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1 Freedom of Information Act Publication Scheme Protective Marking Not Protectively Marked Publication Scheme Y/N Yes Title Business Continuity Policy and Equality Impact Assessment Version 3.0 Summary This policy requires OCU commanders and unit leads to incorporate considerations for business continuity for the activities and services delivered by their command. Plans must be made, published and tested for the relevant activities that are identified as being critical to the OCU or the MPS. (B)OCU or Unit, Directorate Public Order and Resources command, Specialist Crime & Operations (SC&O) Author Business Continuity Unit SC&O22 Review Date October 2019 Date Issued 21 October 2015

2 Freedom of Information Publication Scheme Protective Marking: Not Protectively Marked Publication (Y/N): Y Title: Business Continuity Policy and Equality Impact Assessment Summary: This policy requires OCU commanders and unit leads to incorporate considerations for business continuity for the activities and services delivered by their command. Plans must be made, published and tested for the relevant activities that are identified as being critical to the OCU or the MPS. Branch / OCU: Public Order and Resources command, Specialist Crime & Operations (SC&O) Date created: 21 October 2015 Review date: October 2019 Version: 3.0 Author: Business Continuity Unit SC&O22 Application When? This Policy is effective immediately. Who? All police officers and police staff, including the extended police family and those working voluntarily or under contract to the Mayor's Office for Policing and Crime (MOPAC) or the Commissioner must be aware of, and are required to comply with, all relevant Metropolitan Police Service (MPS) policy and associated procedures. However, this policy applies in particular to officers and staff in the following roles: - Operational Command Unit (OCU) commanders and business unit heads - Business Continuity Single Points of Contact (SPOCs) within commands. Policy Principles This policy sets out the basic principles of Business Continuity Management for the MPS to prepare for an incident disrupting service delivery. The guiding objective is not to maintain the whole business of the organisation at times of disruption, but to concentrate on delivery of critical services to a pre-defined standard until normality can be restored. Business units and OCUs are responsible for their areas of activity and processes. Business unit heads and OCU commanders will ensure that continuity plans are prepared, exercised and reviewed for their unit s activities or processes that support MPS critical services, to maintain a minimum acceptable standard of service delivery. Business units or OCUs will review annually each of its activity plans. SCO22 Business Continuity Unit will monitor the review process and provide support where necessary. Business units or OCUs will exercise each of its activity plans annually (minimum talk-through) and at least one of its higher priority activity plans annually by way of table top or live exercise; or actual usage, annually. All fallback sites must be Page 1 of 5

3 physically checked, together with confirmation of Service Level Agreements (SLAs), contacts and access etc. annually. In all cases, learning and modifications where necessary will be recorded and plans updated. The MPS Business Continuity Unit in SC&O22 will monitor emerging issues and threats likely to affect MPS service delivery at a corporate level, particularly those raised through the MPS Risk Register, the London Risk Assessment and London Risk Register; and will identify the necessity for the preparation of plans. The MPS Business Continuity Unit in SC&O22 will monitor, review and oversee the completion of business continuity plans and report compliance with policy; provide training, support and guidance to Business Continuity (BC) practitioners; and oversee the implementation of this policy. Contracts with suppliers of critical goods and services to the MPS will include a requirement for the supplier's business continuity plans to be approved and exercised to the satisfaction of the MPS. Commander (Met Operations) is the lead for business continuity within the MPS and will ensure the review and development of policy; monitor standards and compliance with policy; and provide support and guidance to BC practitioners. Assistant Commissioner (AC) SC&O is responsible to Management Board for business continuity issues. Health and Safety Impact Statement Business Continuity Planning within the MPS must be a pre-planned response to an untoward event enabling the business to recover as effectively as possible. The business continuity plans must cover the safety management systems for all critical operational policing activities as well as risk to buildings and other areas of business support. OCU commanders and business unit heads must properly assess the risks involved with their area of business to ensure they develop a plan and strategy to recover the health and safety management systems as swiftly and effectively as possible after a critical, disruptive event. It is essential to update the business continuity plans on a regular basis and each time new risks are identified. It is also important that the plan is tested and all staff are familiar with their roles. Purpose and Benefits The purpose of this policy is to provide a structure through which: Corporate threats may be identified and plans prepared; MPS critical services can be delivered at times of disruption; Page 2 of 5

4 The MPS can satisfy its obligations under the Civil Contingencies Act 2004: to continue to exercise its functions in the event of an emergency so far as is reasonably practicable. This policy enables the MPS to: Improve the resilience of the MPS to reduce the effect of likely disruptions; Reduce the operational and financial impact of any disruption; Reduce the period of disruption to the organisation and the public we serve; Monitor Corporate readiness through the programme of exercising and testing; Improve plans by learning gained through exercising and testing. Associated Documents and Policies BC Toolkit MPS BC Strategy ISO Civil Contingencies Act 2004 BCPI Codes of Practice Notices to be Cancelled / Amended This policy cancels Item 7 of Notices 47/06. Page 3 of 5

5 Research and consultation Review of research Internal consultation External Consultation There has been a key change from the original British Standard BS25999 to the new international standard for Business Continuity of ISO The Mayor s Office for Policing and Crime (MOPaC) Audit (2014) recommended improving clarity of roles and responsibilities for Business Continuity matters. Consultation was carried out with Legal Services, Safety & Health Risk Management Team, Finance Buisness Partners, The Police Federation, Superintendents Association and the police staff trade unions through MetTUS. MOPAC Protected Characteristics (Equality Act 2010) Summary of Equality Impact Assessment Age Deaf/ disability Gender reassignment Marriage and Civil Partnership Pregnancy and Maternity This policy highlights the way that effective Business Continuity systems will be implemented across the MPS, defining the roles and responsibilities of departments and Operational Command Unit (OCU) leads in the development, maintenance and review of business continuity plans. It does not deal with the actual development of the plans themselves. Plans are expected to be developed to ensure that MPS critical functions are maintained (albeit to a reduced level) at times of disruption. Plans do not seek to maintain business as usual, but there will still be a need for each department and OCU to consider the impact of their particular continuity plans on the various protected characteristic, and where possible remove or mitigate any negative impact. For example: Where a member of staff provides an essential service, their specific needs will be considered during the plan's development. Where a Deaf/Disabled member of staff provides an essential service, their specific needs will be considered during the plan's development. Where a pregnant member of staff provides an essential service, their specific needs will be considered during the plan's development. Page 4 of 5

6 Race Religion or belief Sex Sexual Orientation Other issues for example: Low income groups, single parents, rough sleepers Monitoring 12 month implementation plan The use of an automated, prompted centrally recorded system (BizBase) will ensure all Business Continuity plans are located centrally and can easily be monitored. A monthly table will be generated by SC&O22 Business Continuity Unit from the BizBase system indicating OCU compliance and currency of plans, together with the status of testing and exercising of plans. This will be passed to Senior Leadership Teams for action as required. Learning across the organisation will be monitored centrally through BizBase. Corporate targets have been proposed (awaiting agreement) for measuring compliance. SC&O22 will compile figures from which compliance performance may be assessed. A monthly report will be generated by SC&O22 for SC&O22 and Commander Public Order to indicate: BC Issues arising across the MPS; OCU compliance with corporate targets: BC Plan completion/ review BC plan Testing/ Exercising compliance BizBase will identify and enable empirical analysis of which corporate IT systems support critical functions. Duplication and multiple use of fallback sites can be monitored and the impact to resilience of the disposal of the MPS estate can be assessed. This EIA will be reviewed annually to ensure that any diversity and equality issues are captured and discussed, and ensure action is taken to mitigate or remove any issues. In addition, good practice and feedback of lessons learned will be promulgated to OCUs through training, workshops and business group leads. Page 5 of 5

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