Policy overview
Business continuity is about planning how to maintain critical parts of the organisation in the event of:
- an incident
- a major issue
- a disruptive event
We recognise that our people are crucial to enabling us to function. Their resilience helps us maintain services and get the organisation back on its feet, both during and after a crisis.
This policy sets out the priorities concerning our employees and workers during an event that requires business continuity management.
Principles
Managers will ensure we are ready if we need to invoke business continuity plans by:
- considering the resources that we need to respond to any disruptive event
- carrying out an inventory of employee skills not utilised within their existing roles to enable redeployment
- putting in place appropriate process mapping and documentation to allow employees to undertake unfamiliar roles
- carrying out multi-skill training of individuals
- considering the use of third-party support, backed by contractual agreements
- considering the geographical separation of individuals or groups with core skills. This will enable us to spread out the ability to undertake specific roles across the authority
Service disruption
Incidents, major issues or disruptive events that can result in service disruption or closure include:
- declared civil or national emergency
- acts of terrorism
- loss of staff (for example, due to a communicable, contagious or pandemic disease)
- loss of access to work premises (for example, due to fire, asbestos or flooding)
- loss of utilities for any reason
- loss of transport or closure of transport infrastructure
- loss of or limited IT systems or telecommunications
- loss of key suppliers or contractor support
- strike action, either by our employees or others in vital service functions that support us
- severe adverse weather conditions affecting employees' ability to get to work
This list is not exhaustive. It provides examples of events that managers should consider when preparing for disruption to service service and may include one or more of the above happening concurrently.
Responding to a disruptive event
In line with our business continuity management systems, consideration and planning exist to prepare for:
- an incident
- a major issue
- a disruptive event
We will consider how to support employees, clients and the public during and after an event.
The initial response to an event is crucial. It lays the foundations for managing the people aspects of business continuity for the disruptive event's duration. Our approach will develop as the extent and complexity of the event becomes known. Leaders will keep decisions under constant review.
In some cases, we may not be able to provide usual work facilities because of a service disruption. The manager's responsibility will be to maintain their own service's critical and essential services.
Corporate response
If a coordinated corporate response is needed, we will activate an Incident Management Group (IMG). It includes senior managers and is chaired by the corporate business continuity lead, executive director of resources or trained strategic commanders.
A member of this group, in collaboration with the whole group, will have specific responsibility for co-ordinating the response to people issues. The group may issue instructions on staff working. Managers should instruct staff as per this policy.
The IMG will utilise our corporate business continuity and emergency response guidance. The emergency planning and business continuity service produce both of these documents.
Service response
If we cannot provide usual work facilities, the service business continuity lead will maintain their own service's critical and essential functions. They will utilise their service's business continuity plans which:
- are designed to minimise the impact on services during a disruption
- set out the specific amendments to typical working arrangements
The service business continuity lead should complete the Service Impact Assessment (SIA). They should provide copies to the service area business continuity plan (BCP) lead.
In the event of a widespread incident, they should also provide copies to the emergency planning and business continuity service. They can upload the SIA to Resilience Direct (RD).
Communication to staff
Heads of service and line managers must cascade to their teams:
- details of what actions we expect in an emergency
- what temporary arrangements are in place
Types of response
Depending on the type of incident or event, the actions to protect and secure people will vary. These may include:
Preservation of life
Preservation of life is the priority. If an incident occurs that may pose a threat to the lives of employees and workers, the IMG and leaders will consider:
- moving people to a place of safety
- casualty management:
- ensuring people are treated
- managing hospital transfers
- providing hospital liaison
- accounting for people's whereabouts and wellbeing
- identifying and managing fatalities, including liaison with the employees emergency contact at the right time
- providing immediate shelter, welfare and support for survivors
- providing immediate advice on hazards, including to the local community
- ensuring a possible crime scene is preserved
- providing mental health support following a traumatic event
- signposting to the appropriate wellbeing support network
Evacuation
We may need to consider providing a safe location for:
- employees
- visitors
- community members
An evacuation occurs when a disruptive event poses a threat to a person's safety, and it is necessary to move them to a safe place. An evacuation could:
- be a planned response to a perceived threat
- occur in the wake of an actual disruptive event
We may utilise our fire marshals in an evacuation process. They will shepherd people from their area of responsibility to an evacuation route. They will prevent people from entering a building that has been deemed unsafe. More details of specific actions are in each site's evacuation plans.
All employees using smarter working hubs will be required to complete fire marshal training to enable them to take on the duties of a fire marshal if necessary.
Reception centre
The emergency planning and business continuity service may need to establish a reception centre. It allows families to be reunited with survivors of a major incident if:
- an evacuation has taken place
- there has been a risk to life
They will strictly control access and the distribution of information from and to the centre.
If a reception centre is required, this can be actioned by the emergency planning and business continuity service 24/7. Contact details can be found in local business continuity plans.
Shelter in place
If going outside presents a greater risk than remaining inside, leaders will identify where employees should stay until it is safe. This may include areas away from windows. Managers will consider:
- how to effectively communicate with employees in shelter
- how to maintain security and provision of facilities
For more details, there is mandatory 'Prevent' training on Lincs2Learn.
Working with emergency services
We will work with emergency services to keep them safe when attending one of our sites to deal with an incident. The IMG will nominate liaison personnel to liaise with the emergency services. They will provide:
- information as and when required
- facilities and services
Most public buildings have a Gerda box outside to provide emergency services with incident-specific information. If a commissionaire or receptionist is in post at the site, they will be the point of contact for the emergency services. Alternatively, the person who makes the emergency call should wait at the front of the building or site to greet them.
Accounting for people
In the event of an incident at a particular site or building, confirming people's safety is a priority. It may not be a simple task. We will ensure that resources are available to carry out this activity.
In the first instance, line managers must account for their people. They will talk to designated contacts to provide up-to-date information to emergency services and other relevant personnel.
We have a diverse workforce dispersed across the county. Our workforce comprises:
- employees
- contractors
- third-party providers
Up-to-date records are essential to ensure that we can accurately account for people. It includes those working from home or out in the community. We need accurate knowledge of where people are and how to communicate with them, such as:
- information about any incident or event
- how we are managing issues
- the impact on individuals and their continued work
Service managers must ensure that all staff update their personal data on Business World.
Managing injuries and fatalities
We may need first aiders to provide initial care for injured people following a major incident. We may provide this support at an evacuation site until emergency services arrive.
Managers must undertake risk assessments to ensure that the right number of trained first aiders are available. This depends on the number of employees that may potentially be in a building. Trained first-aiders should renew their competency at least every three years. Details of first-aiders can be found on the intranet.
Recovering from a disruptive event
As an incident develops, the focus moves from immediate actions around protecting people restoring services, such as:
- the recovery of processes
- the recovery of systems
- the recovery of assets
- the management of people issues
Effective two-way communication is vital to ensure that everyone understands:
- what we require from them
- how they will manage their work
- the process by which they can raise problems
Service managers should refer to the action cards within their business continuity plan. They must ensure that a damage impact assessment is carried out (form available in the business continuity plan) and disseminate as instructed.
Mobilising the workforce
Our ability to continue operations will depend on the successful mobilisation of our people. The nature of the event will determine if we:
- can resume operations at existing premises
- need to invoke alternative location or work-from-home plans
For more details, read the service area's business continuity plan.
Temporary working arrangements
We may identify and implement temporary working arrangements. These may apply to employees:
- working hours
- work locations
- duties
- working from home
- remaining at home
- not working for a period of time
We will discuss any changes in working arrangements with the employee in advance, wherever possible. We will balance individual skills and personal circumstances against the needs of the organisation.
Employees will need to be flexible in an emergency. We will support them to find solutions to personal circumstances to attend work during an emergency. A corporate mandate may deem that we do not need to implement alternative measures.
Temporary deployment elsewhere
We reserve the right to deploy employees elsewhere as the need arises temporarily. It could be in a different department or location. The 'host' manager will organise any necessary training or health and safety risk assessment.
We will assess any need for lone-working. We will put appropriate control measures in place, as per our lone working policy. We will give special consideration to employees covered by the Equality Act 2010 who should not be deployed into inappropriate roles.
Temporary alternative duties
Employees may possess easily transferable or generic skills, such as:
- manual
- customer care
- IT
- admin and clerical
We may ask employees to undertake reasonable alternative work outside their typical role to support priority areas. We will not expect employees to undertake:
- a role for which they do not have the basic necessary skills or abilities
- a professional role that they are not qualified for
Using alternative work sites
We may ask employees to work from alternative locations, such as:
- contracted recovery sites
- instant office facilities
- sharing offices in other company buildings, which could be at a different geographical location
Alternative working facilities may be larger or smaller than what we currently have. Managers will support employees to adapt to alternative facilities, including:
- travel to work arrangements
- any access to catering facilities
- any change to working hours required
Working from home
We may use working from home as a temporary alternative arrangement to maintain services. It can enable individuals to get back to work speedily and effectively.
We recognise that home working:
- is not suitable for all roles
- may not be preferable for all individuals
- may need higher levels of management support in some cases
Working from home requires:
- self-motivation
- discipline
- good time management
Working from home can feel isolating. Managers will adapt the way they lead and communicate with teams in this situation. They will support individuals to:
- feel engaged
- feel part of the team
- be fully supported
- ensure individual wellbeing is maintained
Paid leave during a disruption
If we suspend some functions or services, we may send employees home, or ask them to stay away from work when:
- there is no immediate deployment requirement
- home working is not possible
Affected employees will:
- receive normal contractual pay
- need to be contactable and available for work. We may call them in at short notice (possibly, the same day)
Managers will maintain regular contact with employees at home to keep them up to date with the latest situation. When advised to return to work, employees may need to maintain a flexible approach until services are back to normal.
Where employees take annual leave during a disruption, these stipulations will not apply.
Sickness during a disruption
If an employee becomes unwell during an emergency, they should follow the normal sickness absence reporting procedures.
Managing the impact of travel issues
Countywide travel is essential for many roles. A disruptive event that impacts on travel can affect our ability to carry out essential services.
Travel can include:
- regular travel to and from a place of work
- travelling to and from community appointments
As with any other disruption, we need to assess the impact on:
- the people involved
- their families
- the organisation
We will provide any necessary support.
We may put alternative work arrangements in place where travel issues make it difficult to attend regular work locations.
People management issues
We will ensure the provision of essential people management support during and after a disruptive event. The HR team will provide support and guidance in the areas of:
- pay
- overtime or additional payments
- change of workload or work location
- pension entitlements in the event of death or long term illness arising from the event
- benefits
- loans or advances
- health care cover
- attendance
- management of annual leave
- sickness absence
- carers commitments
- compassionate leave
- time off for medical support
- family support employees need to provide
- working arrangements, flexibility around:
- work location
- working hours
- breaks
The employee support and counselling service will provide support to individuals through an incident or disruptive event.
Restoring business activity
Following an incident or disruptive event, we will need to manage the return to normal operations. A planned approach is essential to ensure we manage it efficiently and effectively. We should avoid unnecessary additional impact on individuals.
Aspects to consider about people returning to normal business operations are:
- moving communication from response management to change management
- support those adapting from the disruptive event
- familiarising employees with the requirements of:
- updated or new technology
- changed business processes
- systems and procedures
- managing the return to work, including monitoring for any ongoing or delayed psychological reactions
- recognising the potential for long-term effects of a disruptive event on delivery of business objectives
- the need for the leadership to demonstrate how the organisation has recovered from the event
- the impact of the event on the human resources strategies. It will include the availability of skills, resources, and retention and attraction of employees
- implementing lessons learned from the event
People support strategies
We will support the wellbeing of our people through and after a disruptive event. We will respond to the psychological and physical needs.
Potential psychological and physical responses are highly individual. They are driven by:
- the nature of the event
- individual resilience levels
- personal circumstances
Measures to support individuals will be:
- flexible
- dependent on the requirements of individuals
- dependent impact of the event
Those involved in responding to the event may have additional support requirements to sustain performance in challenging conditions.
A return to business-as-usual operations after an incident does not mean that all workforce members have returned to normal physically or emotionally. We will continue to provide support mechanisms, including the employee support and counselling service.
We may also need to support those close to individuals affected by a disruptive event, including families and friends. We will:
- put in place appropriate liaison and control to ensure that information is accurate and consistent
- ensure information meets established protocols and data protection requirements
- communicate with families efficiently and sensitively
- provide timely, accurate information and appropriate support to families
Communications
Communication is central to managing the 'people' aspects of business continuity during and after a disruptive event. Consistency and timing between internal and external communications are vital.
Communication with the workforce is a priority. It will remain so throughout any disruptive event and well into the recovery and restorative phases. We will consider and address the critical needs and concerns that our people will have. We recognise that these will vary depending on the event and its impact.
Communications will be:
- up to date
- frequent
- regular
Our communications lead is responsible for ensuring practical communication approaches throughout an event or incident.
We will establish robust systems for exchanging information internally, and externally with:
- the community
- clients
- suppliers
- local residents
- partners
- other stakeholders
To reach as many people as possible, we will use a wide range of tools, including:
- established communications platforms and methods
- social media and external media channels where relevant
The needs and expectations of other people affected by an event are likely to mirror those of the workforce. These may include:
- the facts about what has happened
- understanding of any threats to themselves
- practical information about what to do
- assurances about our response