Human Aspects of Business Continuity. Guidance in support of BS25999 Why are people important in BCM? PD25111: guidance on human aspects

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1 Technical Briefing Human Aspects of Business Continuity Guidance in support of BS25999 Why are people important in BCM? PD25111: guidance on human aspects Delivering effective BCM... the practical, the moral and the ethical Understanding duty of care

2 Human Aspects of Business Continuity Background BS25999: what it says about people Why are people important in BCM? PD25111: guidance on human aspects David Lloyd Development Consultant

3 Background BCM/1 BSI technical committee responsible for original development and on-going enhancement of BS25999; and for input to related developments, including ISO. Recognised that clarification and additional guidance would be of value... Testing & Exercising (PD published 2010) IT Service Continuity (BS25777) Recovery Planning Human Aspects (PD publication imminent) Third-Party Supplier Continuity (just started)

4 BS25999 and people Part 1 (Code of Practice) has a number of people-related references; Part 2 (Specification) makes only one brief reference to the welfare of individuals; Part 1 highlights many of the areas that must be addressed but is relatively unstructured and focuses mainly on the incident response phase.

5 Why are people important in BCM? Some BC plans are process-oriented; others are oriented towards behaviour, but all BCPs depend upon people... but their behaviour cannot be predicted with certainty. We are dependent upon (and have responsibility for) people at every phase planning; incident response; continuity; recovery and beyond. People means more than just employees. Consider the consequences of not taking account of people... of failing to respect their individual needs.

6 PD25111: Human Aspects of BCM Working Group of BCM, EP & HR specialists Considers three phases of the BC planning process; and is based around three key principles... Well-Being Communications Mobilisation & Motivation Additional advice on specific situations

7 The Practical & Ethical Dimensions Meeting the three Principles the practical concerns... the moral and ethical issues What is meant by Duty of Care? Mandy Rutter Clinical Consultant AXA-ICAS

8 Human Aspects of Business Continuity Presented by Mandy Rutter B.Sc(Hons)M.Sc Clinical Consultant & Business Manager Specialist Services

9 Overview of AXA ICAS AXA French Global Insurance Group Second largest insurance group in France 73 rd largest company in world 50 million customers in 47 countries Uk trading: AXA Sunlife, AXA investment managers, AXA PPP Healthcare AXA ICAS Employee Assistance Wellbeing Sickness Absence Occupational Health Specialist Services 1700 corporate clients 1.8 million employees PPP Healthcare Private Patients Plan (1962) Joined by Guardian Royal Exchange (1998) Purchased by AXA (1999) ICAS 1987 counselling and psychological services to organisations 1997 UK s leading provider of EAP Wellbeing Services & Crisis Management 2007 Purchased by AXA PPP 2

10 CRISIScall DEPARTMENT Individual Expertise in psychological aspects of trauma Organisation Expertise in managing organisational recovery 3

11 Duty of Care Legal Framework Moral Framework Wellbeing of staff: Communication: Mobilisation of resources: 4

12 Duty of Care : Legal Framework Health and Safety at Work Act 1974 Management of health and Safety at Work Regulations 1999 Corporate Manslaughter and corporate Homicide Act 2007 It is the role of the prosecution to prove that the death resulted from a gross breach of duty of care in the way in which senior management was running the operations. 5

13 Duty of Care : Moral Framework To produce a positive reaction in staff, families and the wider community who should feel cared for an valued during and after a crisis To enable staff to function and perform as soon as possible, and to feel proud to the extra effort into their work in order to assist the recovery of the business To maintain the confidence of staff, customers, shareholders and the regulators As managers of incidents your psychological health may be directly affected if you haven t done everything in your power to support someone in crisis 6

14 Communication Legal Inform all staff at induction of their role in Business Continuity Inform all staff at induction of services available to them in a crisis. Plan, inform and train those you expect to deliver crisis communication. Prepare external communication scripts, relevant company data Prepare Internal Communications Alert customers, stakeholders and regulators to the situation with details of frequency of further communication Review existing advertising campaigns and their appropriateness during the incident. 7

15 Communication Moral Understand what staff need to know in a crisis (safety, security, facts, instruction) Encourage all staff to contact their next of kin to inform them they are safe. Use fact, feelings, future template for communication Inform managers of the importance of their role with their teams Organise to inform staff who are absent or on leave about the incident Ensure communication is two-way, Business Continuity Managers need to know the emotional temperature of their staff Appoint or invite buddies to support staff and families who are heavily impacted by the incident Recognise the importance of significant anniversaries, i.e. one week, one year, significant changes and review appropriateness of action 8

16 Mobilisation of Resources Legal Review existing policies to ensure they include information about crisis management Review appropriateness and plan for trauma support helplines, on-site trauma support, additional support to help people get back to work Review the context, culture and usefulness of community based resources 9

17 Mobilisation of Resources Moral Test out as many of the extra resources as possible in order to communicate accurately and effectively Record the skills and knowledge of staff who have acquired experience in crisis support outside the workplace 10

18 Wellbeing of Staff Legal Explain in detail, using a variety of means all the support systems that are in place and those brought in specially to support the incident Managers need to be alerted to monitor signs of stress and encourage staff to access support Take into account other stressors in the workplace when communicating and offering support Ensure that all staff involved in the incident understand the importance of off-loading their experiences 11

19 Wellbeing of Staff Moral Train all Business Continuity Managers and First Responders in Psychological First Aid Be aware, and encourage participation of staff with special needs in the design and delivery of support services Inform staff of the learning that has taken place as a result of the incident Use as many ways as possible to thanks staff who have been involved in the incident and welcome staff back to the workplace 12

20 we wanted all our staff to remain proud of their workplace and of what they do here at work despite this tragedy. This thought informed all our decision making HR Director 13

21 Thank you and any questions? 14