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PikoHANA: Business Continuity Plan – PHMS-400-1.3-PL


This policy seeks to outline the general principles behind the Company’s Business Continuity Plan.


  • All employees of are involved in Business Continuity.
  • All employees of are expected to comply with the provisions of this policy and have the responsibility of reporting non-compliant practices.

‘s Managing Director or his appointee is responsible for:

  • Overseeing the policy and ensuring compliance.
  • Managing the policy on a day-to-day basis.
  • Making sure that any questions or clarifications about the implementation of this policy and its contents are addressed in a timely manner.


Crisis Events

1. A crisis is loosely defined as an event that would jeopardize PIKOHANAs ability to operate as per regular day-to-day operations. A non-exhaustive list of examples includes:

  • War
  • Acts of terrorism (e.g., bombs)
  • Acts of God (e.g., earthquakes, tsunamis)
  • Damage to office building due to accidents
  • Loss of critical company personnel
  • Catastrophic loss of cloud data, data centers or connectivity.

2.  PIKOHANA does not wish to prescribe what exactly a crisis is and when crisis management kicks in as it believes its staff has the ability to assess the situation and take the necessary steps.

3. To deal with crises, PIKOHANA has organized its employees into Crisis Management Teams (CMT). The organization of these teams is the responsibility of the Managing Director and must be amended in accordance with headcount adjustments. The guiding principle behind the composition of the teams is to ensure PIKOHANA’s ability to operate key functions should other teams be incapable of doing so due to the crisis at hand.

4. The Crisis Management Teams have the following roles and functions:

  • Team Leader – Overall lead on managing the crisis and CMT. The primary objective is to ensure every member’s safety and the secondary objective is to restore normal operations ASAP.
  • Second in Command (2IC) – Support the Team Leader and take over his/her role in the event that the Team Leader cannot perform his/her duties due to the crisis.
  • Members – General support for the entire team.

Crisis Management

1. In the event of a crisis, team leaders should immediately decide if the crisis makes it unsafe or affects the ability for their teams to work from the normal place of business. If so, the next default working location would be the homes of each team member.

2. The critical activities that need to be reinstated as quickly as possible are the following:

ActivitiesResponsibleParty“Offline” no more  thanKey contact for assistance
Overall management of the crisisMDN.A.Matt Foley, MD +65 9327 1966
Email, file access, mobile phone connectivity, etc.IT Manager Outsourced Service Support4 hoursAndre Meyer +65 3158 2176Matt Foley, MD +65 9327 1966
Crisis Communications with ClientsAccountswithin 4 hoursHazirah Rashid, Senior Account Manager +60 19-770 1194Matt Foley, MD +65 9327 1966
Liability paymentsAccounts7 daysHazirah Rashid, Senior Account Manager +60 19-770 1194Matt Foley, MD +65 9327 1966
On-boarding ActivitiesAccounts10 daysMatt Foley, MD +65 9327 1966Hazirah Rashid, Senior Account Manager +60 19-770 1194
Business Development ActivitiesMD10 daysMatt Foley, MD +65 9327 1966
Technology DevelopmentZenCode10 daysThenappan Alagappan +65 9770 4158Matt Foley, MD +65 9327 1966

3. If the business is not able to resume normal activities within three days of the event, the senior management team should meet at an offsite location to ensure the crisis is properly managed and that ongoing business matters are addressed. 

4. To meet face to face and conduct business, management should consider using one of their residences, if available; or an outsourced executive service centre, specifically Regus Outsourced Office Centres, located at the following addresses in Singapore; call 1800 622 1563.

3 Church StreetLevel 8Singapore 049483Centennial TowerLevels 21 & 343 Temasek AvenueSingapore 0391901 Fullerton Road #02-01One FullertonSingapore 049213

Alternatively, the management team and key stakeholders may consider meeting at a central location in Singapore’s CBD, such as Harry’s Bar in Boat Quay.


1. Staff may access their e-mail remotely via Outlook from anywhere Internet service is available so long as the Email server hosted Microsoft 365 is still operational. Employees may also access their e-mail via the web at the following link by inputting their user name and password once prompted

2. Microsoft uses Class 1 data centres and is hence not expected to experience any outages unless in the event of a severe disaster (e.g. terrorism, nuclear, etc.).  In the event that the Microsoft 365 platform does go down, then it will take at least seven days to recover the data and re-establish IT operations to a basic level of service.  Given the current budget restraints, PIKOHANA has not established an offsite backup system for its IT services noting this has been raised as a risk with the Board who has assessed it as being an acceptable risk.

Business Continuity Testing

1. Every year, PIKOHANA will undertake business continuity testing. Each test should minimally simulate the inability to work from the office as well as loss of personal computing equipment. This test is organized by the Operations Manager and MD.

2. This test should ideally be conducted to test the PIKOHANA’s ability to respond to sudden crisis events.

3. During each test, each CMT should be able to continue most of the major business functions. The calling tree must also be activated and tested.

4. After each test, team leaders are responsible for collating feedback for improving the Business Continuity measures and report these back to the Operations Manager and MD who are responsible for refining the measures and policy.

Violations Of the Policy

1. Violations of the Business Continuity Plan may result in civil and regulatory penalties against PIKOHANA and individual employees. This could negatively impact PIKOHANA’s ability to conduct business in particular jurisdictions.

2. Failure to comply with this Policy may also result in disciplinary action, including termination of employment. Any investigation and disciplinary actions shall be in accordance with the Personnel Policy on Disciplinary Actions.

Policy Review

1. This policy is reviewed every 12 months in compliance with the Quality Management Policy.

2. Associated procedures and guidelines are also reviewed with the policy.