.
BCM Guide Series: Ensuring Business Resilience: A Comprehensive Guide to BCM
BCM Ai Gen_with Cert Logo_5

[BCM] [E4] [PD] [Plan] Part A

New call-to-action

Moh Heng Goh
Business Continuity Management Certified Planner-Specialist-Expert
 

(Insert Organisation Logo)

(Insert Organisation Name)

CONFIDENTIAL

(Corporate)
Business Continuity Plan

Project ID:  GMH/ABC/2026/DEF
Date:    
Version:    

Revision History

Revision Amendments Updated By Date
    <insert full name here>

(Name of Organisation BCM Coordinator)		  
       

PART A: INTRODUCTION

How to use the Business Continuity Plan

The Business Continuity Plan (BC Plan) is written for the Business Unit (BU) BCM Coordinator or BUC and the Alternate Business Unit BCM Coordinator (Alt BUC). If the Business Continuity Plan (BC Plan) is activated, the BUC or the Alternate BUC (if the BUC is unavailable) must follow the procedures outlined in this manual. 


The BC Plan is divided into two levels, i.e. Corporate and Business Unit.

Part A and Part B

The Corporate BC Plan contains two parts. Part A is the introduction to the BC Plan, and Part B sets out the sequential immediate response procedures to be undertaken upon activation for the entire organisation. Information in both Part A and Part B is compiled by the Organisation BCM Coordinator (BCP Manager).

In the event of a disaster, each BUC or the Alternate BUC shall refer to Part B and follow through with the procedures for which they are responsible.

Part C

Part C is the Business Unit BC Plan,  which outlines the recovery procedure to be undertaken upon activation by the business unit. The BUC or Alt BUC compiles this section of the BC Plan. In the event of a disaster, each BUC, appointed Recovery Team Leader, and Recovery Team members are to refer to Part C and follow through with the business unit’s procedures that they are responsible for. 

1. Planning Scenarios and Assumptions

1.1. Business disruptions to ABC’s business-critical functions could arise from the following scenarios:

  • Unavailable or inaccessible to the primary office (including fire, building collapse, bomb scare, power failure or pandemic outbreak, etc.)
  • Data centre outage
  • Absence of key staff
  • Human or operational errors
 

1.2. Business disruptions to ABC's Critical Business Functions are defined based on the following Key Planning Scenario and assumptions:

  • “Operations will be disrupted, and/or access to the ABC’s office will be denied for a period of up to seven (7) calendar days”

  • Only critical business functions will be accorded priority for restoration.

  • An alternate site will be used to continue business continuity activities for critical business functions.

2. Scope

 

2.1. The scope of this business continuity plan includes ABC’s business units operated at the following offices:

<Insert office address>
 
ABC’s business units not located at the above office will be out of scope of this project.
3. Exemptions
 
3.1. This BC Plan EXCLUDES the planned activities under national-level emergency planning.
4. Extended Planning
 
4.1. Should the crisis be projected to exceed 7 days, extended planning will commence after day 2 or 3. 
5. Communication with External Parties
 
5.1. At all stages of a crisis, the Organisation BCM Coordinator (BCP Manager) must be consulted before any information about the crisis is conveyed to external parties, e.g. journalists, vendors, members of the public.
6. Location of Alternate Site and BCP Command Centre
 
6.1. The Alternate Site and BCP Command Centre will be located in the following location:
  • Alternate Site (see Section 8 for layout and equipment list)
    <Insert address, tel and fax numbers, route and map to alternate site>
  • BCP Command Centre {Emergency Operation Centre (EOC), see Section 9 for layout and equipment List}
    <Insert address, tel and fax number, route and map to Command Centre >
7. Alternate Site Layout and Equipment List

 

 

 

 

 

8. BCP Command Centre Layout and Equipment List

 

 

 

 

 

9. Alternate Site and BCP Command Centre Activation and Deactivation Procedures, and List of Authorised Personnel
 
 
 
 

 
10. Location of Evacuation Assembly Points

10.1.  Primary Assembly Point
<Insert address, route and map to assembly point>

10.2. Alternate Assembly Point (if wet weather)
<Insert address, route and map to assembly point>

11. Corporate Call Tree

During a crisis, the Command Centre will activate the following corporate call tree.  Subsequently, each Head of Business Unit is to activate his or her business unit’s call tree (please refer to Part C - Annex 3B).

 

 

 

 

 

12. BC Plan Execution Team Structure

13. Other Emergency Response and Crisis Management Related Procedures

Refer to ABC’s Emergency Response Plan (ERP), Crisis Management Plan (CMP) and Crisis Communication Plan (CCP) where applicable for details of the below-listed actions:

13.1.  Emergency Response and Evacuation (to retrieve the ERP from the Facility Management or Estate Manager)

  • Emergency Response Team Structure, Roles, and Responsibilities.

13.2. Crisis Management (refer to CMP)
  • Crisis Management Team Structure, Roles, and Responsibilities

13.3.  Incident Notification and Monitoring (refer to CMP for incident notification flow chart and hotline)

13.4. Activation Criteria (refer to CMP for impact levels and activation criteria in relation to incident detection, disaster declaration and plan activation)

13.5. Impact and Damage Assessment (refer to CMP for damage assessment procedures/checklist)

  • Damage Assessment Team Structure, Roles, and Responsibilities

13.6. Salvage and Restoration (refer to CMP for damage assessment procedures/checklist)

  • Salvage and Restoration Team Structure, Roles, and Responsibilities

13.7    Crisis Communication (refer to CCP, which shall cover employees, their relatives, key interested parties, media, emergency contacts, emergency authorities, and regulators)

  • Crisis Communication Team Structure, Roles, and Responsibilities
  • Media communication should include:
    • Preferred interface with the media
    • Preferred interface with the media
    • Guideline or template for drafting a statement for the media
    • Appropriate spokespeople
    • A communication strategy
  • Communication Centre Layout and Equipment List (where applicable) – (refer to CCP)
14. Amendments

New call-to-action14.1. Any amendment to Parts A and B of this plan has to be made through the Organisation BCM Coordinator.

14.2. BUCs may amend the Annexes in this corporate plan, subject to their Heads of Business Units’ approval. The signing off for amendments is in the Annex.

14.3.  A copy of each amended Annex is to be sent to the Organisation BCM Coordinator.

 

More Information About Business Continuity Management Courses

To learn more about the course and schedule, click the buttons below for the  BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].

New call-to-action

 New call-to-action Register [BL-B-3]*
New call-to-action New call-to-action New call-to-action
FAQ [BL-B-3]

Please feel free to send us a note if you have any questions.

Email to Sales Team [BCM Institute]

 FAQ BL-B-5 BCM-5000
New call-to-action New call-to-action New call-to-action
 
 

Your Comments Here:

 

More Posts

New Call-to-action
BCMIWhiteLogoSmall.png
All rights reserved. Copyright 2025