Commercial Update: Hot Dates and Hot Data

Hot dates and hot data

Reports that an extramarital dating site has been hacked recently may have given its customers more than the usual worry that accompanies news of cyber-crime. 

Following on the heels of many other high profile hacking cases, such as Sony in the United States, organisations are being forced to look ever more carefully at their information risk management regime, to make sure they value information as an asset, and assess their processes with the same rigour as legal, regulatory, financial or operational risk. 

In the case of the dating site Ashley Madison, which promotes itself with the strapline ‘Life is short, have an affair’, it’s been reported that more than 2,500 customer records have been released to the public by the hackers, who claim to have stolen the total database of the site, which is said to contain more than 33 million members in 46 countries.  The company has faced a barrage of calls from customers, concerned that their personal details and credit card information have been compromised. 

And whilst the true picture for the internet daters continues to enfold, Ashley Madison’s problems are a reflection of a fast-growing area of crime, as more and more criminals exploit the speed, convenience and anonymity of the internet.  The Metropolitan Police has recently announced it is boosting the size of its team to tackle cyber-crime and the Government has issued guidance for companies, in a bid to stem the range of criminal activities that know no borders, either physical or virtual.

For companies, cyber-criminals may attack the functioning of computer hardware and software, or try to commit financial crimes, such as online fraud or by penetrating online financial services, or go ‘phishing’ for confidential information.  For company directors, the advice is to ensure the topic is at the top of the boardroom agenda.

 As well as having to meet the requirements of the Data Protection Act and the Communications Act in the UK, also up and coming is the draft EU Data Protection Regulation and the proposed EU Cybersecurity Directive.   There are requirements under the Companies Act 2006 also, which place a duty on directors to keep themselves informed on relevant issues.  They may be held to be negligent if they do not take appropriate professional or expert advice to tackle any identified threats.

The key components for business are to undertake a risk analysis, develop a cyber-security programme, set in place the right policies and take appropriate technological measures. 

“Every business must ask itself what value there is in information they hold electronically, for example, it may be intellectual property, customer information or client funds.  Then they need to consider where the risk lies; as well as outside criminals, the risk could come from current or previous employees or competitors,” explained commercial  law expert Glyn Morrice-Evans of Gamlins Law in Rhyl.

“The response to that review should include a clear cyber-security strategy, with policies in place and staff well informed, backed up by a regular review and updating of technological practices.”

IT system reviews would range from how networks are monitored for attack and what firewalls and malware detection software is in place, through to how internal and external users are controlled and how access may be segregated or restricted. 

“It can come down to the most simple things, such as who holds the passwords and making sure staff don’t open spam mail,” added Glyn.  “Thorough education of staff, with regular updates, is essential.  As well as demonstrating that the company takes the matter seriously, staff are often in the front line, and if they are well informed of the risks, and encouraged to take responsibility, they can be more effective gatekeepers.”

 

 

Tracking Devices: Employee dismissed for deleting tracking app

A case has been reported from the US where a woman claimed she has been fired for removing an app from her phone which allowed her employers to track her every move.

 

The App, Xora was used by the company to monitor employees out working in the field. The employee stated she had no problem with being monitored whilst at work, but the app did not differentiate between working hours and none working hours giving her supervisors the ability to track her movements whilst she was not working.

The employee challenged her employers about the issue and they admitted that employees could be monitored and bragged that they knew her specific movements and even how fast she was driving.

The employee believed it was an invasion of privacy and deleted the app from her phone. She stated her employer expected her to ‘tolerate’ the intrusion. Soon after deleting the app she was fired.

If the employee’s account is correct, the matter was handled terribly by the employer. Any monitoring should be proportionate and it would be difficult  if not impossible for an employer to make a case to state that such monitoring of someone’s private life was justified.

 

Any employers considering bringing disciplinary actions against employees who refuse to be monitored in a way which could overlap with their private life should be cautious. Take advice and consider whether there are any other more proportionate ways of monitoring your employee’s behaviour if it is required by the business.

If this was case being heard in the UK, the employer would likely struggle to show that their actions were those of a reasonable employer. Instances of disciplinary relating to tracking devices in vehicles are not unheard of, or cases of misconduct for private social media use, it is therefore not inconceivable that something like this could present itself in the UK.

 

When comments are advertisements….

When comments are advertisements….

Accusation that drinks group encouraged irresponsible alcohol consumption in a tweet highlights social media challenge for business

Businesses must make sure they are not breaching advertising regulations when they update their social media feeds.

The reminder follows the news that Diageo’s Guinness® UK brand has been cleared by the Advertising Standards Authority (ASA) of implying that alcohol could improve a person's week, after a tweet on the brand's social media account was branded “irresponsible”.   

Alcohol Concern filed a complaint with the ASA when @GuinnessGB tweeted a photograph of the brewery gates with the caption, “a good week starts here” as part of a promotional campaign to champion the people working at the brewery.

The tweet was challenged as breaching the responsible advertising code, but the ASA decided that consumers would not confuse the brewery gates with a bar or other social venue where alcohol was consumed. 

“We also noted that the photo was tweeted on Monday,” said the ASA in their ruling. “In this context, we considered that the ad was likely to be interpreted as having a dual meaning: as an expression of opinion from those who worked at the brewery about the week of work ahead and their enjoyment of their work; and as an indication to the public that Guinness, which began its journey to them at the brewery, could be consumed as part of a ‘good week.’”

But the complaint is a reminder to businesses to tighten up their social media policy to make sure they don’t breach advertising regulations, as the boundaries between paid-for advertising and other forms of communication become more blurred. 

"Social media has become a colossus and controlling its use is a real issue for businesses that want to make sure the benefits outweigh the problems," said employment law expert  Elissa Thursfield  of Gamlins Law.  “It’s a medium that relies on speed of response and short, pithy comments, and that’s precisely why it’s a minefield to manage. 

“It’s all too easy to have someone keen to keep the chat going, without thinking about what they are stepping into, such as in this case.   There is also the problem of employees being too quick to voice their own opinions and land their employer in hot water.” 

She added:  "Social media usage by commercial organisations needs constant review and clarification within a business’s marketing strategy and terms of employment.” 

The ASA ruled that the Twitter advertisement did not breach CAP Code rules 1.3 (Responsible advertising), 18.1, 18.3, 18.6 and 18.7 (Alcohol).

 

Abusive email puts employer on the spot

An abusive rejection letter sent by email to a jobseeker has landed a company director in hot water. 

The email was sent to 48 year old James Allen, a former serviceman from Devon, who was described in the letter as ‘an old, aesthetically challenged guy with no teeth’.

Written by the company director of a window and conservatory manufacturer, the message to the would-be labourer read:  “You are not only the most inappropriate person for this job, but probably for any job you will spend the next few years applying for, only to get rejected as soon as they meet you.”

Sarah Hassler, the company director who wrote the abusive email has said that it was a mistake that she sent her so-called ‘rant’, saying that she had read an article suggesting that anger and upset could be released by writing down how one felt, but not sharing what was written.  She said that she had written an appropriate email turning down James Allen for the job, but the two had become muddled and she had sent the wrong one.

This is a pretty extreme example of what not to say to either a potential or existing employee.  And whilst problems with performance, for example, may involve some plain-speaking, it’s important that you keep to the facts and don’t resort to any personal attacks.  

There is a raft of legislation that could be breached by such a conversation, including the Equality Act, and getting it wrong could turn a performance review into an expensive conversation for the company.”   

In any discussion with a member of staff, whether a performance review or simply a general discussion about their role and responsibilities, it’s very important to document what is said.  It’s also worth looking at how anyone in the business with responsibility for staff management and interaction is properly trained in the right procedures.  

Most importantly, everyone should know they can’t draft ill-considered emails, or share frustrations with other colleagues, even to release pent-up anger.

 

 

Web site content note: 

This is not legal advice; it is intended to provide information of general interest about current legal issues.

More Right to Time Off: Parental Leave Update

New rules for parents wanting time off to look after their children will come into force in April, including the much debated option for parents of new babies to share 50 weeks of leave.

And as the deadline looms, businesses are being warned to make sure they’re prepared, or risk claims for discrimination by fathers seeking to share the time with their newborn. 

Paid Shared Parental Leave is a new right available to parents of babies who are expected to be born, or placed for adoption, from 5^th April 2015 onwards. This scheme comes into force on 5^th April, operating alongside the existing maternity leave regime, and will allow fathers and mothers to share up to 50 weeks of SPL, which can be taken by parents together or consecutively.

This is a major change and recognises the shifting patterns in families.  When the new rules come into force, once the mother has taken two weeks maternity leave immediately following the birth of her child, she can choose to share the remaining 50 weeks with her partner, having time off together or consecutively, and in whatever pattern they wish, subject to the employers of both parents agreeing to that pattern.

Some businesses are still not ready to deal with requests and they leave themselves open to claims of discrimination.  It’s important to get the process in place and start talking to employees now, to deal with any up-coming requests.

Eligible employees will be entitled to up to 37 weeks’ Shared Parental Pay at the weekly rate of £139.58, which may be shared between parents. This is in addition to the compulsory two weeks' maternity pay and subject to offsetting any additional maternity or adoption pay already paid in respect of that child.

The other change in rights for parents is for unpaid parental leave, which has been extended to parents of all children under 18.  This was previously restricted to parents of children under 5 years of age, or up to 18 where a child was disabled.  The same rules also allow adoptive parents to take leave for up to 5 years after the child is placed with them. 

From 5 April, all parents of children under 18 will be entitled to request unpaid parental leave of up to 18 weeks, taken in blocks of between one and four weeks per year.  To make the application an employee must have a year of service with an employer, have responsibility for a child and, usually, give 21 days notice of any request for leave.

The Top Gear Teaser....

The Top Gear Teaser

It may just be me but the Top Gear debacle this week with Jeremy Clarkson got me thinking about employment issues and the process followed by the BBC. What a way to kill an interesting story? Not quite….

#bringbackclarkson was trending on Twitter today in top place, a petition now has over 130,000 signatures, there is no doubting Clarkson’s popularity, but has he become too big for the BBC? Have they lost control of him and panicked?

So what has happened to date? The press noted Clarkson had been issued with a final warning, any more offensive or unacceptable conduct and he would be out of a job. This week we hear that Clarkson has been suspended following a ‘fracas’ with a male producer, further details emerge on the rumour mill that a ‘punch was thrown’, Clarkson allegedly ‘hit a producer’ and that it was over a catering issue.

Clarkson was the only person to be suspended. “Fracas” suggests a brawl, a fight, or the like. An action involving two people, yet Clarkson was the only person suspended. In addition Clarkson has denied any violent behaviour. While suspension is ordinary not utilised as ‘punishment’, and indeed at this stage in a disciplinary there should be no predetermination, yet the rest of the Top Gear series has been cancelled. That is three weeks of shows. Richard Hammond and James May are perfectly capable of hosting the show, and I believe (though may be corrected), they have hosted in his absence due to illness in the past. Top Gear is not cheap to produce and most of it is prepared and filmed in advance, to scrap three entire episodes on the basis of one presenter out of 3 not being available, something is not adding up.

 

Have Hammond and May refused to proceed without him? Do they disagree with what is happening to him? Whatever it is, there is clearly more to this that has been released to the press, the key being the 3 cancelled shows. Predetermined guilt is a hot spot for employment lawyers in assisting an unfair dismissal case, has the BBC condemned him too early by cancelling the shows?

Indeed by cancelling the shows the entire issue has become much bigger than it needed to be, by cancelling the BBC is most definitely putting its cards very boldly on the table rather than dealing with Clarkson quietly. All the while during the furore, the ‘fracas’ is still alleged, not proven!

 

There is no going back for the BBC unless there was a significant back track for the shows to be reinstated, which is unlikely. I simply find it astounding that they would take such a substantial step at suspension stage. Indeed I would not be advising my clients to take such bold moves unless they are prepared to argue on Polkey (would have been dismissed in any event even if the procedure was fair).

Stand by for updates as the rumour mill gathers pace.

 

Employers and Army Reservists

Volunteer reservists are a crucial part of the Armed Forces, they offer benefits to employers with transferable skills, training and high levels of motivation. Employers can be nervous employing volunteers and reservists, how will it affect my business? Will they be absent for months on end? Is it going to cost me anything?

The MoD chooses individual Standard Volunteer Reservists for duty using an intelligent selection process, which allows the reservist to be selected according to their skills and specialism. It also allows a unit to take account of a Reservist’s personal and employment circumstances.

SaBRE, Supporting Britain’s Reservists and Employers, is sponsored by the MoD to support employers on issue surrounding the employment of Reservists.

Reservists receive military training, which is worth roughly £8,327 per year. The training takes places through the year and at an annual camp, it can either be exercise or classroom based.  The skills covered include teamwork, self confidence, decision making, leadership and presentation skills as well as project management. Reservists typically become more computer literate and adapt to challenges and changes well.

 

If you recruit and employee who is a Reservist, or one of your employees becomes one, the MoD will write to notify you.  The MoD will aim to give you at least 28 days prior to mobilization. There is a right to appeal against mobilization if it will harm your business.  You can get financial assistance with certain costs for finding a replacement and there are exceptions for salary payments, benefits and annual leave during Reservist commitments.

A Reservist is entitled to return from mobilization in their original role, or a suitable alternative with the same T&Cs.  You cannot dismiss a Reservist on the grounds of their Reserve Service duties. Reservists are committed to training throughout the year, with a main camp of 2 weeks, several weekends and evenings during the week.

So what benefits will you experience from having a Reservist on your staff, or other volunteers for that matter? Employees who are volunteers tend to be motivated, confident and willing to work hard. They will achieve not only life skills but transferrable skills that can be valuable in the workplace. Volunteers meet new people regularly and are often required to speak about what they do giving them a valuable boost in confidence for public speaking events.

 

Employing not only Army Reservists but also RNLI volunteers, retained fire fighters and other volunteers can provide a depth of variety to your workforce, and valuable PR. Supporting lifesaving causes through your staff can connect you with your local community and the business world at large.

 

Got any questions about employing volunteers? Call our employment team:

 

Elissa Thursfield 01745 343500

elissa.thursfield@gamlins.co.uk