Business Continuity Management Plan

Our business continuity plan will help us survive and continue running after a major disruption or disaster like a fire or earthquake. It highlights the step-by-step process of what should be done to prevent risks that can lead to your business having to close down

In the event of a disaster which interferes with ThingLogix’s ability to conduct business from one of its offices, this plan is to be used by the responsible individuals to coordinate the business recovery of their respective areas and/or departments. The plan is designed to contain, or provide reference to, all of the information that might be needed at the time of a business recovery.

Notes:

ThingLogix staff uses Cloud based commercial software, there are no physical servers, phone systems etc. on premise. ThingLogix staff can access Business cloud services from anywhere with an internet connection.

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Index of Acronyms: (BCP) Business Continuity Plan

Section I, Introduction, contains general statements about the organization of the plan. It also establishes responsibilities for the testing (exercising), training, and maintenance activities that are necessary to guarantee the ongoing viability of the plan.

Section II, Business Continuity Strategy, describes the strategy that the ThingLogix will control/implement to maintain business continuity in the event disruption. These decisions determine the content of the action plans, and if they change at any time, the plans should be changed accordingly.

Section III, Recovery Teams, lists theRecovery Team functions, those individuals who are assigned specific responsibilities, and procedures on how each of the team members is to be notified.

Section IV, Team Procedures, determines what activities and tasks are to be taken, in what order, and by whom in order to affect the recovery.

Section V, Appendices, contains all of the other information needed to carry out the plan. Other sections refer the reader to one or more Appendices to locate the information needed to carry out the Team Procedures steps.

Objectives

The objective of the Business Continuity Plan is to coordinate recovery of critical business functions in managing and supporting the business recovery in the event of office building disruption or disaster. This can include short or long-term disasters or other disruptions, such as explosions, terrorism, extended power interruptions, hazardous chemical spills, and other natural or man-made disasters.

A disaster is defined as any event that renders a business facility inoperable or unusable so that it interferes with the organization’s ability to deliver essential business services.

The priorities in a disaster situation are to:

1. Ensure the safety of employees and visitors in the office. (Building Facility Services)
2. Mitigate threats or limit the damage that threats can cause. (Building Facility Services)
3. Have advanced preparations to ensure that critical business functions can continue. (Executive Team)
4. Have documented plans and procedures to ensure the quick, effective execution of recovery strategies for critical business functions. (Executive Team)

Scope

The Business Continuity Plan is limited in scope to recovery and business continuance from a serious disruption in activities due to non-availability of ThingLogix’s facilities. The Business Continuity Plan includes procedures for all phases of recovery as defined in the Business Continuity Strategy of this document. Unless otherwise modified, this plan does not address temporary interruptions of duration less than the time frames determined to be critical to business operations.

The scope of this plan is focused on localized disasters such as fires, floods, and other localized natural or man-made disasters. This plan is not intended to cover major regional or national disasters such as regional earthquakes, war, or nuclear holocaust. However, it can provide some guidance in the event of such a large scale disaster.

Assumptions

The viability of this Business Continuity Plan is based on the following assumptions:

1. That this plan is properly maintained and updated as required.

Changes to the Plan/Maintenance Responsibilities

Maintenance of theBusiness Continuity Plan is the joint responsibility of the ThingLogix Executive Team.

Plan Testing Procedures and Responsibilities

ThingLogix Executive Team is responsible for ensuring the workability of their Business Continuity Plan. This should be periodically verified by passive testing - once a year.

Relocation Strategy and Alternate Business Site

In the event of a disaster or disruption to the office facilities, the strategy is to recover operations by relocating to an alternate business site. The short-term strategies (for disruptions lasting two weeks or less), which have been selected, include:

Primary Location

ThingLogix, Inc. 1301 Shoreway Rd, Suite 280, Belmont CA 94002

Alternate Business Site

Suggestions are to use one of the many temporary workspace rental services available nearby. There are multiple options, so choosing the first one that meets the financial criteria, space requirements, and locality shall be expected.

Recovery Plan Phases

The activities necessary to recover from a ThingLogix facilities disaster or disruption will be divided into four phases. These phases will follow each other sequentially in time.

1. Disaster Occurrence

This phase begins with the occurrence of the disaster event and continues until a decision is made to activate the recovery plans. The major activities that take place in this phase includes: emergency response measures, notification of management, damage assessment activities, and declaration of the disaster.

2. Plan Activation

In this phase, the Business Continuity Plans are put into effect. This phase continues until the alternate facility is occupied, critical business functions reestablished, and computer system service restored to ThingLogix’s Departments. The major activities in this phase include: notification and assembly of the recovery teams, implementation of interim procedures, and relocation to the secondary facility/backup site, and re-establishment of data communications.

3. Alternate Site Operations

This phase begins after secondary facility operations are established and continues until the primary facility is restored. The primary recovery activities during this phase are backlog reduction and alternate facility processing procedures.

4. Transition to Primary Site

This phase consists of any and all activities necessary to make the transition back to a primary facility location.

Restoration of Hardcopy Files, Forms, and Supplies

No critical records, which would have to be reconstructed are kept physically onsite. All critical records must be available online.

The following categories of information can be exposed to loss:

1. Any files stored on-site in file cabinets and control file rooms. (None on site)

2. Information stored on local PC hard drives. (None on site; all PC/laptops should be taken home with employees each night)

3. Received and un-opened mail.

4. Documents in offices, work cubes and files.

On-line Access to ThingLogix Computer Systems

In the event of a facilities disruption to our offices, ALL users should be assisted in re-establishing connectivity to Internet through home, wireless hotspot or alternate means.

Mail Distribution

During the time that ThingLogix department operates from the secondary facilities, USPS will be notified of change of address.

A. Recovery Team Descriptions

This section lists the staff gives a short explanation of the function

<Department Name> Recovery Team:

Responsible for oversight of the <Department Name>recovery functions.

B. Recovery Team Assignments

This section identifies the team roles and the specific responsibilities that have been assigned to the team.

Team leader - Overall coordination (Carl Krupitzer, CEO)

Backup Team Leader - Overall coordination (Nilesh Patel, Delivery Lead)

A. Personnel Notification

Team members are to be notified if the plan is to be put into effect, Carl or the Operations Manager will email and phone staff.

ALL Key Staff and Business Contacts Telephone Lists

(Operations Manager to maintain and release also shared with Nilesh). Note: Alternatives for communication via email, messaging, or phone is also stored within GSuite, Slack and within Quickbooks.

A. Team Contacts

Other people might need to be contacted during the recovery process. Their names and telephone numbers are provided.

• Heads of other Business Units ( Dirk and Faisal)
• Information Security Manager (Eric, COO)
• Accounting and Wages Vendor
• USPS
• As needed Key Customers Contacts (Done through ThingLogix Account Manager - Customer Partners)

Business Continuity Coordinator – Carl Krupitzer

In the event of a disaster, the Business Continuity Coordinator is responsible for ensuring that the following activities are successfully completed:

• Officially declare a disaster, and start the Disaster Recovery/Business Continuation process to recover ThingLogix’s business functions at an alternate site.
• Alert ThingLogix’s Leadership Team that a disaster has been declared.
• Monitor the progress of all Business Continuity staff daily.
• Present recovery status reports to ThingLogix’s Leadership Team on a daily basis.
• Interface with appropriate work personnel throughout the recovery process.
• Provide on-going support and guidance to the Business Continuity teams and personnel.
• Review staff availability and recommend alternate assignments, if necessary.
• Review and report critical processing schedules and backlog work progress, daily.
• Ensure that a record of all Business Continuity expenses incurred are being maintained.

Communications Team (ThingLogix’s Leadership Team)

This team is responsible for providing information regarding the disaster and recovery efforts to:

· Senior Management

· Customers

· Vendors/Contracts

· Other Stakeholders

ThingLogix’s Executive Team

This team is responsible for:

• Providing information regarding the disaster and recovery efforts to employees and families.
• Assisting in arranging cash advances if out of area travel is required.
• Notifying employee’s emergency contact of employee injury or fatality.
• Ensuring the processing of all life, health, and accident insurance claims as required.
• Arranging for the availability of necessary office support services and equipment.

ThingLogix’s Operations Manager (backup is Carl or Nilesh)

This team member is responsible for:

• Providing a channel for authorization of expenditures for all personnel.
• Arranging travel for employees.
• Tracking all costs related to the recovery and restoration effort.
• Identifying and documenting when repairs can begin and obtaining cost estimates.
• Contacting any vendors needed to schedule specific start dates for the repairs.
• Taking appropriate actions to safeguard equipment from further damage or deterioration.
• Supervise building Facilities on all salvage and cleanup activities.
• Coordinating relocation to the permanent site after repairs are made.
• Notifying the United States Postal Service of delivery disruption.

A. Recovery Activities and Tasks

PHASE I: Disaster Occurrence

ACTIVITY IS PERFORMED AT LOCATION: Main Office

ACTIVITY IS THE RESPONSIBILITY OF THIS TEAM: All Employees

TASKS:

1. After a disaster occurs, quickly assess the situation to determine whether to immediately evacuate the building or not, depending upon the nature of the disaster, the extent of damage, and the potential for additional danger.

Note: If the main office is total loss, not accessible or suitable for occupancy, the remaining activities can be performed from alternative emergency site after ensuring that all remaining tasks in each activity have been addressed. This applies to all activities where the Main Office is the location impacted by the disaster. The emergency site may be temporarily setup at any one of several optional locations, depending on the situation and accessibility of each one.

2. Quickly assess whether any personnel in your surrounding area are injured and need medical attention. If you are able to assist them without causing further injury to them or without putting yourself in further danger, then provide what assistance you can and also call for help. If further danger is imminent, then immediately evacuate the building.

3. If appropriate, evacuate the building in accordance with your building’s emergency evacuation procedures. Use the nearest stairwells. Do not use elevators.

4. Follow building Facilities instructions for meeting point outside the building.

5. Do a roll call to ensure that all employees are accounted for.

ACTIVITY IS PERFORMED AT LOCATION: At Any Available Phone

ACTIVITY IS THE RESPONSIBILITY OF: Any member of staff

PRIMARY: Carl

ALTERNATE: Nilesh

TASKS:

1. Team leader informs the Leadership team and all staff.

3. Depending upon the time of the disaster, personnel are instructed what to do (i.e. stay at home and wait to be notified again, etc.)

ACTIVITY: Preliminary Damage Assessment

ACTIVITY IS PERFORMED AT LOCATION: Main Office Location

ACTIVITY IS THE RESPONSIBILITY OF: Any member of staff

TASKS:

1. Contact the Carl or Nilesh to determine responsibilities and tasks to be performed

PHASE II: Plan Activation

ACTIVITY: Notification to Employees

ACTIVITY IS PERFORMED AT LOCATION: Alternate Site

ACTIVITY IS THE RESPONSIBILITY OF: Carl or Nilesh

TASKS:

1. Critical employees to proceed to the alternate site even if they have not been contacted directly
2. Establish if replacement laptops or Phones are needed
3. Communicate the recovery status to all personnel on regular basis

Alternate Site Operations

ACTIVITY: Alternate Site Processing Procedures

ACTIVITY IS PERFORMED AT LOCATION: Alternate Site

ACTIVITY IS THE RESPONSIBILITY OF: All Employees

TASKS:

1. Communicate with customers regarding the disaster and re-solicit phone contacts (in conjunction with the Organization Communications Team)
2. Acquire needed any vital documents
3. Access missing documents and reconstruct, if necessary
4. Set up operation