security performance

January 5, 2018 | Author: Anonymous | Category: Business, Finance, Investing
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BT Security

BT Security is the provider of choice for secure solutions

1

Agenda ●BT Security Performance

Andy Talbot

●Process Re-engineering

Andy

●People Plan

Jacky West

●Behaviours Programme

Keith Bezant

Andy Talbot

SECURITY PERFORMANCE

BT Security team Scorecard P5 August 2010 Miss Thresh Target Stretch

Gross Managed Costs - £m Revenue Fraud Improvement- £m debt Customer Experience – % targets hit Revenue Earning

- std + custom contract revenues

Transformation Delivery - % benefits Security Programme

- % IAD actions/date agreed

Security Risks Mgt – # satisfactory 4

Andy Talbot

PROCESS RE-ENGINEERING

Risk Line of Sight Driven by risk appetite – what we are prepared to lose whilst maintaining acceptable service delivery Metrics Risk Assessment Standard BT VTC risk assessment & management cycle.

Key Risk Indicators How Risk Owner knows if the risk is increasing or decreasing.

Vulnerability

KRI

Triggers

KRI

Consequences

Etc..

Appetite

A mix of lagging and leading KRIs. Can highlight environment drivers or controls inadequacy.

Risk Control Strategy maintained to achieve a proportionate response to the risk (i.e. within appetite).

Strategy

Controls are related to the KRIs and viceversa to allow clear & defined management focus as issues arise.

Existing Control Services

Control KPIs & Owners

Change Projects & CSFs

Provided from the BTS Unified Services Catalogue.

Key aspects of the controls are monitored for efficiency & effectiveness.

Control

KPI

Project

Control

KPI

Project

Etc..

Etc..

Etc..

Controls are made up of a set of related parts that combine to achieve the risk mitigation outcome

Potential De-railers Identified items beyond our control that may have a material effect on the risk and/or the ability of the controls to be effective. We may be able to lobby/influence and monitor. E.g. people’s behaviour.

Programme to achieve target level of risk exposure and benefits.

Failing controls and accepted audit reqs lead to corrective projects. Performance feedback loop on controls.

At any time all or part of the Strategy may be implemented in controls. The remainder may be prioritised into Projects also for change projects or as candidates driven from Risk future investment. Audit may also raise Control Strategy. reqs that will accepted into change projects in line with the strategy.

Our Approach to selection

• Follow the BT Operate Selection Process once we have finalised the rationalisation and completed the reorganisation • Pre-deployment of people where possible into growth roles • Quality proofed selection procedure (BTO) • Commitment to train/re-skill our people as appropriate

• Displaced people to move to Career Transition Centre • Underpinned by a joined up consultation and communications plan

Jacky West

PEOPLE PLAN

People Plan Engagement

Organisation Design and Transformation



Strategic comms plan – for a Global organisation



HR Surgeries



SLT Meetings around the country with roundtables



Simply Security 2 Roadshows – completed with great feedback



Formal visibility plan for Leadership Team



CARE Agile

-



Organisation review and integration of recent Global transfer



OD review of overlaps into wider BT group



Flexible resource model critical to success



Future skills work – 7 MAs and 2 Fast Trackers

- PCI 3.9 (+0.11)



Process realignment

- Bullying & Harassment – 10% (-9%)



Phase 3 Transfers

– EEI 3.76 (+0.23)

B&H awareness sessions rollout - good take up started in August – extra sessions being planned

Creating a High Performance Culture Performance management High Performance Culture roll out Standards set across BT Security Talent Security talent pool Group talent pool (11) Local security talent pool event 14 September Pivotal roles and succession plan Retention plans – individual

Excellent Skills •Regretted leavers – especially CLAS skills •Security Professional Community •Training plan linked to Professional Community •YSC investment for SMT •Knowledge Management •Focus on re-skilling training - CLAS accreditation •New Security Job Family – phase 2 •SLT Leadership impact assessment •Development Centres •Security Academy

Keith Bezant

BEHAVIOURS PROGRAMME

The Problem

● Security vulnerabilities caused by poor behaviour, raising the likelihood of a serious incident ▬

Personal injury



Theft/damage of critical equipment

● Undermines the considerable proactive investment being made in physical security measures ● Presents a poor image to third parties, including the general public, contractors and clients

What we are trying to achieve

● Ensure the Health & Safety of our staff ▬

Maintain a secure working environment



Ensure equipment is not tampered with/stolen

● Improve security awareness of our staff ▬

Maintain customer service



Reduce likelihood and impact of incidents

● Encourage compliance to policy ▬

Develop greater pride in the workplace, make it personal



Focus on positive consequences wherever positive



Use negative consequences as a last resort

What we need your help with

Working in partnership with security

● Help shape the behaviours programme (active member involvement) ● Reframing security in terms of personal welfare ● Help to articulate the impact/consequence of poor behaviours ● Offer ‘independent’ support to the programme ● Support the communications and awareness campaigns ● Support the positive consequences for good behaviour ● Help develop and support the negative consequences for consistent poor behaviours

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