Dossiers, profiles and the data protection conundrum

August 2023

‘We have a file on you…’ It sounds sinister. Like something from a spy movie.

Nonetheless, there are many reasons why organisations create and retain profiles on individuals. Recently, this hitherto unremarkable topic took centre stage via the ‘Farage-gate’ de-banking affair. Suffice to say the fallout for NatWest and its private banking arm, Coutts, has been disastrous. We also know Nigel Farage won’t be the only person on whom banks have complied profiles. Nor are banks the only businesses to do so.

I’m not going to dwell too much on Nigel Farage or NatWest’s handling of his case. As a data protection practitioner what interests me are the inherent difficulties around creating compliant dossiers or profiles for legitimate business purposes.

Some organisations may have been blissfully unaware of the risks around ‘business intelligence’ or ‘due diligence’ profiling (until Farage-gate, that is). Others may decide the business benefits of the information they’re holding on individuals outweighs the potential risk.

Here’s a list of just some of the reasons businesses may choose to enhance the records held on individuals or create new records.

  • Business pitches: In preparing a business pitch, it seems logical to research potential customers or partners. Consider corporate hospitality, for example – do they support Arsenal or enjoy horse racing? These might be the little details that seal the deal.
  • Employment: For many roles, it would seem perverse to NOT perform basic due diligence on a candidate. Indeed, some organisations might be criticised for not doing so.
  • Donations: Charities, academic institutions and research bodies might receive a donation and want to know if it might be reputationally damaging to accept. Or they may research high-profile figures and/or philanthropists to see if they’re a good fit to approach to support their cause.
  • The personal touch: A client or customer shares sensitive information about themselves in everyday conversation. Their partner is unwell, for example. Do you want to keep a record, so you remember to ask after them the next time you speak? Or they might mention it’s their birthday – shall we keep a note so you can send flowers next year? My local Indian restaurant always sent my husband a birthday card, which he is always delighted to receive (although it might have had something to do with the complimentary samosas).
  • Activists & risk management: You may be aware of individuals who seek to disrupt your business activities for political or environmental reasons. In fact, you might argue you’ve an obligation to establish the risk for employee welfare and safety purposes.
  • Complainers: You might wish to alert your contact centre staff to customers who are prolific / abusive and / or vexatious complainants.
  • Social media commentators: You learn of people prone to unfairly badmouthing your business on Twitter / ‘X’, Facebook or online forums. You might choose to monitor their output for rebuttal purposes (incidentally, the most major political parties do this via ‘rebuttal units’).

There are endless scenarios why it makes good business sense to add information to a record you hold, or to create specific profiles about people. Clearly, the more sensitive the information, the more risk involved should the record be exposed – especially if you haven’t been open about what you’re doing.

The data protection conundrum

There’s something of a Catch-22 here. One of the core principles of data protection law is the handling of personal data must be lawful, fair and transparent.

Lawful basis

To be lawful, you shouldn’t do anything obviously illegal. Secondly, you also require a lawful basis for the purpose for which you’re using personal data. There are six to choose from:

  • Contract: You may be able to rely on contract if it’s necessary to gather this information for the purposes of a contractual relationship with the individual, or to take steps before entering into a contract with them. Banking is a good example, with its regulatory rules around money-laundering.
  • Public interest: You may be able to argue your actions are in the public interest. The risk here is conflating your interests with public’s! The threshold here’s pretty specific, usually for public protection and safety.
  • Legal obligation: You may have a statutory or sector-specific obligation to gather and hold certain information (banking, again, is a prime example).
  • Vital interests: This would only apply in an emergency; a life and death type situation.
  • Consent: You could ask the individual for their specific, informed and unambiguous consent. (hmmm, perhaps not … although in some parts of the world consenting to intrusive pre-employment screening is a prerequisite of recruitment processes).
  • Legitimate interests: You could balance your business interests, with the interests, rights and freedoms of the individual.

As you can see, at the first hurdle organisations may struggle to squeeze what they’re doing into a lawful basis. A quick glance might even suggest swathes of business intelligence and due diligence practices may technically be unlawful.

Many will have regulatory reasons that may fall under Legal Obligation or Legitimate Interests. Is your business or organisation one of them?

Legitimate Interests is often the lawful basis businesses choose, but would the balancing test of your business interests with the interests rights and freedoms of the individual really stand up to scrutiny? Perhaps not, if they have no idea you’re doing it. Which brings me neatly on to transparency…

Transparency

Data protection law tells us we should be open and upfront about what we do. Alongside this, people have a fundamental right to be informed about how we collect and use their personal information.

Your privacy notice (aka Privacy Policy) should cover the purposes you use personal data for. It may say something like; ‘We create profiles to better understand our customers and improve the service we provide’. It may clearly state you conduct ‘wealth screening’ or collect data indirectly from openly available sources.

But is it really that transparent? And has this privacy notice been brought to people’s attention, not camouflaged using acres of small print? Probably not, if the dossiers or profiles you’re creating aren’t related to people you enjoy an existing relationship with.

So, at this second hurdle, organisations may fail to meet transparency requirements.

Data collected indirectly

Arguably one of the most widely ignored aspects of data protection law (especially in this context) is the requirement to inform people and provide privacy information when we’ve collected their data indirectly, i.e. from another organisations or from openly available sources.

This should be done ‘within a reasonable period after obtaining the personal data, but at the latest within one month’. If the personal information’s going to be used for a communication with the individual, ‘at the latest at the time of the first communication’.

There are some exceptions such as providing this information would involve disproportionate effort and when the personal information must remain confidential subject to an obligation of professional secrecy.

In practice, individuals will often be blissfully unaware of dossiers and profiles have been created about them, until things go wrong.

What are the risks?

The two main ways in which data protection risks could materialise are a Data Subject Access Request (as the Nigel Farage case demonstrates) or a data breach.

Businesses should ask themselves – what would your response to a Data Subject Access Request (DSAR) look like? When gathering and keeping additional information about people, you need to consider the repercussions should you be required to disclose this information to the individual themselves. How likely is the individual to submit a request for a copy of their personal data. And if so, how damaging could it be?

Even if a DSAR feels highly unlikely, what would be the potential impact should this information be disclosed in a data breach?

How can you mitigate the risks?

Imagine your lawful basis is tenuous and people are unaware you’re holding a dossier or profile on them. Nonetheless, you still feel there’s a genuine business necessity. What can you do?

I know at this point, some people in my world might begin clutching their pearls, but with a seriously practical head on? We can reduce the risk by following other data protection principles:

  • Only gather and retain what you really need and can justify. Be proportionate – as the Farage case shows, do you really need all the information you’ve garnered when researching someone?
  • Delete it promptly when you no longer need it
  • Store it securely and limit access to only those who need it
  • Make a record your decisions. It’s much easier down the line to argue necessity if you’ve made a proper record at the time.

Don’t share material unless absolutely necessary and be mindful of the sensitivity of the details you’re keeping. If you feel it’s necessary to offer a view on someone’s opinions or politics – that becomes their personal data too. I can think of several reasons why that might be an entirely reasonable thing to do. Conversely, I can think of many reasons why it might not be!

So what do you think now? Are your dossiers or profiles really necessary and justifiable? Make sure you’re ready to defend your actions to individuals, the ICO or ultimately to the courts.

As a data protection consultant since 2015, Philippa advises and supports a broad range of clients, and delivers data protection training. She also regularly writes GDPR guides to support data protection teams in their day-to-day work.

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The information provided and opinions expressed in our content represent the views of the Data Protection Network and our contributors. They do not constitute legal advice.

International Data Transfers Q&A

July 2023

There’s no getting away from the fact, navigating the rules regarding the transfer of personal data to different countries around the world can be complicated.

Multiple different scenarios between controllers, processors and even entities within the same group of companies can throw up all kinds of questions. What’s the most appropriate transfer mechanism to use? Do we need to do a risk assessment? What should we do for Intra-Group transfers?

In this Q&A session we’ve selected some questions raised by the DPN audience which we believe will be useful for many organisations. We’re delighted to be able to draw on the expertise of Debbie Venn, Partner at DMH Stallard LLP to provide her answers.

Q: We are a controller based in the UK and we process the data of UK, EU and other citizens globally. We contract service providers based in the USA. What transfer mechanism should we use?

As the personal data being processed includes both UK and EU data subjects, we would usually recommend using the EU Standard Contractual Clauses (SCCs), with the UK applicable Addendum (Module One – controller-processor). This is so it can be covered under one agreement, rather than having a UK International Data Transfer Agreement (IDTA) and the EU SCCs, for this purpose.

You’ll also need to consider (as part of your controller responsibilities) whether there are any specific laws which need to be complied with in the jurisdictions outside of the UK and EU, such as California. This is to make sure there are no other provisions that need to be added into a relevant controller to processor agreement.

A controller to processor data processing agreement can cover all data sharing activities, with the EU SCCs and UK Addendum appended, to ensure compliance with both EU and UK GDPR.

We’d recommend this especially when special category data is being transferred, so additional wrap-around measures can be included, in addition to the EU SCCs and UK addendum. Alternatively, if the personal data being shared is minimal, you could opt for just the EU SCCs and UK Addendum.

As processors are based in the USA, a Transfer Risk Assessment would also need to be carried out for the purposes of assessing any additional security measures to put in place. However, if the U.S organisation is a signatory to the recently adopted EU-US Data Privacy Framework, this risk assessment would not be necessary.

Q. For Intra-Group Transfers should we consider basing this on EU SCCs or UK ITDA, or Binding Corporate Rules (BCRs)?

BCRs while they are useful, are complicated. They’re difficult to manage and agree internally within a group. They also need approval from a relevant Supervisory Authority – a process which can be painfully long. The UK ICO has, I believe, only 9 companies that have adopted BCRs since UK GDPRs became effective.

Many organisations are therefore opting to use EU SCCs or the UK IDTA (or EU SCCs with UK Addendum if both EU and UK personal data is being transferred). The agreement can set a detailed, granular framework for data sharing, reflecting the sharing practices, internal security compliance, and so on, in addition to the international data transfer elements. This is also useful when handling companies coming into the group and acceding the Intra-Group agreement.

Q. Do we need to perform a Transfer Risk Assessment for Intra-Group Transfers?

This depends to a degree on where group companies are located. But in principle, a TRA must be carried out to cover the proposed data flows / transfers in addition to entering into the relevant agreements / clauses.

Q. For Intra-Group Transfers should we follow the data flows, or the group company locations?

Follow the data. An Intra-Group Transfer Agreement should be set up to support the flows of the data, rather than prescribe how that data should flow.

Q. What is a Transfer Risk Assessment (TRA) / Transfer Impact Assessment (TIA)?

A TRA/TIA is an assessment which should be conducted when relying on an appropriate safeguard for a data transfer, for example, EU SCCs, UK ITDA or BCRs. Risk assessments are not required where an adequacy decision is in place, or when relying on an exception (derogation).

The aim of the assessment is to make sure the level of protection offered under the UK/EU GDPR is maintained even when the data is transferred outside the UK/EEA and to identify and help mitigate any risks, where necessary. The level of protection for the importer of the data / country doesn’t need to be the same, but essentially equivalent or sufficiently similar.

UK Transfer Risk Assessment (TRA)

This is an assessment produced by the UK ICO. It’s a risk-based approach, considering the harm in terms of non-compliance. It represents a fairly pragmatic approach focused on the likelihood of risk in terms of the receiving country and who might have access to the data (e.g. law enforcement or national security agencies).

It assists an assessment of whether the protection of personal data in a third country is adequate and does this on the basis whether standards in a third country are materially lower, rather than whether protection is equivalent (as for EU assessment). Essentially, you need to consider:

    • Who is the data importer?
    • Status of the data importer (i.e. controller/processor/sub-processor)
    • Activities of the data importer
    • Details of the personal data being transferred, including the individuals it relates to and the nature of the information. Does it include special category data, what kinds of volumes and how frequent?
    • Protection mechanisms in place, including format and transfer process
    • Assign a risk level to the proposed data being transferred: low, moderate or high and adjust the data, if this is possible and can help to reduce the risk.
    • Are the human rights of individuals in the destination country of a lower standard than in UK/EEA? Is it more likely that human rights breaches will occur, or would they be more severe if they did? Extra protections might be needed based on this risk.
    • What enforcement mechanisms are in place?
    • Do any exceptions apply? For example, in an emergency situation.

For more detail see the ICO Transfer Risk Assessment Guidance and TRA Tool

EU Transfer Impact Assessment (TIA)

The approach adopted in the EU is referred to as “supplementary measures”. This is more detailed and includes the European Data Protection Board (EDPB) recommendations on measures to supplement transfer mechanisms. If you’re a global business, the more pragmatic UK ICO approach may not be sufficient to meet the TIA requirements covering EU personal data.

For more information see the EDPB supplementary measures recommendations

Q: Who should complete the TRA/TIA in a supplier relationship – the controller or the processor?

Generally the controller should be assessing whether their personal data can be transferred to a processor. This is also usually governed by a data processing agreement between the two parties.

However, it may be depend on which party is initiating the restricted transfer; i.e. who is the exporter? This could be a processor or controller in the UK/EU transferring the data overseas. If a processor is exporting the data, they would be responsible for undertaking the TRA/TIA and putting the relevant SCCs/IDTA in place with any sub-processors involved.

Controllers however have a responsibility to make sure they are using processors who take sufficient steps to protect personal data. It’s not 100% clear how far the controller’s obligations would go to verify the processor’s compliance with UK/EU GDPR when making a restricted transfer.

Q: What level of assurance should we expect from other controllers (data importers) for any onward transfers to processors? Should we ask to review their TRA/TIAs?

Reviewing of TRA/TIAs would help understand the assessments made. However, this is all about assessment of the risks. The controller will need to weigh-up the risks, broadly considering a number of factors, such as:

  • Controller’s risk profile
  • Risk profile of the data
  • Data subjects in scope
  • Nature of the processing
  • Third countries involved and risk under local laws
  • Scope of the processor’s processing activities and their assessments
  • Reputation of the processor
  • Sub-processors used
  • Nature of assurances provided – has the processor given enough reassurance around the assessments they have made when making a restricted transfer?
  • Contractual provisions between the parties

Thanks Debbie! As these questions and Debbie’s responses demonstrate, the world of international data transfer rules can be tricky to unravel – especially for the uninitiated.

For many businesses, it often comes down to taking a proportionate approach based on the size of your organisation and the sensitivity, volume and frequency of the personal data you are transferring overseas.

What’s crucial is knowing where your data flows and to whom. Only then can you make a judgement call on the potential risks, and ensure appropriate transfer measures are in place for higher-risk activities.

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The information provided and opinions expressed in our content represent the views of the Data Protection Network and our contributors. They do not constitute legal advice.

International Data Transfer Resources

How to tackle international data transfers

The rules on international data transfers under UK/EU data protection law can be complex to navigate. At the core is a requirement for specific safeguard measures to be in place for what are termed ‘restricted transfers’ and for companies to assess the risk posed to individuals by transferring their data overseas.

Data Transfers Q&A

Multiple different scenarios for international data transfers throw up all kinds of questions. We’ve selected some questions raised by our audience which we believe will be common to many organisations: International Data Transfers Q&A with Debbie Venn, Partner at DMH Stallard LLP.

Other useful resources

UK

ICO Guidance – International Data Transfer Agreement

ICO Guidance and Tool – UK Transfer Risk Assessments

EU

European Data Protection Board Guidance on International Data Transfers

European Data Protection Board – information sheet re US adequacy decision

European Data Protection Board supplementary measures recommendations

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The information provided and opinions expressed in our content represent the views of the Data Protection Network and our contributors. They do not constitute legal advice.

Five Data Protection Essentials

June 2023

What we can't survive without

On Radio 4’s Desert Island Discs, guests are asked to choose eight songs, a luxury item and a book they couldn’t live without. The less glamorous version is Privacy Island Discs, where we choose just five essentials for data protection survival.

Although you might choose differently, here are my five ‘must haves’, plus a luxury item and a ‘good’ read.

Privacy Survival Kit

1. Understand our data

What key sets of personal data do we have and how are our people using them?

Without knowing this information we can’t get a of handle on any potential data protection risks. Even if we don’t fall under the mandatory requirement to create and maintain a ‘record of processing activities’, it never hurts to map out what data we have and create a record.

Even a simple version – of what data we hold, what it’s used for, who it’s shared with and how long we keep it. Down the line, this sort of reference tool is invaluable in the event of a data breach, privacy rights request or other issues.

2. Training, awareness & guidance

We can’t expect our people to protect personal data and keep it secure if we don’t guide them

We need to train employees in how we expect them to behave, empowering them to make sensible and reasoned decisions.

They need enough knowledge to handle most situations in their role, but raise a query when they’re unsure and raise an alarm when necessary. And often, what they need to know will differ depending on their role.

Good data protection training and clear data policies and procedures are essential. Clearly this can be proportionate based on organisational requirements and the type of data held.

As a starter;

  • Do people know what a suspected data breach looks like and the most common causes? Do they know what to do if they suspect one has happened? Do they know they won’t be punished if they make a mistake?
  • Do people know what privacy rights we all enjoy, such as the right of access, right to object, right to erasure? Again, do they know what to do if they receive a request?
  • Have they ever considered if their processing is fair and lawful?
  • Do people have clear guidance for secure storage and sharing of personal data?

Annual online data protection training which doesn’t feel relevant, a dry data protection policy which no one reads and/or knows where to find, and no clear rules about basic data security all mean mistakes are more likely. Remember, more than three quarters of reported breaches are the result of human error.

Try to avoid making this a ‘tick-box’ exercise by creating easy to understand policies and guides. Get the Comms or Marketing team involved in raising awareness as an ongoing exercise. Use mistakes and organisational learning to reinforce key messages. How to focus data protection training

3. No surprises!

Give people information about how we use their personal data

Transparency is a key principle underpinning data protection law. We’re told we need to be honest and open about how we collect and use people’s personal information.

A privacy notice (aka privacy policy) is an absolute must have; UK / EU GDPRs set out what we must include. It may be the least visited page on our website, but not for complainers and regulators! A ‘vanilla’ notice copied from another website is unlikely to cut the mustard. For more on this see our Privacy Notice Quick Guide.

This also takes us back to my first must have; if we don’t know what data we hold and what it’s used for we can’t really have a privacy notice which truly reflects what we do.

4. Data sharing

Be open about data sharing and do it securely

Often, we need to share personal data with our colleagues and other organisations. Will people be surprised their data is being shared, are we only sharing what’s absolutely necessary and are we sharing it securely?

Our 10-point data sharing checklist has some useful pointers when sharing data with other organisations who’ll use the data for their own purposes (controllers).

If we’re permitting third parties such as service providers and technology vendors to handle our data, there are very specific contractual requirements. Data protection and our suppliers

Cyber-attacks on the MOVEit file transfer software (affecting payroll provider Zellis) and on Capita just illustrate how important it is to be on top of our supply chain contracting and due diligence. A few years back, a breach at the survey provider Typeform impacted hundreds of different organisations who used their services.

And this is before we even get started on the murky and complex world of International Data Transfers. But never fear, if the plethora of acronyms and jargon are making your head explode, you can tune in on 20 July as we Demystify International Data Transfers and/or read our International Data Transfers Guide.

5. Be prepared for the worst

Have a plan!

When a significant data breach happens, the first 24-hours can be crucial in reducing potential fallout. Thinking ‘we’ll deal with it when it happens’ isn’t a plan at all – it’s a recipe for disaster. The 72-hour timescale to notify the Supervisory Authority of a reportable breach can evaporate so fast – especially if it happens on a Friday or during a holiday period!

Even a simple procedure covering key people who’ll investigate, make decisions, answer core questions and a clear method for assessing the risk will all mitigate internal panic. See our Data Breach Guide or listen to our tackling data breaches webinar

My luxury privacy island item

Now, this shouldn’t really be a luxury, and may sound familiar to some readers. My luxury item is a CEO who genuinely recognises data protection is quite important. (Hmmm… are we stuck together on privacy island?)

Oh, and for a light beach read I’m taking the ICO’s Right of Access Guidance.

Honest.

As a data protection consultant since 2015, Philippa advises and supports a broad range of clients, and delivers data protection training. She also regularly writes GDPR guides to support data protection teams in their day-to-day work.

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The information provided and opinions expressed in our content represent the views of the Data Protection Network and our contributors. They do not constitute legal advice.

Cookie compensation demands

June 2023

A quick buck for non-compliance?

What’s darkening our e-doormat this morning? It’s not a letter from the Information Commissioner’s Office.

It’s not ransomware or a phishing attempt.

No… it’s the dreaded cookie compensation demand!

Increasingly my colleagues and I, and friends in the data protection space, hear reports of official looking, legally-laden letters being received by companies. The simple message; your cookies are non-compliant, this is distressing me and I want money from you.

And everyone’s a potential target – any size of business, any sector. We know of small agencies through to blue chips receiving these letters. They aren’t complaining to a regulator, they‘re coming straight to your front door or in-box.

Unlike the well-known privacy group noyb, who threaten to raise a formal complaint with a regulator if the offending company doesn’t remedy violations within a specified time, these demands from individuals would appear to have the sole aim of earning a quick buck.

For me, such letters leave a nasty taste, especially when smaller businesses or not-for-profits are targeted and where cookie use is limited.

How do they know our cookies aren’t compliant?

It’s easy to find out what cookies are used by any website. There are a number of free tools which you can just pop a website domain name into, and hey presto! A scan is run, and the results returned, revealing any cookie sins you may have committed.

What’s the claim?

Generally the claim letters allege non-essential cookies are being dropped onto users’ devices automatically, without clear information about their purposes and without consent. If a cookie banner is present, the claim will be it’s not compliant with UK GDPR / Privacy and Electronic Communications Regulations (PECR).

The letters often assume personal data is captured by the cookies – which may or may not be true. However, remember the PECR rules apply to cookies and similar tech regardless of whether the data they collect is personal or not.

The letters will claim distress or damage has been caused as a result of the placement of cookies onto the user’s device. It’s worth noting the right to compensation isn’t automatic; the claimant must be able to prove ‘damage or distress.’

As for how much – this isn’t nearly as scary as the realms of ransomware, with typical compensation demands in the region of £500-£1000.

To pay, or not to pay?

Companies are of course taking different approaches. In our experience many are ignoring them, and never hear from the complainant ever again. Others are standing their ground and asking for evidence of distress or damage. While some take a look at their cookies and similar tech and think, okay, fair cop we aren’t compliant so we’ll pay.

If you pay out, do you need to quickly get your cookie house in order? There’s the risk if you don’t, they could be back in a few months’ time if you’ve not successfully resolved any issues.

What are the cookie rules?

Before we blame GDPR, the rules for cookies and similar technologies are in the UK set out in PECR. Other countries across Europe have similar (but not identical) rules derived from the European ePrivacy Directive.

In short, we need to provide meaningful information to people about the categories of cookies and similar tech we use, and gain consent for any cookies which are not strictly necessary.

Different regulators across Europe have taken slightly differing approaches to what would be considered strictly necessary. Here in the UK, for example website statistical cookies are not considered strictly necessary. (This could potentially change under government plans to reform data laws; you can read more about this here). However the French regulator, CNIL, for example, accepts statistical cookies as strictly necessary.

When GDPR came into effect in 2018, consent needed to meet a higher standard. The days of implied consent were over. This is why we’re greeted by a barrage of cookie banners and notices wherever we go online.

The reason these compensation demands are possible is under PECR, people who have suffered damage or distress as a result of a contravention of the rules are entitled to bring proceedings against the offending party and seek compensation for that damage. Similarly under GDPR people have the right to receive compensation where they’ve suffered material or non-material damage due to an infringement of the law.

What can we do to protect ourselves?

The only way to completely avoid a cookie compensation demand is to understand what types of cookies and similar tech are used by our website(s), behave transparently with a clear notification and collect informed consent for any which aren’t strictly necessary. The ICO Cookie Guidance illustrates what type of cookies might be considered strictly necessary.

There are lots of cookie consent management platforms on the market, some of which are free. However, if your cookie use is quite sophisticated, or you have sub-domains, a free option might not be enough.

Alternatively the options are to ignore, stand your ground or pay out.

I’ve heard a little rumour, one of the posse of cookie claimants is an in-house DPO who does this as a side hustle. And if you ask me, it’s just not cricket.

As a data protection consultant since 2015, Philippa advises and supports a broad range of clients, and delivers data protection training. She also regularly writes GDPR guides to support data protection teams in their day-to-day work.

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The information provided and opinions expressed in our content represent the views of the Data Protection Network and our contributors. They do not constitute legal advice.

Data Protection Impact Assessments: 10 Tips

May 2023

How to get your DPIA process on track

Do teams know when a Data Protection Impact Assessment should be conducted? Are you carrying out too many, or too few?

Don’t make DPIAs a onerous box ticking exercise. If DPIAs are solely seen through the prism of compliance, they’ll be seen as burden. They may be attempted half-heartedly or left inadequately completed.

If this is happening it’s time to shout about what a valuable tool they are!

Assessing potential data protection risks from the start of a project, acts as handy warning system for the business and protects those whose person information is involved from unnecessary risks. DPIAs help to identify risks in advance, before they can potentially become a bigger problem.

10 tips for getting your DPIA process on track

1. Create a DPIA screening questionnaire

Put together a set of questions for business owners and/or project leads to use, which help to identify if a DPIA is required or not for their particular project or activity.

This will not only help teams to think about data protection considerations from the outset, but also avoids time being spent conducting DPIAs when they aren’t necessary.

2. Identify types of projects likely to need a DPIA

In some situations DPIAs are mandatory under UK/EU GDPR, in others they may be a ‘good to do’.  So, it’s helpful to set out some clear guidelines which explain your organisation’s position on this. When does your business consider it appropriate to carry out a DPIA?

For example, are you using innovative tech or AI? Will you be handling biometric data? Are you matching data or combining data sets from different sources? Was the personal data collected indirectly? Are you tracking people (either their location or behaviour)? Do you use third party ad tech providers? Does the project involve children or special category data? Are you transferring data outside the UK/EEA? And so on.

3. Don’t forget your marketing related activities

It can be easy to forget marketing related activities could require or benefit from a DPIA. If marketing could result in a ‘high risk’ to individuals it’s likely you’ll need to do an assessment of the data protection risks.  Here are some examples;

    • ‘large scale’ profiling of individuals for marketing purposes
    • matching datasets for marketing purposes
    • processing which may be ‘invisible’ to the data subject, e.g. list brokering, online tracking by third parties, re-use of publicly available data
    • using geo-location data for marketing purposes
    • tracking the behaviour of individuals including online advertising, web and cross device tracking, tracing services (tele-matching & tele-appending), wealth profiling and loyalty schemes.
    • targeting children or other vulnerable individuals for marketing purposes.

4. Design an easy-to-use DPIA process

You’re unlikely to reap the benefits if you have an unwieldly DPIA template full of data protection jargon, with questions people just don’t know how to answer. Create a practical usable DPIA template which is as straight-forward as possible for people to follow.

The ICO has published a DPIA template, but there is nothing to stop you adapting this to suit your business.  You may also choose to have a simplified version for less complex projects.

Does your process help your teams to identify and assess privacy risks? Do you provide examples of what types of mitigating actions could be taken? Clear guidelines on how to complete a DPIA are invaluable.

5. DPIA training

Key team members need to have the skills to conduct a DPIA: to understand what the process entails, how to brief key stakeholders and walking them through the process, explaining what sort of risks to look out for and so on.

The DPO, or data protection lead, can’t be expected to do this single-handed.  The ICO in their DPIA guidance specifically mentions the need to provide specialist training.

6. Awareness

If teams don’t know what DPIAs are, they may push forward with new projects and innovations, and fail to consider the potential data protection issues. This may come back to bite you just before a project launches… or worse afterwards if you receive a complaint, breach and/or regulatory scrutiny.

Once all your ducks are in a row; when you have a screening questionnaire and a decent DPIA template, it’s time to make sure people know about DPIAs across the business. Get your Comms team involved to spread the message far and wide.

7. Start early

Talk to your project leaders, change management (if you have them) and IT leaders. Make sure people who work on projects which involve personal data complete screening questionnaires as soon as possible. Assess whether a DPIA is needed, so you can start the process as soon as possible. This way you can find problems and fix them early on.

8. Collaborate

A DPIA is likely to need the input of people from different areas of the business. Get people collaborating so projects can proceed at pace, without unnecessary delays.

Engage business and project management stakeholders at an early stage, so you can scope out the processing and start to identify any potential privacy risks, and consider mitigating measures.

9. Keep revisiting your DPIA

Throughout the different stages of a project keep an ongoing dialogue with stakeholders, especially with Agile projects which may expand over time. Check if new ideas, new developments have an data protection impact.

10. Review

Once a DPIA is completed, set review dates, so you can check if things have changed.

For instance, you may have developed a new app, and six months later you want to improve the functionality, adding new features – what data protection issues could this raise?

Also keep you screening questionnaire, template and guidelines under review, there will always be enhancements you can make to make them more effective. Why not ask teams for feedback on how they can be improved?

DPIAs can feel a bit daunting, but the more familiar people are with the process, the risks they should be looking out for and the types of measures and controls that could be deployed to protect people’s data, the easier it all becomes.

As a data protection consultant since 2015, Philippa advises and supports a broad range of clients, and delivers data protection training. She also regularly writes GDPR guides to support data protection teams in their day-to-day work.

Copyright DPN
The information provided and opinions expressed in our content represent the views of the Data Protection Network and our contributors. They do not constitute legal advice.

Privacy Notices Quick Guide

May 2023

The right to be informed

All businesses need an external facing Privacy Notice, aka Privacy Policy, if collecting and handling people’s personal information.

Data protection law tells us we must provide people with easily accessible and specific privacy information when we collect their data. This guide sets out the key considerations and core requirements our Privacy Notices.

privacy notice guide from the data protection consultancy DPN - Data Protection Network

As a data protection consultant since 2015, Philippa advises and supports a broad range of clients, and delivers data protection training. She also regularly writes GDPR guides to support data protection teams in their day-to-day work.

Copyright DPN
The information provided and opinions expressed in our content represent the views of the Data Protection Network and our contributors. They do not constitute legal advice.

DPOs and conflict of interests

EU Court of Justice says businesses should conduct assessment

I was recently mulling over with colleagues whether someone could be both the CEO and Data Protection Officer, along with another client query about whether someone could wear two hats; Consumer Services Manager and DPO.

UK/EU GDPR specially tells us a DPO ‘may fulfil other tasks and duties’, but says the controller or processor must make sure ‘any such tasks and duties do not result in a conflict of interests’.

So, I read with some interest the recent judgement from the EU Court of Justice about the role of a DPO and the risk of a conflict of interests. (Albeit, it probably doesn’t say any more than we already suspected).

The court confirms, DPOs should be ‘in a position to perform their duties and tasks in an independent manner’. This means they should not be carrying out tasks or duties with would result in them determining the objectives and methods of processing personal data within the organisation.

Where an individual may have two, or multiple roles (including DPO), organisations are urged to make an assessment of whether there’s a potential conflict of interests. This should be done on a case-by-case basis taking into account all relevant circumstances, including organisational structure.

What matters is what happens in practice. If a DPO has two roles, the organisation needs to make sure there are clear rules in place to avoid, or limit, any conflict of interests arising. (And it’s not the DPO’s job to try and resolve this).

If a DPO’s other job means they have responsibility for the data processing itself, there’s likely to be a conflict. But, in practice this may be a difficult line to draw.

The law also tells us a DPO cannot be dismissed for or penalised for performing DPO tasks. However, DPOs could be dismissed from the role if they are unable or no longer able to carry out their duties and tasks in an independent manner.

So, can a CEO also be a DPO, probably far from ideal. Can a Customer Service Manager also be a DPO? Possibly, if the different roles are clearly defined.

The European Data Protection Board’s DPO guidance gives us a bit of a steer. This says conflicting positions within an organisation may include; ‘senior management positions (such as chief executive, chief operating, chief financial, chief medical officer, head of marketing department, head of Human Resources or head of IT departments)’.  This may extend to ‘other roles lower down in the organisational structure if such positions or roles lead to the determination of purposes and means of processing’.

Clearly if you’re a smaller business, but judge you should have a DPO, it may be prove challenging to appoint a suitable person where a conflict doesn’t arise with limited numbers to chose from. One would hope any regulator would take size and resources into account.

It’s probably a good idea to follow this judgement and conduct an assessment. Clearly set out what different role’s entail, document your decision and be ready to defend if you have to.

With all of this it’s worth remembering;

  • the law sets out specific tasks and duties a DPO must perform
  • not every business needs a DPO!

Read our DPO myth buster covering who needs a DPO and what the role entails. And don’t forget changes may be on the horizon under the UK Data Protection and Digital Information Bill.  This could require UK businesses to appoint a ‘Senior Responsible Individual’ for data protection.

As a data protection consultant since 2015, Philippa advises and supports a broad range of clients, and delivers data protection training. She also regularly writes GDPR guides to support data protection teams in their day-to-day work.

Copyright DPN
The information provided and opinions expressed in our content represent the views of the Data Protection Network and our contributors. They do not constitute legal advice.

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