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BBCInternational Health, Safety, Security & Business Continuity Guide

Second Edition July 2011

© BBC - Prepared for the BBC by BBC World Service

Second Edition, 2011

About this Guide

This Guide is specifically designed for use in international officesand contains health, safety, security and business continuityguidance.

It is intended that the Office Senior Manager use this Guide as anaid to discharging their responsibilities relating to the health,safety and security of staff and also for the continuation ofessential activities (business critical activities) in the event of anincident affecting the office.

This Guide should also be used by other staff with delegatedresponsibility for carrying out risk assessments, monitoringarrangements, training staff or developing arrangements tomanage incidents affecting staff or the office. This may includehealth and safety coordinators, security staff or others actingunder the authorisation of the Office Senior Manager.

Producers and others engaged in field deployments shouldconsult the Journalism Safety Guide which deals with risksassociated with deployments.

BBC International Health, Safety, Security and Business

Continuity Guide Version 2.0 - Printed July 2011

Additional copies of this guide, the accompanying CD or furtherinformation are available from the Business Continuity and RiskManagement team who would also welcome comments on it.

Copyright

© British Broadcasting Corporation. All rights reserved 2011.

No part of this document may be reproduced or transmitted, inany form, or by any means - electronic, mechanical, photocopying,recording, or storing in any retrieval system of any nature withoutthe written permission of the BBC.

If you have any queries or comments on this guide pleasecontact:-

Dave Cooke

Head of Business Continuity and Risk Management, WorldService.Tel: +44 20 7557 2570Fax: +44 20 7240 4510Email: [email protected]

ABOUT

How to Use this Guide

Are you:

Additional guidance is available from the safety pages on Gateway.

Looking for information about

core health, safety, security and

business continuity

responsibilities?

Looking for details on how to

manage a specific risk in the

office?

Looking for details on how to plan

for incidents that might affect

output?

Looking for templates and other

tools to help you manage safety,

security and business continuity?

Go to SECTION 1:

CORE INFORMATION

This section will assist you in understanding thecore responsibilities associated with your role inmanaging health, safety, security and businesscontinuity in an international office.

Go to SECTIONS 2 and 3:

SAFETY AND SECURITY

You should use these sections to understandexpected standards of safety and security in BBCinternational offices. These sections will alsohelp you to determine whether existingmeasures in your office are sufficient.

Go to SECTION 4:

BUSINESS CONTINUITY

You should use this section to help you create a plan to reduce the effect of an incident on your output.

Go to SECTION 5:

FORMS AND TEMPLATES

This section contains templates including signs,forms and checklists that will help you manageissues in the office and that have been designedto meet the BBC's requirements.

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Second Edition, 2011 HOW TO USE


Contents

Introduction

1. Core Information .

Role of Office Senior Manager 1

Risk Assessment 1

Managing incidents 2

Office Reviews 2

2. Health and Safety .

2A. Fire Safety 2

2B. First Aid 6

2C. Emergency International MedicalArrangements 8

2D. Employee Assistance Programme 9

2E. Display Screen Equipment 10

2F. Personal Protective Equipment [PPE] 11

2G. Manual Handling 12

2H. Housekeeping & Office Inspections 13

2I. Noise 14

2J. Electrical Safety 15

2K. Hazardous Substances 18

2L. Fuel Storage on BBC Premises 20

2M. Asbestos Hazards and Risks 21

2N. Information and Training 22

2O. Accident and Incident Reporting 23

2P. Events Guide 24

3. Security ..

3A. Introduction 1

3B. Security Management Arrangements 2

3C. General Guidance for All Offices 4

3D. High Risk Environments and Activities 12

3E. Guidance on Specific Events 14

4. Business and Broadcast Continuity .

4A. Introduction 2

4B. Business Continuity Plan 3

4C. Establishing a Framework for ManagingIncidents 4

4D. Training and Exercising 6

4E. Version control 6

5. Forms and Templates

5A. Insurance Cover 1

5B. International Safety Inspection Checklist 2

5C. Register of Personal Protective Equipment (PPE) 4

5D. BBC Accident & Incident Form 5

5E. Information about your office 8

5F. Fire Alarm & Evacuation Notice 9

5G. Actions in a First Aid Emergency 10

5H. Medical Information 11

5I. Other Emergencies 12

5J. Driver Checklist 13

5K. Business Continuity Plan 15

6. Appendices .

6A. Managers Health and Safety Responsibilities 1

6B. Generic International Office Risk Assessment 3

6C. Guidance on Selecting a First Aider and Declaration of Suitability 8

6D. Mail and Post Handling Arrangements 10

6E. Evacuation of the Country, Region or Town 12

6F. Kidnapping Telephone Threat Checklist 13

6G. Bomb Threat Checklist 14

6H. First Day Induction Checklist 15

6I. Office First Aid Kit & Trauma Pack contents 16

6J. Emergency International Medical Arrangements 18

6K. Travel Safety Guidance For Individuals 19

6L. Hostile Environments 21

6M. Communication Plans 22

6N. Driving Guidelines and Convoy Drills 23

6O. Hot-Desker's Checklist 24

6P. Safe use of Kerosene, Paraffin and Diesel Heaters 25

6Q. Contacts 26

CONTENTS

Second Edition, 2011 INTRODUCTION

Introduction

Welcome to the Second Edition of the International Health,Safety, Security and Business Continuity Guide.

This edition of the Guide has been updated to take intoaccount revised approaches to risk assessment including theuse of generic risk assessments, and the Journalism SafetyGuide. Core information relating to the risk assessmentprocess can be found on the following pages.

Key to this edition of the Guide is the introduction of a newgeneric risk assessment for international offices which iscontained at Appendix B. The aim of this assessment is toensure consistency in how the risks that commonly exist inour international offices are controlled and managed. It is alsointended to remove the burden of carrying out individual riskassessments for each area covered by this Guide.

The Office Senior Manager should use the generic assessmentas the basis for an office risk assessment, amending it toreflect the risks present in the office.

This Guide also contains an updated business continuity plantemplate that should be used to record how the office willoperate if there is an incident affecting its activities, includingthe loss of operations in London.

International Office Senior Managers should consult withcounterparts/line managers in London to ensure that there isa common view as to how any incident affecting either theinternational office or London will be managed. It is alsoimportant that a common approach to incident is agreedacross Divisions where more than one Division occupies theoffice.

The Business Continuity and Risk Management (BCRM) teamin London are currently working with larger internationaloffices to ensure consistency of plans and are also available toprovide advice to managers developing local plans. A smallspecialist team from London will continue to carry out aprogramme of Office Reviews and will meet with localmanagement teams to review existing safety and securitystandards and suggest improvements, where appropriate.

Further advice can be obtained by contacting your SafetyAdvisor, the High Risk team or your Divisional BusinessContinuity Representative.

Introduction


Core Information

The effective management of health, safety, security and businesscontinuity is dependent upon understanding the hazards presentedby the working environment. For international offices, the workingenvironment may extend from the office itself to any area to whichstaff are deployed or are working.

As the BBC is an international operation based in the UK, oursystems and arrangements are designed to comply with UKlegislation. It is our policy that UK standards are applied tointernational offices.

However, in some countries, higher and specific requirements arein place, in others little or no formal requirements are set out andit can be challenging to apply even basic safety standards.

This Guide sets out standards that can be applied wherever youare based or work.

If an incident does occur, a business continuity plan will assist inensuring that priority activities continue or can be resumed asquickly as possible.

Role of the Office Senior Manager

The Office Senior Manager has day to day responsibility foreffectively managing safety, security and business continuity ininternational offices. This may be the Editor, Bureau Chief, In-Country Director or person who has overall responsibility for theactivities and staff working in the Office.

Where there are multiple Divisions operating in one office, OfficeSenior Managers for each Division should work together to ensurea consistent approach to managing risks in the office.

The Office Senior Manager should ensure that the office has:

l A risk assessment containing controls that mean an incident isless likely to occur; and

l A business continuity plan to manage incidents that do occur.

See also 6A. Managers’ Health and Safety Responsibilities.

Once these are in place, it is important to ensure the actionsidentified as necessary in the risk assessment actually take place eg,office inspections, fire drills etc as well as ensuring that both therisk assessment and continuity plan remain current.

Risk Assessment

Risk assessment is a process designed to help manage safety and security.

This is done by thinking through what, in your work, could causeharm to people, so that you can weigh up whether you have takenenough precautions to protect all those affected by the workincluding staff, freelancers, artists, contributors, contractors andmembers of the public.

l A hazard is anything with the potential to cause harm, suchas chemicals, electricity, working from ladders, sat phones etc.

l A risk is the likelihood or chance of the harm occurring,together with the possible severity of the consequences.

For example, an electrical cord lying on the office floor is a triphazard. The risk of falling over it is greater if it is in the middle ofthe floor rather than tucked away in a little used corner. This isbecause it is more likely that someone will trip. Similarly, the riskis even greater if the cord is lying in a pool of water. This is becausethe consequence could be more severe - eg, electrocution.

The objective of the risk assessment process is to preventaccidents and ill health through proper planning.

In addition to taking steps to remove or reduce the risk, part ofthe plan will include the arrangements necessary to deal withemergencies and other incidents posing serious and imminentdanger.

1. PAGE 01

There are five basic steps in the process:

1. Identify the hazards in the activity

2. Decide who might be harmed and how

3. Assess the level of risk

4. Decide the control measures needed, put them inplace and tell the people affected

5. Monitor the work to make sure that the assessmentremains valid.

Don't T


Core Information

The Office Senior Manager should ensure that risk assessments arecarried out for all work activities under their control and thefindings should be recorded on a BBC risk assessment form.

This can be done by using the Generic Risk Assessment whichcontains most activities commonly carried out in internationaloffices. The Office Senior Manager should customise the GenericRisk Assessment by:

l Reviewing the listed activities to make sure that all activitiesroutinely occurring in the office are included. The GenericAssessment may contain activities that are not relevant - theseshould be taken out;

l Reviewing the controls contained in the assessment againstthose in place in the office to determine and whether thosealready in place are sufficient. Further detail about controlmeasures is contained in Sections 2 and 3 of this Guide;

l Considering whether additional control measures are requiredfor activities not covered by the Generic Risk Assessment. If indoubt, consult a Specialist Advisor;

l Recording the assessment on Gateway as the risk assessmentfor that office;

l Regularly maintaining the assessment to take into account anychange to the activities occurring in the office or the safety andsecurity of the environment in which the office operates.

More information regarding the risk assessment process can befound on Gateway. You can also contact a Safety Advisor or yourmanager in the UK for further help.

Managing incidents

This Guide contains information and forms for managing a numberof different types of incident including evacuation, bomb threats,suspect mail etc that present a threat to the safety of our staff.

It is when these incidents start impacting on the internationaloffice's staff and ability to carry out activities that a businesscontinuity plan becomes relevant.

Business continuity is about managing the impact of an incident onthe BBC's priority activities, including broadcasting live output andproduction activities. This involves deciding priority or businesscritical activities, identifying who will carry these out, from whatlocation and within what timescales.

A number of business continuity plan templates that can be usedfor international offices are contained at Form 5K. Whencompleting this, you will need to speak to your Londoncounterparts to make sure that your plan is consistent with theirs.You may also need advice and assistance from the BCRM team oryour Divisional business continuity representative.

More information about Business Continuity is contained inSection 4.

Office Reviews

The Office Senior Manager is responsible for monitoring standardson a quarterly basis and reviewing health and safety controls as anychanges occur, e.g, changes in the level of risk etc.

Specialist reviews may be carried out by teams from London.These include security reviews carried out by the High Risk team;engineering visits carried out by Bureau Support Teams orTechnology Operations; or Office Safety reviews carried out by aSafety Advisor.

In advance of any review of an office, the Office Senior Managershould initiate, or continue with, local monitoring and inspection asset out above.

1. PAGE 02

Using the Generic International

Office Risk Assessment

Many of the activities that occur in our international officesare common across the world.

The Generic Risk Assessment at Appendix B is based onthese common activities.

It includes the hazards associated with each activity and thecontrols that should be in place. These controls aredescribed in detail in Sections 2 and 3 of this Guide.


Index

2A. Fire Safety 2

2B. First Aid 6

2C. Emergency International Medical

Arrangements 8

2D. Employee Assistance Programme 9

2E. Display Screen Equipment 10

2F. Personal Protective Equipment [PPE] 11

2G. Manual Handling 12

2H. Housekeeping & Office Inspections 13

2I. Noise 14

2J. Electrical Safety 15

2K. Hazardous Substances 18

2L. Fuel Storage on BBC Premises 20

2M. Asbestos Hazards and Risks 21

2N. Information and Training 22

2O. Accident and Incident Reporting 23

2P. Events Guide 24

2. Health and Safety .

2. PAGE 01

Health and Safety 2A. Fire Safety

Fire Safety

Fire is the biggest risk to safety faced by the great majority of ouroffices around the world. Much can be done to prevent fires andminimise the impact should one occur. Fire action plans need tobe made for all offices which include local arrangements formanaging fire safety and providing fire wardens. The followingthings must be done:

l Instructions on what to do in the event of fire must be drawnup with the primary aim of ensuring staff safety; this shouldinclude identifying an assembly point and assigningresponsibilities for accounting for staff on site.

l All staff (including temporary staff, cleaners and drivers etc)must be made aware of the fire arrangements for the office,including what to do in a fire and the location of fire fightingequipment such as extinguishers. Staff briefings should berepeated at least once per year.

l High risks such as gas bottles must be taken into account andadditional precautions put in place, as appropriate.

l Fire alarm and evacuation procedures must be clearlydisplayed on all floors in both English and the local language.Where possible these signs should be adjacent to fire callpoints.

l Fire evacuation routes must be clearly signed, preferably withpictorial signage and kept clear at all times.

l Fire evacuation must be practised every six months - anddetails of the drill and those participating recorded.

l All alarms and fire equipment must be maintained and kept ingood working order.

l Fire alarms or smoke detectors should be tested weekly tomake sure they are working - everybody should know whentests are taking place.

l Fire call point signs must be displayed by any call points inEnglish and the local language(s) as needed.

l If appropriate, the other building tenants are to be informedof the building alarm system, how to raise the alarm and theyshould also be notified of fire drills and alarm tests.

Action Plan

2

Action Plan

The following information should be included in the fire alarmand evacuation procedures communicated to all staff andclearly displayed in the office.

If you discover a fire…

l Evacuate the immediate area.

l Raise the Alarm (the method will vary - make sure the instructions are clear).

l Phone the Fire Brigade (insert local number) from a safe place.

l Only if it is safe to do so, attempt to put out the fire.

l Evacuate the building, closing doors on the way out.

l Check all staff have left if safe to do so.

l Do not use any lifts.

l Go to the assembly point (insert local instruction).

l Do not go back into the building until told it is safe to do so.

When the alarm sounds…

In small offices the alarm can be raised simply by shouting. Inlarger areas or complicated buildings you may need a hand bellor commercial fire alarm system.

However the alarm is raised, make sure all staff know what thealarm sounds like. On hearing the alarm all people in the area should:

l Leave the building straight away

l Do not stop to turn off equipment and computers

l Close doors on the way out

l Do not use any lifts

l Go to the assembly point

l Do not go back into the building until told it is safe to do so by a fire brigade officer or senior BBC Manager.

!

Fact: !Around 70% of fire deaths are caused by people

being overcome by smoke and fumes.

Second Edition, 2011Second Edition, 2011


Assembly Point

Choose a safe space near to the building but one where there isno danger from glass or materials falling from the building ontothe evacuated staff. Avoid crossing roads, if possible, and avoid anyarea that will get in the way of any fire-fighting effort. Put detailsof the Assembly Point on the evacuation notice (see 5F. Fire Alarmand Evacuation Notice).

When meeting at the Assembly Point, stay away from the buildingand move further away if there is any danger from smoke, flamesor falling debris.

Ask fire wardens if any colleagues may have been left in thebuilding and their probable location so you can tell the fire brigadewhen they arrive.

Arrangements for visitors

The host is responsible for any visitors and should escort themout of the building in the event of a fire alarm. Visitors should bebriefed on the actions to take in the event of an alarm.

Disabled evacuation

Before any incident occurs, you should consider how individualswith a mobility problem or other disability could be evacuatedfrom the building without using any lift or be made aware of thealarm if they have hearing difficulties.

The format of personal emergency evacuation plan (PEEP) forpeople with mobility problems is available through Gateway.People may have other special needs which should be catered forwithin the plan e.g. poorly sighted. A PEEP should be drawn upfor each individual who needs one.

Calling the Fire Brigade

Make arrangements for a designated person or role e.g.Receptionist, Security, Office Manager, to be responsible forcalling the fire brigade and alerting building management/securitywhen the alarm is raised. Make sure the local telephone numberto use is displayed on fire procedure signs and the person callingthe fire brigade has the full address of the office and directions toit readily available to pass on.

In a fire situation, where no fire brigade is available, considerationshould be given to fighting the fire, but only when it is safe to doso. Staff should be briefed that this action should only be taken ifthey are trained or confident in using the fire fighting equipmentheld by the office and that staff safety should come first.

Building Tenants

Many offices have building wide systems which ensureeverybody is evacuated if there is a fire in the building. Whereapplicable, the building supervisor or caretaker should also beclear about what to do if the alarm sounds out of office hours.They should be provided with out of hours contact details fordesignated BBC staff.

If the office has its own system, the other tenants in the buildingshould also be aware of the BBC fire alarm and how to raisethe alarm in the event of fire in their properties.

They should:

l Raise the alarm

l Leave their office / flat closing the doors behind them

l Call the Fire Brigade.

It is also most important that a system exists to alert people in the BBC occupied areas of the building of any fire incident inanother tenant's accommodation.

This information should be made available through localarrangements.

Fire wardens

Larger offices (more than 5 people) should appoint a person, anda deputy, to be responsible for day to day supervision of the firearrangements, training of new staff and assisting in an evacuation.

Sometimes more than one fire warden will be needed because ofthe size of the office (perhaps over two floors) or because of thehours of occupation. The objective is to always have at least onefire warden on duty on each floor at all times the building isoccupied.

Fire Warden Duties

When the fire alarm sounds to indicate that the building shouldbe evacuated, fire wardens should instruct staff and visitors toleave immediately via the nearest available exit. They should then swiftly and systematically check all rooms and areas in their zone,including toilets and lift lobbies to make sure everybody hasevacuated, closing doors behind them in the process.

Once this check is complete, each fire warden should proceed tothe assembly point and report to the person in charge that thezone is clear.

Suitable training should be given to fire wardens every three yearsby a competent person.


Wardens !Wardens should only attempt to put the fire out if other staffhave evacuated and if it is safe to do so. Fire wardens should notput their own safety at risk when undertaking checks of roomsand areas.

Fire Extinguishers

Fire extinguishers are only for fighting a fire in its very earlystages. Never tackle a fire if has spread to other items in theroom or if the room is filling with smoke and make sure there isa safe exit behind you.

l Each office should have both a water and CO2 or dry powderextinguisher.

l Clear instructions on how to use the extinguisher should bedisplayed on the cylinder. All staff should read these so theyknow how to use the extinguisher before they need to use it.Certain extinguishers must not be used on electrical fires, sostaff should be familiar with the types of extinguishers in theoffice and their use.

l The office extinguishers should be easily accessible andlocated on the way out of the building . e.g, by the door or liftlanding.

l If using an extinguisher to tackle a fire, staff must ensure theycan escape if needed. They should position themselvesbetween the fire and the exit.

l Staff should always put their own safety and that of other

people before fighting the fire.

l After any discharge the extinguisher must be replaced orrefilled.

l The fire extinguishers need to be checked by a competentperson every year to make sure they are still in workingorder.

There are four main types of fire extinguishers (photos showexamples only) the colour coding is based on the latest EuropeanStandards but other standards may be in place in different partsof the world. Older fire extinguishers may also have differentcolours. You should read the instructions on the extinguisher tocheck what type of fire it may be used on.

Fire blankets may be provided for use in kitchens and other firefighting equipment may be provided by the landlord of thebuilding. This may include building fire hoses which are not for useby BBC staff unless they have received proper training on theequipment.

Signs

The following template should be included in the fire alarm andevacuation procedures communicated to all staff and clearlydisplayed in the office. The white boxes should be amended toreflect local arrangements, including local telephone numberswhere appropriate.

Second Edition, 2011 4

Four Types of Extinguisher !

Dry Powder which has bluemarking/bands and can be used forany fire. It will leave a white residueafter discharge.

CO2 has black marking/bands and isbest for electrical and equipmentfires. Be aware that the dischargenozzle gets very cold and should notbe held when using the extinguisher.

Water extinguishers with redmarkings/bands are suitable forordinary combustible materials fires;e.g. wood and paper.Never use on electrical orflammable liquid / fat fires.

Foam extinguishers with a cream /beige marking or bands aresuitable for most ordinary fires andfor volatile flammable liquids likepetrolDo not use on electrical fires.

Electronic template for this signThe electronic template for this sign is on the CD and isavailable at: http://worldservice.gateway.bbc.co.uk/dandt/bcrm/guide/forms_templates.htm

8



Additional Tips in the Event of a Fire !Smoke AvoidanceIn the event the staircase or room is filledwith smoke, crawl on the floor - the air iscleaner near the floor so if there's smokeget as low as possible. Remember, smoke ispoisonous and can kill you.

Shut doorsAs you go out, only open the doors youneed to. Close any open doors.Before you open a door check it with theback of your hand. If it's warm, don't open it- the fire is on the other side.

If the escape route is blockedIf the escape route is blocked use analternative if one is provided. If you cannotescape, use all means possible to let othersknow you are trapped and where you are,so that rescue can be arranged.

Block smokeClose all doors behind you and geteveryone into one room. Choose a roomwith a window and a phone if possible - butavoid the side of the building where you cansee smoke or flames. Put cushions, damptowels etc, round the bottom of the doorto block smoke.

Raise the alarmOpen the window or go onto the balconyand call for help. It is important to let fire-fighters know you are there - if you haven'tmanaged to call the fire brigade you need toraise the alarm. Stay by the window /balcony and lean out of the window tobreathe if you need to. Keep drawingattention to yourself.

Other Guidance

Other helpful guidance is also available on the UKGovernment website: Fire Kills : Directgov:http://firekills.direct.gov.uk/index.html

8


Smoke Free Zone !

Smoking is banned on all BBC premises, including allinternational offices

Fire Prevention Tips

All reasonable steps should be taken to prevent fires. People usingthe building should:

l Observe the ban on smoking in offices and only smoke indesignated areas.

l Always check cigarettes are extinguished before leavingthem.

l Keep combustible materials stored to a minimum.

l Ensure only safe electrical equipment is used in the officeand the equipment is properly maintained.

l Keep sources of heat, e.g. heaters, cooking appliances andelectrical equipment, in good repair. Never block the coolingflow of air to any heat producing equipment, includingcomputers.

l Check that pressurised gas cylinders and containers havesuitable well fitted connections and these are checkedregularly.

l Report any concerns on fire safety to the Office Manager.

Other fire precautions and arrangements:

l Always keep the office walkways and evacuation routes clear.

l Never obstruct fire doors, extinguishers, break glass pointsor emergency notices.

l Ensure fire doors are kept closed.

First Aid

Procedures

In the event of sudden illness or injury, failure to provide first aidpromptly could result in the person's condition worsening oreven in their death. The BBC has a responsibility to ensure thatan employee who is injured or taken ill at work receives promptattention.

The number of first aiders required by the office will dependupon the level of risk, the number of staff employed, the hours theoffice is open and the availability of emergency services responsein an incident.

Emergency and other medical advice should be sourced from alocal doctor or medical facility. Capita Health Solutions may beable to assist with providing non urgent advice. Continuing orfixed term contract staff on attachment or placement at the officefor three months or less should see section 2C. below forarrangements.

First Aiders

Training

Suitable training from a provider such as the International RedCross or Red Crescent or other reputable provider isrecommended where possible. The BBC's Hostile Environment(HEFAT) course also offers a thorough grounding in basic first aidand trauma management.

For additional information or checks on the suitability of coursesplease contact the Health and Safety Training ProgrammeManager on x02 26988.

Selection of first aiders

Individuals nominated for first aid training must be assessed fortheir suitability and fitness to undertake the physically demandingduties involved. They must be available in the office, able to copewith emergencies, able to undertake the course of study, and beable to leave their work in an emergency to administer first aid.

Guidance for line managers is available at Appendix 6C. Allindividuals undertaking the role should sign a Declaration ofSuitability as set out in Appendix 6C.

First Aid Supplies

All offices around the world must have adequate first aid suppliesand equipment on site.

The contents of the first aid kit and equipment should reflect thetypes of accident likely to occur and the level of medical helpavailable in the country. (A list of basic items is provided inAppendix 6I).

First aid supplies and equipment can be obtained from the SafetyEquipment Stores. All items should be regularly audited as somehave a limited shelf life and will need to be replaced periodically. Where staff may be deployed into hostile environments, traumapacks must be held in the office for staff to take with them.Trauma Packs are also available from BBC Safety Equipment

6Second Edition, 2011

Every area must have:

l A suitably stocked first-aid kit.

l A person who has official responsibility for takingcharge of first aid arrangements (including maintainingequipment and calling the emergency services in anincident) or a trained first aider.

l Information for employees about first-aid arrangements.

BBC Small Trauma Kit

Health and Safety 2B. First Aid



Stores and a list of contents is shown in Appendix 6I. If applicable, personal first aid kits including sterile needles kitsshould also be held for staff deploying into the field.

One member of staff must be responsible for issuing andrecovering kits, for replenishing used items and ensuring all itemsare within their expiry date. They must ensure that first aidequipment awaiting allocation is held securely and items returnedafter issue are checked to ensure they are complete and unused.

Summary of requirements

Record Keeping

First aiders must keep records of any treatments they administerand report incidents and accidents through myRisks Tools or bycompleting the Incident Reporting form at Form 5D of this Guide.

7

Do R

A first aid kit must be available in the office, on

location and in BBC vehicles: see Appendix 6I.

l All staff should know what to do in a first aid emergency and who their first aider is;

l Details of an emergency number (Ambulance, Doctor or Clinic) must be identified and communicated to all staff;

l Procedures must be displayed prominently in English and in other appropriate languages in the office - an example is shown below:

Electronic template for this signThe electronic template for this sign is at Form 5G, on the CDand is also available at:WS Business Continuity & Risk Management - International -Health & Safety Forms & Templates

8

LOCATION REQUIREMENTOffice First aid kit, with all items

in date.

Vehicle Personal first aid kit.

Vehicle first aid kit or trauma pack.

Deployments As per deployment riskassessment, includingpersonal first aid kit.

Hostile Environments Trauma pack and any otheritem recommended by High Risk team.

Individual trauma pack for each team member and agroup trauma pack.

Health and Safety 2B. First Aid

8

Emergency International

Medical Arrangements

Process for Medical Assistance outside the UK

l Call the CEGA number right whilst overseas. A call centrewill answer and provide you with assistance.

l During office hours, the call may be escalated to anurse/doctor for advice.

l Out of office hours, the call centre may page a nurse/doctorto give advice.

l In a medical emergency you should try and get to the nearestmedical facility.

l If necessary CEGA will liaise directly with the local doctorsand take over consultation.

l If evacuation or repatriation back to the country of domicile is required, then CEGA will make arrangements with the localdoctors and give the all clear to fly.

In case of an Emergency you will be asked the following

questions in this order:

l Name of caller

l Relevant telephone number for caller

l Location of caller

l Name of patient and whether a member of staff

l Relevant telephone number for patient

l Location of patient

l Name of department, section, production unit

l Hospital name

l Hospital telephone number

l Hospital fax number

l Attending doctor's name

l Attending doctor's telephone number

l Diagnosis.

You will also be asked to verify:

l BBC department and Division.

l Name of the office/production manager and contact details.

l Patient's normal country of domicile.

l Details regarding your original travel plans and existing ticketstatus.

l Details as to your travel agent.

l You may be asked whether you are a registered on the PrivateMedical Insurance Scheme for expatriats and if so, what your membership number is.

l Any other information of relevance.

For additional information please see Appendix 6J. If you have anyfurther enquiries contact BBC Insurance who will either answeryour queries or put you in contact with the relevant people.

Medical Emergency Overseas

In case of a medical emergency overseasContact CEGA Medical Assistance on:Tel: +44 (0) 1243 621055Fax: +44 (0) 1243 773169Email:[email protected]

!


Important Note

The BBC Medical Insurance Policy set out below covers bothBBC staff (on continuing or fixed term contracts) andFreelancers under circumstances where they are temporarilyaway from their normal country of domicile on BBC businessfor periods of 3 months or less.

If the assignment is longer than 3 months, private medicalinsurance cover needs to be arranged in respect of BBCemployees and this can be done via the Compensation andBenefits Team - BBC People.

BBC Employees who are engaged locally are not eligible forcover under the below arrangements but local laws mayrequire employers to provide certain compulsory insurances.

Please contact BBC Insurance Services (see Appendix 6J) foradvice on local country requirements. Please remember,individual departments will have to pay for the medical costs ifthey are £1,000GBP or less.

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Emergency Action details

You may wish to record details on the following form and make itreadily available to staff who are covered by these arrangements:

Electronic template for this sign

The electronic template for this sign is on the CD and is alsoavailable on Gateway.

8

Health and Safety 2C. Emergency International Medical Arrangements

Employee Assistance Programme

The Employee Assistance Programme provides free, independentand confidential information, resources and counselling on a widerange of work, family and personal issues. The programme isaccessible to BBC staff, including local hires.

What can the EAP help with?

The Programme can be accessed 24hrs a day via phone, email,instant messaging and online. EAP professionals can be contactedfor a range of practical support, including telephone information,fact sheets, information packs and short term counselling.

The following are areas that an EAP professional

can assist with:

l Work life balance

l Relationships

l Childcare

l Health and well being

l Debt

l Disability and illness

l Bereavement and loss

l Stress

l Elder care

l Life events

l Immigration

l Family issues

l Bullying and harassment

l Education

l Consumer rights

l Workplace pressure

l Careers

l Anxiety and Depression

Confidentiality

The EAP is provided by Workplace Options, an expert providerof employee support services that is completely independent ofthe BBC. When you contact the EAP, the only informationrequired from you is that you work for the BBC.

Any additional information you share is at your discretion.Workplace Options is bound by professional standards regardingconfidentiality and the disclosure of details of individuals whohave contacted the service.

Workplace Options does provide statistical data to help the BBCevaluation how the scheme is working but these statistics arecompletely anonymous and no identifying information or casedetails are revealed.


How to Contact the EAP:

Telephone: +44 (0) 208 987 6550Email: [email protected]: www.workplaceoptions.comUsername: BBCPassword: employee

Health and Safety 2D. Employee Assistance Programme

Display Screen Equipment

Computers can cause health problems if they are not usedcorrectly. All staff need to be aware of the potential healthproblems associated with using display screen equipment (DSE)and understand what they can do to prevent them.

Responsibilities

Managers who have staff who use DSE for more than an houreach day need to make sure that those who use it have theinformation necessary to avoid health problems.

1. Managers must designate an individual to act as a DSECoordinator in each of our offices around the world andnotify their Departmental Head and Safety Advisor.

2. The nominated Coordinator will be sent information on DSErecommendations and relevant contacts.

3. Managers and coordinators must undertake DSE trainingthemselves, carry out a self assessment and then notify all staffof the DSE training package.

4. The Coordinator will make sure that staff complete the onlineDSE training package.

5. Following the training, staff must complete a self-assessmentform and send it to their manager.

6. The Coordinator will be responsible for keeping copies of theassessment and records of any follow-up actions inconjunction with the manager on site. They will also assist themanager in sourcing equipment and furniture in consultationwith the Departmental Head.

7. If changes are required to the individual's work, equipment orduties these must be subsequently reviewed.

DSE Advice

Eye tests

Using computers does not damage the user's eyes but can makethem more aware of problems. UK law requires users to be givenaccess to an eye test. Where reasonably practical and a suitabletesting standard exists, eye tests will also be offered tointernational staff or alternatively can be undertaken on dutyvisits to the UK.

The BBC will pay for eye tests, corrective lenses up to a limit of30GBP and glasses up to a limit of 30GBP (Total limit 80GBP). Anamount that the Office Senior Manager considers appropriatelocally should be applied in international offices, but should notexceed the UK limit. The expense should be claimed by staff inthe usually manner where the Office Senior Manager is satisfiedthat the person works on a computer for periods exceeding onehour per day and a receipt is provided.

Hot-desking

A checklist for those who use different desks or share them withcolleagues (hot-desk users) is included in Appendix O.


DSE Training on Gateway

Training is available on line through learn.gateway. Thetraining is aimed at all computer users and will providethem with sufficient knowledge to assess their workenvironment for themselves. All staff should undertake theDSE training either on line at:http://learn.gateway.bbc.co.uk/details.asp?tID=3779.

Or using the guide "DSE Stressed" which is contained onthe MyRisks CD included in this folder and through theexternal BBC site at:http://www.bbctraining.com/modules/3699/1.asp

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Health and Safety 2E. Display Screen Equipment

Don't T

Personal Protective Equipment (PPE)

Where a risk assessment shows that an activity presents asignificant risk to health and safety and the risk cannot be reducedby other means, the manager responsible must ensure thatsuitable and effective PPE is provided and used. For example; flakjackets, anti stab vests, life jackets, helmets, hard hats and highvisibility items. Someone should be appointed to manage andcheck this vital equipment to ensure that it is fit for use in thefield.

PPE should only be used where there is no other way to reducerisk and full training has been given to the user. Once issued, PPEmust be worn as required.

Where required, items of PPE must be:

l To a recognised standard;

l Obtained from a reliable source;

l Mutually compatible with other PPE which is wornsimultaneously;

l Properly maintained and checked;

l Chosen in consultation with the user and fits properly;

l Maintained in good working order;

l Replaced before it becomes ineffective. Anticipated life ofequipment or expiry dates should be identified when theequipment is obtained and included within the PPE Register.

A template to be used for tracking Personal ProtectiveEquipment held on site can be found in the Forms and TemplatesSection (Form 5C).

Many items will have a limited shelf life. Regular checks should beundertaken to ensure equipment is still effective and remains indate.

Replacement items can be arranged through BBC Safety Stores.


Further Information

Further information is available from the Safety Store viainternal email: [email protected].

8

Health and Safety 2F. Personal Protective Equipment


Manual Handling

The Office Senior Manager is required to perform arisk assessment on tasks which involve lifting andcarrying where there is a risk of injury. Where a riskexists, consideration should be given to:-

l Reducing the weight / size of the load.

l Providing mechanical aids so the load can bemoved easily.

l Training staff to lift and carry in a safe manner.

All accidents and incidents must be reported toBBC Safety using the myRisks Incident ReportingTool or on the BBC Accident Report Form (seeForm 5D).

Serious accidents and incidents must be reportedto BBC Safety by the quickest possible means.Where doubt exists about what constitutes aserious accident BBC Safety must be contacted forclarification.

There are simple rules to follow when doingany lifting or carrying:

Don'tl Exceed your personal

capabilities

l Twist or turn your backwhen lifting

l Overextend or put yourbody in an awkward position

l Start to move somethingwithout knowing where youcan put it down

l Try to take more than youcan handle in a single load

Dol Plan any lift before starting,

think first

l Always lift with both feeton a steady footing

l Test the weight and balanceof the load before lifting

l Always get help if the loadis too heavy or difficult

l Always try and maintain agood posture

R T

Health and Safety 2G. Manual Handling


Housekeeping

Without an effective system for monitoring hazards and controls,a number of problems may occur. Regular housekeeping activitiesare essential to reducing injuries.

It is most important that corridors, stairways and passages arekept clear of all such hazards and that access to workstation areasare kept uncluttered.

Where potential tripping and slipping hazards are identified thenimmediate action must be taken to remove or reduce the problem.

The Office Senior Manager should ensure all staff are aware thatthey should report any issues presenting a hazard.

Monitoring standards day to day and carrying out safety checksevery six months will reduce the likelihood of accidents in your office.

Office Inspections

In addition to the ongoing monitoring of health and safetystandards in the office by managers and staff, a formal inspectionshould be conducted at least every six months. The Office SeniorManager will be responsible for arranging this inspection and willconduct it, or allocate responsibility to a suitably briefedindividual.

Any remedial actions identified during the inspection should berecorded and allocated to an individual for action within anagreed timetable, which is commensurate with the identifiedhazard. The Office Senior Manager will be responsible formonitoring completion of these actions in a timely manner.

Each inspection should also review actions from the previousinspection to ensure these have been satisfactorily completed. Copies of the completed inspection forms should be sent to theManager in London responsible for the office and to the SafetyAdvisor.

13

Examples of Common Problems

l Items stacked badly so they can fall over

l Excessive paper and general rubbish - a potential fire & triprisk

l Cupboards and shelves overloaded

l Combustible items near heat sources, e.g. paper, PCequipment and light fittings

l Heavy materials stored too high

l Torn, worn and damaged flooring

l Trailing cables and damaged floor sockets

l Spilt liquids or other slipping or tripping hazards

l Inadequate equipment ventilation

l Equipment incorrectly positioned causing a strain onelectrical cords

l Use of multi-way adaptors

l Unprotected cables running under carpets.

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Don't TDon't T

Further Help

The person conducting this inspection should use thechecklist in the Forms Section of this document as a guide(at Form 5B), but should also be vigilant for any other risksto Health and Safety. Copies of this checklist are also on the CD.

8

Health and Safety 2H. Housekeeping & Office Inspections

Noise

Background

Exposure to excessive noise, both in and out of work, can harmhearing by permanently damaging the tiny hair-like cells in theinner ear. When these 'hairs' are damaged they cannot berepaired or grow back again. Excessive noise can reduce theability to hear and also causes ringing in the ears - tinnitus.

Exposure to harmful noise can come from various sourcesincluding the general environment, headphones, earpieces andexposure to loud machine noise like a noisy generator orweapons being discharged. If equipment is giving off enough noisethat you have to shout to speak to someone a metre away - youshould probably be wearing hearing protection.

There are other non-occupational causes for hearing loss e.g.infections, a blockage in the outer ear and some medicalconditions. However when at work line managers have theresponsibility to ensure that their staff are not exposed todangerous noise levels and staff have responsibilities to make surethat anything put in place to protect them is used correctly.

What needs to be done?

In the UK, the Regulations on the Control of Noise at Work areenforced, and the BBC expects similar standards and practice inits activities abroad.

l For broadcasting staff, headphones provided by the BBCshould be 'limited' to prevent serious hearing damage. They

can be identified by a sign on the ear piece '88 dBA levellimited'. These headphones will stop any noise loud enough tocause hearing loss before it reaches the ear and should beinstalled in all the studios and where programmes are beingedited. Suitable headphones are available from BroadcastEquipment Centre and requests should be made to theappropriate Department Head. In circumstances wherelimited headphones are not appropriate for the activity, aseparate risk assessment should be performed and alternativecontrol measures put in place.

l Reporters going into noisy factories or situations where loudnoises are likely, and other control measures are impractical,should limit the length of time they spend in that environmentand use suitable ear defenders or earplugs, available from theBBC Safety Stores or reputable local dealers.

l Maintenance staff and engineers looking after noisy machineryor equipment, where other control measures are impractical,should limit the length of time they spend in that environmentand wear a pair of ear defenders when in the room orenclosure. These must be in good condition, fit well andcompletely enclose both ears.


Further Help

There is more guidance on noise management at myRisksIf you need more details or help with choosing hearingprotection or managing noise, please contact your SafetyAdvisor or Manager in the UK.

8

Staff at Risk

Where reasonably practicable, staff at risk of exposure tonoise should have their hearing checked. This should commence when they start employment in thatjob in order to get a baseline measurement, again after oneyear and then at three yearly intervals. This is in order tomonitor any changes and review the adequacy of the controlmeasures.

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Health and Safety 2I. Noise

Electrical Safety

This section is intended to inform Office Senior Managers aboutelectrical hazards and provide guidance on managing electricalsafety in offices around the world. It is not a substitute for usingcompetent people to repair and maintain your electricalinstallations.

Electricity can kill or cause serious injury. Every year in the UKabout 1,000 accidents happen at work involving electrical shock orburns - around 25 of these are fatal. Because of differing standardsof electrical safety around the world, these figures are likely to bemuch higher in many other countries.

Hazards

The main hazards are:

l Electrocution and burns from contact with any live conductor.

l Fires caused by short-circuits or faults.

l Fires and explosions caused by electrical short-circuit or sparkigniting a flammable or explosive atmosphere, e.g. build-up ofgas from gas bottle or petrol fumes.

l Arcing where tools and equipment touch live conductors.

Everyone who works with electricity should also be aware offactors which increase the risk of shock and injury, these are:

l Wet surroundings - water and humidity will conductelectricity and make the equipment and its surroundings live.

l Using equipment outside where it may become wet and ismore likely to be damaged.

l Damaged or faulty wires, sockets and connections.

l Incorrect wiring or connections.

l Not enough work space.

l Poor lighting in work area.

Other Hazards are:

l Damage to equipment from faults and voltage fluctuations.

l Trips on trailing wires causing injury and equipment damage.

Arrangements

Offices set up by BBC engineers will generally be installed to UKstandards or local standards where these are more stringent.Ongoing maintenance will be carried out by engineers employedon site or by BBC staff visiting from the UK or regional hubOffice.

Each office should arrange for a competent electrician to set upall the electrical systems and equipment and check themroutinely, especially after carrying out refurbishment oralterations. If you do not have routine arrangements for safeelectrical maintenance these must be set up using competentlocal engineers supported through the UK. Some Divisions willorganise UK based engineers to carry out maintenance - contactyour Safety Advisor for further details. Guidance on frequency oftesting is available on Gateway or your Safety Advisor.

Whatever arrangements are in place, the person managing eachsite must be confident that the electrical systems are in a safecondition; that people do not use equipment where electricalfaults have developed; and, that competent people are selected tocarry out maintenance and repairs.


Health and Safety 2J. Electrical Safety

Preventative Maintenance

Each site must have a formal system for preventativemaintenance, this includes regular electrical checks carried outand recorded by a competent person on portable and fixedequipment including the fixed wire systems. This should bediscussed with your technical contact in the UK. Newsgatheringoffices will be examined and assessed by Bureau SupportEngineers (Siemens).

Selection of Competent Contractors

Before employing local contractors you must consult with yourbusiness continuity representative or line manager in London toestablish the contractors' competence. They may ask you to:

l Check if there is an institute or similar of electrical engineersand contact them for names of approved engineers.

l Find out what qualifications are acceptable for the type ofwork you are planning.

l Use reputable local / international organisations and find outif they have contractors they can recommend.

l Look for contractors with established reputable businesses

l When interviewing, ask to see any references, certificates andqualifications.

l Ask to see the organisation’s, health and safety policy andkeep a copy.

Portable Equipment

The department/section must have an upto date asset register of all its equipment.

Portable equipment like extension leads,heaters, printers and lights for filming must

be maintained and kept fit and suitable forits intended purpose. It must not be

allowed to deteriorate in function orperformance to such a level that it puts

people at risk. This means that regular, routine and plannedpreventative maintenance. Additionally, carrying out a simplevisual check to look for signs of damage or faults can preventmost electrical accidents from occurring. Equipment taken offsite should be visually checked upon return.

Routine maintenance/inspection is carried out by BBC FM&T, orfor News, by the Bureau Support Team (Siemens). BBC FM&TTechnical Operations are running a programme of equipmentmaintenance visits. Details of scheduled visits are available fromthe Business Continuity and Risk Management team or yourDivisional Business Continuity Representative.

Extension Leads

Extension leads are a particular hazard if not selected and usedcorrectly:

l Never use a lead if a fixed socket is available.

l Never join extension leads together to get greater length.

l Select the shortest extension length suitable.

l The lead must have a correctly rated fuse where provision ismade in the plug top.

A visual check of portable equipment must include

looking for:

l Damage e.g. cuts, abrasion to the surface covering of thecables.

l Damage to the plug - cracked or melted casing or bent pins.

l Taped joints in the cable or signs of ad hoc repairs.

l Stripping of the outer cable sheath where the wire enters theplug, if you can see the metal wires or coloured sheath theplug should be rewired.

l Signs the equipment has been used in unsuitable conditionseg, wet or dusty workplace.

l Damage to the outer covering of the equipment.

l Loose parts, wires or screws.

l Overheating - burn marks or scorching on the equipment orthe socket.

Any user of portable equipment can carry out this inspection;however, they must understand that they should never open anypart of the equipment. If any faults are found, the equipmentshould be switched off and unplugged. The Office Senior Manageror person in charge should also be notified.


Important

It is important that portable equipment has the correctly ratedfuse. Checking this should only be done by an appropriatelytrained person.

!

Extension Leads

Extension leads and adaptors are particularly prone tooverloading and damage causing a serious fire risk.

!

Don't T


Damaged equipment

It is important that everyone knows what to do when a piece ofequipment fails or is damaged. This includes equipment used byother staff in the Office like cleaners and maintenance staff.

Staff should be instructed to carry out the following:

l Switch it off at the wall.

l Unplug.

l Remove from use and label if necessary to prevent someoneelse using it.

l Report to person in charge.

More extensive testing will be carried out during maintenancevisits.

Simple electrical tasks

No-one should undertake any electrical work whatsoeverwithout some form of instruction and training - includingreplacement of plug tops and fuses. This instruction can beobtained from your competent visiting engineer or competentperson employed locally.

Circuit Protection

There are two main types of safety device, fuses and MiniatureCircuit Breakers (MCB) to protect people and the electricalsystem.

They are designed to blow or trip in fault conditions like a shortcircuit or an overload. There may be occasional trips in anysystem but repeated trips or blown fuses (more than 2) must beinvestigated by a competent person before permanent damage isdone.

Supplementary protection can be obtained by use of a residualcurrent device (RCD). Specialist advice from your Engineeringcontact or Safety Advisor must always be obtained before use.

Power distribution boards

The mains power distribution boards vary in appearance anddesign from country to country. It is very important that:

l The board is kept dry.

l Secure from unauthorised people.

l Each fuse should be clearly labelled with the area it supplies.

l Live parts are not exposed or accessible as this may causeelectric shock when changing fuses.

l Only correctly rated fuses or MCBs should be used - e.g. thesame rating as in place.

l Particular care is taken to use the correct rating for fusewires, which should only be fitted by a competent person.

l Any labelling and replacement of fuses must be done by acompetent person.

Fixed Installation Inspection

The protection offered by portable equipment (and checkedthrough portable appliance testing) is only as good as the fixedsystem into which the equipment is plugged. The fixed installationmust be checked regularly by a competent electrician andcertified as being within required limits. Advice can be obtainedfrom your Safety Advisor.

Locations

Working on location often carries additional risks. Particular caremust be taken in relation to wet or damp environments and usingthe correct connections with generators or the local electricalsupply. A formal risk assessment must always be carried out.Wherever possible equipment used on location should be doubleinsulated (class 2) and powered via an RCD.

Further information is available in the Journalism Safety Guide,which is available on Gateway or from your Safety Advisor.

Sourcing equipment

There are a number of problems with buying equipment in othercountries. These include the possibility of buying fakes, differentwiring standards and compatibility with existing equipment.Wherever possible, equipment should be purchased through BBC sources. However in some circumstances this may not bepossible. In these cases, you should:

l Attempt to procure equipment from a reputable supplier or authorised distributors.

l Purchase where possible from a reputable manufacturer.

l Carry out a visual inspection (as above) of the equipment before use.

l Ensure correct fuse is fitted.

l When in doubt always get advice from your BBC Engineer.

Further reading:

Electrical Safety Guidance notes (EGN) on GatewayHSE INDG 231 Electrical Safety and You - available as a pdfHSE INDG 236 Maintaining Portable Electrical Equipment inoffices and other low risk environments - available as a pdf

All reference documents can be obtained from your Safety Advisor.


Help

These notes are intended for guidance only - if you need helpwith any aspect of electrical safety you must talk to yourtechnical support contact or Safety Advisor.

!


Hazardous Substances

All offices use and store chemicals of some sort - the mostcommon being cleaning products. Generally speaking, domesticcleaning products bought over the counter are safe to use - wejust need to ensure that they are used and stored appropriately.

The instructions provided on the label of a cleaning product mustalways be followed (including the use of gloves). When not in usethey should be stored appropriately - preferably in a lockedcupboard and away from food preparation areas.

More detailed information sheets, called Material Safety DataSheets, are often available from the manufacturer or supplier ofchemicals (or via the internet) and will provide instructions ontheir safe use, storage and spillage clean ups and in most casesthese precautions will be sufficient to ensure safety.

Cleaning products that shouldn’t be used in an office includethose which are:

l Toxic or poisonous - these can usually be identified by havinga skull and cross bones on them.

l Corrosive products - such as acid cleaner and other strongcleaning chemicals.

l Flammable liquids - in large quantities, as this poses a firehazard. Also see the section on fuel storage.

If a cleaning product is identified as being in one of the abovecategories then the first step is to identify an alternative product.If it is not possible to find a safe alternative or if the chemical isdeemed necessary, then a more detailed assessment into its usemust be performed by the Manager. This is called a Control ofSubstances Hazardous to Health (COSHH) Assessment andshould be done in conjunction with your Safety Advisor. Moreinformation on COSHH Assessment can be found in theInternational Office Generic Risk Assessment in Appendix B oron Gateway.

Some more detailed information about other hazardoussubstances common around the globe and what to do with themfollows.

Kerosene and Paraffin Heaters

Kerosene and paraffin heaters are used in some offices. They canpose significant risks to health and safety if they are not correctlyused and maintained. Detailed guidance can be found in Appendix6P - Safe use of Kerosene, Paraffin and Diesel Heaters.

(CBRN) - Chemical, Biological and

Radiological and Nuclear Hazards

When covering any assignment likely to involve chemicals,radiation, biological or nuclear agents, staff need to be aware ofthe possible health effects. You can be affected through breathingin substances, eating or drinking food or water that has beencontaminated, or coming into contact - through skin or clothesand even being in the area where chemicals are dumped or spilt.There can also be reactions between chemicals and othersubstances like water that can make them more unstable.

Any staff covering such assignments should include details of thehazards in the risk assessment for the assignment, using theadvice contained in the Journalism Safety Guide.

18Second Edition, 2011

Health and Safety 2K. Hazardous Substances

You should contact the Safety Advice Line on +44 (0)370 411

0464 for all queries on hazardous substances.

In the event of an emergency, you should contact the emergencyservices and then the Safety Advice Line.

When entering a site where hazardous chemicals or othersubstances may be present approach with real caution:

l Get some idea from locals of what might be present - if otherpeople have had severe reactions - stay away!

l Always stay upwind of any hazard.

l Avoid breathing in any smoke, gas or fumes - you do not knowwhat it contains.

l Never eat, drink or smoke close to the chemical area orbefore washing your hands.

l If you know what the chemicals are - from witnesses or labels,signs etc you can call the Safety Advice Line. Even if you havesome idea of the symptoms people are having and don't knowwhat has caused them you can call the advice line who will beable to give or obtain specialist advice.

l Don't touch anything!

If any of the following symptoms are present - leave the area at

once, stay upwind of any contamination source, wash face andhands with lots of clean water and change all your clothing.

l Pain, numbness or tingling of the mouth, nose and throat

l Stinging, watering eyes

l Dizziness or feeling faint

l Difficulty breathing or swallowing

l Nausea or vomiting

l Headache

l Altered mental state, confusion etc

If these symptoms occur - take immediate action - get away, callthe emergency services and call the Safety Advice Line on +44(0)370 411 0464 as soon as possible.

If you are pregnant you must be additionally careful and alwayscheck with your safety advisor before taking on any assignmentlikely to involve any exposure to radiation, chemical or biologicalhazards.


Advice on Products

For advice on products used outside the UK and for help carrying out CoSHH assessments contact your Safety Advisor.

Health and Safety 2K. Hazardous Substances

Fuel Storage on BBC Premises

Petroleum spirit (petrol) is a highly flammable liquid (defined ashaving a flash point below 32oC) and due to this attracts strictlegal controls in many countries.

Diesel fuel oil is flammable and while not as inherently hazardousas petrol, still requires precautions for storage and dispensing.Diesel is commonly stored at our offices around the world indrums and tanks to supply back-up electrical generators.

All petrol / diesel fuel storage and dispensing points at BBCpremises must meet the following requirements wherereasonably practical:

l Where required by local law, have relevant documentation /licence;

l Have completed and acted on a suitable risk assessment thatis understood by all who may be exposed to the risk ofcontact with fuel;

l Have a total capacity on each site not exceeding 2,700 litres;

l Fuel should be stored within a purpose built tank with anappropriate containing wall;

l Be located inside a purpose built compound which is at least6m from the nearest building and has suitable fencing toprevent unauthorised access;

l Have clear signage showing what is stored and the risks, e.g.highly flammable liquids;

l Have suitable and sufficient fire-fighting measures, i.e. at leasttwo 9 litre foam or dry powder extinguishers;

l Have suitable means for dealing with spills, i.e. drip trays,absorbent material (sand), mop up systems etc;

l Where a tank is in place - to be maintained by a competentperson / contractor;

l Be operated by a certain authorised person only inaccordance with a safe system of work;

l If supplied - the gravity feed hose and trigger device must belocked off when not in use.

In addition - security of the tank must be considered in relationto the local situation - the tank may well become an increasedtarget for thieves / vandals if public supplies run dry.


Health and Safety 2L. Fuel Storage on BBC Premises

Asbestos Hazards and Risks

Asbestos is a significant hazard and, when loose or damaged,releases airborne fibres which are a danger to health. It is the riskof inhaling or ingesting these fibres which can cause asbestosisand mesothelioma. The majority of these medical conditions leadto premature disability and, in the majority of cases, early death.There is no cure for any of these conditions.

Anybody can be affected by exposure to asbestos fibres; theextent to which they react may depend on pre existing medicalconditions or synergistic effects of smoking or work withsolvents or chemicals. Persons of any age can experience theillnesses which may take between 15 and 40 years to develop.

Asbestos containing material, which is in good condition andproperly sealed, does not pose a risk to health and safety. Effectivemanagement of undamaged or encapsulated asbestos cansignificantly reduce risk. Measures include labelling all asbestoscontaining material, recording its location, regularly monitoring itscondition and preventing any work which might damage it.

Legislation

The United Kingdom legislation (the Control of Asbestos atWork Regulations 2006) requires those responsible for thepremises to manage the risk from asbestos containing material

[ACM] which may be present in the construction orinfrastructure of the premises.

BBC policy is to adopt best UK practice to activities and premisesabroad, including training, wherever possible.

In order to establish the presence of ACM an inspection isnecessary to determine the nature and location of any ACM andassess it to determine the risk the material may present.

The BBC has produced an asbestos management strategy whichendeavours to establish statutory compliance and includesawareness training for staff depending on their potential contactwith ACM.

What to do next

Having familiarised yourself with the general approach toasbestos management, prepare a local action plan for the office.You should:

l Find out as much information as you can about the presenceof ACM in the building from the landlord/owner of the office.

l Consider if any of the normal activities in the office mightinterfere with this material, e.g. trolleys hitting a door panelmade of ACM.

l Consider the impact of any changes within the office, e.g.removing a wall, before any work takes place.

l Seek specialist advice through your Safety Advisor.

l Record what information you have about the presence of ACM in the building, inform all staff and, where warning labels have been used, ensure that nobody interferes with them.

l Monitor the ACM to ensure no accidental damage ordisturbance occurs. In particular monitor contractors', e.g.builders or IT installers, activities taking place to prevent anywork which might interfere with the ACM.

Still unsure?

Your Safety Advisor will arrange a more detailed briefing paperand further guidance on the likelihood, based on local knowledge,of ACM being used in the premises which you occupy.


Gateway Asbestos Information

Further information can be found on Gateway or theexternal BBC website at myRisks

8

Health and Safety 2M. Asbestos Hazards and Risks

Information and Training

Staff will need to be trained on procedures and equipment that arerelevant to both their job and the safety and security of the overallpremises.

(i) InformationThe Office Senior Manager should ensure that staff are aware ofprocedures, either by regular briefings, provision of guidancesheets/signs or other materials as contained in this Guide or throughformal training, as outlined below.

Regular participation in drills, such as fire or evacuation, or exercisingplans such as business continuity will also result in increasedfamiliarity with health, safety, security and business continuityprocedures.

(ii) Formal trainingStaff need to be given enough information, training and instruction tobe able to do their job safely. Until they are competent, appropriatesupervision must be provided commensurate to the risks of the job.

The training which individuals receive also needs to be appropriate tothe work they are undertaking and this should be assessed by theperson's line manager. A range of courses covering various aspects ofhealth and safety are available and specialist courses can be providedas required:

Some of the standard training options are as follows and acomprehensive list is available on the BBC Academy site(http://learn.gateway.bbc.co.uk):

Induction Training

All new staff should be briefed on key health & safety issues such asfire precautions, accident reporting and working with DSE withintheir first week of employment. A checklist of key subjects to becovered is shown in Appendix 6H. A plan for each new member ofstaff should be prepared and agreed, with training needs reviewed ateach appraisal.

Online Courses

Training courses are available through Learn Gateway on:http://learn.gateway.bbc.co.uk/.

Online training through Gateway is freely available to all staff workingaround the world, this includes many journalist, broadcasting, IT andspecific courses that can be useful for personal development.

Local copies of a number of courses including Production Safety andSafety at Work are available from your Safety Advisor.

Face to Face courses

The Hostile Environment course can be delivered in specific areas forstaff around the world. The course is only designed to cover thethreats in the particular region in which the attendee is or will beworking and not threats in other regions.

Training can also be provided to staff on duty visits to the UK or maybe prearranged to take place at the time of an office review.

Special courses

A number of courses specifically for staff working outside the UK are

being designed. These are based on PowerPoint presentations withaccompanying notes and can be delivered by local staff and tailoredto include specific local information.

The presentations currently available are:l Fire Awareness l Fire Warden BriefingFurther presentations are being produced and are available from yourSafety Advisor.

Training records

Local records should be detailing any training undertaken by staff.For other safety training needs entered onto the International OfficeDatabase (IOD) - discuss with your line manager, Safety Advisor orthe Safety Training Team ([email protected] or x01 20272).


Mandatory Training

l Online Safety at Work (International Version) Coursehttp://learn.gateway.bbc.co.uk/Courses/CourseDetails.aspx?CourseID=11594 Also available on DVD for international offices

l Online DSE training and self assessment (not currently available on DVD)http://learn.gateway.bbc.co.uk/Courses/CourseDetails.aspx?CourseID=3779

Mandatory for all staff involved in production

l Online Production Safety coursehttp://learn.gateway.bbc.co.uk/Courses/CourseDetails.aspx?CourseID=10246 Also available on DVD for international offices

l News Assignment and Location Safety (NALS) face-to-facecourse. Currently being rolled out internationally.

Mandatory for staff deploying to Hostile

Environments

l Hostile Environment and First Aid Training (HEFAT) face-to-face and available in-country

l Public Order face-to-face and in-country (together withHEFAT)

Additional Safety Courses

l An Introduction to the Journalism Safety Guide (availableon CD as well)http://learn.gateway.bbc.co.uk/Courses/CourseDetails.aspx?Course ID=11393

l Online Risk Assessment Masterclasshttp://learn.gateway.bbc.co.uk/Courses/CourseDetails.aspx?CourseID=11094

l Safe Working in Video Journalismhttp://learn.gateway.bbc.co.uk/Courses/CourseDetails.aspx?CourseID=4199

Health and Safety 2N. Information and Training


Accident / Incident Reporting

Reporting

All accidents and incidents must be reported to your localmanager, senior manager in the UK and the Division's SafetyAdvisor. Serious accidents and incidents must be reported toBBC Safety by the quickest possible means. This includesincidents where someone was hurt and also those that couldhave turned out to have been more serious even if no-one washurt. Where doubt exists about what constitutes a seriousaccident, BBC Safety must be contacted for clarification.

All reports should be made online using the MyRisks IncidentReporting Tool or the BBC Accident/Incident report form (Form5D) and on the accompanying CD.

Immediate Actions Required

Immediately following an accident or incident, the Manager incharge of the work activity or area must ensure that:

l any immediate help needed is obtained;

l the situation is brought under control;

l the line managers of the people involved are informed;

l the Safety Advisor (during UK office hours) or BBC SafetyAdvice Line (outside UK office hours) is informed bytelephone;

l so far as possible, the scene should be left undisturbed untilany investigation is complete - this is important for seriousaccidents where the police or local authorities mayinvestigate;

l the incident is investigated to the appropriate degree;

l all accidents and incidents must be reported on the My RisksIncident Reporting Tool or the BBC Accident/Incident ReportForm.

Managers and staff should not accept liability or invite anyone tomake a claim against the BBC, and should confine discussionsabout possible causes of the accident to a structuredinvestigation. Your Safety Advisor will be able to provide furtherguidance on managing the incident.

Definitions

Accident

An accident is an unplanned event, or sequence of events, arisingout of work activities which results in:

l injury or ill health,

l damage to property or equipment.

The BBC reporting requirement also includes violent incidents,road traffic accidents which result in injury or had potential forcausing injury or serious damage. The responsible manager must also ensure that all otherinterested parties are informed of the incident. Be aware that

legislation in different countries may mean that some accidentshave to be reported to local authorities..

Incident

Anything where someone was hurt or where equipment wasdamaged and also incidents which could easily have turned out tohave been more serious or a near miss even if no-one was hurt.

Ill Health

Ill health is any occupational illness, disability or other physicalproblem which reduces the function of an individual over a periodof time. All instances of this should be reported using theaccident/incident reporting form (see Form 5D).

Employee's Responsibilities

Employees who are involved in, or witness, an accident must telltheir manager by the quickest possible means.

If a witness, they must inform their manager if a colleague isinjured and unable to report the accident or if the accidentinvolves members of the public, who should in turn seek advicefrom the Safety Advisor.

Employees who believe that some aspect of their work, or use ofwork materials, may have caused a health problem must report itto their manager.

Contractor & Freelancer Accidents

Contractors & freelancers involved in accidents on BBCpremises, or whilst undertaking work on behalf of the BBC, mustreport the accident to the BBC manager responsible for thework by the quickest possible means. Reporting to the BBC willnot negate the contractors own duty to inform their own linemanagement or the Enforcing Authorities.

Record Keeping

BBC Safety has arrangements for retention and storage of theoriginal reports, evidence and other documents needed to meetstatutory and other requirements. Primary records will be keptfor a minimum of 6 years from the date of the accident. Allpotential evidence, e.g. equipment involved in an accident,photographs or video footage must be labelled, dated andretained securely for at least three years.

23

Health and Safety 2O. Accident / Incident Reporting


Events Guide

If you are thinking about organising an event, whether it is a BBCroad-show travelling around the country, a marketing event, or alive outside broadcast, you will need to consider the health, safetyand security implications and plan accordingly.

The event may involve a small gathering of 3 or 4 people or alarge invited audience; it may be in an established venue or out inthe street. Whatever the circumstances health, safety and security should be included in your planning at the earliest opportunity.

If you are involved in a complex event with multiple participantsyou will need to use all sections of this Guide. For other, smallerevents, select the sections that are relevant and in proportion tothe size of the event.

Event Management Guide

A detailed guide on events management is available onGateway.

8

Roadshow - Kenya

Health and Safety 2P. Events Guide


Second Edition, 2011 3. PAGE 01

Index

3A Introduction 1

3B. Security Management Arrangements 2

3C. General Guidance for All Offices 4

3D. High Risk Environments and Activities 2

3E. Guidance on Specific Events 14

3. Security .

Introduction

This section provides information and guidance on best practicefor Office Senior Managers in relation to security.As we operate in such a wide range of locations andenvironments producing guidance which is relevant to everybodyis impossible. Therefore, this document is structured to provide:

l Guidance on Security Management Arrangements.

l General Guidance requirements for all offices.

l Guidance on security threats that will only apply only in somehigher risk environments and activities; e.g. the need toprepare a plan to evacuate the city or country.

l Guidance on specific events should these occur e.g.kidnapping.


Security 3A. Introduction

Security Management Arrangements

Responsible Person

The manager in charge of the Office/Bureau (Office Senior

Manager) has overall responsibility for the security of the officeand the staff working there. Where staff from more than oneDivision work in the office, the senior manager present for eachDivision will have responsibility for the security arrangements fortheir staff. However, they will need to consult with other SeniorManagers to ensure a consistent approach is taken on all securityissues affecting the Office.

The Office Senior Manager, in consultation with colleagues inother Divisions on site, will:

l Take responsibility for overall security of the office and staffworking there.

l Use this Guide to develop security arrangements and policiesthat are relevant to the threats existing in the office/countryin which the office is operating.

l Liaise with the BCRM team, or Divisional Business Continuityrepresentative, and High Risk teams seeking advice andguidance, as required.

l Carry out a risk assessment of security threats and put inplace appropriate measures to mitigate them. See theGeneric Risk Assessment at Appendix 6B.

l Regularly review the security situation and ensure that thesecurity part of the risk assessment is updated to include newthreats.

l Ensure procedures for handling threats and incidents areestablished and communicated to all staff.

l Ensure staff understand the security arrangements and adhereto the procedures specified.

l Ensure that breaches of security arrangements, includingcriminal, malicious and hostile acts are reported andinvestigated.

l Act as the focal point for security issues.

l Ensure recommendations made following Office Reviews(periodic Health, Safety & Security Reviews of the office) areimplemented.

l Ensure all personnel visiting high risk areas adhere to theHostile Environment Policy available on Gateway.

Staff responsibilities

All staff working in the office have a responsibility to ensure theseguidelines are followed, to act responsibly and to raise anysecurity concerns or incidents with their manager. The OfficeSenior Manager will be responsible for ensuring that staff arebriefed on these guidelines and staff are updated as necessary inthe light of any changes in the overall situation.

Assessing the security threat

The Office Senior Manager should carry out the followingactivities:

1. Review the security section of the Generic Risk

Assessment and update it to exclude any risks that are notrelevant and include any additional known threats.

2. Amend the Generic Risk Assessment, recording existingcontrol measures (as identified in the security assessment)and any new control measures to create an office specificsecurity assessment for your office.

3. Implement any new control measures and monitor theassessment.

The High Risk Team in London will also provide information tooffices that are considered hostile environments or those that arecovered by travel advisories. Security risk assessments for theseoffices should also be agreed with the High Risk Team.


Security 3B. Security Management Arrangements

Monitoring security threats

As the level of threat to staff and international activities willchange due to the local situation or wider events, the officespecific risk assessment will need to be monitored to ensure thatthe controls in place remain appropriate.

The Office Senior Manager will be responsible for monitoring thesituation in the country and for identifying any changes which mayalter the level of risk. Should it be felt the level of threat hasincreased, the Office Senior Manager will review the riskassessment and determine whether security measures also needto be increased.

Where the office is within a hostile environment, the OfficeSenior Manager will need to consult the High Risk Team anddecide what, if any, changes are necessary to local arrangementsor procedures. Any such changes should be communicated to allstaff working in the area affected.

Similarly, a view of the overall security situation will be taken fromLondon and any changes or issues communicated to the OfficeSenior Manager. Precautions agreed during Office Reviews will becommensurate with the level of risk prevailing at the time.

The High Risk team hold a register of international incidents inwhich all incidents are recorded.

Security breaches and Investigation

All breaches of security should be investigated by the OfficeSenior Manager who should gather facts and determine theappropriate action.

This is not exhaustive and the Office Senior Manager should usetheir judgment to determine what is appropriate under thecircumstances.

Action

l the Police or appropriate Authority. See CriminalIncident section below for more detail.

l for Hostile Environments or offices located within TravelAdvisory areas - the High Risk team. The High Risk teamcan also advise on serious security issues in any office eg,kidnapping, terrorism etc. See advice for SpecificIncidents in this Guide.

l where staff are injured - the Health and Safety Advisorand HR.

!


Security 3B. Security Management Arrangements

General Guidance for All Offices

This section contains general security guidance that applies to alloffices. Offices located in higher risk environments should alsorefer to the next section for more detailed guidance.

Building Security

Effective security for the office is a key element of our responseto the level of risk and the measures taken will be commensuratewith this.

It is the Office Senior Manager’s responsibility to ensure suitablearrangements are implemented and maintained. These include:-

l Access

l Procedures for handling emergencies/incidents

l Procedures for handling mail and post

l Security of information and assets

The Office Senior Manager should assess the level of securityrequired by reference to previous incidents, known threats or bytaking advice from their Business Continuity representative orthe High Risk team. The minimum security requirements for theoffice are outlined in the following pages.

Access

All BBC non-public areas should be subject to access controlusing human, electronic or physical control systems asappropriate to the nature of the area, or building, and the degreeof protection required for its content.

The Office Senior Manager should ensure that the followingcontrols are put in place:

l Perimeter security arrangements - fences, locking windowsand doors, access control systems, CCTV etc.

l Procedures for validating visitors.

l Control of access into the office - identity card, access controlcards, guards etc.

l Control of keys to the office.

l Control of vehicle access and parking.

l Procedures to secure the office when not occupied.

Where security management is provided by an external supplier,the Office Senior Manager should ensure that the procedure forvetting potential staff/persons working on BBC premises isthorough.


Security 3C. General Guidance for All Offices

Handling Threats and Incidents

The Office Senior Manager will be responsible for establishing,documenting and communicating procedures for dealing with anythreat to the office or staff.

Action plans including those for evacuation should be devised andpracticed in advance, identifying alternative routes whereverpossible and safe assembly points.

Receiving the threat

Staff who may receive a threat e.g. receptionists, secretaries etc,should be aware of what to do and have appropriate forms torecord the threat easily to hand. It’s important that they obtain asmuch information as possible using the Bomb Threat

Checklist at Appendix 6G. This also applies to any threatscontained in emails or posted on message boards, chat rooms orforums.

Inform designated local managers

The managers who are responsible for assessing a threat must beclearly identified and have deputies to ensure that somebody isavailable whenever the office is occupied. The points of contactand their telephone numbers must be communicated to all staff.

Collating all available facts

Before assessing the threat, the manager responsible shouldensure that they have all the relevant information from theperson receiving the threat.

Report to AuthoritiesDepending on the nature of the threat the Police or relevantauthority should be informed by the responsible manager.

Evaluate the threat and decide action

Where appropriate, there should be full consultation with thePolice or relevant authorities in deciding action, though in manycountries it will be the BBC’s responsibility to decide what actionto take. All factors should be taken into account in evaluating thethreat including:-

l The level of threat prevailing in the location

l The existence of a current threat specific to the BBC

l The exact wording of the message[does it indicate knowledge of the building or our operation? - wasa location specified? - was a reason given? - was a code word ororganisation given which could be validated by the Police?]

l Details about the timing of the threatened incident; e.g. whenthe device is set to go off[this cannot be relied on but gives an indication of the time youhave to assess the incident and take action]

Where possible the manager assessing the threat should informtheir London emergency contacts and consult with them on theevaluation. However, time available and the situation prevailing atthe time may mean this is not possible.

Implement Action

Once the threat has been evaluated, actions need to be decidedand include:-

l Whether to evacuate to an Assembly Point* or invacuate**

l Taking precautionary measures such as a search to identify anysuspicious items (see mail and post handling arrangements forhow to deal with suspicious items)

l Increased security measures, e.g. tighter checks of peopleentering building

l No further action - where the threat is felt to be a hoax.

In deciding what action to take, the primary concern should befor the safety of staff. Depending on the nature of the threat, staffmay well be safer within a well constructed building thanevacuating possibly past a suspicious device, if no location hasbeen identified.

* Assembly Points should be at least 500m away from the building orthe suspect vehicle or device.

** In some circumstances to “invacuate” (moving staff to a safe area inside the building e.g. windowless office or basement) may be the best option in response to something like a suspect package outsidethe building.

Stand down and write Incident Report

Once it is believed the threat has passed, all staff involved in theincident will be told to stand down. The manager responsible formanaging the incident will produce a brief report summarising theevents and subsequent actions. The completed incident reportwill be sent to Office Senior Manager, Line Manager(s) and theBCRM team/Divisional Business Continuity representative inLondon. It may also be appropriate to notify the High Risk Team.

The stages of handling a threat are:

l Receiving the threat

l Inform designated local managers

l Collate all available facts

l Report to appropriate authorities (this may vary fromlocation to location)

l Evaluate the threat and decide action

l Implement action

l Stand down and produce incident report

!



Mail and Post Handling Arrangements

Introduction

The overwhelming majority of mail and post coming into ourbuildings poses no threat. However, all staff should beaware that post could be used as a method ofgetting malicious devices into our premises.Letter bombs, which includepackages and parcels, have beena popular terrorist device formany years and have also beenfavoured by disaffected individuals.Nevertheless, these devices - likeother terrorist bombs - are rare.

Devices could be explosive,incendiary (the two most likely kinds)or could contain Chemical, Biological orRadiological hazards. Equally, some peoplemay try to disrupt our normal operations bysending us hoax items. Anything which appearssuspicious should be treated as a real threat until thePolice or other authorities confirm it is safe.

The Office Senior Manager must allocate responsibility foropening mail to designated staff. Staff opening mail must bebriefed to be vigilant at all times and the Office Senior Managermust ensure that staff are familiar with this guidance and that theyreceive refresher training regularly.

Where to open mail

A specific area should be allocated for opening all post and mail.The area should be as far away as possible from any broadcast orbusiness critical areas and, ideally, in a separate room which hassolid walls/doors and does not share air-conditioning with themain office.

A clear, well lit working surface should always be available foropening mail. Plastic or wooden letter openers should be used toavoid contact with sharp items which may be concealed in thepackage.

The room should be equipped with a telephone or alternativemeans of contacting colleagues in the office.

Information for staff opening mail

Specific guidance for staff that are responsible for opening mail isgiven in Appendix 6D. The Senior Office Manager must ensurestaff are briefed on this guidance and that it is displayed wherepost is opened. The specific contact number for the emergencyservices (normally Police) should be added to the guidance.


NEVER

Open external post in broadcast or business critical areas

T


Security of information and assets

GuidelinesThe BBC policy on Information Security can be found on theGateway site.

As we become more and more dependent on IT systems, it isvital we ensure they are secure and can resist malicious attacks.We also need to deter theft of high value equipment and theimportant information it may hold.

Key points to note are:

l IT equipment must have adequate virus and firewallprotection installed.

l Loading of unauthorised software is prohibited.

l Suitable password protection should be installed on all ITequipment in particular laptops.

l Ensure laptops are locked away in a suitably secure locationwhen left in the office unattended.

l Laptops are often a target for thieves, staff should be madeaware of this and advised to keep laptops secure at all timeswhen out of the office (i.e. do not leave unattended in avehicle or in a public area). When carrying a laptop in a publicplace where there is a risk of crime, a sensible precaution isto carry the laptop in something other than a laptop carryingcase.

l If you do not have the BBC desktop, back-up informationregularly. All back-ups should be stored on a USB drive in asecure off-site location or, if on-site, in a fireproof and securecontainer.

l Confidential, personal data or any data that, if lost, could causeharm (eg, staff details, contractual information) should beencrypted when carried on a portable data device such as aUSB stick. This can be done using WinZip on the BBCWindows desktop. Detailed instructions are available onGateway.

l Any incident that involves, or could potentially involve,unauthorised access to BBC data should be reported to theBCRM team, as soon as possible.

Documents and other confidential material

It is an essential requirement that the BBC and any dataprocessors keep personal information secure. In ensuring thesecurity of sensitive or confidential nature, e.g. staff or contributorpersonal details, bank account information etc, you must:

l Ensure that access to information is only given to those whohave a legitimate business need to view it.

l Ensure that personal information is only kept for as long as isnecessary and is deleted once it is no longer needed.

l Ensure that all files containing personal information areadequately protected by passwords and encryption inaccordance with the BBC’s Information Security Policies.

It is important that such information is not left out on desksallowing unauthorised access. The Office Senior Manager mustensure that sufficient lockable cupboard space or pedestals areprovided for staff to use.


Information Security Tips

R

Don’tl Don’t click on any links in emails from people you don’t

know. Always take care clicking on anything in an email,even if you know the sender.

l Don’t leave files or printouts lying around where theymay be seen by unauthorised people.

l Don’t ever write your password on post it notes oranywhere that people may find them.

l Don’t give your passwords to anyone.

l Don’t leave visitors alone or unaccompanied.

l Don’t have confidential conversations or read/writeconfidential/sensitive documentation in public places.

l Don’t use portable devices unnecessarily. There areprocedures to follow if BBC information is being storedon laptops, USB sticks and other portable devices.

l Don’t leave laptops in the boot of a car, even if locked.

T

Dol Do keep a clear desk - leave nothing on your desk that

contains any personal or confidential data.

l Do ensure that you lock your computer when you leaveyour desk using a password protected screensaver.

l Do lock cabinets every night and during the day whenyou are not using them.

l Do lock confidential waste away overnight.

l Do dispose of waste paper which includes personalinformation by shredding.

l Do keep distribution lists up to date and remove peoplewho have left the BBC as soon as possible.

l Do send emails to only the necessary people and blindcopy where possible, especially for large distributionemails.

l Do apply security measures if you work from home oroutside the office. Keep work items (CDs, DVDs,memory sticks) as secure as you would at work.

l Do ensure your laptop or USB is encrypted andpassword protect the laptop and any important files.


BBC Staff must ensure the security of personal information heldmanually on CDs, USB sticks or on the C: drive. This will normallyinvolve locking the CD or USB stick away at night.

Sensitive information must be secured each time you leave yourdesk and laptops should be locked away when not in use. If youare storing personal information on a memory stick it must beencrypted. You should never dispose of personal informationwithout shredding it.

When material is held in locked storage, it is vital that the keysare only issued to appropriate staff and are recovered from themwhen no longer required. If key-holders leave in unusualcircumstances, e.g. dismissal, it may be necessary to change locks.Such material must only be kept for the minimum time necessaryto fulfil the purpose for which it was collected. It must then becompletely and permanently destroyed. It is important that it isshredded or burned in a safe and controlled way.

Further information on security of hard copy documents can befound on Gateway.

Lone Working

Each office should have a procedure for ensuring that loneworkers can be accounted for in the event of an emergency.Where lone workers are office based they should have a clearunderstanding of the emergency procedures that are in place forfire, first aid and emergency evacuation. At no time should therebe any compromise between the ability to escape in emergencyand any security measures in place in the building i.e. locked doors.

Managers must also assess the risks of lone working, includingtravel to and from work, the working pattern, security issues andtake appropriate action to reduce the risks to their staff. Staff should be briefed on the need to take responsibility for theirown safety when working alone or away from base. Detailedguidance on working in higher risk environments is given below

in Security Section 3D but as a general guide, staff should beadvised to:l Keep colleagues informed of their movements and make it a

habit to keep a mental note of safe havens e.g. police stations,hotels, hospitals in the area and emergency numbers

l Be aware of the surroundings at all times. Be especiallycautious in crowded subways, train stations, elevators, touristsites, market places, festivals and marginal areas of cities.Avoid public demonstrations if possible

l Avoid carrying large sums of cash or valuables (e.g., designerwatches or jewellery). Use more than one wallet/money beltand have one with minimal contents to hand over if mugged

l Not to use mobile phones in the open as individuals can beeasily robbed when their attention is diverted - this is thesame when in a vehicle. The phone may also be a target forthieves

l Hand over money and valuables if threatened

l To only put up a fight if they believe their life is in imminentdanger.

Security when travelling

In normal circumstances individuals are able to go about theirordinary business and travel arrangements unhindered andwithout difficulty. In these situations there would not normally beany need to take precautionary measures to protect personalsecurity.

However, when circumstances change, perhaps because ofthreats, or if information is received that impacts on personalsafety and security, then the following should be considered:

l Travel to high risk environments - a risk assessment andspecific training is required, with clearance obtained from theHigh Risk team prior to travel (see High Risk guidance onfollowing pages).



l Travel to non high risk environments - a personal riskassessment should be carried out using the Journalism SafetyGuide. The risk assessment should be reviewed and signed offby the individual’s line manager. A pro-forma risk assessmentis contained on Gateway.

A travel safety checklist is available at Appendix 6K. This can beprovided to staff before they commence work related travel.

Driving

The BBC employs drivers in a variety of ways to meet itsrequirements internationally. Given that the safety of BBC staff isoften completely in the hands of these drivers, it is important toensure that they are competent to undertake their role.

Contracted Drivers

A minimum set of standards for the selection and on-goingmanagement of employed or contracted drivers must beestablished by the Office Senior Manager or person responsiblefor the deployment.

All contractors should be supplied with a clear set of writtenrequirements, ideally as part of a contract or agreement. Itshould be made clear that the BBC will not continue to use theirservices if the requirements are breached.

The standards should include:

l Details of the training, licences and experience which driversmust have and methods of verifying these. These should bespecified taking into account local conditions e.g, licences canbe purchased in some countries irrespective of the skill of thedriver.

l The attitude to road safety and standards of behaviourexpected of all drivers.

l The need to drive at a safe speed, taking into accountconditions at the time.

l A total ban on mobile phone use whilst driving.

l The length of the driving shift should be limited to a maximumof 10 hours and the requirement set out for regular restbreaks. Specific guidance has been included in the JournalismSafety Guide.

l A method for monitoring driving standards and for recordingand acting on complaints about drivers.

l A single point of contact should be established within the BBCfor managing any contract and this should be communicatedto all concerned. Where more than one BBC division or sub-division have contracts with the same supplier, a method ofsharing experiences should be established.

l Regular performance reviews should be held with thecontractor to address concerns or issues. These should befully documented. Clear actions and timescales for addressingissues should be agreed.

l A lead BBC figure should be identified in all vehicles withmultiple occupants and they should be given the clearauthority to issue instructions to drivers on issues of safetyand behaviour. Drivers and the companies they work forshould be advised that any failure to follow reasonableinstructions from the BBC lead person will be treatedseriously.

l There are challenges in managing contracted drivers soconsideration should be given to employing BBC driverswhere the level and the duration of the work justifies this.




BBC Staff and Driving

Most offices use vehicles everyday. These may be BBC owned,hired or belong to individuals. Any vehicle used in the course ofwork must be appropriate for the purpose, maintained in goodworking order and be driven by a competent person. Vehicleshired must have seatbelts in all seats whenever possible.

Vehicles owned and managed by offices around the world musthave a robust system in place for keeping vehicles in safe workingorder including routine maintenance, checking windscreens andtyres. The Office Senior Manager should ensure that BBC ownedor lease vehicles are covered by appropriate insurance.

Basic safety and security

Any staff who are driving vehicles on BBC business shouldcomplete the checklist at Form 5J prior to commencing thejourney and provide a copy to the Office Manager. The followingbasic advice should also be provided:

l Ensure the spare tyre, wheel brace and jack as well as thelights and horn are in working order. Look at the standard ofthe spare tyre and tread on all others. Also check thesteering, brakes and hand brake.

l Make sure there is a breakdown triangle and maps if required.

l Check all fluid levels - fuel, oil, windscreen fluid, and radiator.

l Keep car doors locked at all times. Wear seat belts and avoiddriving at night in higher risk environments.

l Don't leave valuables in the car. If necessary, keep them out ofsight locked in the boot.

l If possible, don't park your car on the street overnight. If youdo not have access to a parking garage or other secure area,select a well-lit area.

l Be constantly aware of potential thieves or carjackers.

l Drivers and passengers must use the seatbelts wheneveravailable. Make sure it is correctly fitted before startingjourney.

l When equipment is transported in vehicles, there must beadequate restraint for the loads.

l Hand-held mobile telephones must not be used by the driverwhen a vehicle is in motion. Pull over (if safe to do so) whenyou need to take or send calls. Hands-free sets should onlybe used in exceptional circumstances (i.e. where necessary foroperational or safety reasons) in these cases, managers shouldassess the need against the risk and not leave thisresponsibility with the driver.

l If possible, secure your vehicle when not in use by using agarage or locking it in a compound.

l Always ensure vehicles are locked when unattended and noitems which might be attractive to thieves are left on display.

l When travelling in areas where there is a risk of attack ensuredoors are kept locked and windows shut.


BBC Criteria for Drivers

The driver must have a current valid licence for the class ofvehicle involved and be familiar with the local rules of theroad. The driver complete a driver declaration form beforedriving a BBC fleet, lease or hire vehicle. An electronictemplate is on the CD and is available via Gateway.

The form requires all fields to be completed. Where it refersto UK specific details, these should be answered with a localequivalent (e.g., local equivalent of penalty points) or "n/a"entered, if there is no local equivalent.

Drivers using their own or locally hired vehicles should ensurethat they hold appropriate insurance. More information isavailable from Insurance Services.

!


Using vehicles in hostile environments

The Office Senior Manager may need to consider implementing apolicy covering driving in hostile or remote environments,including convoy travel. Guidance for convoy travel is included atAppendix N.

If you are working in a high risk environment, the followingguidance should be considered:

l When you buy or rent a car, don't go for something which willattract unnecessary attention, choose a type commonlyavailable locally. Where possible, ask that markings thatidentify it as a rental car be removed. Make sure that youcheck it thoroughly as the previous occupant may have leftsomething that could get you in trouble, e.g. drugs.

l Check your vehicle for any explosive devices - anythingsuspicious attached to the vehicle, underneath it or strangeobjects inside should be treated with caution - do not touch them - inform the Police or appropriate authorities and try to do this discreetly.

l Call attention to yourself if you are in danger - shout or soundthe horn of your vehicle.

l Be aware at all times of your surroundings, the actions ofpeople and vehicles around you. If concerned for your safetydrive immediately to a safe location.

l When stopping at traffic lights or junctions, ensure you keepenough distance between your vehicle and the vehicle in frontto manoeuvre out of difficulty. Keep the vehicle in a low gearto allow quick getaway in the event of an emergency.

l Carjackers and thieves operate at petrol stations, parking lots,in city traffic and along highways. Be alert for anyone who hailsyou or tries to get your attention when you are in or nearyour car. Criminals try many different approaches including;offering help for real or fictitious problems; e.g. tyres that theyclaim are flat or that they have made flat, or they may flag youdown and ask for assistance.

l Be aware of vehicles following you to your workplace orhome. Attacks are known to have taken place as vehicles stopto enter a secure compound.

l Never pick up hitchhikers. Don't get out of the car if there aresuspicious looking individuals nearby. Drive away.

Fatigue

Managers should ensure their staff understand and comply withBBC requirements for avoiding fatigue when driving. Drivers mustnot drive for more than a total of ten hours in any period of duty.Any driver feeling tired or sleepy should stop at the earliestopportunity and take a break.

Simple steps to help avoid fatigue whilst driving:

l Ensure a comfortable driving position.

l Do not drive for long periods without a break.

l Take a brief exercise break every two hours.

l Make sure there is plenty of fresh air.

Any accidents and near misses when driving on BBC businessmust be reported to your line manager and to a Safety Advisor -see section 2O. Accidents/Incident Reporting, Health and Safety,or go to My Risks Tools Incident Reporting and Investigations onGateway.

Use of banned airlines

There are a number of airlines around the world whose safetystandards do not reach internationally recognised levels. TheEuropean Commission has placed those airlines on an EU Bannedlist and they are not allowed to operate in EU airspace.

Travel using an airline on the EU banned list must be avoided asfar as reasonably practicable. However, when an EU bannedairline is either the only viable method of travel or presents alower risk of death or injury than potential alternatives, use ispermissible provided a suitable risk assessment is undertaken.





High Risk Environments and Activities

The following points are intended to provide guidance tomanagers and staff working in high risk areas or on high riskactivities. Appendix 6K provides a checklist for all overseasdeployments.

Hostile Environment Procedures

Specific procedures and training exist for staff being deployedto designated Hostile Environments. Further information isavailable on Gateway.

General procedures to be considered

where threats exist

l Keep a low profile; avoid socialising in areas that are likely tobe targeted.

l During the hours of darkness consideration should be givento the safety of travelling.

l Exercise care when drinking alcohol - ensure you remainvigilant and capable of dealing with an incident if one were tooccur.

l Consider the safety of using public transport or taxis.

l Try and avoid areas known to be trouble spots.

l Always carry a method of communication with you and anemergency contact list.

l Always be aware of what is occurring around you and respondaccordingly.

l Have a plan of where to go in an emergency and rehearsewhat actions you would take if you were confronted.

l Always let people know where you are going and when youshould be back, arrange to phone in at regular intervals whereappropriate:

m Avoid creating recognisable routines during both workingand non-working hours.

m Avoid using the same routes to and from work - mostincidents occur as an individual either leaves or returnshome.

m Travel to and leave work at different times.

m Avoid shopping and eating out at the same locations andtimings.

l Be knowledgeable about:

m Security issues - including potential threats and areas toavoid.

m The area - including local police stations, telephones andservices such as stores and restaurants that are open lateat night.

m Specific security arrangements in place at the office.

m Cultural issues such as customs and behaviour.

Safety of families in higher risk situations

The Office Senior Manager will:

l Advise on current events and on security precautions to beadopted.

l Obtain advice from appropriate authorities or arecommended security company on crime prevention for thehomes staff.

However, all staff should:

l Keep everyone, including children where appropriate,appraised of the situation without being alarmist.

l Arrange for safe areas within the house with solid lockabledoors and windows that should have security grilles, if needed.In the event of an incident this is to provide a safeenvironment until the authorities can arrive and deal with thethreat. Any physical security measures put in place must bestrong enough to prevent forced entry until the authoritiescan arrive and the house must have an appropriate means ofcommunication so that the authorities can be contacted.

l Encourage family members to carry a method ofcommunication and let other people know where they aregoing and when they expect to return.

l Be aware of any strangers in your area. Consider adopting aneighbourhood watch system amongst the other residents ofyour area.

l Be alert to any surveillance of your house, office or the routebetween these, reporting sightings to both the High Risk teamand local authorities.

l If necessary, store essential foodstuffs, fuel and water at home- ideally in the secure room in the house.

l Emergency contact numbers should be kept by the phone andby individuals when they are out and about.

Security 3D. High Risk Environments and Activities

Personal Security

It is the responsibility of the Office Senior Manager to ensureoffice staff operating in a designated Hostile Environment orcarrying out a high-risk activity (i.e. undercover reporting, riotcoverage) undertake a risk assessment and implement suitableprecautions. Risk assessment forms (available on myRisks) mustbe filled out and the High Risk Team and appropriate linemanagement informed.

Specific security arrangements are dependent on the location oractivity and the associated level of threat or risk. It is theresponsibility of the Office Senior Manager to identify whatpersonal security procedures are to be implemented inconsultation with the High Risk Team and Service Head wherenecessary.

Detailed below are some suggested personal security proceduresthat should be considered by the office. Additional personalsecurity guidance is included at Appendix 6K.

If you are working in a high risk environment, the followingguidance should be considered:

Communications and travel in higher risk situations

In higher risk situations, the Office Senior Manager should reviewthe need for staff to travel and should consider implementing acommunications plan. The following issues should be considered:

l Should a “Booking In and Out” procedure for staff travellingbe introduced?

l If so, with what frequency should phone calls be made?

l Do journeys need to be restricted to those deemed essential?

l Should all travel be suspended and staff work fromhome/office?

If a booking in/out procedure is introduced to trace themovements of personnel it should include actions to be followedif individuals fail to check in or return as expected. Such actionsmay include:

l Attempt to contact the individuals by phone.

l If this fails, check movements recorded on booking in/outprocedure and trace back to last known location.

l If contact is still not possible, phone their home.

l If still not located 4 hours after contact was lost, speak withthe High Risk Team, Section Head, local Police or appropriateauthorities for further advice.

All staff are responsible for ensuring they have suitablecommunications with them for the area they intend to operate in.They are also responsible for ensuring any changes to theirplanned movements are notified to the Office.

More detailed guidance about various methods of communicationis available in Appendix 6M.

Armed Protection

If it is felt that armed escort or protection is required for BBCstaff to carry out an activity, the High Risk Team must becontacted well in advance of any such activity going ahead.

Evacuation of the Country, Region or Town

Where there is a possibility that staff will need to close the officeand evacuate the location due to a wider threat, an evacuationplan should be prepared in advance. The requirement for this planwill be decided during the Office Review or by the Office SeniorManager.

The Office Senior Manager will produce this plan in consultationwith their line manager, the High Risk Team and the BritishEmbassy or Consulate. The Office Senior Manager will ensure allstaff are aware of the plan. In an escalating or deterioratingsituation specific briefings on activating the plan will be given.

Evacuation plans must reflect the number of staff and dependantswho will be evacuated. They must also be realistic and reflect theresources which are available to make an evacuation possible (e.g.if by sea, what is the availability of boats? If by road, are routesavailable and open? E.g. in the rainy season roads may be closed).Further, more detailed guidance on drawing up evacuation plansis given in Appendix 6E.


Security 3D. High Risk Environments and Activities

Guidance on specific events

This section contains advice on dealing with a number of specifictypes of incident.

Stalking

The potential for presenters and high profile staff to become thevictim of a stalker (harassment) is regarded as high. Examples ofstalking range from making unsolicited telephone calls, sendingletters, parcels or emails, to following victims, and waiting outsidework premise or home address.

All staff should be advised to report any unwarranted attentionto their line manager or Office Senior Manager. The Office SeniorManager can obtain further advice from either the High Riskteam, for hostile environments, or otherwise from theirDivisional Business Continuity Representative or CorporateSecurity.Advice:

l Home telephone numbers should be ex-directory.

l Report incidents of property damage to the police.

l Shred personal information before disposing of it.

l Ask neighbours to keep a look out for any suspicious activity.

l Be careful what details you give if subscribing to websites,especially social media websites.

l Google your own name and take steps to have personalinformation removed.

Physical attack on or threat to an individual

If followed or if you suspect you are being followed then don’tgo straight home:

l Head towards a police station, public place or somewhereclose (e.g. shop or petrol station) where you know you willfind other people - keep calm and alert to what is happeningaround you.

l Walk faster, when in a reasonably safe area, and see if theperson following also speeds up.

l Take out a mobile if you have one and pretend to dial, oractually dial, a friend or colleague who may be able to get toyou quickly. If the person still follows then speak louder andaccentuate the word ‘Police’.

l If all else fails, you may have to confront the person (coveredlater) or run. If the former then bear in mind they may bearmed so only do this as a last resort.

If confronted by an unarmed assailant

l Be aware of the possibility that your assailant may be carryinga concealed weapon.

l Respond based on your assessment of the situation, sometimesit may be best to be submissive and give what is being askedfor. Running away or shouting for assistance are other options.Tackling an assailant should be avoided if at all possible.

l Whatever the incident, when faced with an armed assailant itis important that all staff comply with and avoid antagonisingthe assailant.

l Try and remain calm, find out what the person wants and tryand comply without putting yourself further at risk if this ispossible.

Kidnapping

The BBC has plans to deal with the situation in which a memberof staff is taken hostage. Should such a situation occur, or isbelieved to have occurred, the Office Senior Manager or othersenior person available should:

l Gather as much information as possible from any callerclaiming to have taken a hostage, using the checklist atAppendix 6F.

l Contact the High Risk Team for further advice whether or nota hostage has been taken.

l Gather any other relevant information from other sources.

l Immediately contact all BBC personnel in the country toestablish if they are safe.

l Decide on the need to recall staff to a safe location dependingon their assessment of the situation.

Attempted Car-Hijacking

l In the event of an armed attempt to hijack a vehicle the drivershould not attempt to drive away. The driver and passengersmust comply with the assailant(s) who should not beantagonised in any way.

l All attempted vehicle hijackings, whatever the outcome,should be reported to the appropriate authority.

Detention of staff by the Authorities

If staff are detained as much information as possible should begathered on the reasons for this, where they are being held andby whom and the following people should be informed:

l Office Senior Manager

l Line Managers in London

l High Risk Team.


Security 3E. Guidance on Specific Events

Criminal Incident

Introduction

The following is a guide for the Office Senior Manager to considerwhen dealing with a criminal act in the office. In the majority ofcountries such guidelines are not necessary as the relevantauthorities should be contacted and will assume full responsibilityfor follow up action and investigation. This guidance is intendedmore for those countries where law enforcement is less wellestablished or where there are other implications which need tobe considered or internal investigations are to be implemented.

If a criminal act has been committed, consideration must be givento the implications of informing the local authorities, for examplepossession of even small quantities of drugs in some parts of theworld can lead to a death sentence. In such cases, informing thelocal authorities may need to be avoided. Advice fromappropriate line managers must be sought as quickly as possible.

Investigation

If the relevant authorities cannot handle the case, the OfficeSenior Manager must undertake certain investigations to clarify:

l If a criminal offence has been committed.

l Who is believed to have committed the crime.

l What evidence is available and how it should be secured forlater investigation. It may also be necessary to take statementsof what has happened.

In cases where the course of events cannot be established, or inthe case of doubt, the Senior Office Manager should confer withthe High Risk Team.While awaiting the police or authority where they are called, BBCManagement should not undertake further investigations otherthan is necessary to secure important information and evidence.

Securing Evidence

In carrying out an investigation, the Police or other appropriateauthorities will rely heavily on the evidence that they can gatherat the scene of the crime. Much of this evidence can be destroyedor made inadmissible if it is disturbed or tampered with before itis gathered. If at all possible, do not touch anything, block off thearea to prevent access and, if necessary, allocate somebody toguard the scene until the investigators arrive.

If there is some overwhelming business need which would meandisturbing the scene of the crime or taking action to restorenormal use of an area before the authorities can gather evidenceyou should consult with the authorities taking advice on the bestcourse of action.

Some general guidance would be to:

l Take photographs of the area from many angles before anyobject is moved.

l Do not wear gloves and hold objects where it is unlikely theyhave been held, as fingerprints are easier to identify andeliminate than glove prints.

l Write down everything that was observed when first enteringthe scene including anybody who was unnaturally curious orbehaving strangely or unnaturally.


Security 3E. Guidance on Specific Events

Second Edition, 2011 4. PAGE 01

Index

4A. Introduction 2

4B. Business Continuity Plan 3

4C. Establishing a Framework for ManagingIncidents 4

4D. Training and Exercising 6

4E. Version control 6

4. Business and Broadcast Continuity .

Second Edition, 2011 A/01 2

Introduction

Business Continuity Planning is about ensuring that people areprotected and that output continues, or is affected as little aspossible, even when disruptions occur. A well thought out andrehearsed plan for dealing with emergencies or times when theoffice, staff or equipment are unavailable will mean that:

l Our staff are safer, because they know what to do and we canaccount for them quickly.

l There is less pressure on senior managers at the time of anincident because the options have already been thought through.

l Our critical activities and output aren’t compromised, or ifthey are, they can be resumed more quickly because a backupplan exists.

The Office Senior Manager will already have an awareness of thetype of local threats that exist in the country/region in which theoffice is located and that have the potential to cause disruption tonormal operations. Generically, these may include:

l Environmental - earthquake, fire, flood, lightning strike

l Technical - power failure, loss of circuits

l Political - terrorist attack, civil unrest

l Human - epidemic, industrial action, arson

These threats may materialise even where safety and securitycontrol measures are in place.

The Business Continuity and Risk Management (BCRM) teamhas developed templates that managers can use as a basis of anoffice continuity plan. These are contained at Form 5K.

In developing the plan, you will need to consider what you will doif you are not able to carry on production activities or broadcastin the normal way.

It will also be important to consult with managers in London andany office to which you make contributions. It’s essential thatothers are aware of what you intend to do and appreciate thatthey may need to make adjustments to their own activities if youroffice cannot provide a contribution, programme or otherservice.

The template plan will also help you consolidate the emergencyarrangements for staff in the office that were detailed in theSafety and Security sections of this document.

Business and Broadcast Continuity 4A. Introduction


Business Continuity Plan

The office continuity plan should focus on options and be assimple and flexible as possible. It’s not possible to plan for everyevent, so provide a framework for responding to incidents and arange of options in response.

The Office Senior Manager, as the person most likely to use theplan, should own it and be responsible for its maintenance. Theplan should act as an aide-memoire during an incident, containingdetails such as telephone numbers, which may not be available inthe normal way because of an incident. The plan should beauthorised by the Divisional Business Continuity representative.

The template plan developed by the BCRM team includes thefollowing detail which must be customised so that it is specific toyour office:

1. The names of staff who are responsible or assessing incidents,activating the plan and managing the arrangements. You shouldconsider:

l whether building management have current out of hourscontact details for the office manager or other staffmember.

l identifying the order of priority for notifying others andthe who will make the calls.

l how you will get in touch with staff who are not in theoffice when the incident occurs.

2. A prioritised list of activities that the office carries out(business critical activities) - this will include any broadcastcritical activities and other activities that cannot simply beceased without causing considerable inconvenience ordisruption (e.g. paying staff, activities performed because of acontractual obligation).

3. A plan for how you will deliver your priority activities if theoffice is not available - the plan for recovering should include:

l Where to go

l What to do

l What resources will be required (staff, equipment, officespace etc)

l How these resources will be provided

l Key information, e.g. telephone numbers.

4. Communicating with staff and informing London managers.

5. Process for restoring normal operations after the incident.

6. Process for briefing staff on the Plan, testing it and keeping itup to date.

Sites where there is more

than one BBC Division operating

You may need assistance or information from other staff,especially when there is more than one BBC Division operatingfrom the same facilities. It is important that the same emergencyprocedures apply to all staff working in the office, regardless ofthe Division in which they work. Continuity arrangements maydiffer across divisions but the plan should reflect the basicarrangements for each Division.

Using the templates

Before reading the following sections, it may help to lookthrough the Example template plans contained at Form 5K.Example Plan 1 is a simple plan that will be sufficient for mostoffices. It contains text boxes which can be filled in and otherfree-form space containing commentary that will direct you asto what is required. Example Plan 2 is more detailed and hasbeen used by offices with broadcast critical activities. Youshould choose the plan most appropriate to the activitiescarried out by the office and have a copy of the relevanttemplate open when you read this Section, so that you can putthe guidance into context. Both template plans contain space toinput details of the arrangements in your office.

On completion or revision, the BC Plan should be authorised byyour Divisional representative and copied to your Line Managerin London. You can find out who your Divisional representativeis by contacting the WS BCRM team.


Business and Broadcast Continuity 4B. Business Continuity Plan


Establishing a Framework

for Managing Incidents

Incident Notification and Plan Activation

An incident will come to the notice of staff either directly orthrough security/facilities management. Most international officesdo not run a 24x7 operation and there will be times when theoffice is unoccupied. It is necessary to identify how you willbecome aware of an incident if there is no-one in the office at thetime it occurs.

It is likely that the landlord or building security will have beenprovided with contact details for a member of staff when thebuilding was first occupied. These details may be out of date orfor someone who has left the BBC. Consideration should begiven to identifying the best placed person to receive informationabout building emergencies from the landlord. Ideally, thelandlord should contact a member of the EmergencyManagement Team (EMT).

Conversely, it is also important to ensure that you holdemergency contact details for building security or management.You should ensure that you have contact details for a person whowill be able to make decisions and provide authoritativeinformation about the incident and its effect. This might involvecontacting building management, rather than relying upon securityguards or others who are stationed within the building.

Once a member of the EMT has been notified, they shouldactivate the plan and further notifications should be carried out,depending upon the severity of the incident, to the following:

l The Duty Operations Manager in London (whenever there is potential for the incident to disrupt broadcast criticalactivities).

l Other members of the Emergency Management Team.

l Line Managers in London (wherever staff safety, partners oroutput is, or is likely to be, affected).

l Other staff in the office that may be required to assist (e.g., toset up equipment at a different location).

The Emergency Management Team

It is important to identify people in the office who will berequired to assist the Office Senior Manager in dealing with anincident. The Emergency Management Team (EMT) will usuallyinclude the following people:

l Office Senior Manager - the Editor/Country Director orBureau Chief

l Office Manager

l Deputies

In shared offices, the most Senior Office Manager for eachDivision should be included in the Emergency Management Teamso that decisions affecting the whole office can be made and theimplications for each Division assessed.

It’s important that those normally involved in dealing withincidents at the office are included in the EMT, even if they are notincluded in the list above. The plan should contain as many meansof contacting individuals as possible - at minimum, the office,mobile and home telephone numbers of all team members shouldbe included. Individuals should also ensure that contact detailsare stored on their mobile phones.

In smaller offices, the EMT may be one individual, with a deputy.It is essential that this person is able to contact and account forothers in the office, to make sure that they are safe if an incidentoccurs.

Although most members of the Emergency Management Teamwill already have experience in managing staff, facilities, output orother elements of the office, it is worthwhile confirming the exactremit of their role to ensure that they appreciate the extent andnature of the tasks involved. These will include:

l Dealing with evacuations and accounting for staff;

l Making and implementing decisions about priority activities,including calling in extra staff to assist or coordinating a moveto a different location;

l Liaising with other offices and London to manage the overalleffect of the incident on the Service or organisation as awhole. A number of tools, including an Emergency Checklist,have been developed for use by the EMT. These are containedin the template plans at Form 5K or on the CD.

Identifying Business Critical Activities

Your business continuity plan should contain a list of priorityactivities that will take place once the plan is activated.

The first step to identifying business critical activities is toconsider what would happen if your office wasn't able to operate.

4

Accounting for Staff

The most important activity to be carried out by the EMT is toaccount for staff. The Office Senior Manager for each Divisionmay be asked to do this by the High Risk or BCRM team ifthere is a major incident affecting the city.

As this will need to be done quickly, consideration should begiven to how this activity will be carried out, especially in largeroffices where it may not be immediately clear as to whethersomeone is in or out of the office.

It is worthwhile engaging the opinion of staff who will act as firewardens as they will have a good appreciation of the issues andyou are likely to rely upon them when establishing whether allstaff have come out of the building safely.

A staff contact list should be appended to your businesscontinuity plan, as you may need to contact staff who are en-route to work.

!

Business and Broadcast Continuity 4C. Establishing a Framework for Managing Incidents

5 Second Edition, 2011


for Managing Incidents Cont.

in the normal way. It may help to think of some scenarios thatwould lead to this situation, such as staff illness, a fire in the office etc.

It will be easy to identify some business critical activities such asthose that are already identified as broadcast critical. You shouldalso consider putting arrangements in place for any other activitywhose loss for more than a week would concern you.

You should not, at this stage, exclude any activities on the basisthat you already have an arrangement in place. E.g., informing anoffice that takes your contribution that you won’t be able toprovide it or telling staff to work from home. You should makesure the arrangement is set out in the plan.

Once you have considered the effect of an interruption on youroffice, as the Office Senior Manager, you may decide that there isno real need for further planning because the activities your officecarries out can be disrupted for a considerable period withouteffect. This does not mean that the activities are unimportant, justthat they are not time critical.

Further planning should be carried out for all other activities,especially those that are both important and time critical.

Developing options

Once you have identified the business critical activities occurringin your office, you will need to develop a plan for how to respondto an incident. It is important to note that business continuityplans often involve implementing reduced or simplifiedoperations.

Options may include:

l Moving activities to a fall-back location - e.g., a hotel, anotherBBC Division’s office, a partner organisation’s office etc.

l Requesting assistance from London or other offices - either byhaving them supplement your staff or by having them takeover activities entirely.

l Ceasing the activity - with or without putting a substitute inplace.

l Playing out emergency material, including features or longform programmes.

l Reducing the quality of output, e.g. fewer updates to webpages.

It is also particularly important that London managers are awareof the options and understand the effect on output, staff,audiences and partners.

You will also need to consult with others to make sure that theoptions are viable to agree the process for implementing them.For example, you will need to ensure that access arrangementsare in place if you are using alternative premises and that staff areaware of these. You should also consider whether a formalisedagreement is necessary, especially for the use of hotel space etc.

Resource requirements

If your recovery options include a fall-back location, you will needto consider the resources that are required to support theoption. These may include:

l Laptops - either to be brought to the location or stored therepermanently

l Use of myConnect

l Portable equipment

l Office stationery

l Any other physical records such as documentation, DVDs,CDs etc.

You should keep any kit being held in the office in a grab bag witha copy of your plan. You should also consider whether to storeyour emergency kit outside the office, as you may not be able toaccess the office if an incident has occurred. Any kit to be usedfor business continuity purposes should be regularly checked andmaintained.

Re-establishing operations

It is important to establish the timescales involved in resumingbusiness critical activities. This is likely to involve testing yourarrangements.

If your options involve an alternate or fallback location, youshould carry out a test run of how long it will take you to getthere at different times of the day. You may like to considerincluding maps in your plan with routes that are likely to be lesscongested or affected by closures.

It is important to involve the staff that will actually be expectedto go to the recovery location in any test run. They should setup equipment and attempt to re-commence working. This wayyou will have a realistic timescale that reflects the difficulties in re-establishing operations in an unfamiliar environment. It isnormal for it to take up to two hours to move to, and set up, afallback location.

Once you have established the timescales involved, you may needto re-evaluate your options or supplement them. For example,you may decide to find a closer location or have some staffworking from home whilst you are setting up your fallback site.You should discuss any arrangements involving London staff withmanagers in London.

London Based Critical Activities

It is essential that the Office Senior Manager liaises withLondon managers and counterparts to understand whetherthere is an expectation that London based activities will betransferred to the office in the event of an incident affectingLondon.

This may mean that some activities become even more criticalas the volume of output originating from the office increasesand the ability to transfer work between operations is reduced.

!

Business and Broadcast Continuity 4C. Establishing a Framework for Managing Incidents



for Managing Incidents Cont.

Return to normal and reporting

The business continuity plan should contain arrangements fortransition back to normal.

This will normally involve establishing who will make the decisionand how it will be communicated. The Office Senior Managershould be consulted before staff are returned to a building oroffice that has been evacuated.

Following an incident, the person responsible for activating thebusiness continuity plan in any incident should complete a reportwhich will include:

l Details of the incident and the impact.l What was done to protect staff and maintain output and/or

services.

l What went well and what could be improved.

The completed report should be sent to the Line Manager inLondon, the Head of Business Continuity & Risk Management,GND or the appropriate Divisional representative.

Training and Exercising

The Office Senior Manager is responsible for keeping the plan upto date and for ensuring that all staff are aware of what may berequired of them in an incident, especially if options involvealternative working locations or work flows.

BBC policy is that continuity arrangement for business criticalactivities are exercised every six months. Options for exercisingrange from a simple walk through of the plan through to a fullscale evacuation exercise.

Where the plan involves using fall-back locations, an exerciseshould be carried out at least once a year to ensure that staff arefamiliar with the location of the fall-back and how to set up anyequipment. This can be coordinated to take place together withother activities such as fire drills.

Version control

As continuity plans are designed to be used in an emergency, it isessential that documents are held under a system of versioncontrol and that all copies of plans that are no longer current aredestroyed and removed from any grab bag.

Further advice and Guidance

The above is a very simplified summary of what is required to beput in place to support your operation in an emergency. Moredetailed planning documentation and guidance is available fromyour Divisional business continuity representative or contact theWS BCRM team:

External: T +44 20 7557 2570

Internal: T 0272570

6

Business and Broadcast Continuity 4D. Training and Exercising

Insurance Cover

Medical Expenses Medical Insurance Cover

The BBC is one of the world's leading broadcasting organisations and undertakes to pay emergency medical expenses which areincurred by its staff and directly contracted freelance personnel whilst they are travelling outside their normal country of

domicile on BBC business.

Note: This does not apply to international staff who are hired locally or are based outside the UK for more than three months.

The Emergency Medical Expenses scheme provides up to £5 million of cover per person and extends to the following types ofexpenses:

l The cost of all emergency medical and associated treatment, including hospital charges

l Medical evacuation or repatriation

l Additional board, lodging or similar expenses and increased cost of travel (incurred as a result of illness, injury or the indispositionof the individual).

Person Covered

Full Name: BBC Staff No:

Department: Division:

Passport No: Passport Expiry Date:

Travel Start Date: Travel End Date:

Country of Domicile:

What to do in the event of a Medical Emergency?

CEGA is contracted by the BBC to provide 24-hour emergency medical advice and assistance to BBC staff and freelancers onoverseas assignments. In the event of a medical emergency, please contact CEGA Medical Assistance as follows:

Tel: +44 (0) 1243 621055 Fax: +44 (0) 1243 773169E-mail: [email protected]

Please note that when dialling from abroad, the first zero of the area code is not required.

Authorisation

I hereby certify that the above named individual is travelling abroad at the request of the BBC. For the duration of their over seas trip, they will be covered by the BBC Medical Emergency Expenses scheme.

Signed by Line Manager: Department:

Full Name: Division:

Position: Date:

Telephone:

5. PAGE 01Second Edition, 2011

Forms and Templates 5A. Insurance Cover


International Office Safety Inspection Checklist

[See template on the accompanying CD or on the website at http://worldservice.gateway.bbc.co.uk/dandt/bcrm/guide/forms_templates.htm]

Location of Office: Date:

Name of person completing inspection:

Inspection is the process of physically looking at a work location to see that it is being used as intended; that it is safe, rules are beingcomplied with, there are no unrecognised hazards and any hazards that are present, are being dealt with.

Accidents happen. But the same accident shouldn't happen twice. That's why it's vital that accidents (or incidents which could have resulted inan accident) are reported as soon as possible, investigated and any lessons learned. All accidents can be reported on myRisks or direct to yourSafety Advisor.

Accidents

Have all accidents, incidents and near misses been reported? Yesq Noq N/Aq

Fire & Emergency

Can all staff be alerted in an emergency? Yesq Noq N/Aq

Are fire extinguishers/ fire blankets provided & in good order? Yesq Noq N/Aq

Are the fire exits clearly signposted? Yesq Noq N/Aq

Do all staff understand local fire procedures? Yesq Noq N/Aq

Is there a fire warden for the area who will assist in an evacuation? Yesq Noq N/Aq

We need to ensure that if a fire was to break out that there is a way of raising the alarm, fighting it and safely evacuating staff if needed.

Fire Prevention

Are combustible materials (e.g. paper, rubbish old tapes etc.) stored so they do not build up

and create a fire risk? (Check all areas including storage rooms and corridors) Yesq Noq N/Aq

Are all emergency exit routes clear? Yesq Noq N/Aq

Are cleaning chemicals, generator diesel and fuel stored appropriately? Yesq Noq N/Aq

Fire prevention includes the identification, control and, where possible, elimination, of fire hazards. (A fire hazard is any source or situation withthe potential to cause a fire e.g. smoking).

First Aid

Is there a trained first aider available? Yesq Noq N/Aq

Is there a first aid kit available and is it suitable (correct size, trauma first aid kit available)

for the office? Yesq Noq N/Aq

Is the first aid kit full and within date? Yesq Noq N/Aq

All offices must have appropriately trained first aiders - there should be approximately 1 first aider per 20 staff in the office (HEFAT is adequate).as well as adequate first aid equipment depending on the size and risks associated with the office.

Forms and Templates 5B. International Safety Inspection Checklist

Offices must ensure a good level of housekeeping is maintained, in order to minimise the risk of injury to personnel and to reduce the potentialhealth, safety and fire risk.

Hygiene

Is clean drinking water available for staff? Yesq Noq N/Aq

Are there clean, adequate hand washing and toilet facilities available? Yesq Noq N/Aq

Are kitchen, fridges and food preparation/eating areas kept clean and free from pests? Yesq Noq N/Aq

Keeping good hygiene standards reduces the chances of staff getting ill.

Work Equipment

Are plug sockets and switches and other electric wiring in good condition? Yesq Noq N/Aq

Has electrical equipment been safety tested or inspected? Yesq Noq N/Aq

If there is work equipment which could cause injury: is it in good order and well maintained? Yesq Noq N/Aq

Make sure all electrical equipment is in good working order and there are no trailing cables over walkways.

Personal Protective Equipment (PPE)

Have all flak jackets and public order kits been visually checked and in reasonable condition? Yesq Noq N/Aq

Are all flak jackets and public order kits of the correct size for the people that may use them? Yesq Noq N/Aq

Are all grab bags checked regularly and still have all of their contents, with relevant items in date? Yesq Noq N/Aq

It is important that all PPE is well maintained and that all staff have the right safety equipment.

Please copy the completed form to your Departmental Head and your safety advisor in the UK. For more information look on Gateway or http://www.bbc.co.uk/safety


Housekeeping & Work Environment

Is there clear access to desks and work areas (i.e. no trailing cables)? Yesq Noq N/Aq

Is the office lighting adequate? Yesq Noq N/Aq

Is the workplace kept reasonably tidy? Yesq Noq N/Aq

Are there reasonable storage facilities? Yesq Noq N/Aq

Is furniture suitable and in good condition? Yesq Noq N/Aq

Are chairs adjustable and in good condition? Yesq Noq N/Aq

It is important that all vehicles are well maintained and have all the right safety equipment. Get in contact with your Safety Advisor for a copyof the quick and easy weekly vehicle checklist.

Vehicles

Are the office vehicles maintained in accordance with manufacturers recommendations? Yesq Noq N/Aq

Do the drivers perform a weekly inspection checklist of the vehicles? Yesq Noq N/Aq

Do the seat belts work in all office vehicles? Yesq Noq N/Aq

Do all office vehicles carry a first aid kit, fire extinguisher and breakdown kit (e.g. jack, spare,

tyre tools etc)? Yesq Noq N/Aq

Are driving licenses of all people who drive for work valid and have been checked in the last

12 months?Yesq Noq N/Aq

Forms and Templates 5B. International Safety Inspection Checklist

Register of Personal Protective

Equipment (PPE) held on Site

[See template on the accompanying CD or on the website athttp://worldservice.gateway.bbc.co.uk/dandt/bcrm/guide/forms_templates.htm]


Item Manufacturer Serial No.Date of

Manufacture

Issue

Date

Replacement/

Review Date

Action

RequiredNotes

Forms and Templates 5C. Register of Personal Protective Equipment (PPE)

Accident/Incident Notification Form [See template on the accompanying CD or on the website athttp://worldservice.gateway.bbc.co.uk/dandt/bcrm/guide/forms_templates.htm]

BBC Health and Safety arrangements require all accidents and incidents to be reported by the Injured Person or by the person in charge of the activity, assoon after the incident as possible and it must be a true and accurate statement of what happened. This form can be used to make a temporary record thedetails of the accident/incident until you can record it on myRisks Tools. Please complete all sections. For guidance see: BBC Accident Reporting Procedures.This record of an accident or injury is used in place of the Form BI 510 Accident Book under the Social Security (Claims and Payments) Regulations 1979.

Personal information collected during incident reporting and investigation will be used to fulfil the BBC's obligations under Health and Safety policy andlegislation. It will be retained for up to 6 years after the incident. It may be shared with other organisations, including our agents and contractors, with whom the risk or the control of risk is shared. You have the right to confirm that any information held about you is correct.

Safety Representatives undertaking their statutory functions may carry out an inspection of the area concerned and speak to staff in order to determine thecause of the accident and may request information on this form. Personal details can only be provided with the consent of the person to whom they relate. This form can be read by screen readers such as JAWS.

Incident Date Incident Time Report Date Report Time

INCIDENT OWNERSHIP [Which department does the injured person (IP) work for OR which department was in charge of the activity?]

Division Department Business unit Programme/Event (if applicable)

INCIDENT DESCRIPTION

Give as much detail as you can, e.g. name any substance or equipment involved, events leading up to the accident or incident including what was happening at thetime, the part played by any people, what the injured person (if applicable) was doing at the time of the Incident and if the injured person has been off work as aresult of the incident. Please include any external organisations already contacted (for example, Police, Fire, Ambulance, HSE, Environment Agency)

Note: For the purposes of data protection, names of individuals should not be used in this section - please use IP for injured person, or the terms 1st / 2nd onscene etc and witness, as appropriate.

Did it occur on a BBC Site Region Location Area

q Yes q No

INCIDENT LOCATION [Please give exact details of the location at which the incident took place, including details of sitemanagement/ownership/contact details if not BBC premises: ]

HOW MANY PEOPLE WERE INVOLVED? Add details for 2nd / 3rd person at end of form


Forms and Templates 5D. BBC Accident & Incident Form

PERSON INVOLVED: [if more than one person involved add details in sections at end of form]Serious accidents and incidents, which include those resulting in broken bones, days away from work, any hospital treatment or involving theemergency services, must be reported to BBC Safety by phone or email as soon as possible. They will also be able to help you decide what todo next.

Is consent given for details of their involvement in this incident being passed to their union representative?

q Yes q No

Category of person:q Employee q Contractor q Freelance q Artist/Contributor

q Member of Public q Other

Nature of involvement: q Injured Person/victim q Other involvement q Witness q First on scene

Title: First Name: Last Name: Staff No:

Contact Tel No: Email Address:

Contact Address (if non-BBC staff): Home Address (of injured person):

OTHER WORK DETAILS

Occupation: Team Leader or Supervisor: Department Head:

DETAILS OF INJURY AND RESULTING ABSENCE FROM WORK:

Nature of Injury: Body Location: [arm, leg etc] Body Sub Category: [toe, fingeretc]:

Body Side: [left, right, both]

Was treatment given, if yes wherewas it given?

q No treatment given q Treatment offered but refused q At scene

q At local first aid point q At local GP surgery q At hospital

Date of treatment: Time of treatment:

Nature of treatment:

Provided by:

Became unconscious? q Yes q No Required resuscitation? q Yes q No

In hospital > 24hrs? q Yes q No

After treatment:q Returned to work q Referred to hospital q Sent or taken to hospital

q Referred to dentist q Referred to own GP q Sent or taken home

Mode of transport (if applicable):

q By organisation vehicle q By hospital vehicle q By private vehicle q By taxi

q By ambulance q By air ambulance q By other means q Unknown

q Not applicable

Next of-kin notified? q Yes q No


Accident/Incident Notification Form


HOURS OF WORK ON THE DAY OF THE INCIDENT

Start Time: End Time:

Other relevant information[Please record further details as appropriate about this person]

DAMAGE DETAILS

Item Damaged:

Details:

OTHER INFORMATION AND CORRECTIVE ACTION [What immediate action has been taken to prevent a recurrence and by whom?]

INCIDENT REPORTED BY

Name:

Date:

Please save this form and email it to your line manager, having completeddetails about 2nd / 3rd persons involved below, if appropriate.


Accident/Incident Notification Form


Name Address Telephone Mobile

Office Senior Manager

H&S Coordinator*

Fire Wardens*

First Aiders

DSE Coordinator*

Technical Support Contact*

Landlord*

Regional/Departmental Head - London based*

Service Head/Line Manager

*If applicable

Office Name:


Information about your Office


Forms and Templates 5E. Information about your office

Fire Alarm & Evacuation Notice


Please fill in the white boxes with your local arrangements and information.


Forms and Templates 5F. Fire Alarm & Evacuation Notice

Actions in a First Aid Emergency



Forms and Templates 5G. Actions in a First Aid Emergency

Medical Information



Forms and Templates 5H. Medical Information

What to do in Other Emergencies

GAS service provider contact details:

ELECTRICITY provider contact details:

WATER provider contact details:

LANDLORD contact details:

LOCAL BUILDERS contact details:

POLICE:

Tel No:

Tel No:

Tel No:

Tel No:

Tel No:

Tel No:

Security Incidents or Problems

Water, Sewerage & Flood

Do not touch any electrical equipment, sockets or light switches in any area affected by water - even to switch them off.

Electricity Supply FailureAny break of the electricity supply will automatically start any emergency generators on the site and may trip some of the mainswitchgear that will require manual resetting. Only authorised people are allowed to reset this equipment. Some sites will require thegenerators to be manually switched over. Ensure emergency lighting or torches are available.

Storm / Structural Damage

If structural damage is sustained or suspected, evacuate to a safe distance, avoiding other structures that may have sustaineddamage if possible. Be particularly aware of falling masonry and damage to the ground.

If you suspect a gas leak:

l Do not smoke and extinguish all naked flames

l Do not use any telephone in the affected area (these can create sparks)

l Do not use any power tool or electrically operated equipment that could generate a spark or generate heat

l Open any doors and windows leading to the outside

l Evacuate the area

l Call the gas service provider


Forms and Templates 5I. Other Emergencies

1. Driver Name:

2. Driver Phone Number(s):

3. Vehicle Registration Number:

4. Vehicle Check List

To be carried out weekly.

Driver Checklist


Tick if checked or Action

Radiator Coolant q

Engine Oil q

Brake and Clutch Fluid Reservoir q

Windscreen Wipers q

Windscreen Wiper Fluid q

Transmission Oil q

Brake Fluid q

Fan Belt q

Lights (including brake lights) q

Tyre Wear q

Brake Pads q

2 Spare Tyres q

First Aid Kit q

Extra Water q

Jack (tied down) q

Shovel (tied down) q

Door Locks q

Tool Kit q

Torch q

Fire Extinguisher q

Seat belts in good working order q

Horn q

Other q

Forms and Templates 5J. Driver Checklist

7. By signing below“I agree that all information in this form is correct, and I will immediately notify the office of any change in itinerary. I have readthe emergency procedures checklist, as found in the vehicle and am familiar with what to do in case of emergency.

I will call the office on to notify them when I arrive at each destination on my itinerary.”

Signed

Name

Name Phone Numbers

1.

2.

3.

4.

5.

6.

Leaving From Arriving At Date Time

1.

2.

3.

4.

5.

6.

5. Passengers

To be filled in every time you undertake a journey outside the city.

6. Itinerary


Forms and Templates 5J. Driver Checklist

Example Plan 1 - International Office Business Continuity Plan

Please use the guidance below to create your own Business Continuity Plan

1. Introduction

1. Objectives of the Plan

The key objectives of the plan are to provide a strategy and operating framework to deal with any emergency incident which mayaffect normal business operations in:

in order to:-

1. Ensure the safety of people using the premises2. Maintain programme output/business critical activities3. Protect BBC assets

The plan is designed to support the continuation of BBC activities in the office. It does not include details of the arrangements tosupport other occupants in the building.

The plan includes details of the additional activities which the office would undertake in the event of an emergency affecting your UKoperation.

2. Scope of the Plan

The plan is designed to cope with a situation in which: l All or part of the office is evacuated or is unavailable for use, or

l Essential services or resources necessary for the running of the office are interrupted, or

l Normal output can not be originated from UK and staff in the office could provide additional support to maintain programmeoutput.

3. Context of the Plan

The Business Continuity Plan for an office should encompass all activities based there. Where more than one Division is represented,each will have detailed arrangements for the maintenance of their activities but these will be incorporated into this overall BC Plan.

It is important that these arrangements support each other and are regularly maintained. This plan may also be dependant on thirdparties and it is important that their BC Plans are reviewed and support the office's needs.

2. Plan Activation

How the plan is activated

In any incident which disrupts critical operations in the office, this BC Plan will be activated by:

Such incidents may include, fire, flood, terrorist activity, etc. (see scenarios in section 4).

(your office)

Primary Contact

Name

Role

Tel. No.

Alternate Tel. No.

Alternate Contact

Name

Role

Tel. No.

Alternate Tel. No.


Forms and Templates 5K. Business Continuity Plan

3. Accounting for Staff

In the event of an emergency, [ name ] will ensure that all staff have been evacuated safely and will make contact with staff who areexpected at work.

Staff contact details are held; [location] and staff have been advised to contact [enter name of manager] to advise that they are safeon [enter telephone number].

[Enter name] will make contact with managers in London to advise of any incidents affecting staff safety.

4. Output and Business Critical Activities in an Emergency

Recovery time objectives

Whilst actual recovery time is dependant on the nature, the extent of the incident and the time it occurs, the following are felt to berealistic objectives:

a. In the event of the office becoming unusable, broadcast / business critical activities will be re-established withinhours;

b. In the event of it becoming impossible for UK to maintain normal output, the office will assume responsibility for

withinhours

Services in an emergency

In an emergency it may not be possible to maintain all the services normally provided by the office.

The following services will be provided in an emergency:

The following services will not be provided in an emergency:

4. Scenarios

Detailed scenarios and business continuity response:

When writing your BC Plan, think through what your office would need to do in the following scenarios.

l fire or other event leading to the evacuation of the office

l loss of power or other infrastructure

l event preventing staff getting to work

Evacuation plan must include:

l Process for staff to be told to leave the premises and where to assemble



5. Business Critical Activities

Identify what the broadcast or business critical activities are dependent upon:

l people

l systems

l equipment

l suppliers

l data

l connectivity (telephone, IT programme etc..)


Activity

Pri

ori

ty

(H,M

,L)

Recovery

pri

ori

ty(1

,2,3

)Department /Responsibility for service

Hours of activity

Arrangements in anemergency

Outline of Broadcast and Business Critical Activities


6. Incident Management & Communication

Incident assessment & managementa. Assessment of incidents & threats

(primary contact)

(alternate contact)

will be responsible for the assessment of any emergency incidents or threats which affect the office. They will be responsible fordeciding what actions are required in these situations and for liaising with the emergency services.

b. Staff actions

In any emergency situation the safety of staff and other people using the building is of prime importance. Therefore, once a decision toevacuate has been taken, people will leave the premises as quickly as possible without putting themselves in any danger. The maintenanceof programme output or the business critical activities will be of secondary importance.

Communication in an emergency

The person who activates the BC Plan will be responsible for starting the communication process. The priority will be to inform thestaff who need to take immediate action within the office. Once this initial alert process has been completed, other key contacts willbe informed as set out below.

a. Primary alert process

b. Escalation & Callout process

Include communication approach with

l staff

l suppliers

l othersEditorial and Operational Control

In the event of the office being inaccessible or unusable, editorial and operational control will be established at:

Press & media communication

In any major incident affecting our premises it is likely that there will be some media interest. It is important to ensure that only thoseauthorised to give information should do so. This should be agreed in advance of any incident.


Contact Tel. No. Alternate Tel. No.

Contact Tel. No. Alternate Tel. No.

(London contact)



7. Recovery plan

This section should set out the arrangements you have put in place to re-establish business critical activities. These include informationon:

l Alternative locations to operate from

l Recovery team make-up and responsibilities

l Facilities at alternative location, and their configuration details

l Travel arrangements

l Location map and plans

l Pre-arranged meeting point

8. Training & awareness

Details of annual briefing to be given to all staff and training to be provided for new staff

9. Testing

Include details of testing arrangements, including the frequency and scope of tests. Broadcast critical activities should be tested twicea year and all other activities at least once.

10. Maintaining the plan

Details of how the plan is to be maintained:

l Responsibilities

l Frequency of review of plan

l Change control process

11. Plan Holders

List of all those people who hold copies of the plan and who should be issued with periodic updates.

12. Appendices

Where appropriate, include the following:

l Supporting business continuity plans:

- Division, Operational, IT, Landlord, Supplier

l Incident timeline

l Home contact details for staff

l Key telephone numbers

- Suppliers, London contacts, Operational

l First hour checklist

l Log sheet

l Summary action sheet



Example Plan 2 - World Service Continuity Plan

There follows some representative pages of the World Service plan template. The full plan, along with other specific divisionaltemplates (where applicable) can be found on the CD or the website.

Plan Owner:

Plan Authoriser:Dave Cooke HBCRM WS

Issued:

Date:

Review Frequency:Every 6 months

Version:

The plan and any subsequent revisions must be authorised by Head of Business Continuity & Risk Management, World Service.

Department

<INSERT PHOTO>

Location Office Business Continuity Plan



Pan Divisional Incidents

21

Divisions in Location

OfficeWorld Service World Service Trust Newsgathering

Leads

Continuity strategy

Emergencies

In an emergency, action will be taken by any or all of the leads, including accounting for staff.

Immediate actions to evacuate and account for staff may also be lead by TBC. All staff are awareof emergency procedures.

Communications

Dependencies

All Divisions are able to operate independently and are not reliant upon each other. Where theoffice is not available/likely to be available for a prolonged period (ie, + 3 months), a jointdecision will be made by [enter names] as to whether an alternative location for the entireoffice should be sourced.

WS Editor/Senior

Manager details

uContact person for

landlord

Landlord/Agent

details

Other Division

Senior Office

Manager detailsuu

Information

u

u

u

CommunicationsActivation



How to use this Plan

THEN carry out an assessment

Go to Emergency

Checklist page 8

Go to Continuity Plan

and Strategies page 8

Go to Managing

incidents in the office

page 12

Go to Dealing with a

London based incident

page 13

Is the office affected by an incident that

will compromise ability to operate

normally?

Does the incident compromise the ability

of the whole office to continue

production activities?

Does the incident Does the incident involve

any of the following?

ElectricityAir ConditioningConnectivityTopcatENPSAdobe Premiere Telephony

Have you been notified of a London based

incident including the evacuation of BushHouse?

Seek further instruction from Head of Servicefor editorial issues or Duty OperationsManager for technical assistance.

Does the incident present immediate

danger to the people working in the office?

u

No

u

No

u

No

u

No

Go to Activation page 5

u

Yes

u

Yes

u

Yes

u

Yes

u

Yes

Activation

* Note: Staff safety is the overriding priority in any incident.



Section 1- Introduction

Scope of the Plan

Risks

Priorities and Objectives of the Plan

Plan Ownership, Authorisation and Distribution

Section 2 - Plan Activation

Section 3 - Key Actions

Section 4 - Emergencies

Emergency Checklist

Section 5 - Continuity Plan

Critical Activities

Continuity Strategies

Lead Times For Implementing Strategies (RTO)

Recovery Locations And Resources

Home Working

DR Location

London Office

My Connect Priority Users

Critical Internal Phone Numbers

Section 6 - In-Office Incidents

Section 7 - London Based Incidents

Getting On Air Using The EPF

Section 8 - Partner Relations

Section 9 - Return To Normal

Return To Normal Operations

Appendix 1 - Key Contacts

Key Contacts For An Incident Affecting Location

Key Contacts For An Incident Affecting London

Key Contacts For An Incident Affecting Partners

Staff Contact Details

Appendix 2 - Plan Owner’sResponsibilities

Exercising, Maintaining And Reviewing The Plan

Appendix 3 - DocumentationIdentification

Document History

Queries

Appendix 4 - Plan Holders

The remainder of this plan is available on CD



Managers Health and Safety Responsibilities

Managers have legal responsibilities for health and safety as part of their day to day work. This guide summarises the core areasmanagers must address to ensure their responsibilities are understood and discharged.

6. PAGE 01

Assessment of Risk

Review the Generic International Office Risk Assessment. Use this to develop a risk assessment for your office.Carry out specific risk assessments for areas that are notcovered by the Generic Risk Assessment.Make sure that people involved in the work have seen;contributed to and understand the risk assessment.

l Generic international office risk assessment

l Risk assessment forms on Gateway (programme and travel)l Seek specialist advice from your BBC Safety Advisor, the

High Risk Team or the BCRM team.l All risk assessments need to be reviewed periodically (at

least annually) and when the situation changes.

Induction

All your staff must know what arrangements are in place, howto work safely - starting from their first day at work. Thisincludes freelancers, shift workers and people with disabilities.

l Induction checklist at Appendix H or on Gateway.l Risk Awareness, Production Safety and other online training

listed and booked through Learn Gateway.l CD Copies available from your Safety Advisor.

Hostile Environments

All work taking place in countries identified by the BBC ashazardous must have an adequate risk assessment. This shouldbe validated by the High Risk Team who can also help withguidance before deployment, medical requirements, safetyequipment and security.

l Countries lists and guidance on Gateway.l Assignment risk assessment form on Gateway.l Mandatory HEFAT training available.l Specialist advice from High Risk Team.l Contact CEGA for medical insurance when travelling abroad

if assignment is less than 3 months (see Section 2C).l Protective equipment from TVC Safety Stores +44(0)208

5767568.

Local Arrangements

Assign responsibilities for safety - make sure peopleunderstand what they need to do. Competent staff can help with risk assessments forprogrammes and activities.Risk assessments should be undertaken for disabled persons,pregnant workers, young workers, guests with special needs etc.

l You should have in place:l Personal emergency evacuation plans (PEEPS) for all staff with

disabilities.l Safety Coordinator (including for DSE).l First Aiders and Fire Wardens.l Risk assessment for pregnant workers.

Information Instruction and training

Ensure that adequate information, training, instruction andsupervision is given to your staff and anyone under yourcontrol. Informal one to one and hands on training cansupplement formal systems.

l Training specific to studio or location work available viaLearn Gateway.

l Keep people involved and informed through team meetingsand other routes.

Safety Inspections

Checks should be carried out for all areas under your control.They aim to pick up problems before an incident and ensuresafe working arrangements are working. Assign responsibility & time (eg. 6 monthly) for doing these.

l Support staff carrying out inspections.l Promote safe behaviour and ways of working by reacting to

good & bad behaviour and arrangements when seen.l Use electronic system for inspections on Gateway.

Appendix 6A. Managers Health and Safety Responsibilities


Work with Computers

Everyone who works with a computer should have trainingand carry out an initial self assessment. Problems must betackled quickly, especially those affecting health.

l Use the online training and assessment tool.l Have DSE coordinators in place to pick up problems.

Record Keeping

Keep retrievable records of risk assessment, inspections andany health and safety interventions.

l Use electronic systems for inspections and DSEassessments.

l Keep risk assessments in dedicated files and ensure theyare accessible to those involved in the work.

Events and large deployments

A single point of responsibility will be identified by seniormanagement for higher risk events and deployments,particularly those with cross divisional involvement.Newsroom managers and editors must ensure they are awareof the designated responsible person (RP). This does notremove the normal line management responsibilities for riskassessment.

l Ensure next of kin and contact details are up to date.l Notify RP of involvement/ attendance e.g. compile list of

staff and give to the designated person.l Understand and follow safety guidance and information.l Cooperate with safety monitoring.l Inform responsible person of any accident or incident.

Accidents, incidents and ‘near miss’

Ensure these are reported using via Gateway. Accidentsshould be investigated and appropriate follow-up actionsidentified and taken.

l Use Gateway (Form or directly online).l Check and review all electronic reports.l Carry out investigation and take actions identified.

International Offices

A similar standard of care is expected, where reasonablypracticable, to that in UK buildings. Recognise that health,safety & security in some locations requires special attention.Information can be found in this Guide.

l Allocate local responsibility.l Risk assess hazardous activities & locations.l Report accidents, incidents & near misses.l Make available information and training.l Record information on IOD.

Appendix 6A. Managers Health and Safety Responsibilities

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n in

BBC

con

trol

led

area

s [A

dditi

onal

con

trol

sto

be

put

in p

lace

for

area

s w

here

sm

okin

g is

allo

wed

e.g

.m

etal

ash

tray

s, ch

ecks

, fire

ret

arda

nt fu

rnitu

re in

conj

unct

ion

with

the

land

lord

.]

•V

isito

rs a

re t

he r

espo

nsib

ility

of t

heir

BBC

hos

t w

ithre

gard

s to

fire

saf

ety

arra

ngem

ents

and

pro

cedu

res.

•Pe

rson

al E

mer

genc

y Ev

acua

tion

Plan

(PE

EP)

for

all

indi

vidu

als

with

dis

abili

ty -

initi

ated

and

lead

by

offic

em

anag

er

•Fi

re p

reca

utio

ns im

prov

emen

t sc

hem

e ag

reed

and

impl

emen

ted

prio

r to

occ

upat

ion

of t

he p

rem

ises

- t

oin

clud

e im

prov

emen

ts t

o th

e la

ndlo

rd’s

alar

m/d

etec

tion

syst

em a

nd fi

re s

epar

atio

n in

com

mon

are

as.

•Tr

aine

d fir

st a

ider

app

oint

ed•

Firs

t ai

d su

pplie

s an

d eq

uipm

ent

held

in o

ffice

•Tr

aum

a pa

ck p

rovi

ded

for

depl

oym

ents

to

host

ileen

viro

nmen

ts

•R

ecor

ds o

f any

tre

atm

ent

prov

ided

are

mai

ntai

ned

and

inci

dent

s re

port

ed t

o Sa

fety

Adv

ice

Line

or

via

MyR

isks

•In

tern

atio

nal M

edic

al A

rran

gem

ents

in p

lace

via

CEG

A

•St

aff a

re a

war

e an

d ha

ve a

cces

s to

cou

nsel

ling

and

advi

cevi

a Em

ploy

ee A

ssis

tanc

e Pr

ogra

mm

e.

RE

SID

UA

L

RIS

K O

NC

E

CO

NT

RO

LS

AP

PL

IED

Appendix 6B. Generic International Office Risk Assessment


4. A

ctiv

ities

tha

tpr

esen

tsi

gnifi

cant

ris

k (G

uide

ref

: 2F,

see

also

Hig

h R

isk

3D).

5. M

anua

lH

andl

ing

Gui

de r

ef: 2

G.

3. W

orki

ng w

ithC

ompu

ters

Gui

de r

ef: 2

E.

Wor

king

with

com

pute

rs t

akes

up a

larg

epe

rcen

tage

of

mos

t pe

ople

'sw

orki

ng d

ay in

the

inte

rnat

iona

lof

fices

.

Lifti

ng a

ndha

ndlin

g of

offi

cest

atio

nery

and

equi

pmen

t.

Wor

king

inen

viro

nmen

tsth

at p

rese

nt a

risk

to

Hea

lthan

d Sa

fety

whi

chca

nnot

be

redu

ced

by o

ther

mea

ns.

Offi

ce S

enio

rM

anag

er/ S

afet

ySt

ores

/ all

staf

f.

Offi

ce S

enio

rM

anag

er.

Safe

tyC

oord

inat

or in

inte

rnat

iona

lof

fices

to

act

asD

SE c

oord

inat

or.

Mus

culo

-ske

leta

l, vi

sual

and

men

tal

issu

es.

Poor

DSE

wor

ksta

tion

ergo

nom

ics,

wor

king

pra

ctic

es a

nd la

ck o

f bre

aks

may

res

ult

in:-

uppe

r lim

b di

sord

ers,

phys

ical

ach

es a

nd d

isco

mfo

rt, v

isua

ldi

scom

fort

and

hea

dach

es, f

atig

ue o

rst

ress

.

Ris

k of

dea

th o

f inj

ury.

Mus

culo

-ske

leta

l pro

blem

s.

Inju

ries

may

incl

ude

back

str

ains

,pu

lled

mus

cles

, inj

urie

s to

han

ds a

ndfe

et.

•D

SE C

oord

inat

or a

ppoi

nted

and

tra

ined

.

•A

ll eq

uipm

ent

(des

ks, c

hair

s an

d IT

equ

ipm

ent)

pur

chas

edto

BBC

sta

ndar

ds w

here

rea

sona

bly

prac

ticab

le e

.g.

adju

stab

le h

eigh

t ch

airs

.

•A

ll st

aff h

ave

unde

rtak

en o

nlin

e D

SE t

rain

ing

and

self

asse

ssm

ent.

•Ey

e te

st a

rran

gem

ents

set

out

in In

tern

atio

nal G

uide

.

•O

ccup

atio

nal H

ealth

sup

port

ava

ilabl

e fr

om C

apita

initi

ally

by t

elep

hone

and

em

ail.

•Fo

llow

up

supp

ort

and

addi

tiona

l pro

blem

sol

ving

from

Safe

ty A

dvis

or.

•Su

itabl

e an

d ef

fect

ive

PPE

prov

ided

and

mai

ntai

ned.

•PP

E su

pplie

d to

sta

ff fr

ee o

f cha

rge.

•PP

E R

egis

ter

mai

ntai

ned.

•PP

E re

plac

ed p

rior

to

beco

min

g in

effe

ctiv

e.

•St

aff i

nstr

ucte

d th

at P

PE m

ust

be w

orn.

•Tr

olle

ys a

nd t

rans

port

cas

es t

o be

sup

plie

d w

here

nee

ded.

•St

aff c

arry

ing

heav

y eq

uipm

ent

betw

een

site

s au

thor

ised

to

use

taxi

ser

vice

or

offic

e tr

ansp

ort.

•A

pply

app

ropr

iate

man

ual h

andl

ing

tech

niqu

es.

•St

ore

boxe

s of

sta

tione

ry a

nd e

quip

men

t at

leve

l whi

chm

inim

ises

any

sto

opin

g an

d st

retc

hing

.

•Su

ppor

t st

aff a

re a

vaila

ble

to a

ssis

t of

fice

occu

pant

s in

the

mov

emen

t of

unu

sual

ly h

eavy

item

s.

•U

nusu

ally

hea

vy li

fting

is p

lann

ed w

ith a

dditi

onal

peo

ple

used

to

carr

y ou

t th

e ta

sk.

6. S

lips,

Trip

s an

dFa

lls

Gui

de r

ef: 2

H.

Offi

ce S

enio

rM

anag

er/ A

ll st

aff.

Slip

s an

d tr

ips

in t

he o

ffice

.

Obs

truc

tions

on

floor

s, su

ch a

seq

uipm

ent,

boxe

s, pa

ckin

g m

ater

ials

,tr

ailin

g le

ads.

Spilt

liqu

ids

orsu

bsta

nces

, wor

n ca

rpet

or

floor

cove

ring

, dam

aged

floo

r or

gro

und

surf

aces

. Dam

aged

floo

rs o

r st

airs

, or

use

of u

nsui

tabl

e ac

cess

or

wor

kpla

ce fo

r pa

rtic

ular

tas

ks.

•T

he la

yout

of o

ffice

are

as t

o be

det

erm

ined

to

mak

e be

stus

e of

the

ava

ilabl

e sp

ace

whi

le e

nsur

ing

that

free

mov

emen

t ar

ound

the

are

a is

pos

sibl

e.

•St

aff a

re r

equi

red

to k

eep

wor

k ar

eas

tidy

at a

ll tim

es,

ensu

ring

saf

e ac

cess

to

stud

ios,

desk

s an

d st

orag

e fa

cilit

ies.

•Ba

dly

wor

n/de

fect

ive

floor

cov

erin

gs r

epor

ted

to m

anag

erin

cha

rge

of t

he o

ffice

and

whe

re n

eces

sary

imm

edia

tere

med

ial a

ctio

n su

ch a

s ta

ping

ove

r th

e da

mag

e sh

ould

be

take

n.

•A

ll w

ork

area

s ar

e cl

eane

d an

d w

aste

rem

oved

on

a da

ilyba

sis.

•IT

or

pow

er c

able

s to

be

safe

ly r

oute

d &

pos

ition

ed b

yse

rvic

e in

stal

lers

/sup

plie

rs.

•St

airs

and

wor

k ar

eas

are

adeq

uate

ly li

t an

d in

are

as w

here

pow

er c

uts

are

expe

cted

rea

sona

ble

prov

isio

n w

ill b

e m

ade

for

emer

genc

y lig

htin

g ra

ngin

g fr

om g

ener

ator

s to

tor

ches

. •

Safe

ty c

heck

s/in

spec

tions

car

ried

out

eve

ry s

ix m

onth

s.



5

8. W

orki

ng w

ithEl

ectr

ical

Equi

pmen

t G

uide

ref

: 2J.

9. W

orki

ng w

ithor

exp

osed

to

Che

mic

als

Gui

de r

ef: 2

K.

7. W

orki

ng in

aN

oisy

envi

ronm

ent

Gui

de r

ef: 2

I.

Expo

sure

to

Noi

se t

hrou

ghhe

adph

ones

or

spea

kers

.

CO

SHH

- s

ome

offic

es s

tore

and

use

thei

r ow

ncl

eani

ngch

emic

als.

Wor

king

with

port

able

equi

pmen

t an

dfix

ed e

lect

rica

lin

stal

latio

ns.

Offi

ce S

enio

rM

anag

er/ B

BCEn

gine

ers/

All

staf

f.

Offi

ce S

enio

rM

anag

er a

ndsu

ppor

t st

aff e

g.cl

eane

rs.

Offi

ce S

enio

rM

anag

er/ S

afet

yC

oord

inat

or.

Hea

ring

impa

irm

ent.

Expo

sure

to

high

sou

nd le

vels

can

caus

e: Pe

rman

ent

hear

ing

loss

Tin

nitu

s Ir

rita

tion

and

head

ache

s.

Elec

tric

al s

hock

, Fire

, Exp

losi

on,

Arc

ing.

Fixe

d in

stal

latio

ns &

por

tabl

eeq

uipm

ent

e.g.

com

pute

r eq

uipm

ent,

offic

e eq

uipm

ent

- de

sk la

mps

, fan

s,ex

tens

ion

lead

s, ca

lcul

ator

s, hi

-fisy

stem

s, br

oadc

ast

equi

pmen

t, V

CR

’s,ra

dios

, tap

e ed

iting

mac

hine

s et

cD

iffer

ent

coun

trie

s ha

ve s

yste

ms

that

may

not

be

com

patib

le w

ith U

Kde

sign

ed e

quip

men

t. Lo

wer

saf

ety

stan

dard

s, po

or m

aint

enan

ce a

ndva

riab

le t

rain

ing

of e

lect

rici

ans

can

incr

ease

ris

k of

ele

ctri

c sh

ock,

elec

tric

al b

urns

and

fire

.

Der

mat

itis,

burn

s.

Thr

ough

wor

king

with

, tou

chin

g or

brea

thin

g in

che

mic

als.

•N

oise

lim

iting

hea

dpho

nes

supp

lied

(‘noi

se li

mite

d to

88

dB A

’).

•Sa

fety

coo

rdin

ator

to

cond

uct

insp

ectio

ns 6

mon

thly

to

iden

tify

any

non

conf

orm

ing

head

phon

es.

•In

pla

nt r

oom

s &

gen

erat

ors

whe

re n

oise

haz

ards

hav

ebe

en id

entif

ied,

sui

tabl

e he

arin

g pr

otec

tion

has

been

prov

ided

and

mai

ntai

ned.

•A

sset

reg

iste

r de

taili

ng a

ll eq

uipm

ent

mai

ntai

ned.

•Eq

uipm

ent

and

syst

ems

set

up t

o ap

prov

ed s

tand

ard.

•Fo

rmal

sys

tem

for

prev

enta

tive

mai

nten

ance

.

•Fi

xed

elec

tric

al s

yste

ms

peri

odic

ally

insp

ecte

d an

d te

sted

by

a co

mpe

tent

ele

ctri

cal e

ngin

eer

in a

ccor

danc

e w

ith r

elev

ant

stan

dard

s. W

here

rem

edia

l wor

k is

req

uire

d to

ens

ure

safe

ty t

his

is c

arri

ed o

ut a

s re

quire

d by

com

pete

nt p

erso

ns.

•A

ll po

rtab

le e

lect

rica

l app

arat

us, r

ecor

ding

& li

sten

ing

equi

pmen

t [in

clud

ing

com

pute

r eq

uipm

ent]

is r

egul

arly

insp

ecte

d an

d te

sted

by

a co

mpe

tent

BBC

or

loca

l ele

ctri

cal

engi

neer

. Whe

re e

quip

men

t is

foun

d to

be

unsa

fe it

isw

ithdr

awn

from

ser

vice

and

rep

lace

d or

rep

aire

d as

soo

nas

pos

sibl

e.

•T

he u

se o

f pri

vate

ly o

wne

d el

ectr

ical

app

arat

us a

t w

ork

ispr

ohib

ited

with

out

appr

oval

from

the

man

ager

in c

harg

ean

d if

appr

oved

mus

t be

vis

ually

insp

ecte

d be

fore

conn

ectin

g to

the

BBC

sys

tem

.

•D

amag

ed e

quip

men

t is

with

draw

n fr

om s

ervi

ce im

med

iate

ly.

•Sa

fety

insp

ectio

ns 6

mon

thly

to

iden

tify

any

subs

tanc

es h

eld.

•C

OSH

H a

sses

smen

t an

d ad

vice

ava

ilabl

e fr

om m

yRis

ks a

ndSa

fety

Adv

isor

whe

re a

pplic

able

.

•U

se o

f low

ris

k, do

mes

tic c

lean

ing

prod

ucts

, kep

t in

man

ufac

ture

r’s c

onta

iner

and

use

d in

acc

orda

nce

with

man

ufac

ture

r’s s

afet

y ad

vice

.

•D

omes

tic c

lean

ing

prod

ucts

kep

t in

des

igna

ted

and

secu

recu

pboa

rd.

•G

ener

ic r

isk

asse

ssm

ent

avai

labl

e fr

om G

reen

Boo

k if

need

ed.

Gui

de r

ef: 2

L.So

me

offic

esst

ore

petr

ol o

rdi

esel

for

gene

rato

rs.

Offi

ce S

enio

rM

anag

er.

Fire

ris

k.•

Die

sel f

uel s

tore

d by

land

lord

. Sta

ff do

n’t

need

to

touc

h it.

•C

OSH

H a

sses

smen

t ca

rrie

d ou

t an

d un

ders

tood

by

anyo

neco

min

g in

con

tact

with

the

fuel

.

•St

ored

und

er a

ppro

pria

te c

ondi

tions

in p

urpo

se b

uilt

vess

elw

ith a

ppro

pria

te fi

re-fi

ghtin

g m

edia

in p

lace

.

•M

aint

aine

d ap

prop

riat

ely.



SE

CU

RIT

Y


10. W

orki

ngPa

tter

ns/W

ork

Org

anis

atio

n

11.

Acc

ess

Gui

de r

ef:

3C.

Gui

de r

ef:

2M.

Rel

ease

of

asbe

stos

fibr

es.

Entr

y in

to B

BCpr

emis

es.

Offi

ce S

enio

rM

anag

er/ U

Km

anag

ers.

Offi

ce S

enio

rM

anag

er/

Secu

rity

sta

ff/st

aff.

Offi

ce S

enio

rM

anag

er/

Asb

esto

sM

anag

emen

tTe

am.

Haz

ard

to h

ealth

.

Inge

stio

n or

inha

latio

n of

fibr

es c

anle

ad t

o va

riou

s ca

ncer

s in

clud

ing

mes

othe

liom

a.

Phys

ical

effe

cts

thro

ugh

poor

wor

kor

gani

satio

n.

Long

wor

king

hou

rs a

nd p

oor

wor

kpl

anni

ng c

an le

ad t

o ov

erlo

ad,

redu

ced

prod

uctiv

ity &

fatig

ue w

hich

can

lead

to

stre

ss, r

educ

edco

ncen

trat

ion

and

othe

r ph

ysic

alsy

mpt

oms

or il

l hea

lth. I

ncre

ased

ris

kof

acc

iden

ts d

irect

ly, o

r po

orju

dgem

ent

abou

t th

e w

ork

of o

ther

s.

Una

utho

rise

d pe

rson

s w

ith o

rw

ithou

t m

alic

ious

inte

nt e

nter

ing

BBC

pre

mis

es.

Com

prom

ised

saf

ety

and

secu

rity

of

BBC

ass

ets

incl

udin

g pe

ople

and

prop

erty

.

•A

sbes

tos

Man

agem

ent

team

not

ified

and

loca

tion

reco

rded

in c

entr

al r

egis

ter.

•Pr

oced

ures

in p

lace

to

deal

with

asb

esto

s re

late

d in

cide

nts.

•A

ll kn

own

asbe

stos

-con

tain

ing

area

s an

d m

ater

ials

are

labe

lled

on s

ite a

nd r

ecor

ded

in t

he a

sbes

tos

regi

ster

. Any

wor

ks p

ropo

sed

in a

reas

whe

re t

he p

rese

nce

of a

sbes

tos

issu

spec

ted

or e

ven

unkn

own,

are

req

uire

d to

hav

e a

surv

eyca

rrie

d ou

t pr

ior

to c

omm

ence

men

t.

•T

he B

BC P

erso

nnel

Pol

icy

on W

orki

ng H

ours

[un

der

the

UK

Wor

king

Tim

e R

egul

atio

ns]

is a

pplie

d to

glo

bal o

ffice

s as

far

as p

ossi

ble.

•In

tern

atio

nal H

RD

M's

have

bee

n ap

poin

ted

in h

ubs

to w

ork

pan

BBC

and

will

be

serv

icin

g pr

ovid

ing

supp

ort

on a

ll H

Rm

atte

rs.

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nnua

l app

rais

als

are

carr

ied

out

to d

iscu

ss t

rain

ing

need

san

d jo

b co

nten

t to

mat

ch in

divi

dual

s’ s

kills

with

job

requ

irem

ents

.

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ith t

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xcep

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of p

rogr

amm

e de

adlin

es, s

taff

have

ade

gree

of c

ontr

ol o

ver

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r w

ork

and

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are

enc

oura

ged

to r

epor

t an

y pr

oble

ms

they

may

hav

e at

an

earl

y st

age.

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cces

s to

Em

ploy

ee A

ssis

tanc

e Pr

ogra

mm

e.

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cces

s co

ntro

l mea

sure

s in

pla

ce in

clud

ing

use

of:

(a)

phys

ical

bar

rier

s -

peri

met

er fe

ncin

g, ga

tes

and

lock

s; (b

) el

ectr

onic

bar

rier

s -

swip

e ca

rds;

(c)

hum

an b

arri

ers

- se

curi

ty g

uard

s.

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oced

ures

to

valid

ate

visi

tors

and

veh

icle

s en

teri

ngpr

emis

es.

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oced

ures

for

man

agin

g an

d re

port

ing

thre

ats

and

inci

dent

s.12

. D

ay t

o da

yco

mm

unic

atio

nsG

uide

ref

: 3C

.

Rec

eipt

of

tele

phon

e ca

lls,

emai

ls e

tc.

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ce S

enio

rM

anag

er/

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eptio

n st

aff/

All

staf

f.

Rec

eipt

of m

alic

ious

or

host

ileth

reat

s by

com

mun

icat

ion

med

iasu

ch a

s ph

one

call

or e

mai

l.

Com

prom

ised

saf

ety

and

secu

rity

of

BBC

ass

ets

incl

udin

g pe

ople

and

prop

erty

.

•C

ompr

ehen

sive

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dent

man

agem

ent

proc

ess

from

rec

eipt

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hrea

t th

roug

h to

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ortin

g.

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eipt

of m

ail

Offi

ce S

enio

rM

anag

er/B

urea

u M

ail r

oom

staf

f/All

staf

f.

Rec

eipt

of s

uspi

ciou

s m

ail p

acka

ges.

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ecifi

c, no

n br

oadc

ast

criti

cal a

rea

desig

nate

d fo

r m

ail

hand

ling.

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ll st

aff h

andl

ing

mai

l tra

ined

on

proc

edur

es t

o be

impl

emen

ted

if C

BR t

hrea

t is

sus

pect

ed.

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st a

nd d

eliv

erie

s to

the

offi

ce v

ette

d to

the

leve

lin

dica

ted

by t

he lo

cal t

hrea

t le

vels

. •

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genc

y nu

mbe

rs r

ecor

ded

and

disp

laye

d.

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urin

g an

y tim

es o

f hig

h al

ert,

staf

f are

bri

efed

to

repo

rtan

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ng s

uspi

ciou

s im

med

iate

ly.


7

13. L

one

Wor

king

Gui

de r

ef: 3

C.

14.

Trav

ellin

gG

uide

ref

: 3C

.

Use

of

com

pute

rs.

Gen

eral

.

Wor

king

alo

ne in

the

build

ing

- ou

tof

hou

rs a

nd s

hift

wor

k.

Offi

ce S

enio

rM

anag

er/ S

hift

staf

f

Offi

ce S

enio

rM

anag

er/ S

taff

Offi

ce S

enio

rM

anag

er/ A

ll st

aff

Rec

eipt

of m

alic

ious

or

host

ilevi

ruse

s/th

eft

of in

form

atio

n.

Isol

atio

n.

In o

ffice

s ou

tsid

e no

rmal

wor

king

hour

s, on

late

shi

ft w

ork

activ

ities

.Fa

ilure

to

evac

uate

pro

perl

y in

a fi

reem

erge

ncy.

Indi

vidu

als

not

rece

ivin

gfir

st a

id h

elp

in t

he e

vent

of a

cute

illne

ss o

r se

riou

s ac

cide

nt. V

iole

nce

or c

rim

e.

Gen

eral

saf

ety

and

secu

rity

haz

ards

incl

udin

g th

reat

s ag

ains

t pe

rson

and

prop

erty

.

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otec

tion

of IT

equ

ipm

ent

thro

ugh

use

of fi

rew

alls

,pa

ssw

ords

and

ban

on

unau

thor

ised

sof

twar

e.

•Pr

oced

ures

for

stor

age

of s

ensi

tive

info

rmat

ion.

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aff t

rain

ed a

nd a

war

e of

pol

icie

s an

d pr

oced

ures

.

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leph

ones

exi

st in

all

the

BBC

offi

ces

and

thes

e m

ay b

eus

ed t

o ob

tain

ass

ista

nce

in a

ny e

mer

genc

y.

•Em

erge

ncy

num

bers

rec

orde

d, d

ispl

ayed

and

com

mun

icat

edto

all

staf

f.

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ildin

g to

be

secu

re fr

om u

naut

hori

sed

entr

y.

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aff o

nly

carr

y ou

t lo

w r

isk

activ

ities

on

site

.

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ne w

orki

ng m

ust

be a

void

ed if

sig

nific

ant

haza

rds

are

pres

ent

e.g.

heal

th p

robl

ems

or e

xter

nal t

hrea

ts, i

n th

ese

inst

ance

s 2

pers

on w

orki

ng m

ay b

e ap

prop

riat

e.

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avel

itin

erar

ies

held

in o

ffice

.

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rson

al R

isk

Ass

essm

ent.

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omm

unic

atio

ns p

lans

req

uire

d to

ens

ure

all s

taff

trav

ellin

gre

port

in r

egul

arly.

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uida

nce

prov

ided

to

staf

f on

spec

ific

thre

ats

such

as

deal

ing

with

phy

sica

l att

acks

or

crim

inal

act

ivity

.

Use

of o

wne

d or

leas

ed v

ehic

les.

Offi

ce S

enio

rM

anag

er/ S

taff

Com

prom

ised

per

sona

l sec

urity

.

Prop

erty

the

ft.

Roa

d tr

affic

col

lisio

n.

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hicl

es m

aint

aine

d in

goo

d ru

nnin

g or

der.

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aff p

rovi

ded

with

gui

danc

e on

mai

ntai

ning

sec

urity

ove

rve

hicl

es.

•C

apab

ility

to

driv

e th

e sp

ecifi

c ve

hicl

e be

ing

used

.

•Se

at b

elt

wor

n. E

mer

genc

y nu

mbe

rs a

vaila

ble.

Use

of h

ired

driv

ers.

Offi

ce S

enio

rM

anag

er/ S

taff

Com

prom

ised

per

sona

l sec

urity

and

safe

ty.

Roa

d tr

affic

col

lisio

n.

•W

ritt

en a

rran

gem

ents

in p

lace

with

vet

ted

driv

ers.

•A

ppoi

ntm

ent

of le

ad p

asse

nger

.

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oces

s fo

r re

port

ing

and

deal

ing

with

issu

es a

nd p

robl

ems.

•C

apab

ility

to

driv

e th

e sp

ecifi

c ve

hicl

e be

ing

used

.

•Se

at b

elt

wor

n. E

mer

genc

y nu

mbe

rs a

vaila

ble.

Use

of a

irlin

es.

Offi

ce S

enio

rM

anag

er/

Prod

ucer

Com

prom

ised

per

sona

l sec

urity

and

safe

ty.

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ban

ned

airl

ines

onl

y us

ed a

s la

st r

esor

t.

•BB

C In

sura

nce

info

rmed

whe

n EU

ban

ned

airl

ines

are

use

d.




15. W

orki

ng in

host

ileen

viro

nmen

ts

Gui

de r

ef: 3

D

Wor

king

inen

viro

nmen

tsth

at a

reco

nsid

ered

host

ile o

r ha

vetr

avel

adv

isor

yst

atus

.

Offi

ce S

enio

rM

anag

er/ S

taff

Vio

lenc

e, a

ttac

k an

d pu

blic

dis

orde

r•

Ove

rall

thre

at t

o BB

C a

ctiv

ities

in t

he c

ount

ry a

sses

sed

and

revi

ewed

on

a co

ntin

uing

bas

is.

•R

isk

asse

ssm

ent

appr

oved

by

Hig

h R

isk

team

in L

ondo

n fo

rbo

th H

ostil

e En

viro

nmen

ts a

nd T

rave

l Adv

isor

y ar

eas.

•Ev

acua

tion

plan

s in

pla

ce.

•Li

aiso

n es

tabl

ishe

d an

d m

aint

aine

d w

ith s

ecur

ity o

ffice

r at

Briti

sh E

mba

ssy

and

oth

er s

uita

ble

agen

cies

.

•Se

curi

ty a

war

enes

s tr

aini

ng p

rovi

ded

for

staf

f, in

clud

ing

HEF

AT c

ours

e w

hich

mus

t no

t ha

ve e

xpire

d.

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E e.

g. fla

k ja

cket

s, an

ti st

ab v

ests

, hel

met

s an

d tr

aum

a/fir

stai

d pa

cks

are

avai

labl

e fo

r de

ploy

men

t w

here

req

uire

d an

din

dat

e.

•H

eigh

tene

d co

ntro

l mea

sure

s fo

r al

l oth

er a

ctiv

ities

list

ed in

secu

rity

ris

k as

sess

men

t.

•A

wor

kabl

e co

mm

unic

atio

ns p

lan

is in

pla

ce w

ith s

uita

ble

prim

ary

poin

ts o

f con

tact

.



Notes for managers on choosing a first aider

You have been asked to nominate someone in your team to be trained in First Aid at Work.

The guidance and requirements are provided to help you choose a nominee who you believe:

l is capable of undertaking intensive First Aid training

l in the course of their routine work, is readily available to deal with First Aid incidents as they arise

l can deal effectively with First Aid incidents, sometimes in difficult and stressful situations

When you have chosen your nominee, pass on this guidance and requirements and allow them to make their own decision based onthe information provided.

If your chosen nominee decides to receive First Aid at Work training, instructions are provided in “Notes for First Aider Nominees”on how they proceed with the application. If your chosen nominee declines First Aid at Work training, do not ask for a reason fortheir decision - simply select a new nominee from your team.

Guidance

First Aid is the immediate assistance or treatment given to someone injured or suddenly taken ill before the arrival of an ambulance,doctor or other appropriately qualified person. The person offering this help to a casualty must act calmly and with confidence, andabove all must be willing to offer assistance whenever the need arises. First Aid is a skill based on knowledge, training and experienceand a First Aider is someone who has completed a theoretical and practical instruction course, and passed a professionally supervisedexamination.

Aims of First Aid

The aims of First Aid are to:

l preserve life

l limit the effects of the condition

l promote recovery

Who is suitable to be a First Aider?

First Aiders should be:

l reliable

l calm in an emergency

l able to cope with the demands of the study course

l free from any condition which may affect their ability to render First Aid

l employed in a post which allows them to leave their work to render First Aid in an emergency

First Aider’s Responsibilities

Responsibilities of a First Aider are to:

l assess a situation quickly and safely, and summon appropriate help

l identify, as far as possible, the injury or the nature of the illness affecting the casualty

l give early, appropriate and adequate treatment in a sensible order of priority

l arrange for the removal of the casualty to hospital, to the care of a doctor, or home

l remain with the casualty until handing him or her over to the care of an appropriate person

l make and pass on a report, and give further help if required

Appendix 6C. Guidance on Selecting a First Aider and Declaration of Suitability


Guidance for selecting a first aider and declaration of suitability

Notes for first aider nominees

Your manager has nominated you to receive First Aid at Work training. Read the guidance and requirements (below) to decide if youwish to receive First Aid at Work training and become a First Aider.

if you believe you fulfil the First Aider requirements and would like to receive First Aid at Work training:l sign the declaration of suitability and get your manager to sign it

l complete the training booking form and get your manager to sign it

l return your completed declaration of suitability and booking form to the local Facilities Management office.

If you do not want to receive First Aid at Work training and become a First Aider, advise your manager of your decision. You haveno obligation to offer your manager any reason for your decision and your manager should not ask for a reason.

Requirements

A First Aider needs to reach a First Aid incident quickly and administer certain treatments that require a good level of physical fitnessand agility. Are you physically fit and free of any condition which may prevent you from administering certain First Aid treatmentseffectively?

A First Aider must be an effective communicator who can understand quickly their patient’s needs and administer suitable treatment.Are you an effective communicator, capable of quickly and accurately assessing the needs of your patient?

The First Aider role can be very rewarding but some First Aid incidents may be stressful. Based on your knowledge of the role, areyou prepared to deal with a variety of sometimes challenging (and distressing) situations?

If a First Aid emergency arises in your work area you will need to attend to it immediately. Will your manager and/or the type ofwork that you do, permit you to respond to the incident immediately?

First Aid at Work training is demanding. Given your work and personal commitments, can you commit to four days of intensivetraining?

If you successfully complete First Aid at Work and receive a certificate, you will need refresher training at regular intervals. Will yourmanager and/or the type of work that you do, allow you time to attend refresher training?

Further Advice

For further help on becoming a First Aider or nominating someone to become a First Aider, contact your manager.

Declaration of suitability to receive first aid at work training

I have read the guidance on First Aid and the requirements needed to be a First Aider. I understand the commitment needed toadminister First Aid at Work and believe I fulfil the requirements needed to be a First Aider.

Signature Print name Date

Division Room No. Building

Manager Signature Date

Please return your signed declaration to your manager

10

Appendix 6C. Guidance on Selecting a First Aider and Declaration of Suitability


Mail and Post Handling Arrangements

IntroductionThe overwhelming majority of mail and post coming into ourbuildings poses no threat. However, all staff should be aware thatpost could be used as a method of getting malicious devices intoour premises. Letter bombs, which include packages and parcels,have been a popular terrorist device for many years and have alsobeen favoured by disaffected individuals. Nevertheless, thesedevices - like other terrorist bombs - are rare.

Devices could be explosive, incendiary (the two most likelykinds) or could contain chemical or biological hazards. Equally,some people may try to disrupt our normal operations bysending us hoax items. Anything which appears suspicious shouldbe treated as a real threat until the Police or other authoritiesconfirm it is safe.

Where to open mailMail should only be opened in the area allocated by the OfficeSenior Manager for this purpose.

What to do when opening mail l DO open all mail with care - use minimum movement so as

not to disturb contents.

l DO NOT blow into, or shake contents out of envelopes.

l DO look in to envelopes or packets once opened beforeremoving the contents.

l DO keep hands away from nose and mouth while openingmail, and wash them afterwards.

What to be vigilant for when opening mailThese devices can come in a variety of shapes and sizes. A wellmade device may look innocuous but there may be tell-tale signsfor staff who are alert. One or more of the following mayindicate suspicious contents:

l The item is unexpected or of unusual origin or from anunfamiliar sender.

l There is no return address or the address cannot be verified.

l The item is poorly or inaccurately addressed e.g. incorrecttitle, title but no name, spelt wrongly or addressed to anindividual no longer with the company.

l The address has been printed unevenly or in an unusual waye.g. by dry transfer instant lettering such as Letraset or Uno Stencil.

l The writing is in an unfamiliar foreign style.

l There are unusual postmarks or postage paid marks.

l A "jiffy" bag, or similar padded envelope, has been used.

l The item seems unusually heavy for its size. (Most lettersweigh up to about 28g or 1 ounce, whereas most effectiveletter bombs weigh 50-100g and are 5mm or more thick).

l The item has more than the appropriate value of stamps forits size and weight.

l The item is marked "personal" or "confidential".

l The item is oddly shaped or lopsided.

l The envelope flap is stuck down completely (a harmlessletter usually has an un-gummed gap of 3-5mm at the corners).

l There are protruding wires or tinfoil.

l There is a pin-sized hole in the package wrapping or the envelope.

l There is a smell - particularly of almonds or marzipan.

l The item feels and looks like a book and you are notexpecting one.

l There is an additional inner envelope, and it is tightly taped or tied.

l The package has oily stains or discoloration.

l Crystal or powder residue could indicate a biological hazard.

l Excessive securing material such as masking tape, string, etc.

If you are suspicious of a letter or package:

11

Do Not:

l DO NOT attempt to open it further.

l DO NOT put it in water or anything else.

l DO NOT put anything on top of it.

l DO NOT leave the room straight away if you think it is abiological hazard (see guidance below).

Do

l DO put it down gently on a horizontal surface.

l DO leave the room immediately, close the door behindyou and leave lights on to aid further investigation (unlessyou think it is a biological hazard, in which case, stay in theroom and let colleagues know via telephone).

l DO tell people in the immediate vicinity to move awayand prevent anybody going into the room containing theitem.

l DO contact a manager on site immediately and informthem of the situation.

l Do ensure that the Police, or the agency responsible fordealing with suspect packages, is contacted straight away.See contact details below.

T

R

Never open mail in a broadcast or business critical area.

Appendix 6D. Mail and Post Handling Arrangements


Possible additional Chemical, Biological or Radiological (CBR) IndicatorsIt is difficult to provide a full list of possible CBR indicatorsbecause of the diverse nature of the materials. However, someof the more common and obvious indicators are as follows:

l Warnings on the letter or package.

l Unexpected granular, crystalline or finely powdered material(of any colour and usually with the consistency of coffee,sugar or baking powder), loose or in a container.

l Unexpected sticky substances, sprays or vapours.

l Unexpected pieces of metal or plastic, such as discs, rods,small sheets or spheres.

l Strange smells, e.g. garlicky, fishy, fruity, mothballs, peppery,meaty, rotten - but remember, if you detect a smell, not to goon sniffing it. Remember, too, that some CBR materials areodourless and tasteless.

l Stains or dampness on the packaging.

l Sudden onset of illness or irritation of skin, eyes or nose.

The effects of chemical agents may be immediate or apparentwithin a few hours, while those of most biological agents may notbe apparent for several days. A small radiological device (i.e. aletter or small package) is unlikely to cause immediate ill effectsand people may not realise they have been exposed to it untilsome time afterwards.

When compared with other types of devices, the threat fromCBR materials is extremely low.

If a chemical, biological or radiological hazard (CBR) is suspected:l DO close windows and doors to the mail opening area.

l DO stay in the room and contact colleagues by phone to tellthem what you have found. They should close all doors andwindows in the rest of the building.

l DO ensure the emergency services are contacted quicklyand follow their instructions.

l DO get colleagues to switch off air conditioning and move toanother part of the office or leave the office if there is noseparate area for them to move to - you should then leavethe room containing the package, close the door and wait ina neighbouring unoccupied room.

l DO keep calm until the emergency services arrive.

l DO keep out of the same room as colleagues until you aretold it is safe to do so.

The Safety Advice Line should be used for all queries on CBRissues, this is available 24/7 and can deal with calls from outsidethe UK; Safety Advice Line +44 (0)370 411 0464.

Awareness

Levels of threat do change so it is important to be aware of anyincidents in your country - has a suspect device recently beendelivered to another organisation? - if so, your vigilance shouldbe increased. If we believe the BBC may be at risk specificallyyou will be contacted from London.

Reporting

A record should be kept of any incident involving suspect itemsdelivered by post including actions taken and the results of anyPolice attendance. This report must be given to the Office SeniorManager.

12

Emergency Contact Number is:

Do not be afraid you may create a false alarm - report

any suspicious items to your manager and the

appropriate authorities without delay.

Appendix 6D. Mail and Post Handling Arrangements


Evacuation of the

Country, Region or Town

The following guidance is for the Office Senior Manager toconsider when devising the Office Evacuation Plan. Plans should bedeveloped well in advance of need, documented in a simple formatand all staff briefed accordingly. Processes for review, updating andonward communication should be arranged. Plans must be specific to the location and prevailing situation andshould consider all feasible means of travel. The following shouldbe considered when developing an evacuation plan:

1. Evacuation by Air

Consider:

l The difficulty of obtaining seats on flights during an emergency.Consider the need to book seats before the situationdeteriorates to the point where evacuation is necessary.

l Ensure routes to the airport are safe before travelling.

l The number of BBC staff and dependents who will need to beevacuated - is a charter flight a more viable option?

l If using a charter flight, will it get clearance to land?

l Consider a pre-arranged agreement with the charter to ensurethis plan will be available when needed.

l What is the security situation in and around the airport? -ensure you have assessed this prior to leaving.

l Ensure the transport used to move staff and dependents to theairport remain there until they have been notified that the planehas successfully departed.

l If local drivers or staff are to remain in country you shouldprovide them with the most up to date advice you can get fromEmbassy staff or other reliable sources, advise them to keep alow profile and stay away from the BBC Office until contactedfrom London. If you feel it appropriate in the circumstancesleave them with first aid kits, provisions etc which you may havebeen carrying but do not need for your onward journey.

2. Evacuation by Sea

Consider:

l Availability of appropriately manned and equipped boats duringincreased periods of tension.

l Risks such as weather, dangerous navigational seas, mines andpiracy.

l Choice of route taking into account suitability of destination,length of travel and provisions for the trip.

l Immigration procedures if arriving in a port.

l Plans for onward travel once disembarked.

3. Evacuation by Land

Ideally you should arrange to travel as part of an escorted groupwhich may have a UN, military or police escort. If not, the following should be considered:

l When evacuating by land, it is important to bear in mind thatonce the journey has started staff may find themselves withoutexternal support and have to be totally self-reliant anddependent on the roadworthiness of their vehicles.

l Logistics (i.e. fuel, water, food etc) must be carefully considered- always carry more than you think you will need for the trip incase of delays or detours.

l Routes must be pre-arranged with meeting points on route.Where possible, these routes must be travelled beforehand andrecorded on the evacuation plans. Meeting points should be arecognised feature on the route which staff can use to meet upif vehicles get separated. These must also be recorded on theevacuation plans, along with the distances between them anddetailed descriptions. If available their locations should be pre-programmed into handheld GPS units.

l Suitable communications systems, GPS units, medical kits, maps,etc, must be carried by all vehicles in the event they areseparated from each other.

l Plans to deal with incidents such as getting separated, vehiclebreak downs, hijacking, being detained etc. should be decided inadvance and include where to meet, how long to wait, etc.

l It is important that vehicles stay together in a convoy. It is theresponsibility of the vehicle in front to ensure the vehiclebehind is always kept in the rear view mirror. If a vehicle iscaught up in traffic lights or traffic, the remainder of the convoymust slow down to allow them to catch up.

l When travelling, the situation in the country could changerapidly and without warning. Staff could find themselvestravelling into an area of greater danger without realising it.Therefore, where possible, continuous monitoring of the localsituation and seeking advice en route about the situation aheadis vital.

4. Cash

Funds in both local and US dollars (if appropriate) should be heldby the Office Senior Manager for use only in an emergency. Theamount required will be country specific but it should be enoughto ensure continued payment of locally employed BBC staff wagesto ensure loyalty during periods of tension, with enough left overfor any unforeseen costs.

Appendix 6E. Evacuation of the Country, Region or Town


Make every effort to gain as much information as possible; however, avoid giving the caller the impression that you are trying tokeep them on the phone so that the call can be traced or that you are reading from a checklist. Ensure you write downexactly what the caller says word for word.

Produced By:

Name:

Signature:

What the caller said:

Call Details

Time of Call: Time Ended: Background Noises:

Gender of Caller: Approximate Age: Any Accent:

Voice Peculiarity (Stutter): Caller’s Attitude: Was caller sober:

Did caller sound educated: Anything unusual about the call: Did caller seem familiar with BBC:

Questions To Ask

Ask caller to state demands: Ask who is making this demand:Ask how we can confirm this isn’t a

hoax:

Name of person taken hostage: What clothing are they wearing: Are they in good health:

May I talk to them: If requesting money how much:

Ask how contact will be established again and when. End on a positive note. State you will need to speak with

superiors. Provide caller with keyword for future identification

Kidnapping Telephone Threat Checklist

Appendix 6F. Kidnapping Telephone Threat Checklist


Telephone Threat - Information

Much of the information below may not be given and the caller will probably hang up. Gather as much information as possible as it will be valuable in dealing with the threat.

l Stay calm

l Confirm you are answering from the BBC Office

l Write down the exact wording of the message

l Record time call started and ended

l If automatic number reveal operates - note the number shown

l Note time you informed your manager

l Note time police called (if applicable) and any reference number given

Write down the exact wording of the message:

If ‘Automatic Number Reveal’ operates - note the number shown. If 'Call-Back' facility - note number shown:

Record time call completed: Note time manager informed: Note time police called (if applicable): Record duration of call:

Questions to ask

Was the caller male or female - estimate their age? M q F q Age:

What language / nationality and did they have an accent? Accent: Language:

Well spoken / irrational / taped / foul / incoherent / message read by threat maker? Y q N q

Were they: calm / crying / clearing throat / angry / nasal / slurred / excited / stuttering/ Y q N qdisguised / slow / lisping / rapid / deep / familiar / laughing / hoarse?

Were there any background sounds - street noises / house noises / animal noises / crockery / motor / clear / voices / static / PA system / booth / Y q N qmusic / machine / other?

Any other information you feel may be useful?

Bomb Threat Checklist

Appendix 6G. Bomb Threat Checklist


Key Points Guidance Done?Further

Training?

Fire Explain where the local fire information is available and:l Fire arrangementsl How to raise the alarml Lone working, studio and on air arrangementsl Evacuation routes, assembly points and fire doorsl Fire prevention and use of extinguishers.

BusinessContinuity Explain the Business Continuity plan and their role in an incident.

H&S Responsibility

Explain the individual’s responsibilities within the office and ondeployment, including business continuity procedures and the briefingmanager’s role.

Accident Reporting

Explain the importance of reporting all accidents, incidents and nearmisses. Use the accident form on Gateway and tell manager / supervisor.

Occupational Health

Explain that if work is causing or affecting ill health, the manager must beinformed and can refer individual (initially by phone or email) to a specialistnurse or doctor.

Office Health and Safety

Explain the importance of housekeeping and correct manual handling. Tellhow to report any problems. http://learn.gateway.bbc.co.uk orhttp://www.bbctraining.com

Working with computers

Ensure online training and self assessment carried out within 14 days andemail the assessment to the manager and coordinator. http://learn.gateway.bbc.co.uk or http://www.bbctraining.com

DrivingExplain the requirements that apply to all driving in the course of BBC workincluding local law, use of mobile phones and safety guidance. If they will bedriving, complete the Driver’s Declaration Form.

First Aid Explain how to get First Aid and Emergency Telephone Numbers.

Job specific hazards

Explain any hazards arising from the job and the controls that theemployee must be aware of before they start work.

Training Discuss information, instruction and training required for the job role andarrange necessary training. Ensure BBC Safety at Work interactive trainingis completed in the first weeks.

Welfare Explain arrangements for welfare e.g. smoking, toilets etc.

Emergency Access

Where relevant, discuss provisions likely to be needed by employees witha disability e.g. mobility or hearing problems and implement a PersonalEmergency Evacuation Plan.

Security

Explain that all staff have a duty to follow local procedures and report anyconcerns about their own security or the security of other staff andpremises. Brief them on local procedures including office evacuation plans(if appropriate).

Where to get help Local contact names / numbers.

Use Gateway to find guidance on management of any potential health and safety risk at the BBC or contact your Safety Advisor..

Name Date Signature

Manager Date Signature

‘First Day’ Induction CheckList - International Staff

This is a generic checklist of key health and safety points to be explained by the line manager to the newstarter in the first week of work - the individual's job and personal capabilities must also be considered.

Appendix 6H. First Day Induction Checklist


Small First aid Kit

Eye Dressing x 2Medium Dressing x 2Wipes x 4Nitrile Gloves x 1Assorted Plasters x 10Eye Irrigation x 4Face Shield x 1Triangular Bandage x 1Steristrip (Pack of 5) x 16” First Care Dressing x 1

Individual Trauma Kit

Celox x 1Cat Tourniquet x 1Bolin Chest Seal x 14” First Care Dressing x 16” First Care Dressing x 1Face Shield x 1Nitrile Gloves x 1Assorted Plasters (10) x 1Eye Irrigation x 4Triangular Bandage x 1 Steri strips (pack of 5) x 1Mini Sun Block x 1

Standard 10 person kit (note: 20 and 50person kits also available)

Waterproof Plasters x 20No.16 Eye Pads x 2Non-Woven Triangular Bandage x 4Safety Pins x 6Medium HSE Dressing (12cm x 12cm) x 6Large HSE Dressing (18cm x 18cm) x 2Alcohol Free Cleansing Wipes x 6Pair Disposable Gloves x 1First Aid Guidance Leaflet x 1

Sterile / IV - Pouch No. 1500mls Saline x 1Sutures 3.0 silk with curved needle x 1Sutures 4.0 silk with curved needle x 1Giving Set x 1Green Needle x 5Orange Needle x 1Blue Needle x 110ml syringe x 25 ml syringe x 2Intravenous Cannulae 17G x 1Intravenous Cannulae 18G x 1

Dressings - Pouch No. 2

Swabs 10cm x 10cm x 2Swabs 7.5cm x 7.5cm x 2Triangular Bandage x 4Eye Dressing x 2Medium Dressing x 2Melolin 10cm x 10cm x 1Primapore Medium x 3Primapore Large x 1

Tools - Pouch No. 3

Head Torch x 1Chemical Lights x 2Cord x 1 Puritabs x 1Tough Cut Shears x 1Thermometer x 1Rehydration Salts (6) x 1Foil Blanket x 1Sam Splint x 1Card and Pen x 1

Trauma Packs - Available from BBC Safety Stores

Supplied in Green Bags with detachable pouches. Designed fordeployment with Crews of 2-3 people.

Office First Aid Kit

& Trauma Pack contents

Television Centre Safety Equipment Store Room 100A, DesignBuilding, Television Centre. Telephone/fax: +44 208 57 67568Items can be sourced locally or, if this is difficult, from the SafetyEquipment Store at TVC.

Office First Aid Kit

Please Note

The IV fluids and other products have a date markedon them. Check them periodically and make sure they are replaced before the 'use by' date is reached.They should not be used after this date.

!

Appendix 6I. Office First Aid Kit & Trauma Pack contents


First Aid- Pouch No. 4

Assorted Plasters (10) x 1Antiseptic Wipes x 10Blister Kit x 1Face Shield x 1 Nitrile Gloves x 2Eye Irrigation x 5Steri Strips 3mm x 2Steri Strips 5mm x 2Iodine Paint x 1Crepe Bandage 5 x 4.5m x 1Crepe Bandage 7.5 x 4.5m x 1Trauma Dressing 19 x 20 x 1Ambulance Dressing No.3 x 1Ambulance Dressing No.4 x 1Jelonet 10cm x 10cm x 1

Trauma- Pouch No. 5

Nitrile Gloves x 2Bolin Chest Seal x 2CAT Tourniquet x 14” First Care Dressing x 26” First Care Dressing x 2Celox x 1Triangular Bandage x 2Water Burn Gel x 2Tape x 1

Appendix 6I. Office First Aid Kit & Trauma Pack contents


Emergency International Medical Arrangements

Who is covered?

The BBC Medical Insurance Policy only covers BBC staff who are on a continuing or fixed term contract of employment, temporarilyaway from their normal country of domicile on BBC business, for periods of less than 3 months. If the assignment is longer than 3months, private medical insurance cover needs to be arranged in respect of BBC employees and this should be done through InsuranceServices. Freelancers may be covered in certain situations and you should contact the BBC Insurance Services directly with any queries.

BBC Insurance Services Contact Information

Emergency Medical Expenses

There is a limit of £5,000,000 on any one claim for employees or freelancers and an Excess of £1,000 applies, which means that onlyclaims exceeding this limit will be paid in full by Insurance Services (amounts in UK Pounds Sterling).

What is included?

The scheme covers the following types of expenses:

1. The cost of all emergency medical and associated treatment, including hospital charges2. Medical evacuation or repatriation3. Additional board, lodging or similar expenses and increased cost of travel (incurred as a direct result of illness, injury or the

indisposition of the individual)

What is not included?

1. Intentionally inflicting self-injury / suicide2. Person performing duties of aircrew member unless qualified to do so3. Intending to travel contrary to medical advice4. Expenses incurred as a result of insured person being pregnant within two months of expected childbirth.

The BBC medical expenses form must be given to staff on duty visits outside their country of normal residence. Its purpose is tooutline emergency medical service available and to act as a guarantee that medical expenses will be met by the BBC, which reducesdifficulties staff may encounter in receiving treatment, if they are unable for one reason or another to pay for their treatment at thetime.

A hardcopy of this form is included in Forms Section - Form 5.I and is also available on the Gateway intranet site at the followingaddress: Buy Book Order - Insurance - Travel - Medical expenses form.

It should be printed on the appropriate BBC letter-headed paper and signed at line manager level. The form may be issued on anindividual assignment basis only.

Managers may arrange for the form to be translated into other languages, if required, but the text should not be changed withoutreference to Insurance Services.

TELEPHONE EMAIL

Head of Insurance +44 (0) 20 8008 2660 [email protected]

Assistant Head of Insurance +44 (0) 20 8008 2661 [email protected]

Insurance Advisor +44 (0) 20 8008 2662 [email protected]

Fax Number: +44 (0) 20 8008 2656

Appendix 6J. Emergency International Medical Arrangements


Travel Safety Guidance For Individuals

The aim of this guidance is to assist the Office Senior Manager inmaking their staff aware of travel risks associated with workingaway from the office.

Before you Go:

l Always check the security phase of the country to whichyou are travelling and ensure that you have the propersecurity clearances, as required.

l Before you leave home, let someone know your plans. Leavecontact numbers. If you change plans, let someone know.

l Photocopy airline tickets, passport identification page andrelevant visa page, driver’s license and credit cards you planto take. Leave one set at home and keep another with youin a separate place from the valuables. Leave a copyof traveller’s cheque serial numbers at home andtake a copy with you.

At the Airport:

l If possible, schedule direct flights. Try to minimise time spentin unsecured airport public areas. Move quickly from thecheck-in counter to the secured area.

l At the airport be calm, do not allow people to rush you,keep your possessions under control.

l Carry valuables in your hand luggage.

l Stay alert; watch your luggage and briefcase. Keep yourpassport, BBC ID, airline tickets, money and travellerscheques safe, preferably on your person.

l Know exactly how you will travel from the airport to thehotel or first appointment. If you are being met at theairport, does the person waiting for you haveproper identification?

At the Hotel:

l Stay in larger hotels that have more elaborate security.

l Choose a room near the elevator to avoid having to walkdown a long, empty corridor. If you feel uncomfortable,ask a hotel employee to escort you to your room.

l Keep the balcony door or window locked and draw thecurtains.

l Upon arrival in your room, find the nearest fire escape.Walk from your room counting the doors until the fireescape. Imagine how you would reach it if you werecrawling in darkness and smoke. Read the hotel’s fireinstructions.

l Park in well-lit areas.

l If you are attending a conference, remove your name tagas soon as possible to avoid being identified.

l When first entering your room, check the wardrobes,bathroom and balcony to make sure they are notoccupied.

l If someone knocks on your door, don’t assume theperson is who he/she claims to be; call the desk todouble-check. Always use the deadbolt and chain.

l Never enter your room if you find the door open orunlocked. Return to the desk and ask someone toaccompany you to your room.

l Never stay on the ground floor, or in a room facing anoutside corridor. If possible, book a room between thesecond and seventh floors, which should be low enoughfor fire equipment to reach in an emergency.

l Never display your room key to strangers.

l Never leave a ‘Please clean my room’ sign on your door.It tells people the room is empty. Call housekeepinginstead.

l Use the hotel safe to store valuables.

Out and About:

l Be wary of con artists and people offering to exchangemoney for you at black market rates.

l Beware of individuals posing as police, or security officerswho want you to accompany them to another location.Obtain proper identification and call the local police toverify. Ask the hotel desk to assist you in verifyingidentities.

1

2 3

4

Appendix 6K. Travel Safety Guidance For Individuals


Do

The following will help you improve your security when on foot:

l As you prepare to go out, check that all closures on your

bags are shut. Put your wallet in a front pocket or under

clothing. Carry only the cash you need and divide it into

several pockets

l Always be aware and alert to your surroundings

l Walk nearer to the curb to avoid passing too close to

shrubbery, dark doorways and other places of concealment

l If you must use a personal stereo, e.g., an iPod, keep the

volume down low enough you can hear your surroundings

l Keep only those keys on your key chain that you use

l If someone suspicious is behind, or ahead of you, cross and

re-cross the street to the other side. If in doubt, use

whatever means necessary to draw attention to yourself

and remember that it is much better to suffer the

embarrassment of being wrong than to fail to take action

l Mark your keys so they can be identified in the dark; this

makes it easier to find the appropriate keys quickly

l Carry identification, preferably with blood type indicated

l Get to know the local culture and customs

l Use a money belt (but not a ‘bum-bag’)

Don’t

l Approach the driver of a vehicle if it pulls up next to you

asking for directions; beware of the suggestion to look

at a map

l Be afraid to yell and run if a car approaches and the driver

threatens you

l Hitchhike or accept a ride from a stranger

l Jiggle your keys in your hand unnecessarily; it announces

that you are on your way home

l Take shortcuts through isolated areas

l Walk alone at night

l Talk to strangers

l Give money to beggars

l Use maps and guide books in public places

l Withdraw large sums from cash machines

l Have your name, or address on your key chain

R T

Appendix 6K. Travel Safety Guidance For Individuals


Hostile Environments

The following is a mandatory checklist for deployments overseasfrom normal base:1. Check the Hostile Environment Web Page on Gateway or

contact the Safety Advice Line to check if the locations youare visiting are categorised as hostile or high risk.

2. Even if the location is not listed as a hostile environment, it isworth considering the following points:

l Levels of crime

l Local attitudes to UK / BBC etc

l Political situation - elections etc

l Hazards from some sporting / political fixtures or largegatherings

l Weather

l The physical environment - desert, mountain, swamp, iceetc

l Altitude.

3. If the country / area is on the list or if you have concerns withthe above then contact the High Risk Team for advice.

4. Consult your Safety Advisor for advice (for all programmeshostile or not).

5. Contact the Travel Clinic for up to date health informationand make sure your vaccinations/medication are up to dateand have a general medical check up.

Things to think about and discuss with High Risk Team

before travelling to a hostile environment:

1. Have you completed a Risk Assessment Form?

2. Do you need to do a Hostile Environment Training course orrefresher?

3. Have you contacted the local Office Senior Manager to getlocal advice?

4. Do you need any Equipment and have you spoken to theSafety Equipment Store (This could include anything fromGPS, Body Armour/helmet to a First Aid Kit)?

5. Do you need a safety advisor or local fixer?

6. How are you going to get there and have you considered:

l Night driving, off road, flights

l Distance

l Local arrangements / risks - bandits, mines, armouredvehicles

l Accommodation if in transit

l Environment and climate issues

l Food and water availability and quality

7. What kind of communications do you plan on using and whatis their suitability?

l Mobile / satellite phones

8. Regular checking in arrangements?

9. Who will you report back to and on what basis?

10. Are the correct levels of Insurance in place?

11. Do you have the Emergency CEGA numbers and havechecked whether they will be able to get to you?

(Please see Health and Safety, Section 2C.Emergency

International Medical Arrangements in this guide for

contact telephone numbers.)

Hostile Environment Website

Check the Hostile Environment Web Page on MyRisks. If youdo not have access to Gateway, you will need to contact theHigh Risk Team directly for advice.

8

Appendix 6L. Hostile Environments


Communication Plans

General

1. This advice is intended for use by the Office Senior Managerswhen developing a communication plan when required as part ofthe office security policy.

Satellite Communications Systems (sat phones)

2. SAT Phones are simple to use. They work by bouncing their signalsoff a satellite and back down to a ground receiver, or a relay station.The area on the ground where a good signal can be obtained isknown as the ‘footprint’; this footprint will change every time aposition is altered.

Health Issues

3. Remember that SATCOMs emit dangerous radiation when in use;be aware of others when transmitting.

Security

4.The most important feature of SATCOM is, it is guaranteed, long-range communication as long as the operator has a good footprint;however, the increasing use of satellite telephones in troubledregions and simultaneous communications can overload thecapacity of the satellite channels. That said, many operators forgetthe security implications of using SATCOMs; two facts must neverbe overlooked:

a) Modern SATCOMs usually incorporate an automaticallytransmitted Global Positioning System (GPS); anyonemonitoring your transmission will be able to establish yourexact geographical position; this can pose a security risk tousers.

b) The position of the relay station can pose a security risk;Thuraya satellite communications in Eastern Iraq rely on arelay station in Iran.

More information can be obtained from http://www.inmarsat.com.

Mobile Phones

5. Mobile phones are the most common way of communicating fortwo reasons: they are simple to use and with Global System forMobile Communications (GSM), broad international coverage canbe obtained with UK phones.

Disadvantages

6. Despite the easy-to-use, convenient and internationally flexiblefactors that make mobiles popular, there are many disadvantages:

a) Coverage in some areas maybe excellent, such as in cities, butpoor in the countryside.

b) Local SIM cards may have to be purchased as some systemsare not compatible with UK systems.

c) In disaster, or war-torn areas the network maybe destroyedor damaged making it unreliable.

d) In times of crisis, the mobile system can become overloadedwith too many users.

e) Local authorities can control the mobile phone system - theycan turn it off or jam it.

f) Local authorities can monitor calls.g) The phones are attractive items to opportunistic thieves.h) Incorporated cameras and video-recording facilities can lead

to problems when dealing with local authorities.

Computers and the Internet

7. Computers and the Internet are invaluable means ofcommunicating; however, there are security implications whenusing them:

a) Computers and USB devices store enormous amounts ofinformation; secure this information with the utmost care(including backed-up discs).

b) Like SATCOMs and mobile phones, the internet is notsecure.

c) Computers are extremely attractive to thieves so disguisethem (do not use a computer laptop carrier).

d) If using memory sticks, encrypt your data. Note that it isillegal to enter some countries with encrypted memorysticks or laptops. Check before travelling.

Radios

8. VHF radio waves travel in straight lines; obstacles such as trees,forests, houses and pylons impose a difficult path for VHF radiowaves by absorbing, or deflecting them. Transmitting from highground will always improve the effectiveness of your antennae,however, distance will also affect the strength of yourtransmission, like ripples on a pond’s surface, the further awayfrom the centre, the weaker the ripple becomes. Other factors toremember when establishing a VHF radio network are:a) It is important to ensure antennae are vertical when

transmitting.b) When mounting antennae on buildings do so from the

highest point of the building, not to the side, or worse, insidethe building.

c) Because VHF radio waves get deflected, dead spots arecommon; if good communication suddenly turns bad, one ofthe radio sets on the network has moved; do not dismantlethe whole network, simply move the set that cannot send orreceive transmissions.

d) Pylons generate electricity that causes overhead cables to actas antennae; move away from pylons to improve your ownset’s capability.

Contact Lists

9. All offices and bureaux have a contacts list with staff details that isregularly updated. This is clearly an important document to enablegood, quick and easy communications imperative in an emergency,as well as for the efficient day-to-day running of any operation.Office Senior Managers must ensure the security of these detailsand be wary of how they are distributed.

RememberMake use of the International Operations Database onGateway or through a ‘MyConnect’ portal.

Appendix 6M. Communication Plans


Driving Guidelines and Convoy Drills

1. Travelling in a vehicle can give people a false sense of securityand therefore make them more susceptible to violence.Travelling in convoy with another BBC vehicle is not alwaysfeasible, but is strongly recommended in remote and unstableenvironments. These guidelines and drills are to assist OfficeSenior Managers in implementing their own Travel policy, whereappropriate.

2. It is always preferable to travel in tandem when operating inremote or high risk areas. This enables those passengerstravelling in a stricken vehicle to transfer to the usable vehicleto complete the journey safely. When operating in a convoy thefollowing should be practised:

l Everyone should be briefed, pre-departure, on such topics as:car-jackings (do not resist or attempt to drive away);breakdowns; separation drills; and ‘lost’ drills en route.Example of lost/separation drills:

a) Stop, remain with vehicle and establish link with othervehicle(s).

b) If unable to establish link, drive back to last agreedpoint, or known location where others were seen andwait and try again to establish link.

c) After one hour of waiting either re-trace route back tostart point, or carry on original route to end point (ifroute known).

l Establish a communication link between the vehicles, such asmobiles or ‘walkie-talkie’ radios, whilst in transit.

l The leading vehicle should halt immediately once the second,or subsequent vehicles, are lost in the driver’s rear viewmirror.

l Vehicles in convoy should use headlights for ease ofidentification during the day.

l In urban areas, it is usual to close the gap between vehicles.

Do

l Whenever possible, travel on well-lit, populated streets.Keep windows rolled up, except for a small ventilationspace. Keep doors locked.

l Be especially alert when you are at a red light or a stop sign.Develop the habit of adjusting driving speed to avoidstopping at traffic lights. Be prepared to drive away, soundingthe horn, if you are threatened.

l Leave enough space between you and the car in front tomanoeuvre out of stationary traffic.

l Keep your car in good working order. Make sure you havea full tank of fuel, torch, inflated spare tyre, jack, wheelbrace, basic tool kit, jump cables, folding shovel, trauma kit,high visibility triangle and a gallon of potable water. Knowwhere you are going and how to get there. Carry a mapwith you.

l When parking at night, select a place that will be lit whenyou return. Check for loiterers before leaving the car. Donot park your car on the street if you have access to agarage, or a secure parking area.

l Before getting into your car, look inside first to make sureno one is hiding in the back seat. Check underneath the carfrom a distance. When leaving your car, make sure it islocked.

l Think twice before deciding to offer assistance to what mayappear to be a stranded motorist, regardless of gender.

Don’t

l Drive into your own driveway or park in a deserted area if yoususpect that someone is following you. Make a few turnsdown active streets. If the car continues to follow you,drive to a location where you know you can get help, suchas the nearest police station.

l Drive alone at night.

l Panic if someone attempts to force you off the road. Blowyour horn constantly to attract attention. If you are forcedover, as soon as you stop, put your car in reverse and backaway. Blow your horn and keep the car in motion.

l Pick up hitchhikers.

R

T

Appendix 6N. Driving Guidelines and Convoy Drills

25

Hot-Desker’s Checklist

This checklist is to be used if you are “hot-desking”, i.e. you areone of a number of people using the same desk or desks. It isimportant that you also go through the whole DSE online moduleperiodically. You can always refer back to DSE online for a quickreminder on useful information to help you to minimise thechances of ill health through the use of DSE.

Workstation layout

l All equipment within the reach of your arm span - don’toverstretch.

l Forearms should be placed in the neutral position (that is theelbows bent at right angles) to be level with the top row ofyour keys.

l Clear space in front of keyboard and mouse with forearmsresting on the desk, and in cases where you type with yourforearms above the keyboard - please use a wrist rest.

l Free space under desk to get your legs comfortably under, sitdirectly in front of the screen and well into the desk.

Chair

Before you start your shift / work day ensure you know how toadjust your furniture to ensure maximum comfort to avoidpostural problems. If you do not know how to do so please askyour DSE Coordinator

l Ensure the seat has the correct seat pan depth for your size

l Ensure the seat is high enough to allow forearms to be in theneutral position as described in the workstation layout

l Rest your back against the back rest - ensuring the small ofyour back is against the raised lumbar support; if you arebrowsing and not typing or editing - adjust the rake of yourchair back to relax your back

l Knees bent with feet on the floor or footrest and not placedon the star base of the chair.

Screen

l It must be free from glare and reflection

l It must be between 26 - 31 inches away from you

l The screen height depends on your typing style. If you are atrained typist - your eyes should be level with the lowerborder of the screen; those who need to look at the keyboardto type should have the screen as low as possible to avoidrocking their head up and down to view both the keyboardand the screen.

Mouse

l Check the mouse is suitable for your hand size and the cableis long enough for you to manoeuvre the mouse. Ask for acable extension if the cable is too short.

l Work with the mouse as close to your bodyline as possible-using your whole arm and not the wrist to move the mouse.

l Use a flat mouse mat.

l Clean the mouse as least once a week to ensure smoothoperation.

General Environment

l Ensure you have adequate light to see the screen and workpapers- closing blinds when necessary and use task lightswhere required.

l Is background noise an issue? If so please report to your DSEco-ordinators so that the matter can be followed up and dealtwith in a practical manner.

Tight Deadlines

l Give yourself regular short -breaks - by engaging in alternativetasks for about 5 - 10 mins in the hour where possible e.g.reading off-line; catching up with phone calls, speaking directlyto a colleague instead of e-mailing..

l Do not sit working in the same position as static postureleads to muscle fatigue and discomfort.

l Carry out your simple postural stretches and eye exercises.Your DSE co-ordinators will be able to advise you on these.

Aches & Pains

If you are experiencing aches, pains, stress, anxiety that you thinkmay be due to your use of DSE at work report this to yourmanager as soon as possible.

Reporting problems

l Take responsibility for the workstation - even if you are onlythere for a short time and report any problems with brokenor faulty equipment - think of your colleagues!

Please Note

Allow time in your working session to make adjustments toyour workstation as early in your shift as is possible.

!

Appendix 6O. Hot-Desker’s Checklist


Safe use of Kerosene,

Paraffin and Diesel Heaters

Portable heaters are used extensively in countries without easyaccess to electricity or other fuels such as natural gas. Thehazards associated with them are:

l Fire - units being knocked over, accidents when refilling andmaterials catching on fire close to the heater. There have beenat least three fires in our international offices caused byportable heaters.

l Toxic Fumes - can be produced through incompletecombustion of the fuel and poor venting to fresh air.

l Explosion - wrong fuel, dusts or incorrect refilling.

The following safety guidelines should be followed when usingkerosene heaters, but every effort should be used to find a saferalternative.

Setting up

l Purchase a good quality heater from a reputable source.

l Never use in a room where flammable liquids or fuels areused.

l Place on a firm fireproof surface - ideally a concrete or stoneslab.

l Keep out of the traffic flow - away from where people couldbump into it.

l The heater must be positioned at a safe distance from allburnable materials - minimum distance of 1 metre clear spaceis recommended.

Running the heater

Follow manufacturer’s guidance on lighting and use of the units

l Make sure it is kept in a safe condition through regularmaintenance - including cleaning the heater, trimming thewicks, cleaning soot and carbon, inspecting for leaks and anyother maintenance required by manufacturer or experience.

l Make sure there is enough fresh air in the room to replaceoxygen and remove gas by-products. This usually meanshaving a window or door open.

l Use the fuel specified by the manufacturer - some fuels havea high sulphur content which can lead to explosions if correctmaintenance is not carried out.

l Never use flammable solvents (sprays) near the heater.

l Do not use in a dusty environment - high surfacetemperatures can cause a dust explosion.

l Always extinguish the flame and allow to cool beforerefuelling or carrying out maintenance.

l Keep a powder extinguisher in the area and know how to use it.

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Appendix 6P. Safe use of Kerosene, Paraffin and Diesel Heaters


Contacts

Appendix 6Q. Contacts


Specialist advisors are available to assist in dealing with any issues covered by this guide. The relevant team can be contacted on the telephone numbers listed below:

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DURING UK BUSINESS HOURS (GMT, UK TIME)

External Telephone Internal Telephone

WS Health and Safety Advisor +44 20 3614 1999 02 41999

Safety Advice Line +44 37 0411 0464 0464

Email: [email protected]

Business Continuity and Risk Management+44 20 3614 1999 02 41999

(Can provide details of other Divisional Business Continuity Representatives)

High Risk Team +44 20 3641 1999 02 41999

BBC Insurance Services +44 20 8008 2662 02 82662

Safety Equipment Stores +44 20 8576 7568 02 67568

Employee Assistance Programme +44 20 8987 6550BBC Workplace Options

Capita Health Solutions Advice Line +44 20 3008 9013

OUTSIDE UK BUSINESS HOURS (GMT, UK TIME)

Telephone

Health and Safety/High Risk Please call the Duty FM at TVC +44 20 8576 4651who will connect you to the on-call (24hr) Safety Advisor

Business Continuity Duty Operations +44 20 3614 3999

Manager

News Duty Operations Manager +44 20 8576 7777

Cega Medical Assistance Emergency Number +44 12 4362 1055

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