” (MACIN – Domain 3)

Realistic scenario: A critical vulnerability affecting HMI/engineering software is published. In OT, aggressive scanning is not possible, the patch requires a shutdown, and the vendor takes time to validate. Meanwhile, there is risk.

Checklist Vision (Binary):

• “We have a patching policy”
• “We perform periodic scans”
• “We have a vulnerability register”
• “We apply patches when possible”

Checklist conclusion: “Vulnerability management implemented”.

That’s why, at the Industrial Cybersecurity Center (CCI), we use our holiday greeting to highlight a simple truth: industrial cybersecurity thrives when its community does.

1. Knowledge is the gift that grows the most when shared

Industrial cybersecurity is always evolving, always demanding learning, and always requiring us to stay connected. That’s why sharing is not about losing an advantage—it’s about building one.

At CCI, we will continue to foster spaces, resources, and platforms where knowledge is exchanged: workshops, guides, high‑impact scenarios, the ICSOs community, “Voice of the Industry” gatherings, sectoral studies, and of course, our network of professionals, coordinators, and experts who make learning a mutual gift.

2. Evolving together

Every plant, every integrator, every supplier faces incidents, doubts, decisions, and lessons that can help others. What may be a single discovery for one organization can become a clue, a warning, or a solution for the community.

That journey—from data to information, and from information to intelligence—happens above all when knowledge is shared. The community is the engine that transforms isolated experiences into a common map of risks, trends, and best practices.

3. Sharing is protecting

In many fields, sharing information may be optional. In OT environments, it is not. Industry faces attacks with physical consequences: production stoppages, equipment damage, disruption of essential services, and risks to people. When someone uncovers a vulnerability, a poor practice, or an incident, sharing that lesson is as critical as applying a patch or strengthening a firewall.

Shared knowledge becomes a protective layer that no technology can provide on its own.

4. Collaboration reduces uncertainty and expands capabilities

Industrial cybersecurity teams are not unlimited—neither is their time or analytical capacity. As OT grows more complex and IT/OT convergence accelerates, no organization masters every dimension: regulations, architectures, threats, automation, training, incident response, supplier management…

Sharing knowledge enables us to:

• Shorten investigation times
• Make better strategic decisions
• Accelerate the maturity of the entire industry
• Enhance detection and response capabilities

Ultimately, collaboration is not a defensive option; it is the multiplier of competitiveness and resilience.

5. Community is the greatest asset of industrial cybersecurity

Our holiday greeting reflects the journey of a professional who shares knowledge, evolves, collaborates, and feels part of something greater than their own organization.

In an environment where every link matters, community is the factor that turns engineers, integrators, manufacturers, and operators into a network capable of resisting and advancing.

This season, let’s celebrate what unites us: the spirit of community.

Our CCI Events Calendar 2026 is now available — an international journey through major industrial ecosystems where cybersecurity plays a strategic role. This year, we further strengthen our presence in Latin America, Europe, and key regions across Spain.

Our mission remains unchanged: to foster synergies, share real-world experiences, and build a strong community around the protection of industrial environments. The events La Voz de la Industria and our conferences CCICON LATAM and CCICON EUROPE will once again serve as essential meeting points for CISOs, OT leaders, manufacturers, integrators, and specialized consultants.

Below, we share the official dates:

Why attend?

Each of these events is designed to offer:

• Real-world cases and practical insights directly from the industry.

• Updated perspectives on regulations, best practices, and emerging trends (ISA/IEC 62443, IIoT, AI-driven cybersecurity, risk management, OT security, supply chain protection, among others).

• Networking opportunities to connect with professionals, organizations, and leaders in the sector.

• Technological innovations presented by specialized manufacturers and solution providers.

We look forward to seeing you in 2026

We invite you to save the dates and join us on this international journey focused on strengthening industrial cybersecurity. Each event is a unique opportunity to learn, collaborate, and advance the protection of our industries.

Find all updated information:

Activities

]]> https://www.cci-es.org/en/cra-the-industry-needs-an-adaptation-of-the-cyber-resilience-regulation/ Tue, 25 Nov 2025 11:53:12 +0000 https://www.cci-es.org/?p=24746 “The approval of the Cyber Resilience Regulation (CRA) by the European Union marks a turning point in the security of products with digital elements. It is a historic step towards a safer, more transparent, and more robust market. But it also raises an essential question for our ecosystem: Can a regulation be directly applied to operational technologies whose lifecycle, operational constraints, and risks are completely different?

At CCI, we believe the answer is clear: no. And that is precisely the motivation behind the new CRA Industrial Position Paper.

Why the industry needs an adapted CRA

Operational technology environments are not an extension of IT. They are critical systems that have been in operation for decades, with lifecycles of 15 to 30 years, highly customized integrations, and one non-negotiable requirement: operational availability is sacred. That is why, at CCI, we uphold a key idea:

without a specific adaptation for OT, the CRA cannot be applied effectively, efficiently, or fairly in the industry.

What does CCI propose with the multisectoral Industrial CRA

The Position Paper proposes a structured, pragmatic adaptation aligned with European principles, based on key pillars:

1. An approach based on real industrial risk

CCI’s Industrial CRA proposes classifying products according to their level of threat and operational impact (Class I, II, or Critical), taking into account not only digital vulnerabilities but also physical security, service continuity, and the sector-specific regulatory environment.

2. Balance between cybersecurity and availability

The goal is not to impose unfeasible requirements, but to ensure that any measure strengthens security without jeopardizing operations. For this reason, the concept of compensatory security plans is promoted, a key element in OT.

3. Gradualness and orderly transition

The proposal sets out a realistic roadmap:

• Start of Industrial CRA in 2026
• Obligation for new products in 2027
• Transition until 2032 for already operational products

4. Shared responsibility (manufacturer–integrator–operator)

For the first time, a distributed compliance model is articulated that recognizes OT cybersecurity depends on the ecosystem, not just the manufacturer. This includes coordinated vulnerability management, commissioning validation, and continuous monitoring

5. Adaptation of Common Criteria to the OT world

The document proposes concrete changes to EUCC and Common Criteria to make them viable in OT:

• Protection profiles for PLCs, RTUs, IEDs, SCADA, or industrial gateways
• Modular evaluations
• Inclusion of real physical and operational threats
• Integration with safety and sectoral regulations (IEC 61508, 61511…)

The ultimate goal: a multisectoral guide for the entire industry

The Position Paper is the first step towards an Industrial CRA applied to sectors such as electricity, water, transport, chemicals, oil & gas, food, healthcare, metallurgy, or manufacturing. It is a guide that will enable each stakeholder—manufacturer, integrator, and operator—to understand what is expected of them, how to comply, and how to do so without disruptions. The approach incorporates experiences from existing frameworks, such as the ‘substantial modification’ mechanisms used in the railway or healthcare sectors, where technical and economic feasibility is part of the regulatory analysis.

The newsletter has incorporated valuable information over time, such as the service catalog, job vacancies, podcasts and other resources for the industrial cybersecurity community.

Today, we proudly celebrate the 600th edition of this newsletter, a milestone that reflects the continued commitment of our organization, and the broad support of a growing community, with more than 8,000 members worldwide.

A Commitment that Started in 2013

Industrial cybersecurity is a field that has evolved rapidly due to digitalization in all sectors, especially critical ones such as energy, water, transportation, among many others. Given the importance of risks in the field of OT, the CCI was born in 2013, a pioneering initiative in the Spanish-speaking world that set out to improve the state of industrial cybersecurity. Since its inception, the newsletter has been a key communication channel for sharing threat analysis, best practices, regulatory updates, and other content relevant to our members.

What’s Behind 600 Newsletters?

Every week, the CCI team analyzes high-quality content to offer a global vision of the challenges and opportunities in the field of OT security, both nationally and internationally. In these 600 newsletters, we have covered everything from the most technical to the strategic, with articles on new technologies, trend reports and case studies that illustrate how to address cyber threats in complex industrial environments. We strive weekly to offer information that is not only relevant, but also useful for OT professionals, cybersecurity specialists, and all those interested in protecting critical and industrial infrastructure. From CCI’s own articles, as well as external ones, and those resources in which the CCI works, including the wide range of training in Industrial Cybersecurity offered by the Professional School.

Networking Spaces and Knowledge Communities

One of the pillars of our work is to build spaces where professionals can exchange knowledge and experiences. Throughout these years, we have organized events, exchange panels, specific meetings and webinars in which top-level experts, industry representatives and academics have participated. Our weekly newsletter is also a tool that facilitates connection between community members, allowing them to access these networking opportunities and strengthening ties between professionals and organizations.

What this milestone means for the Community 

Bulletin number 600 is not only a milestone in terms of longevity, but also a reflection of the commitment of the industrial cybersecurity community to continue learning, innovating and collaborating, and for this reason we want to thank readers for their support on this path, being a pillar fundamental in the construction of this shared knowledge space.

We also want to thank our sponsors, members, collaborators, and the CCI team who have made it possible to reach this milestone. The journey towards continuous improvement of industrial cybersecurity does not end here, our commitment continues to be to provide a knowledge space that keeps the community informed and prepared for the challenges of a constantly changing environment.

¡Thank you!

We will travel through part of the national and international geography with interesting meetings in which we invite you to participate and continue adding to the community. Join each of the events as a member of the CCI ecosystem – Discover the available memberships and become a member.

What are the tasks of an IACS manager?

The cybersecurity leader for industrial automation and control systems is responsible for safeguarding these systems. Their job consists of designing, implementing and maintaining security policies and procedures to ensure protection against cyber threats. Additionally, they are responsible for assessing risks, monitoring systems and networks, responding to incidents and promoting cybersecurity awareness [1].

It is also responsible for security incident management, which involves the identification, analysis and response to security incidents that may affect control and automation systems. Additionally, you must stay abreast of the latest trends and threats in industrial cybersecurity to ensure that control and automation systems are protected against the latest threats.

What are your main challenges?

The Cybersecurity Manager – IACS in an industrial environment has a multifaceted role. Within the life cycle of the management system that the Cybersecurity Manager governs, some of the following challenges arise:

Know and understand the industrial environment:

In an industrial environment, the complexity with respect to the technology to operate and maintain the production process or service delivery is extremely high. With non-standard communication protocols, legacy technology and modern systems coexisting, the Cybersecurity Manager must understand their operation in detail and maintain an updated inventory of the assets that must be protected. Additionally, you must take into account that cyber attacks can come from both internal and external sources.

Risk assessment and management:

A key aspect of the Cybersecurity Manager’s job is to identify and assess potential cyber risks in the industrial environment. This involves performing vulnerability analysis, penetration testing, and risk assessments to understand existing weaknesses and take appropriate preventive measures. You must also collaborate with other departments to ensure that effective measures are implemented at all levels. And that its selection is hand in hand with the risk appetite that the owner of the process has determined for each asset.

Implementation of policies and security measures:

They develop policies and procedures to ensure the security of industrial control systems. They implement firewalls, intrusion detection systems, and access controls to protect the internal network against external threats and monitor activity for abnormal behavior [2].
They also maintain close collaboration with the engineering, operations and maintenance teams, to ensure that security best practices are followed from the beginning.

Monitoring and incident response:

Despite preventive measures, security incidents can occur. The Cybersecurity Manager must be prepared to respond quickly to these situations, investigate the root causes and minimize the impact. This involves maintaining a well-trained incident response team, establishing disaster recovery plans, and coordinating with relevant authorities in the event of serious security breaches[3].
Industrial control environments continue to be a target for cybercriminals, and 93% of operational technology (OT) organizations have experienced an intrusion in the last 12 months[4]. This means that cybersecurity leaders in industrial environments must be prepared to deal with continued cyber intrusions and attacks.

Cybersecurity Awareness:

Education and awareness are critical to strengthening cybersecurity posture in an industrial environment. The Head of Cybersecurity must carry out training and awareness programs for staff, highlighting risks, best security practices and preventive measures. This will foster a strong security culture and help prevent human error and social engineering attacks[5].

Cybersecurity Talent Gap:

The cybersecurity talent gap is another challenge facing industrial environment protection leaders[6]. As demand for cybersecurity professionals increases, organizations may struggle to find and retain talent.

Integration of OT and IT systems:

Integrating OT and IT systems is another challenge facing cybersecurity leaders in industrial environments[7]. As OT systems integrate with IT and corporate networks, organizations’ attack surface increases significantly, which can make it difficult to protect control and automation systems from cyber threats.

Conclusions about the person responsible for IACS

The role of the Cybersecurity Manager in an industrial environment (IACS manager) is essential to ensure the protection of critical infrastructure against cyber threats. Their experience in risk assessment, security policy implementation, system monitoring and incident response is essential to safeguarding industrial processes. As digitalization and interconnection continue to transform industrial environments, the role of the Cybersecurity Manager becomes even more crucial. With proper measures and a proactive mindset, we can build an industrial environment that is secure and resilient to the cyber threats of the future.

To know in detail the tasks and obligations of an IACS manager, it is best to complete specific training for this purpose. The C02 – Course responsible for cybersecurity at IACS coordinated by ISA – Spain – CCI is totally focused on providing students with all the theoretical and practical knowledge necessary to perform this highly demanded professional role. Discover now the next call that we will hold for this course.

References:

[1] A. Genge, “Roles and responsibilities of a Chief Information Security Officer (CISO),” Conference on Human Factors in Computing Systems – Extended Abstracts, 2016.
[2] J. Fraser and S. K. Lowe, “Industrial Network Security: Securing Critical Infrastructure Networks for Smart Grid, SCADA, and Other Industrial Control Systems,” Syngress, 2014.
[3] NIST Special Publication 800-82, “Guide to Industrial Control Systems (ICS) Security,” U.S. Department of Commerce, National Institute of Standards and Technology, 2015.
[4] Security challenges facing your infrastructure… https://www.iproup.com/innovacion/33262-desafios-de-seguridad-que-enfrenta-infraestructura-de-tu-empresa
[5] K. J. Shin, S. H. Yang and J. H. Park, “Empirical Study on Factors Affecting Individual Employees’ Information Security Awareness,” 2008 Fourth International Conference on Networked Computing and Advanced Information Management, Gyeongju, 2008, pp. 32-37.
[6] Main trends in digital agreements and … https://www.onespan.com/es/blog/digital-agreement-cybersecurity-trends-2023
[7] Industrial cybersecurity: what is it and how to implement it? https://www.ikusi.com/mx/blog/ciberseguridad-industrial-que-es-y-como-implementarla/