Business Continuity Plan Ocs Facilities Management Philippines Inc

BUSINESS CONTINUITY PLAN
OCS FACILITIES MANAGEMENT PHILIPPINES INC.

Table of Contents
DOCUMENT CHANGE CONTROL 3
ABSTRACT 5
Section I: Introduction 6
A. How to Use This Plan 6
B. Objectives 7
C. Scope 7
D. Assumptions 8
E. Changes to the Plan / Maintenance Responsibilities 8
F. Plan Testing Procedures and Responsibilities 9
G. Plan Training Procedures and Responsibilities 9
H. Plan Distribution List 10
Section II: Business Continuity Strategy 11

A. Introduction 11
B. Business Function Recovery Priorities 11
C. Relocation Strategy and Alternate Business Site 11
D. Recovery Plan Phases 11
1. Disaster Occurrence 11
2. Plan Activation 12
3. Alternate Site Operations 12
4. Transition to Primary Site 12
E. Vital Records Backup 12
F. Record Retention, Storage and Disposal 13
G. Restoration of Hardcopy Files, Forms, and Supplies 13
H. On-line Access to OCS Computer Systems 13
I. Mail and Report Distribution 13
Section III: Recovery Teams 14

A. Purpose and Objective 14
B. Recovery Team Descriptions 14
C. Recovery Team Assignments 14
D. Personnel Notification 14
E. Team Contacts 14
F. EOC Organizational Chart 15
Business Continuity Coordinator 16
EOC Communications Team 17
EOC Human Resources Team 17
EOC Administration Team 17
Emergency Recovery Team 18
Information Technology Resilience Management Team 18
Finance and Accounting Team 19
Section IV: Recovery Procedures 19

CONFIDENTIAL Document for Internal Use by (Organization) Personnel Only
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A. Purpose and Objective 19
B. Recovery Activities and Tasks 20
PHASE I: Disaster Occurrence 20
PHASE II: Plan Activation 22
PHASE III: Alternate Site Operations 24
PHASE IV: Transition to Primary Operations 25
Section V: Appendices 26
Appendix A - Employee Telephone Lists and Emergency Directory 300
Appendix B - Recovery Priorities for Critical Business Functions 34
Appendix C - Alternate Site Recovery Resource Requirements 366
Appendix D - Emergency Operations Center (EOC) Locations 387
Appendix E - Vital Records 3938
Appendix F - Alternate Site Transportation and Accommodations Information 409
Appendix G - Severity Impact Assessments 41
Appendix H – OCS Facilities Management PHILIPPINES, INC. Business Impact Assessment 42
Appendix I - Recovery Tasks List 43
Appendix J - Recommended OCS Facilities Management PHILIPPINES, INC.Office Recovery 44
Appendix K – IT Resilience Management Plan 45
I. Overview 455
II. Purpose 455
III. Scope 455
IV. Definitions 455
V. Storage 455
VI. Weekly Backups 456
VII. Age of backups or data 456
VIII. Responsibility 456
X. Data Back-Up 456
XI. Restoration 467
XII. Disk Storage Locations 467
Appendix L – Strategic Contingency Requirements 47
CONFIDENTIAL Document for Internal Use by (Organization) Personnel Only

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DOCUMENT CHANGE CONTROL
Date Version Requester Reason for Change Techical Writer

09 September ABC-1.06 Operations Major Revision Ermar Abellano
2019
Organizational
02 March 2021 ABC-1.07 Top Management Ermar Abellano
Change
04 April 2022 ABC-1.08 Operations Pandemic Joshua Gavino
Organizational
April 30, 2023 ABC-1.09 Top Management Joshua Gavino
Change
Organizational
May 05, 2024 ABC-1.10 Top Management Changes, BCP Fedelino Manalang
Activation Flowchart
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CONFIDENTIAL Document for Internal Use by OCS FACILITIES MANAGEMENT PHILIPPINES INC.
About OCS Philippines:
As a force in facilities management, OCS Philippines redefines service excellence. With a

team of 70,000 workforce, we pioneer innovative solutions across the Asia Pacific, bridging
private and public sectors while uplifting local communities. Our self-performed services
span diverse sectors, operating seamlessly from hubs in Manila and Cebu. Armed with
cutting edge technology, we craft tailored FM solutions, liberating clients to hone their core
pursuits. Beyond excellence, our commitment to TRUE values (Trust, Respect, Unity, and
Empowerment) fuels a culture that inspires, unifies, and propels both client and teams
toward unparalleled success.
Misson and Vision
Our vision and mission is to become the best provider of facilities services for colleagues,
customers and communities by making people and places the best they can be.
Values
Our values are Trust, Respect, Unity and Empowerment – they’re TRUE. Guided by these
values and principles, we’re on a mission to make people and places the best they can be.
Trust – Honesty, Consistency and Excellence.

Built and maintained through transparency and communication.
Respect – People, Planet and Purpose

The starting point and ongoing position for all our interaction and
impact.
Unity – Inclusive, Diverse and Together

Our team working for the betterment of each other and the
environment.
Empowerment – Dynamic, Driven and Agile

Providing the tools and skills to do more and achieve great things.
QUALITY MANAGEMENT SYSTEM PRINCIPLE
OCS has developed and implemented a Quality Management System (QMS) as per
requirements of International Standard ISO 9001:2015 as a framework that allows
and guides us to document and improve our performance to well satisfy the needs
and expectations of our customers, stakeholders and interested parties.
OCS QMS meets the requirements of ISO 9001:2015 and practices the “Plan, Do,
Check and Act” approach to our business operations. Our QMS addresses and
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supports our strategies for the “Provision of Professional Facility Management
for Local Employment on Cleaning and Other Specialize Services”
ABSTRACT
Companies do not plan to fail, they fail to plan!
OCS Facilities Management Philippines, Inc. prepares to survive in unexpected disasters,

disruptions, or changes, assuring that the critical business processes will continue to
function in most adverse circumstances with acceptable limitations. Business Continuity
Plan is also one of the domains of Information Technology Security Management which was
centered in this document. The main objectives are that in all unusual situations the business
should sustain, maintain, and deliver its services with minimum losses to its customers,
vendors, employees, and to the society at large.
Any incident such as natural disasters, technological failures, cyber-attacks, fraud, terrorism
or civil unrest which causes disruption to any of OCS entities, can affect the continuity of
business either for a short term or for a long-term basis.
This document illustrates the concept of Business Continuity Plan (BCP) along with its
implication to business in adverse circumstances and enunciates a methodology about how
a Business Continuity Planning framework can be activated economically.
This document is controlled electronically.

The printed copies are treated as uncontrolled.
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Section I: Introduction
A. How to Use This Plan
In the event of a disaster which interferes with OCS Facilities Management Philippines,
Inc. OCS 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 the information that
might be needed at the time of a business recovery.
This plan is not intended to cover the compliance of OCS’s separately structured
Corporate Safety Committee Management [DOLE OHS mandatory compliance], even
so a conjugal part of the said Management.
Index of Acronyms:
OSHC - Occupational Safety and Health Center
EHS - Environment, Health and Safety
PCSO - Pollution Control and Safety Officer
SCM - Senior Corporate Management
EOC - Emergency Operations Center
EMT - Emergency Management Team
ERT - Emergency Response Team
QRT - Quick Response Team
BCM - Business Continuity Management
BCP - Business Continuity Plan
BCC - Business Continuity Coordinator
ITRM - Information Technology Resilience Management
CT - Communication Team
CCO - Corporate Communication Officer
AT - Administration Team
TL - Team Leader
ATL - Assistant Team Leader
IC - Incident Commander
AIC - Assistant Incident Commander
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 sustainability of the plan.
Section II, Business Continuity Strategy, describes the strategy that OCS Management
will control/implement to maintain business continuity in the event of a facility disruption.
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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, Recovery and Response 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 to affect the recovery.
Section V, Appendices, contains all the other information’s 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 BCP Procedures.
B. Objectives
The objective of this business continuity plan is to prepare OCS in the event of extended
service outages caused by factors beyond our control (e.g., natural disasters, man-made
events), and to restore services to the widest extent possible in a minimum time frame. OCS
is expected to implement preventive measures whenever possible to minimize operational
disruptions and to recover as rapidly as possible when an accident occurs.
The plan identifies vulnerabilities and recommends necessary measures to prevent extended
voice communications service outages. It is a plan that encompasses all OCS Facilities
Management Philippines Inc. system sites and operations facilities.
Business continuity encompasses planning and preparation to ensure that an organization

can continue to operate in case of serious incidents or disasters and can recover to an
operational state within a reasonably short period. As such, business continuity includes three
key elements and they are;
1. Resilience: critical business functions and the supporting infrastructure must be

designed in such a way that they are materially unaffected by relevant disruptions, for
example using redundancy and spare capacity.
2. Recovery: arrangements must be made to recover or restore critical and less critical
business functions that fail for some reason.
3. Contingency: the organization establishes a generalized capability and readiness to
cope effectively with whatever major incidents and disasters occur, including those
that were not, and perhaps could not have been, foreseen. Contingency preparations
constitute a last-resort response if resilience and recovery arrangements should prove
inadequate in practice.
As this article is looking mainly at OCS business continuity includes staff, equipment, facilities
and any other required for normal business operation as well.
C. Scope
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:

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1. Ensure the safety of employees and visitors in the office buildings. (Responsibility of
the EMT)
2. Mitigate threats or limit the damage that threats can cause. (Responsibility of the ERT)
3. Have advanced preparations to ensure that critical business functions can continue.
(Responsibility of the ITRM)
4. Have documented plans and procedures to ensure the quick, effective execution of
recovery strategies for critical business functions. (Responsibility of the BCC)
The Business Continuity Plan is limited in scope to recovery and business continuance from
a serious disruption in activities due to non-availability of OCS 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. Information Technology breach such as but not
limited to internet hacking and viruses shall be taken into priority specially in this time
that cyber terrorism is around the corner.
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.
D. Assumptions
The sustainability of this Business Continuity Plan is based on the following assumptions:
1. That a workable and tested ITRM Plan exists and will be put into operation to restore
data center service at a backup site within Two [2] to Five [5] days.
2. That the OCS Emergency Management has identified available space for relocation
of departments which can be occupied and used normally within Two days to Two
weeks of a facilities emergency.
3. That this plan has been properly maintained and updated as required.
4. That a properly maintained backups and storage system is present in all departments.
5. That all Department shall adapt this Business Continuity Plan.
6. The functions and roles referenced in this plan do not have to previously exist within
an organization; they can be assigned to one or more individuals as new or additional
responsibilities, or delegated to an external third party if funding for such services can
be arranged and allocated.
7. Keeping BCP key personnel assignments current, considering promotions, transfers,
and terminations.
E. Changes to the Plan / Maintenance Responsibilities
Maintenance of the OCS Business Continuity Plan is the joint responsibility of the EMT,
ERT, QRT, ITRM and the BCC as in-charge.
OCS Emergency Management Team (EMT) is responsible for:
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Responsible for coordination of the disaster recovery effort; evaluation and determining
disaster declaration; and communications with Senior Corporate Management (SCM).
1. Periodically reviewing the adequacy and appropriateness of the BCP strategy.
2. Assessing the impact on the OCS BCP of additions or changes to existing business
functions, procedures, equipment, and facilities requirements.
3. Communicating all plan changes to the BCC so that the [ITRM] Information
Technology Resilience Plan can be updated.
OCS Emergency Response Team (ERT)/Quick Response Team (QRT) is responsible

for:
Responsible for coordination of the disaster recovery effort; establishment of the
emergency command area; and communications with EMT and the BCC.
1. Maintaining and/or monitoring offsite office space sufficient for critical Corporate
functions and to meet the facility recovery time frames.
2. Communicating changes in the “ITRM Plan” that would affect departments in a timely
manner so they can make any necessary changes in their plan.
3. Communicating all plan changes to the BCC so that the master plan can be updated.
OCS Information Technology Resilience Management (ITRM) is responsible for:

IT will facilitate technology restoration activities.
1. Coordinates to BCC in processing update of the ongoing BCP changes.
2. Ensures that IT back-up equipment is intact and ready in times of emergency.
OCS Business Continuity Coordinator (BCC) is responsible for:

Responsible for the overall coordination in the implementation of the BCP; establishment
of the Emergency Operations Center (EOC); and communications with the SCM.
1. Keeping the ITRM Plan updated with changes made to EMT and ERT/QRT plan.
2. Coordinating changes among plans and communicating to SCM, EMT and ERT/QRT
when other changes require to update the plan.
F. Plan Testing Procedures and Responsibilities
OCS’s Departmental Management in collaboration with the BCC is responsible for ensuring
the workability of the Business Continuity Plan. This should be periodically verified by active
or passive testing.
G. Plan Training Procedures and Responsibilities
OCS’s Departmental Management in collaboration with the BCC is responsible for ensuring
that the personnel who would carry out the Business Continuity Plan are sufficiently aware
of the plan’s details. This may be accomplished in several ways including practice exercises,
participation in tests, and awareness programs conducted by the BCM.
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H. Plan Distribution List
The OCS’s Business Continuity Plan [Electronic Printable Copy] will be distributed to the
following departments and/or individuals for guidance and updating in relations to OCS’s
Departmental Management complexity, and will be identified in the following manner:
Distribution List Person Responsible Email Address
Top Management – Senior Phillip Anthony

Corporate Management Carter phil.carter@ocs.com
Chief Operating Officer Mario Pagatpatan mariano.pagatpatan@ocs.com
IT Kenneth Hernan kenneth.hernal@ocs.com

Legal Chris Guanzon kris.guanzon@ocs.com
Human Resources Jiezl Go jiezl.go@ocs.com
Operations Rosario Ortanez rosario.ortanez@ocs.com
Finance Andi Saputra andi.saputra@ocs.com
Procurement Marco Alano marco.alano@ocs.com
Cebu Operations Roberto Zamora roberto.zamora@ocs.com
Client Relations Elymae Jo-ash elymaejoash.arrogante@ocs.com

Arrogante
Country HSE Head Fedelino Manalang fedelino.manalang@ocs.com
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Section II: Business Continuity Strategy
A. Introduction
This section of the OCS BCP describes the strategy devised to maintain business continuity
in the event of a facilities or operations disruption. This strategy would be invoked should
the OCS Facilities Management Philippines Inc. primary facility somehow be damaged or
inaccessible.
It is assumed that each critical business function has adapt this BCP, which is like this plan
except the recovery procedures and appendices have been customized for each respective
department based on size, and complexity.
B. Business Function Recovery Priorities
The strategy is to recover critical OCS business functions may ether be primary or local
offices at the alternate site location. This can be possible if an offsite strategy has been put
into effect to provide the recovery service. ITRM will recover IT functions based on the critical
departmental business functions and defined strategies.
Business Functions by Department are listed in Appendix B (Recovery Priorities for
Critical Business Functions). “Time Critical Business Functions,” i.e., those of which are
of the most critical for immediate recovery at the alternate location are:
Reference: Appendix B – Recovery Priorities for Critical Business Functions
C. 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 Alternate Business Site

Managing Director’s Residence - 7th Floor, The Greenbelt
10TH Floor Mega Tower,
Residences Tower, Arnaiz Avenue, Brgy. San Lorenzo,
Mandaluyong City
Makati City
Note:
For all locations, the above strategies will be used in the short-term (less than two weeks).
The long-term strategies will be to acquire/lease and equip new office space in another
building in the safe and secured area.
Recovery Plan Phases
The activities necessary to recover from a OCS facilities disaster or disruption will be divided
into Four (4) 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.
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2. Plan Activation
In this phase, the BCP are put into effect. This phase continues until the alternate facility
is occupied, critical business functions re-established, and computer system service
restored to OCS’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 all activities necessary to make the transition back to a primary
facility location.
D. Vital Records Backup
All vital records for OCS that would be affected by a facilities disruption are maintained and
controlled by ITRM in teamwork with the BCC. Some of these files are periodically backed
up online and stored in external drive as part of normal OCS operations.
All record backup files shall be stored on departmental common folder online and on external
drive with sufficient memory to stores large data and for contentious backups.
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All Departments shall have maintained their respective External Drive. Safekeeping goes to
the designated BCP Departmental EMT or ERT member.
Backup External Drives should be stored in a secure, geographically separate location from
the original and isolated from environmental hazards.
E. Record Retention, Storage and Disposal
Retention of the Bureau of Internal Revenue (BIR) records shall be in accordance of the
National Internal Revenue Code (NIRC). Ten (10) years retention period and the disposal
and deletion is Six (6) months after the expiration of retention. HR, Operations and Common
documents shall be retained for Five (5) years and the disposal and deletion is Six (6) months
after expirations and thereafter.
F. Restoration of Hardcopy Files, Forms, and Supplies
In the event of a facilities disruption, critical records located in the OCS Main Office may be
destroyed or inaccessible. In this case, the last backup of critical records in the secure
External Drive would be transported to the secondary facility. The amount of critical records,
which would have to be reconstructed, will depend on when the last batch of critical records
backups occurred. Regular scanning of hardcopy documents shall be mandatory.
ITRM and BCC will arrange the frequency of rotation of critical records backups to the
online departmental common folder and to the departmental external drive storage.
The following categories of information can be exposed to loss:
1. Any files stored on-site in file cabinets and control file rooms.
2. Information stored on local PC hard drives.
3. Any work in progress.
4. Received and un-opened mail.
5. Documents in offices, work cubes and files.
6. Off-site records stored in the Records Warehouse (if this is not a secure, hardened
facility or fireproof vault).
H. On-line Access to OCS Computer Systems
In the event of a facilities disruption, the ITRM Plan strategy should be to assist in re-
establishing connectivity to the OCS Departments and to establish remote communications
to any alternate business site location. If the data center is affected by a disaster or
disruption, the ITRM Plan should include recovering processing at a pre-determined alternate
site. Services covered would include; landline phones, mobile phones, and all other
applicable means of communication services required for restoring limited emergency
service.
In this case, data communications will be re-routed from the data processing hot or cold site
to the respective alternate business site locations.
Refer to Appendix Q – ITRM Plan
I. Mail and Report Distribution
During the time that OCS operations are run from the secondary facilities, output reports and
forms must be delivered to that location. The data center may or may not have the same
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print capability if the disruption affected the data center as well, so it may be necessary to
prioritize printing of output.
Section III: Recovery Teams

A. Purpose and Objective
The plan identifies who will participate in the recovery process for the OCS Business
Continuity Plan. The participants are organized into one or more teams. Each team has a
designated team leader and an alternate for that person. Other team members are assigned
either to specific responsibilities or as team members to carry out tasks as needed.
B. Recovery Team Descriptions
This section lists the team definitions for the OCS Recovery Team and gives a short
explanation of the function of each team or function.
ITRM - IT Resilience Management Team:
Responsible for oversight of the Information Technology recovery functions.
ERT- Emergency Recovery Team and
QRT- Quick Response Team:
Responsible for oversight of the Facilities Operations recovery functions.
C. Recovery Team Assignments
This section identifies the team roles and the specific responsibilities that have been assigned
to the team.
Team leader - Overall coordination of Department Recovery Team
Assistant Team Leader - Duties to be assigned based on Recovery Team areas of
responsibility. Mandatory to all departments.
Team Member - Duties to be assigned based on Recovery Team areas of responsibility.
Mandatory to all departments.
D. Personnel Notification
This section specifies how the team members are to be notified if the plan is to be put into
effect by identifying who calls whom, and in what order. Notification can also be made by
using Mobile Text Messaging System or other means of available notification systems.
References: Appendix A
E. Team Contacts
This section identifies other people or organizations outside of the OCS Team who might
need to be contacted during the recovery process. Their names and telephone numbers are
provided.
Reference: Appendix A – Employee Telephone Lists and Emergency Directory
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F. EOC Organizational Chart
EOC BCP Management Team

Name Department BCP Position Comments
EOC-EMT
IC – Incident
Phillip Anthony Carter Office of the CEO Communications
Commander
Team Leader
AIC - Asst. Incident
Mario Pagatpatan Office of the CEO
Commander
Rosario Olga Ortañez- OPERATIONS-Manila Emergency EOC-EMT

Enriquez Management Team Communications -
Leader Business Affairs
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Emergency EOC-EMT
Orlando Almonte Jr. OPERATIONS-Manila Management Team Communications -
Leader Business Affairs
Legal Adviser –
EOC-EMT
Kris Guanzon Legal – Office of the CEO Adviser
Communications -
Legal
EHS Adviser –
Fedelino Manalang HSE – Office of the CEO Adviser
BCC Coordinator
Jiezl Go HR Support Asst.to IC
Andi Saputra Finance Support Asst. to IC
Glenn Manglallan Operations-Global Acct. Support Asst. to IC
Kenneth Hernan IT – Office of the CEO AIC-Support / BCC Asst. to IC
Client Relations – Office of the
ElyMae Joash Arrogante AIC Support Asst. to IC
CEO
Sarah Delgado Operations ERT-TL ERT Operations
Leoncia Anasco Finance ERT-ATL ERT-Finance
John Michael Perez HSE-Global Acct. ERT-TL ERT/HSE
Roland Mago HSE-Corporate Acct. ERT-ATL ERT/HSE
Sarah Jane Arboleda Business Development ERT-TL ERT-BD
Eugene Lopez Business Development ERT-ATL ERT-BD
Alfie Torrijos HR ERT-TL ERT-HR
Donna Mae Balaba HR ERT-TL ERT-Cebu Branch
Francis Alvarez Operations ERT-ATL ERT-Cebu Branch
Business Continuity Coordinator – Client Relations and IT OFFICER
In the event of a disaster, the Business Continuity Coordinator is responsible for ensuring
that the following activities are successfully completed:
1. Works with the SCM, EMT and ERT to officially declare a disaster, and start the
Disaster Recovery/Business Continuation process to recover OCS’s business
functions at an alternate site.
2. Alert OCS’s Departmental Management that a disaster has been declared.
3. Assist in the development of an official public statement concerning the disaster.
The OCS’s EOC Communications Team Leader is the only individual authorized to
make public statements about the Company affairs.
4. Monitor the progress of all Business Continuity and Disaster Recovery teams daily.
5. Present Business Continuity Plan recovery status reports to OCS SCM daily as
necessary.
6. Review staff availability and recommend alternate assignments, if necessary.
7. Work with OCS’s SCM to authorize the use of the alternate recovery site selected
for re-deploying critical resources.
8. Review and report critical processing schedules and backlog work progress, daily.
9. Ensure that a record of all Business Continuity and Disaster Recovery activity and
expenses incurred is being maintained in collaboration with the ITRM and Finance
Department.
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EOC Communications Team
This team is responsible for providing information regarding the disaster and recovery
efforts to:
1. OCS Corporate Management
2. Customers
3. Vendors/Contracts
4. Media
5. Regulatory Agencies
6. Other Stakeholders
7. Coordinating, submitting, and tracking all claims for insurance.
EOC Human Resources Team
This team is responsible for:

1. Providing information regarding the disaster and recovery efforts to employees and
families.
2. Assisting in arranging cash advances if out of area travel is required.
3. Notifying employee’s emergency contact of employee injury or fatality.
4. Ensuring the processing of all life, health, and accident insurance claims as required.
5. Coordinates temporary organization employee requests.
EOC Administration Team

1. Ensuring the recovery/restoration personnel has assistance with clerical tasks,
errands, and other administrative activities.
2. Arranging for the availability of necessary office support services and equipment.
3. Providing a channel for authorization of expenditures for all recovery personnel.
4. Arranging travel for employees.
5. Tracking all costs related to the recovery and restoration effort.
6. Identifying and documenting when repairs can begin and obtaining cost estimates.
7. Determining where forms and supplies should be delivered, based on damage to
the normal storage areas for the materials.
8. Contacting vendors to schedule specific start dates for the repairs.
9. Taking appropriate actions to safeguard equipment from further damage or
deterioration.
10. Coordinating the removal and safe storage of all furniture, documentation, supplies,
and other materials as necessary.
11. Supervise all salvage and cleanup activities.
12. Coordinating required departmental relocations to the recovery sites.
13. Coordinating relocation to the permanent site after repairs are made
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14. Assuring that arrangements are made for meals and temporary housing facilities,
when required, for all recovery personnel.
15. Assuring order placement for consumable materials (forms, supplies, etc.) for
processing based upon input from the other teams.
16. Establishing internal mail delivery procedures and process.
17. Assuring that mail, and reports are redirected to the proper location as required.
18. Works with BCC in the implementation of BCP.
EOC Quick Response Team
This team is responsible for ensuring the implementation of security process and give
assistance to the Administration Team whenever required:
1. Interface with appropriate work management personnel throughout the recovery
process.
2. Communicate directions received from OCS’s SCM to the EOC and Departmental
Business Continuity Team Leaders.
3. Provide on-going support and security guidance to the Business Continuity teams
and personnel.
4. Ensures the safety and security of all employees.
EOC Emergency Recovery Team

1. Inspecting the physical structure and identifying areas that may have sustained
damage.
2. Expanding on and/or revising the findings of the Preliminary Damage Assessment.
3. Providing management with damage assessment reports and recommendations.
4. Keeping the BCC appraised of recovery status.
Information Technology/Resilience Management Team

1. Activating the ITRM Plan.
2. Managing the IT disaster response and recovery procedures.
3. Mobilizing and managing IT resources.
4. Coordinating all communications related activities, as required, with telephone &
data communications, PC, LAN support personnel, and other IT related vendors.
5. Assisting, as required, in the acquisition and installation of equipment at the recovery
site.
6. Ensuring that cellular telephones, and other special-order equipment and supplies
are delivered to teams as requested.
7. Participating in testing equipment and facilities.
8. Participating in the transfer of operations from the alternate site as required.
9. Coordinating telephone setup at the EOC and recovery site.
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10. Coordinating and performing restoration or replacement of all desktop PCs, LANs,
telephones, and telecommunications access at the damaged site.
11. Coordinating Disaster Recovery/IT efforts between different departments in the
same or remote locations.
12. Training Disaster Recovery/IT Team Members.
13. Keeping the BCC appraised of recovery status.
Finance Team

1. Ensuring that the BCP budget is ready in any event as required.
2. Ensures that BCP budget is incorporated in the annual budget of the company.
Section IV: Recovery Procedures
A. Purpose and Objective

This section of the plan describes the specific activities and tasks that are to be carried out
in the recovery process. Given the Business Continuity Strategy outlined in Section II, this
section transforms those strategies into a very specific set of action activities and tasks per
recovery phase.
The Recovery Procedures are organized in the following order: recovery phase, activity
within the phase, and task within the activity.
The recovery phases are described in Section II of the Plan. In the Recovery Procedures
document, the phases are listed in the order in which they will occur. The description for
each recovery phase begins on a new page.
Each activity is assigned to one of the recovery teams. Each activity has a designated team
member who has the primary assignment to complete the activity. Most activities also have
an alternate team member assigned. The activities will only generally be performed in this
sequence.
The finest level of detail in the Recovery Procedures is the task. All plan activities are
completed by performing one or more tasks. The tasks are numbered sequentially within
each activity, and this is generally the order in which they would be performed;
NOTE: In the absences of the Primary and Alternate in-charge, the Incident Commander shall
designate.
Page 19 of 48
B. Recovery Activities and Tasks
PHASE I: Disaster Occurrence
ACTIVITY: Emergency Response and Emergency Operations Center Designation

ACTIVITY IS PERFORMED AT LOCATION: Main Office or Emergency Operations Center
ACTIVITY IS THE RESPONSIBILITY OF THIS TEAM: EOC / ERT / QRT / BCC
PRIMARY: <Country Manager >
ALTERNATE: <Chief Operations Officer>
TASKS:
1. Refer to Emergency Preparedness Policy and Procedures
2. 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 the Emergency Operations Center (EOC), 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 location(s) of the EOC
are designated in Appendix D - Emergency Operations Center (EOC) Locations. The EOC
may be temporarily setup at any one of several optional locations, depending on the situation
and accessibility of each one. Once the Alternate site is ready for occupancy the EOC can
be moved to that location.
3. Quickly assess whether any personnel in your surrounding area are injured and need medical
attention. If you can assist them without causing further injury to them or without putting
yourself in further danger, then provide what assistance you can and call for help. If further
danger is imminent, then immediately evacuate the building.
4. If appropriate, evacuate the building in accordance with the building’s emergency evacuation
procedures. Use the nearest stairwells. Do not use elevators.
5. Outside of the building meet at San Miguel Avenue in front of BPI Bank, OAC Building.
Do not wander around or leave the area until instructed to do so.
6. Check in with your department manager or HR for roll call. This is important to ensure that
all employees are accounted for.
ACTIVITY: Notification of Management

ACTIVITY IS PERFORMED AT LOCATION: At Any Available Phone
ACTIVITY IS THE RESPONSIBILITY OF: EOC Communication Team
PRIMARY: <HR/Administration Manager>
ALTERNATE: <Business Continuity Coordinator/IT/CRO>
TASKS:
1. Team leader informs the members of the OCS management team and notifies the OCS SCM
if they have not been informed.
2. API personnel are notified of the disaster by following procedures as included in Section III.
D. - Recovery Personnel Notification.
Page 20 of 48
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: EMT, ERT, BCC
PRIMARY: <EHS/QRT>
ALTERNATE: <QRT/ERT>
TASKS:
1. Contact the ERT to determine responsibilities and tasks to be performed by the ITRM Team.
2. If the ERT requests assistance in performing the Preliminary Damage Assessment, caution
all personnel to avoid safety risks as follows:
a. Enter only those areas the authorities give permission to enter.
b. Ensure that all electrical power supplies are cut to any area or equipment that could
possess a threat to personal safety.
c. Ensure that under no circumstances is power to be restored to computer equipment
until the comprehensive damage assessment has been conducted, reviewed, and
authority to restore power has been expressly given by the EMT.
3. Inform all team members that no alteration of facilities or equipment can take place until the
Risk Management representatives (this is a function provided through the Government
Services) have made a thorough assessment of the damage and given their written
agreement that entry is safe to begin.
4. Instruct the ERT Leader to deliver the preliminary damage assessment status report
immediately upon completion.
5. Facilitate retrieval of items (contents of file cabinets -- petty cash box, security codes, network
backup tapes, control books, etc.) needed to conduct the preliminary damage assessment.
6. Ensure that administrative support is available, as required.
7. Arrange a meeting with the EMT to review the disaster declaration recommendation that
results from the preliminary damage assessment and to determine the course of action to be
taken. With this group, determine the strategy to recommend to SCM (the EMT Leader will
be responsible for communicating this to SCM).
ACTIVITY: Declaration of a Disaster
ACTIVITY IS PERFORMED AT LOCATION: Main Office Location or Alternate Site / Emergency
Operations Center
ACTIVITY IS THE RESPONSIBILITY OF: OCS SCM
PRIMARY: <Country Manager>
ALTERNATE: <Chief Operating Officer/Advisers>
TASKS:
1. Actual declaration of a disaster is to be made by the OCS SCM, after consulting with EMT.
The EMT should wait for notification from the SCM that a disaster has been declared and
that the BCP starts executing and relocate to their Alternate Business Site Location.
2. The person contacted verifies that the caller is someone, who is authorized to do the
notification.
3. The person contacted notifies the Team, if they have not yet been contacted.
Page 21 of 48
4. In the event that, the OCS Senior Corporate Management [SCM] cannot be assembled or
reached, the EMT present at the location should assemble, gather appropriate information,
evaluate the risk, consult each other, and make the decision whether to declare the disaster.
5. Because of the significance, disruption, and cost of declaring a disaster, appropriate facts
should be gathered and considered before making the decision to declare a disaster. The
EMT should not unilaterally decide to declare a disaster. This is responsibility of the OCS
Senior Corporate Management.
PHASE II: Plan Activation
ACTIVITY: Notification and Assembly of Recovery Teams and Employees

ACTIVITY IS PERFORMED AT LOCATION: Alternate Site/Emergency Operations Center
ACTIVITY IS THE RESPONSIBILITY OF: ERT, BCC
PRIMARY: <BCC>
ALTERNATE: <EHS/QRT/ERT>
TASKS:
1. The BCC calls the member of the ERT, informs them of what time frame to assemble at the
EOC (to be decided at the time), and to bring their copies of the Plan. The location(s) of the
EOC are designated in Appendix D - Emergency Operations Center (EOC) Locations. The
EOC may be temporarily setup at any one of several optional locations, depending on the
situation and accessibility of each one. Once the Alternate site is ready for occupancy the
EOC can move to that location, if preferred.
2. Review the recovery strategy and action plan with the assembled team.
3. If necessary, adjust the management team assignments based on which members are
available.
4. The EMT contacts critical employees and tells them to assemble at the alternate site. If the
alternate site is a long distance from the primary site (i.e. out-of-town), then individuals should
make their own travel arrangements to the alternate site. Non-critical employees should be
instructed to stay at home, doing what work is possible from home, until notified otherwise.
5. In the event of a disaster that affects telecommunications service regionally, the EMT
should instruct critical employees to proceed to the alternate site even if they have not been
contacted directly. Delays in waiting for direct communications can have a negative impact
on the ERT and the ITRM Team’s ability to recover vital services.
ACTIVITY: Relocation to Alternate Site
ACTIVITY IS PERFORMED AT LOCATION: Alternate Site
ACTIVITY IS THE RESPONSIBILITY OF: All Critical Personnel
ALTERNATE: <Chief Operating Officer>
TASKS:
1. When instructed by the EMT, decide to commute or travel to the alternate site.
2. The ERT needs to consult with the EMT to determine if access can be gained to the primary
(damaged) site to retrieve vital records and other materials. For the sake of safety; The
ERT will only allow access to the primary site if the authorities grant access. This will be
dependent upon the nature of the disaster and the extent of damage.
Page 22 of 48
3. If allowed access to the site to retrieve vital records and other materials, perform some pre-
planning to determine what is most important to retrieve. This may be necessary since
the time you may be allowed access to the primary site may be minimal.
4. Depending on the amount of vital records and other materials you are able to retrieve from
the primary site, make arrangements to transport this material to the alternate site. If the
material is not too great, this could be accomplished by giving to employees to carry along
with them. If the material is a large amount, then make arrangements for transport services
and/or overnight courier services.
5. Management and critical employees travel to alternate site.
ACTIVITY: Implementation of Interim Procedures
ACTIVITY IS THE RESPONSIBILITY OF: EMT, ERT
TASKS:
1. After arrival at the alternate site, map out locations that can be used for workspace. This
should include unused offices and cubicles, conference rooms, training rooms, lunch/break
areas, and open space in hallways or in other areas.
2. Obtain additional tables and chairs, either from the office or from outside rental agencies to
provide additional workspace. Place in any available open areas, but be cautious of not
blocking exits for fire evacuation purposes.
3. Determine flexible working schedules for staff to ensure that client and business needs
are met, but also to enable effective use of space. This may require that some employee’s
work staggered shifts or may need to work evening or nightshifts if necessary.
4. Gather vital records and other materials that were retrieved from the primary site and
determine appropriate storage locations, keeping in mind effectiveness of workgroups.
5. Determine which vital records, forms, and supplies are missing. Obtain from off-site storage
location or from other sources, as needed, per Appendices E & F.
6. Developed prioritized work activities, especially if all staff members are not available.
ACTIVITY: Establishment of Telephone Communications
ACTIVITY IS THE RESPONSIBILITY OF: ITRM Team
PRIMARY: <IT/RMT>
ALTERNATE: <CRO >
TASKS:
1. Contact the EOC ITRM Team to determine what activities they are taking to reroute telephone
communications to the alternate site. Do not directly contact the telephone company -
this will be handled by the ITRM Team.
2. If your alternate site is at another Alternate office, prepare a list of phone extensions which
your staff will be temporarily using and provide this list to the alternate site switchboard
attendant or receptionist.
3. If your primary office phones will not be switched to the alternate site, let the ITRM Team
know that the phones need to be transferred to the phone numbers you will be using at the
alternate site.
Page 23 of 48
4. Coordinate with the EOC ITRM Team regarding contacting customers to notify them of the
disaster situation, how API is responding, and how you can be reached.
5. Do not contact customers until the EOC ITRM Team has given you directions. EOC ITRM in
collaboration with the EMT will provide you with scripts and guidance on how to discuss the
disaster with customers to provide assurance that their confidence in API will be maintained.
ACTIVITY: Restoring Data Processing and Data Communications with Primary or
Secondary Backup Data Center
ACTIVITY IS THE RESPONSIBILITY OF THIS TEAM: ITRM Team
PRIMARY: <IT/RMT>
ALTERNATE: <CRM>
TASKS:
1. Contact the ITRM Team to determine when the data center is to be recovered, if affected by
the disaster. Also, discuss when data communications will be established between the
primary or secondary backup data center and your alternate site.
2. If your alternate site is another Alternate office, determine if that site has access to the
computer systems. If so, work with local office management to determine how workstations
can be shared between personnel from their groups/departments and API. This may involve
using flexible hours or multiple shifts for personnel.
3. Discuss with the ITRM Team when and how replacement PC’s and/or terminals will be
provided to you at the alternate site and when they will be connected.
4. Discuss with the ITRM Team when the files from your normal PC/LAN servers and
applications will be restored and how you can access those files. Also, work with other local
office management at your alternate site to discuss using their LAN servers.
5. Discuss with the ITRM Team your normal application report distributions, such as when you
can expect to receive standard computer reports and how they will be distributed to your
alternate site.
6. Communicate the ITRM recovery status to all personnel who regularly use the systems.
PHASE III: Alternate Site Operations

ACTIVITY: Alternate Site Processing Procedures
ACTIVITY IS THE RESPONSIBILITY OF: Alternate Site Operations Team
PRIMARY: <Operations Manager>
TASKS:
1. Communicate with customers regarding the disaster and re-solicit phone contacts (in
conjunction with the EOC Communications Team)
2. Acquire needed vital documents
3. Access missing documents and files and reconstruct, if necessary
4. Set up operation
Page 24 of 48
ACTIVITY: Manage work backlog reduction.
ACTIVITY IS THE RESPONSIBILITY OF: Alternate Site Operations Team
PRIMARY: <Operations Manager>
TASKS:
1. Determine priorities for work backlogs to ensure the most important backlogged tasks are
resolved first.
2. Set an overtime schedule, if required, based on staff and system availability.
3. Set backlog priorities, establish a backlog status reports if necessary, and communicate this
to the API Account Officers and Supervisors.
4. Report the backlog status to OCS Management on a regular basis.
5. If backlogs appear to be very large or will take a significant time to recover, determine if
temporaries could be used for certain tasks to help eliminate the backlogs. If justified,
arrange for temporaries to come in whenever regular personnel are not applicable.
PHASE IV: Transition to Primary Operations

ACTIVITY: Changing Telephone and Data Communications Back to Primary Site
ACTIVITY IS THE RESPONSIBILITY OF: EMT, ERT, ITRM, BCC
PRIMARY: <IT/RMT>
ALTERNATE: <CRO>
TASKS:
1. Coordinate with the ITRM Team to determine when Alternate Office will be relocating back
to the primary/main site. Verify that they have a schedule to ensure that telephone and data
communications are rerouted accordingly.
2. Discuss when and how PC’s, terminals, and printers, if brought into the alternate site, will be
de-installed, moved back to the primary site and re-installed.
ACTIVITY: Terminating Alternate Site Procedures

ACTIVITY IS PERFORMED AT LOCATION: Alternate Site and Primary Site
ACTIVITY IS THE RESPONSIBILITY OF: EMT, ERT
TASKS:
1. Determine which alternate site operating procedures will be suspended or discontinued and
when.
2. Communicate the changes in procedures to all affected staff.
3. Determine if additional procedures are needed upon return to the primary site, such as to
continue resolving work backlogs.
Page 25 of 48
ACTIVITY: Relocating Personnel, Records, and Equipment Back to Primary (Original) Site
ACTIVITY IS THE RESPONSIBILITY OF: OCS Departmental Management Team
PRIMARY: <HR Manager>
ALTERNATE: <Administration/WP>
TASKS:
1. In conjunctions with the EMT and the ERT, determine when OCS Department’s will be
scheduled for relocating back to the primary site.
2. Communicate this schedule to all OCS Department personnel.
3. Inventory vital records, equipment, supplies, and other materials, which need to be
transported from the alternate site to the primary site.
4. Pack, box, and identify all materials to be transported back to the primary site.
5. In conjunction with the OCS Administration Team, make arrangement for a moving company
or courier service to transport the boxes back to the primary site.
ACTIVITY: Pandemic/Endemic emergency (COVID-19 and other Communicable Disease)
ACTIVITY IS THE RESPONSIBILITY OF: OCS Departmental Management Team
PRIMARY: <HR Manager>
ALTERNATE: <Administration/WP>
TASKS:
UPDATED ISOLATION AND QUARANTINE PERIOD
Case Vaccination Status Quarantine Period Return to work

requirements
Asymptomatic Fully 5 days quarantine Proof of quarantine
close contact vaccinated/Booster period from last day from Barangay or
of exposure Negative Antigen/RT-
PCR Result
Not vaccinated or 14 days quarantine Proof of quarantine
partially vaccinated period from last day from Barangay or
of exposure Negative Antigen/RT-
PCR Result
All asymptomatic close contact shall conduct symptom monitoring for at least 14 days regardless
of shortened quarantine period. They shall strictly observe minimum public health standards:
physical distancing, hand hygiene, cough etiquette, and wearing mask regardless of vaccination
status.
Antigen testing is also available in Head Office to be conducted by Medical Professional and
charge to employees.
Are you experiencing any symptoms listed above or Positive from Antigen/RT-PCR Test?
- Do not go to work
Page 26 of 48
Cases Vaccination Status Isolation Period Return to work
requirements
Positive case but Fully 7 days isolation Proof of isolation
Asymptomatic Case vaccinated/Booster period from the period from Barangay
date of positive or Negative
test Antigen/RT-PCR
Result
Not vaccinated or 10 days Proof of isolation
partially vaccinated isolation period period from Barangay
from the date of or Negative
positive test Antigen/RT-PCR
Result
Symptomatic, suspect, Fully 7 days isolation Proof of isolation
probable or confirmed vaccinated/Booster period from period from Barangay
case with mild onset of or Negative
symptoms symptoms Antigen/RT-PCR
Result
Not vaccinated or 10 days Proof of isolation
partially vaccinated isolation period period from Barangay
from onset of or Negative
symptoms Antigen/RT-PCR
Result
Symptomatic, suspect, Regardless of 10 days Proof of isolation
probable or confirmed vaccination status isolation period period from Barangay
case with moderate from onset of or Negative
symptoms symptoms Antigen/RT-PCR
Result
Symptomatic, suspect, Regardless of 21 days Proof of isolation
probable or confirmed vaccination status isolation period period from Barangay
case with severe and from onset of or Negative
critical symptoms symptoms Antigen/RT-PCR
Result
Immunocompromised Regardless of 21 days Proof of isolation
(Autoimmune disease, vaccination status isolation period period from Barangay
HIV, from onset of and Negative repeat
Cancer/Malignancy, symptoms RT-PCR
Transplant patients,
undergoing steroid
treatment)
For asymptomatic case, isolation can be discontinued without the need for repeat testing, provided
they have remained asymptomatic during the whole recommended isolation period.
For symptomatic case, isolation can be discontinued without the need for repeat testing upon
completion of the recommended isolation period, provided that they do not have fever for at least
24 hours without the use of any antipyretic medications and shall have improvement of respiratory
signs and symptoms.
For home quarantine and isolation, monitoring of symptoms shall be through Barangay Health
Emergency and Response Team (BHERT) on your respective localities. At the end of home
quarantine and isolation period, the BHERT certification of isolation and quarantine shall used as
supporting document for return to work and reintegration for close contact, suspect, probable or
confirmed case.
Page 27 of 48
MEDICINES FOR SYMPTOMATIC RELIEF
Common COVID-19 Medicines for Symptomatic Relief

Symptoms
Itchy throat Antihistamines
(e.g. first generation antihistamines such as
Chlorpheniramine maleate; second generation
antihistamines such as Cetirizine, Loratadine)
Note: Antihistamines may cause sleepiness
Congested or runny nose Saline nasal spray
Decongestants
(e.g. Drugs containing Phenylephrine,
Phenylpropanolamine)
Note: Use decongestants with caution in individuals with

elevated blood pressure or hypertension
Sore throat Throat lozenges, Gargle and mouthwash
(e.g. Hexetidine, Povidone-Iodine gargle)
Nausea or vomiting Antiemetics
(e.g. Bismuth subsalicylate, Metoclopramide)

Diarrhea Oral rehydration salts, Anti-diarrheals
(e.g. Loperamide) Note: Loperamid

Fever or chills Antipyretic (e.g. Paracetamol)
Muscle or body ache Analgesics/ Pain reliever
Headache
(e.g. Paracetamol, Ibuprofen*)
Dry cough Antitussive/ Cough suppressants
(e.g. Dextromethorphan, Butamirate citrate,

Levodropropizine)
Productive cough Expectorant (e.g. Guaifenesin, Lagundi*)
Mucolytic (e.g. N-acetylcysteine, Carbocisteine)

Nasal itching or sneezing Antihistamines
(e.g. first generation antihistamines such as
Chlorpheniramine maleate; second generation
antihistamines such as Cetirizine, Loratadine)
Note: Antihistamines may cause sleepiness

Non-pharmacological supportive management
- Provide adequate nutrition and appropriate rehydration

- Provide psychosocial support and counsel patients about signs and symptoms of
complications that should prompt urgent care
- In case of confirmed positive individual, immediately conduct contact tracing, and test all
direct contacts.
- If all the workers of OCS are direct contacts, the Head Office shall immediately deploy a
temporary/replacement workforce to continue the operations.
Page 28 of 48
- Work from home arrangement for confirmed and direct contacts to communicate with client
and temporary workers of OCS during isolation or quarantine period.
- Make sure that all the necessary documents or reports are available including the contact
numbers of all suppliers and clients.
- Review and strictly enforce the COVID-19 Protocols to prevent the recurrence of the same.
Section V: Appendices
Appendix A - Employee Telephone Lists and Emergency Directory
Appendix B - Recovery Priorities for Critical Business Functions
Appendix C - Alternate Site Recovery Resource Requirements
Appendix D - Emergency Operations Center (EOC) Locations
Appendix E - Vital Records
Appendix F - Alternate Site Transportation and Accommodations Information
Appendix G - Severity Impact Assessments
Appendix H - OCS FACILITIES MANAGEMENT PHILIPPINES INC. Business Impact

Assessment
Appendix I - Recovery Tasks List
Appendix J - Recommended OCS FACILITIES MANAGEMENT PHILIPPINES INC. Office

Recovery
Appendix K – IT Resilience Management Plan
Appendix L – Strategic Requirements
Page 29 of 48
Appendix A - Employee Telephone Lists and Emergency Directory (Form)
Responsibility: All Departments
Department Contact
Name EMAIL ADDRESS
Number
BARING, JOCELYN ROBLE 09194290108
CAYA, MINERVA MASILUNGAN 09399349710
ANASCO, LEONCIA VILLONES 09286623579
ENRIQUEZ, ROSARIO OLGA ORTAÑEZ 09399807542
LOTIVIO JR., DOMINGO BROCKA 09985788675
ESMUNDO JR., SIMEON SANTIAGO 09552072168
VILLARE, EDUARDO BIASON 09219604817
MENCHERO JR., NOEL BACAL 09695597681
YUVIENCO, RHODORA PEÑALOSA 09053724546
GODIO, ROGER UDTUJAN 09151722801
DELGADO, SARAH GUARIN 09053199035
SANDAO, EDGAR ANTIBO 09471410235
LUZUNG, ABEGAEL FLORES 09630468938
CASTILLO, MARVIN BONJOC 09755778199
BANDO, DYNA ROSE FLORES 09282076703
OLANO JR., JONATHAN REINTEGRADO 09176527702
PAHILANGA III, EDUARD DE GUIA 09156681912
GO, JIEZL MENDIOLA 09399836034
REMOROSA, MARICRIS GULFO 9651240964
SEDANO, RANDY RUBIO 09178927344
TORRIJOS, ALFIE GATMAITAN 09161040309
BALBUENA, ELECTRO GREGORIO 09686433384
REQUEJO, LEO MARK PURI 09494020235
BANIAGA, ARIEL GUZMAN 09925936521
LOPEZ, EUGENE ILAGAN 09069725071
DE JESUS, MECCA MENDOZA 09061042318
Page 30 of 48
BAUTISTA, ARRISH SANTOS 09175407792
ESTEVES, ROLLIE JEBB HERRERA 09933629978
CAÑESO, JAMIE INAH DE LEON 09171169526
INTES, BENS ARBY BUITRE 09197283310
RAMOS, KRISTINE MAE GABRIEL 09186018068
PINEDA, MICHAEL LLOYD 09654810120
PERMENTILLA, MAY PAUL PALMA 09504031634
RUELO, CLAIRE ANN GUTIERREZ 09264707740
BARCELONA, CHANELLE JOY OPERAÑA 09190601721
MEJIA, SARAHLEE MAE PAYAS sarahleemae.mejia@ocs.com
GAVIOLA, KIECELYN SURBITO 09088770128
AREVALO, MYLENE TEVES 09360514146
CARTER, PHILLIP ANTHONY 09392275988
AGUILAR, KATRINA VEJANDRA 09158981734
ALANO, MARCO POLO BALBA 09399104213
GALLA, CHELSEN AINA LACANLALE chelsenaina.galla@ocs.com
CONSTANTINO, EMMANUEL SANTOS 09958600711
GUTIERREZ, CZANDRA CAPOQUIAN 09350083530
ARROGANTE, ELYMAE JOASH BORCENA 09814666776
CAMPANIA, JELAI JANE ZAPANTA 09685362500
SONER, JAMES FERNAN MAIGUE 09458002205
ALAFRIZ, FRANZEL REANSHIELD TUBAÑA 09565880086
VASQUEZ, MA. JESICA ANDAYA 09276473293
MONTUYA, BRENDA LEE RUBIO 09270284702
PAGATPATAN, MARIANO PIRING 09177025373
ARBOLEDA, SARAH JANE ALFONSO 09171384538
REGODON, VLADIMER GOMEZ 09151316629
MARTE, JULIUS OBIAS 9153042286
FLORES, JOY MARIE LINDO 09473813807
TORNALEJO, MARY JANE DIZO maryjane.tornalejo@ocs.com
ABORDO, SHYLA DIONELA 09667267068
Page 31 of 48
GUANZON, ABELARDO KRIS PIOJO 09175565733
ALMONTE JR., ORLANDO CAPARAS 09174697610
MAJESTRADO, MARRY GRACE ROCHA 09365451027
CASTILLO, RAYMOND JOSE ALVAREZ 09275274237
LLEGUE, ANGILYN SALAUM 09357435273
DEOMANO, ELMIRA JULIA MAE ILO 09151147942
ESPLANA, SAMUEL SANTIAGO BOMBAIS 9950457769
QUIJANO, GLORIFE CHAVEZ 09228304512
ELIGIO, RJHAY BOMBASE 09083893823
BANDRANG, MUHAMAD ALIMOZAMAN 9272588375
CARPIO, AGUSTIN ENRIQUE BENDIGO 9988565423
HIPOLITO, GLENVY MAE ARPON 9162033054
MANALANG, FEDELINO MANARANG 9088907596
MANGLALLAN, GLENN UY 9178029539
DELA CRUZ, TRIXIE MARIE SAN PEDRO 9174471916
ASTEJADA, JANELLE PACCIAL 9950839314
CORPUZ, MARY KAY JOAQUIN 9662307782
MONSALUD, SHIRLEY NUELAN 9150711300
HERNAL, RAYMOND KENNETH GENEROSO 9457238132
MANCE, DAN FERDINAND BARCELO 9165458294
MEDINA, MA. LEONORA RAZO 9178658777
MAGNAYE, GRACE GONZALES 9171279789
FAJARDO, CHERYL MERCADER 9171685973
PASCUA, EVALYN MENCIAS 9978030427 pascuaevalyn@gmail.com
AMEREL, CHRISTINE ANNE BOGNOT 9278167985 christineanneamerel@gmail.com
BAUTISTA, CYREN DIANE DUYOR 9186410004 cyren.duyor07@gmail.com
DEL MUNDO, RACHEL ARGUELLES 9971743051 racheldelmundo37@gmail.com
DEL ROSARIO, DHEANNAH MAE TINGABNGAB 9613367824 delrosariodheannahmae@gmail.com
SARABIA, MARIECON SANTOS 9989515143 sarabia_mara@yahoo.com
MAGO, ROLAND TOMBOCON 9913544176 rolandmago88@gmail.com
CAMBAL, JERRY GALING 9150261171 jerrycambal@yahoo.com
Page 32 of 48
BARQUIO, SHERYL TIZON 9915371525 barquiosheryl@gmail.com
SANTOS, MARY ANN SUAREZ 9088892330 meanne_ian@yahoo.com
ESPINA, MARISSA MARQUEZ 9610754704 marissaespina10@gmail.com
LEYSON, GENEDEAR AUSTRIA 9215197982 genedearleyson@gmail.com
GARCIA, ROMINA DE GUZMAN 9150261396 minagarcia436@gmail.com
CEBU BRANCH:
Contact
Employee Name Department Number Email Address
ABAYATA, JASON Operations 9674017230 jason.abayata@ocs.com
ALVAREZ, FRANCIS COMETA Operations 9156666698 francis.alavares@ocs.com
BALABA, DONNA MAE SORIANO Human donnamae.balaba@ocs.com
Resource 9275883968
BEATINGO, JESMAR Procurement 9053537439 jesmar.beatingo@ocs.com
BONGANCISO, VENUS Operations venus.bonganciso@ocs.com
MONSANTO 9458452465
CENIZA, DIOMEDES VILLAROYA Operations 9190692343 diomedes.ceniza@ocs.com
ESCANILLAN, RICHARD DESPI Operations 9772019066
JUDAYA, ARVIN EHS 9482143208 arvin.judaya@ocs.com
LIMPANGOG, AILEEN NACUA Operations 9519837041 aileen.limpangog@ocs.com
LUCIDO, MELJOREY GUINITA Human meljorey.lucido@ocs.com
Resource 9101764244
LUMANAO, MERA GADOR Finance 9669322029 mera.lumanao@ocs.com
NIEZ, NORRYMEL Operations 9456305017 norrymel.niez@ocs.com
RACAL, JANICE OUANO Finance 9499711104 janice.racal@ocs.com
REMULTA, EUJIE Operations 9816641608
SALAZAR, IMACULATE Human imaculate.salazar@ocs.com
ESTILLORE Resource 9959617305
SASO, JASON GUMERA Finance 9190692921
Page 33 of 48
TIBAY, IVY MARIE BATUIGAS Finance 9369766978 ivymarie.tibay@ocs.com
ZAMORA, ROBERTO ARDA Operations 9451949707 roberto.zamora@ocs.com
BEJUGAN, MICHELL Finance 9602555327 michell.bejugan@ocs.com
TANQUE, NEANN MAY Human neannmay.tanque@ocs.com
Resource 9668929377
SUMAYLO, JHESLEY MARIE Human jhesley.sumaylo@ocs.com
ANDRE Resource 9333977844
Key BCP – EMT and ERT personnel.
Appendix B - Recovery Priorities for Critical Business Functions

Responsibility: All Departments
Maximum Allowable Downtime

Department Particulars Priorities 1-2 Days 3-5 days 1-2 >2
weeks weeks
IT IT [DATA] Critical X
Legal Corporate X
Accounting BIR Records X
Billing and Collection Critical X
Purchasing Records X
Operations Account Management Records X
Project Employee’s Records X
Page 34 of 48
Client Contracts X
Warehousing Records X
HR Employees Records X
Benefits Records X
Payroll Records X
Employees’ DTR X
EHS Compliance Records X
ADMIN Office Records X
SALES Clients and Marketing Records X
Page 35 of 48
Appendix C - Alternate Site Recovery Resource Requirements
1. General Requirements
Current BCP
# Description Comments
Number Number
1. Number of people
2. Square footage needed
3. Power Outlets 220V
4. Telephones
5. Telephone lines
6. Desks
7. Chairs
8. Tables
9. Typewriters
10. Photocopiers
11. Calculators
12. Microfiche Viewers
13. File Cabinets (specify type) 4 drawer lateral file

cabinets
14. Other - Please attach list
NOTE: The Emergency Recovery Requirements can be determined during the actual application of the
BCP to avoid unnecessary stocking of items, however ready checklist and budget are
requirements for on time response.
Page 36 of 48
2. Technical Requirements
Current BCP
# Description Comments
Number Number
1. Telephone Lines (regular)
2. Mobile Telephones
3. Two-Way Hand-Held Radio

Sets
4. Laptop PC’s
5. Stand-alone FAX Machines
6. PC’s
7. LAN/WAN Connections
8. Printers - LAN
9. Printers - Direct attach to PC
10. PC Connectivity outside

<ORGANIZATION NAME>*
(Internet)
11 Other Computers
12. Fax – Stand alone
13. Other - Please attach list
NOTE: The Emergency Technical Requirements can be determined during the actual application of the
BCP to avoid unnecessary stocking of items, however ready checklist and corresponding budget
are requirements for on time response to any eventuality.
Page 37 of 48
Appendix D - Emergency Operations Center (EOC) Locations
Disaster Affecting Which Area/Building EOC Location
OCS Main Office
Recovery Locations and Travel Directions
Alternate Sites
Critical Function Alternate Site
EOC Emergency Management Team
Managing Director’s Residence - 7th Floor,

The Greenbelt Residences Tower, Arnaiz
Avenue, Brgy. San Lorenzo, Makati City
Main Office
Employees Home specially to those with issued

Common Functions if alternate site is affected.
Laptop with the aid of online data providers.
NOTE - Provide directions to all alternate sites. Include address and phone number of site.
Include Maps and Floor Plans if applicable.
Page 38 of 48
Appendix E - Vital Records
Primary Location of Alternate (Backup) Other Sources to

Description
Records Location of Records Obtain Records
Department File Departmental
Contracts Network Drive Folder
Cabinets / Laptop External Drive
Corporate Records Network Drive Folder
Billing Network Drive Folder
Cabinets / Computer External Drive
PDS Network Drive Folder
Collection Records Network Drive Folder
Warehouse Office Departmental
Warehouse Records Network Drive Folder
Computer External Drive
Operations Files Network Drive Folder
Purchasing Records Network Drive Folder
Sales Records Network Drive Folder
Project/Clients’ Records Network Drive Folder
Benefits Records Network Drive Folder
Departmental
IT Records Computer Network Drive Folder
External Drive
Payroll Records Network Drive Folder
Permit’s Records Network Drive Folder
File Cabinets / Departmental
Common Files Network Drive Folder
Computers / Laptops External Drive
File Cabinets / Departmental
EHS/PCO Records Network Drive Folder
Computers / Laptops External Drive
Page 39 of 48
Appendix F - Alternate Site Transportation and Accommodations Information
1. Transportation Information
Employees will be notified (by team members), if a disaster is declared, as to the location and when
to report. Since recovery site is local, transportation to the work location is up to the employee unless
directed otherwise. Directions will be supplied at the time of notification, if necessary.
2. Accommodations Information
Should alternate site accommodations be required team members will be notified. Employees will
be contacted (by team members), if a disaster is declared, as to the location and where to go. Since
accommodations are local, transportation to the work location is up to the employee unless directed
otherwise. Directions will be supplied at the time of notification, if necessary.
Page 40 of 48
Appendix G - Severity Impact Assessments
SEVERITY OF IMPACT
Least ------> to ------> Greatest
Impact Area Comments
1 2 3 4 5
1 Cash Flow Interruption X
2 Inoperative Billing Systems X
3 Inoperative Financial Controls X
4 Loss of Customers X
5 Financial Reporting (Banks, IRS, etc.) X
6 Increases in Liability X
7 Loss of Public Image X
8 Government and Regulatory Violations X Closure
9 Contractual Violations X
10 Vendor Liabilities & Relations X
11 Customer Liability & Relations X
12 Effect on Employee Morale X
13 Staff Resignations X
Page 41 of 48
Appendix H - OCS PHILIPPINES, INC. Business Impact Assessment
What's at Stake: Account Plus

Severity
STRENGTHS WEAKNESSES IMPACT / EFFECT DEPARTMENT BCP Representative
Impact >%
>95% FINANCE
>95% HR
In the event of disaster; >70%

Office of the CEO
able to work from home or
alternate sites if access to Our department would not
records thru Internet Data be able to perform its work >70%
Unable to work remotely if Office of the GMs
Online Backups were without access to our
access to records and files
restored and individual computers or work areas. It
are restricted or no online
Laptop has been provided. would take time and effort >95% WAREHOUSE &
data access were provided.
to recreate the documents PROCUREMENT
External Drive with and other information (to
Manual recovery of
adequate storage that the extent they can be
documents. >70% OPERATIONS
could stand for at least recreated) before we could
three (3) years shall also work on them.
be provided for backups >60% SALES
system.
100% IT
100% MANAGEMENT
SYSTEM
Maximum Allowable Downtime: > 24 – 48 Hours
Page 42 of 48
Appendix I - Recovery Tasks List
Recovery Activation Date: ________
Task Estimated Actual Assigned Assigned Completed
Task Description Comments
No. Time Time To Time Time
10 Receive Communication on emergency
Situation
20 Identify recovery site
30 Retrieve Business Continuity Plans
40 Notify department members identified in
Appendix A
50 Retrieval of department Vital Records
60 Oversee delivery and
placement of office equipment.
70 Oversee delivery and placement of office
supplies.
80
90
NOTE: Task Description subject to the final assessment of the EMT and ERT base on the actual severity of the situation.
Page 43 of 48
Appendix J - OCS FACILITIES MANAGEMENT PHILIPPINES INC. Office Recovery
Hot & Cold Location

Recovery & Alternate Site If Outage
Required Greater than Two
Duration is
Recovery Weeks Greater than
2 weeks
Critical Functions to be Acquire New
Business Recovered Office Space
Functions
OCS Main Office
Primary Site Timeframe OCS
EOC Incident Department/s
2-7 days Command Center
<Managing Director’s
Residence> Permanent
Business
1-2 weeks Functions
Employees Home’s
2 weeks
Able to work
from home Unable to work
from home
See Appendix B - Recovery Priorities for Critical Business Functions
Page 44 of 48
Appendix K – IT Resilience Management Plan
I. Overview
This policy defines the backup policy for computers within the organization which are
expected to have their data backed up. These systems are typically servers but are not
necessarily limited to servers. Servers expected to be backed up include the file server, the
active directory server, and the Application server.
II. Purpose
This policy is designed to protect data in the organization to be sure it is not lost and can be
recovered in the event of an equipment failure, intentional destruction of data, or disaster.
III. Scope
This policy applies to all equipment and data owned and operated by the organization.
IV. Definitions
1. Backup - The saving of files onto portable hard drive or other offline mass storage
media for preventing loss of data in the event of equipment failure or destruction.
2. Archive - The saving of old or unused files onto portable hard drive or other offline
mass storage media for releasing on-line storage room.
3. Restore - The process of bringing off line storage data back from the offline media
and putting it on an online storage system such as a file server.
V. Storage
There shall be a separate or set of disk storage for each department and for the server.
VI. Weekly Backups
Every week backup disk shall be made and properly labeled.
VII. Age of backups or data
Backup that have been used longer than (If what will be decided) shall be discarded and
replaced with new backups. Vital Records Backup
VIII. Responsibility
Each department shall perform regular backups of their file to portable drive and backup
server. Then IT department will back up to the offsite server.
IX. Testing
The ability to restore data from backups shall be tested at least quarterly.
X. Data Back-Up
Full and incremental backups preserve corporate information assets and should be
performed on a regular basis for audit logs and files that are irreplaceable, have a high
Page 45 of 48
replacement cost, or are considered critical. Backup media should be stored in a secure,
geographically separate location from the original and isolated from environmental hazards.
Department - specific data and document retention policies specify what records must be
retained and for how long. All employees are accountable for carrying out the provisions of
the instruction for records in their department. IT follows these standards for its data backup
and archiving: See Section II - F. Record Backups and Retention
a. Data to be backed up include the following information:
1. User data stored on the hard drive.

2. System state data
b. Systems to be backed up include but are not limited to:
1. HRIS
3. Billing
4. Payroll Server
5. Domain controllers
6. SQL Server
7. Firewall Server
8. CCTV
9. Purchasing Data System
10. Corporate Data [Government Permits]
11. Warehousing Data
12. Contracts
13. Accounting Data
14. Operations Data
XI. Restoration
Users that need files restored must submit a request to the ITRM. Include information about
the file e.g. creation date, the name of the file and the date and time it was backed up.
XII. Disk Storage Locations
Offline disk used for backup shall be stored in accordance with Section II - E. OCS
Departments shall have their own departmental record back-ups, copy of it must be keep by
some key personnel for storage safety and recovery in the event of emergency.
Page 46 of 48
Appendix L – Strategic Contingency Requirements
A. Overview
The BCP is an organization’s disaster survival document and is a critical component of risk
management. Without a plan, businesses do not know what to do when disaster strikes and
as a result, lose their customers, suppliers, and employees. Worse, they are out of business.
As complex as this issue may first appear, a systematic approach to disaster preparedness
will guarantee that the BCP addresses all aspects of the operation of the company. A fully
developed and tested contingency plan is essential for a smooth recovery because adequate
resources have been identified and are available to carry the organization through their
restoration period.
Determining the disaster recovery period directly impacts how much financing a company will
need in order to rebuild the business after a disaster. The contingency plan identifies the
continuing expenses and lost profit (business income), as well as the extra expenses that are
needed to see the company through the recovery period. This recovery time is measured from
the date of the disaster to moving into permanent facilities and resuming operations, or to the
time it takes for the organization’s revenues to reach the projected level had there been no
loss, whichever is later. Documents recovery is the most vital aspect in the continuity of the
OCS businesses.
B. Logistic primary requirements.
To carry this plan; it’s vital that an External Drive Backups shall be commission;
EXTERNAL BACKUPS DRIVE

# Department/Office Capacity Unit Amount Remarks
1 Accounting 1 Terabyte’s 1
2 Purchasing 1 Terabyte’s 1
3 Billing & Collection 1 Terabyte’s 1
4 Sales 1 Terabyte’s 1
5 OPNS Warehouse 1 Terabyte’s 1
6 OPNS Technical 1 Terabyte’s 1
7 OPNS Housekeeping 1 Terabyte’s 1
8 OPNS Security 1 Terabyte’s 1
9 HR Payroll & Benefits 1 Terabyte’s 1
10 HR Recruitment & Training 1 Terabyte’s 1
11 ADMIN 1 Terabyte’s 1
12 EHS / BC Coordinator 1 Terabyte’s 1
13 ITRM 4 Terabyte’s 2
NOTE: Assumption that the External Backups Drive can storage Three (3) years records
backups without deletion of files. Documents retention refer to Section II - F. Record
Retention, Storage and Disposal.
C. Logistic requirements during the BCP activation shall be decided by the EMT in
Collaboration with the SCM to avoid unnecessary stocking of materials, however it
shall be allotted in the annual budget of the company.
Page 47 of 48
This Business Continuity Plan shall be updated regularly as per requirements of OCS
operations or if there’s a new applicable legislation for the propose.
This Business Continuity Plan Contents Forty-Eight [48] pages including this page.
Prepared for: OCS FACILITIES MANAGEMENT PHILIPPINES INC. (to be tested in

regular intervals)
Prepared by:
Fedelino M. Manalang
Country HSE Head
Approved for implementation by:
PHILLIP ANTHONY CARTER

Managing Director
Page 48 of 48

Business Continuity Plan Ocs Facilities Management Philippines Inc

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BUSINESS CONTINUITY PLAN

OCS FACILITIES MANAGEMENT PHILIPPINES INC.

Section II: Business Continuity Strategy 11

Section III: Recovery Teams 14

Section IV: Recovery Procedures 19

CONFIDENTIAL Document for Internal Use by (Organization) Personnel Only

Date Version Requester Reason for Change Techical Writer

As a force in facilities management, OCS Philippines redefines service excellence. With a

Misson and Vision

Trust – Honesty, Consistency and Excellence.

Respect – People, Planet and Purpose

Unity – Inclusive, Diverse and Together

Empowerment – Dynamic, Driven and Agile

QUALITY MANAGEMENT SYSTEM PRINCIPLE

OCS Facilities Management Philippines, Inc. prepares to survive in unexpected disasters,

This document is controlled electronically.

A. How to Use This Plan

Business continuity encompasses planning and preparation to ensure that an organization

1. Resilience: critical business functions and the supporting infrastructure must be

The priorities in a disaster situation are to:

E. Changes to the Plan / Maintenance Responsibilities

OCS Emergency Management Team (EMT) is responsible for:

OCS Emergency Response Team (ERT)/Quick Response Team (QRT) is responsible

OCS Information Technology Resilience Management (ITRM) is responsible for:

OCS Business Continuity Coordinator (BCC) is responsible for:

F. Plan Testing Procedures and Responsibilities

G. Plan Training Procedures and Responsibilities

Distribution List Person Responsible Email Address

Top Management – Senior Phillip Anthony

Chief Operating Officer Mario Pagatpatan mariano.pagatpatan@ocs.com

IT Kenneth Hernan kenneth.hernal@ocs.com

Client Relations Elymae Jo-ash elymaejoash.arrogante@ocs.com

B. Business Function Recovery Priorities

C. Relocation Strategy and Alternate Business Site

Primary Location Alternate Business Site

Recovery Plan Phases

3. Alternate Site Operations

D. Vital Records Backup

E. Record Retention, Storage and Disposal

F. Restoration of Hardcopy Files, Forms, and Supplies

H. On-line Access to OCS Computer Systems

I. Mail and Report Distribution

Section III: Recovery Teams

B. Recovery Team Descriptions

C. Recovery Team Assignments

EOC BCP Management Team

Rosario Olga Ortañez- OPERATIONS-Manila Emergency EOC-EMT

Business Continuity Coordinator – Client Relations and IT OFFICER

EOC Human Resources Team

This team is responsible for:

EOC Administration Team

This team is responsible for:

EOC Quick Response Team

EOC Emergency Recovery Team

This team is responsible for:

Information Technology/Resilience Management Team

This team is responsible for:

This team is responsible for:

Section IV: Recovery Procedures

A. Purpose and Objective

PHASE I: Disaster Occurrence

ACTIVITY: Emergency Response and Emergency Operations Center Designation

ACTIVITY: Notification of Management