BUSINESS CONTINUITY MANAGEMENT POLICY. October 2012

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1 BUSINESS CONTINUITY MANAGEMENT POLICY October 2012

2 1 Policy Statement 1.1 PHSO s Business Continuity Management (BCM) arrangements aim to provide a mechanism for ensuring that any incidents affecting the availability of our buildings, staff or ICT infrastructure can be managed dynamically and flexibly with actions dependent on the nature an impact of the incident. 2 Purpose and Scope 2.1 The purpose of this document is to set out the principles that under-pin PHSO s approach to Business Continuity Management (BCM). 2.2 The policy is designed to: set the context to PHSO s approach to Business Continuity Management (BCM), highlight its importance, describe the background behind the development of the arrangements and where BCM sits within the organisation; inform those responsible for updating the BCM Framework of the PHSO s overall approach to BCM; provide all staff with a high level introduction to BCM. 2.3 More detailed information on how to respond to a BCM incident can be found in the Business Continuity Framework. 3 Principles 3.1 We will ensure that the protection and welfare of PHSO staff and others working with, or visiting us is a priority for PHSO. Only when their safety is assured will PHSO management concentrate on their second priority: the resumption of normal PHSO business using the detailed BCM Framework. 3.2 The BCM Framework ensures that available managers have the basic tools with which to respond to any number of potential situations - although focusing upon the three main areas of risk: the loss of the building; the loss of staff; and the loss of ICT systems. 3.3 We will ensure that PHSO s BCM arrangements are based upon a simple, nonbureaucratic and flexible approach which best meet the Office s needs. They will consist of a central framework of core deliverables and essential components for the resumption of normal or near-normal PHSO business, based on specific business requirements, such as facilities, finance or ICT. In the event of an incident, PHSO s BCM arrangements will come into effect with a pool of designated, trained managers, with relevant skills (or access to such skills) coming together to identify the most appropriate method of putting in place the core deliverables and essential components. This will, in turn, enable the resumption of normal or near-normal PHSO business. 3.4 To support these arrangements, key documents and other useful information are available electronically through a secure website within the public domain. Emergency contact information is also held off-site by key individuals. Page 1 of 6

3 3.5 Our BCM arrangements will be kept up-to-date and tested on a regular basis (see section 6). 4 Objectives 4.1 The objectives of our BCM arrangements are to ensure that: we have mechanisms in place for responding to an emergency situation that impacts upon Millbank Tower, The Exchange, PHSO staff or PHSO s ICT infrastructure; and our BCM Framework acts as a central repository for the necessary information that would be required in reconstituting the Office, or provides the location of that information if held elsewhere. 5 Outcomes 5.1 The outcomes of this policy are that available staff are able to; respond positively to any major incident impacting upon PHSO staff, Millbank Tower, The Exchange or our ICT infrastructure; minimise any potential disruption; support the continuation of normal services; and provide for the recovery of critical functions up to and including the total reconstitution of the Office. 6 Monitoring and Review 6.1 In order for the BCM arrangements to work it is essential that they are kept up-todate and regularly tested. 6.2 As a key risk to the Office, ownership of BCM sits with the Executive Board (EB). However, it will be managed on EB s behalf by the Emergency Coordination Team (ECT) which will be responsible for implementing the arrangements following an incident. The ECT will also be responsible for reviewing any substantial changes to the BCM arrangements, as well as for sponsoring and reviewing any audits or tests, and it will meet at least twice a year for this purpose. 6.3 Day-to-day responsibility for BCM matters rests with the Service Delivery Directorate who will ensure that the arrangements are kept up-to-date and regularly tested. 6.4 As part of the ongoing work to keep the arrangements up-to-date and effective, Service Delivery will carry out a twice-yearly test of the telephone cascade and an annual test of the full BCM arrangements at each building. The test of the full arrangements will take one of the following forms: Page 2 of 6

4 Complexity Exercise Suggested Processes Recommended Frequency Simple Desk Check Review/amendment of content At least annually Challenge content of the Business Continuity Policy (BCP) Annually Medium Walk-through of plan Challenge content of the BCP Annually Simulation Use artificial but realistic situation to validate that the BCP contains both necessary and sufficient information to enable a successful recovery Annually or twice yearly Exercise critical activities Invocation in a controlled situation that does not jeopardise our business as usual operation Annually or less Complex Exercise full BCP, including incident management Building-exclusion zone-wide exercise Annually or less 6.5 Internal Audit will also carry out regular reviews in line with their audit programme. 6.6 If there are any concerns arising from the exercise process and programme then this policy will be reviewed and amended as necessary. A full review of the policy will take place in Date agreed by Executive Board: 04/04/2012, amended in October 2012 to take into account arrival of Chief Operating Officer. Page 3 of 6

5 ANNEX - BCM GUIDANCE AND RESPONSIBILITIES 1 Guidance This policy is supplemented by the detailed guidance contained in the Business Continuity Framework (BCF) document. The BCF provides details of how BCM is implemented in PHSO and describes the procedures to be followed. 2 General Responsibilities The effective management of business continuity matters is vital in helping us maintain our business objectives. The Emergency Co-ordination Team (ECT), supported by their Deputies and the Team s administrative support have key roles to play here supported by all members of staff. 3 Executive Board The ultimate responsibility for BCM matters lies with the Executive Board (EB). However, it will be managed on EB s behalf by the Emergency Coordination Team (ECT) which will be responsible for implementing the arrangements following an incident. The ECT will also be responsible for reviewing any substantial changes to the BCM arrangements, as well as for sponsoring and reviewing any audits or tests, and it will meet at least twice a year for this purpose. 4 Chief Operating Officer & Director of Service Delivery The Chief Operating Officer is corporately accountable to the Ombudsman for the adequacy and implementation of the BCM policy and guidance and ensuring that effective organisational arrangements are in place for creating the culture and behaviour required to comply with PHSO s responsibilities and commitments. The postholder will chair the Emergency Co-ordination Team (ECT). The Director of Service Delivery has functional responsibility for business continuity matters ensuring that: our policy and guidance remain up-to-date and comprehensively covers the needs of PHSO; our compliance with this policy and guidance; sufficient resource is allocated to meet BCM requirements; appropriate guidance, information and training on BCM matters is available to all employees; an appropriately trained ECT, Deputies and Support Team is appointed; the ECT meets at least every 6 months, as do the Deputies and Support Teams, and that actions arising from these meetings are properly recorded and implemented. Page 4 of 6

6 5 Facilities and Business Continuity Manager The Facilities and Business Continuity Manager is responsible to the Director of Service Delivery and Chief Operating Officer for: developing and implementing the BCM policy and guidance; making sure arrangements exist to bring the BCM policy and guidance to the attention of all employees; issuing competent advice, guidance and information; ensuring that other staff with BCM responsibilities (e.g. Deputies and the Support Team) are appointed and properly trained; 6 Line Managers BCM is a key part of all line managers responsibilities and they are expected to set an example to their staff. They must: understand the policy and guidance and apply it in all areas for which they are responsible; ensure that they and their staff, particularly people new to PHSO, are aware of what to do in the event of a fire or bomb alarm and address any issues identified; and ensure their staff keep their personal contact details up to date, especially those on HRPro. 7 Staff Every member of staff must: ensure their personal contact details, especially those on HRPro, are kept up to date. Where staff require specific contact methods, this should be communicated to HR; ensure they are aware of the emergency evacuation procedures and follow them in the event of an incident; give some thought to alternative routes home and gaining access to their homes in case their normal routes are unusable; and give some thought to what they might do if an emergency evacuation means that re-entry that day (to collect personal belongings etc) is not possible. Page 5 of 6

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