BUSINESS CONTINUITY PLAN

 

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Policy Owner	Business Operations
Document Owner	Business Continuity Manager
Policy Custodian	The Concept Group Business Operations and Human Resources Departments
Preview Review Date	September 2024
Next Review Date	April 2026

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CONFIDENTIALITY CLAUSE & DISCLAIMER

COPYRIGHT (C) 2024 BY THE CONCEPT GROUP

Copyright © The Concept Group. This content is confidential and exclusively owned by The Concept Group. No portion of this material may be duplicated, disseminated in any format, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, nor disclosed to third parties without the direct written consent of The Concept Group beforehand. 

TABLE OF CONTENTS
 
1.0    INTRODUCTION............................................................................................................................................................................6
1.1    OBJECTIVE........................................................................................................................................................................................6
1.2    SCOPE................................................................................................................................................................................................6
1.3    ASSUMPTIONS...............................................................................................................................................................................6
1.4    BCP REVIEW AND UPDATE........................................................................................................................................................7
1.6    BCP EXERCISE AND TRAINING PROGRAM..........................................................................................................................7
1.7    INVOKING THE PLAN...................................................................................................................................................................8
2.0    DISASTER DEFINITION................................................................................................................................................................8
2.1    DISASTER DECLARATION...........................................................................................................................................................9
2.2    NOTIFICATION................................................................................................................................................................................9
3.0    BUSINESS CONTINUITY INCIDENTS & SCENARIOS........................................................................................................9
3.1    NOTIFICATION OF INCIDENT AFFECTING THE SITE......................................................................................................13
4.0    BUSINESS RECOVERY PHASE..................................................................................................................................................18
4.1    TRANSPORTATION OF STAFF FROM PRIMARY SITES TO RECOVERY SITE.............................................................19
4.2    RETURN TO PRIMARY SITE.......................................................................................................................................................19
4.3    CRITICAL SERVICES TO BE RECOVERED..............................................................................................................................19
5.0    BCP ROLES & RESPONSIBILITIES...........................................................................................................................................19
5.1    CRISIS MANAGEMENT TEAM (CMT)....................................................................................................................................19
5.2    INCIDENT RESPONSE TEAM (IRT)..........................................................................................................................................21
5.3    LOCAL RESPONSE TEAM (LRT)...............................................................................................................................................22
5.4    BUSINESS FUNCTION HEAD/MANAGER............................................................................................................................24
5.5    BUSINESS CONTINUITY MANAGER (BCM)........................................................................................................................24
5.6    IT TECHNICAL SUPPORT...........................................................................................................................................................25
6.0    COMMUNICATION PROCEDURES........................................................................................................................................25
6.1    INTERNAL COMMUNICATION...............................................................................................................................................26
6.2    EXTERNAL COMMUNICATION..............................................................................................................................................26
7.0    APPENDICES.................................................................................................................................................................................26

1.0    INTRODUCTION
Acknowledging the essential need to preserve uninterrupted business functions and safeguard the well-being of our employees, clientele, and assets, The Concept Group (TCG) is dedicated to enacting an all-encompassing Business Continuity Plan (BCP). This policy delineates our strategy for readiness, response, and recuperation in the face of incidents that could disrupt our standard operations.

1.1    OBJECTIVES
The objective of this Business Continuity Plan (BCP) is to:

•    Reduce Operational Interruptions: Aim to keep essential business functions running smoothly with as little pause as possible during and following a crisis.
•    Guard Company Resources: Protect both the tangible and intangible assets of the company, such as buildings, technology, data, and intellectual rights, from potential damage or loss.
•    Prioritize Staff Welfare: Ensure the health and safety of employees with definitive emergency protocols for evacuation and crisis management.
•    Preserve Customer Relations: Maintain the capacity to serve clients and fulfill their requirements, thus retaining their confidence and loyalty even in challenging times.
•    Limit Economic Impact: Diminish the adverse financial effects caused by unexpected disruptions, aiming to prevent revenue loss, control unforeseen expenses, and evade legal issues.
•    

1.2    SCOPE
The scope of this plan is limited to the recovery of this business function, following a major incident/crisis.

1.3    ASSUMPTIONS
•    Availability of Key Personnel: It is presumed that essential personnel, such as team leaders or their designated substitutes, will be reachable and able to assume their responsibilities after a disaster or crisis occurs.
 •    Document and Record Safety: It is assumed that this plan, alongside all critical records, is securely stored at a location away from the primary site and can be retrieved without issues in the aftermath of a crisis.
•    Technology and Infrastructure Readiness: An assumption is made that necessary technological tools and infrastructure will be operational at a backup location, ensuring continuity of critical business functions.
•    Individualized Support Plans: It is expected that each support department or unit will maintain its own continuity strategy, which includes specialized recovery tactics, essential resource listings, and procedural guidelines.
•    Financial Resilience: Financial resources, including emergency funds, are readily accessible to cover unexpected expenses related to the crisis and recovery efforts, ensuring the organization's financial stability.
•    Regulatory Compliance: The organization remains compliant with all relevant laws, regulations, and industry standards throughout the duration of the crisis, mitigating legal and compliance risks.

1.4    BCP REVIEW AND UPDATE
This policy will be reviewed bi-annually or following significant changes to our operations or business environment. Revisions will be made as necessary to ensure the ongoing effectiveness of the business continuity program.

1.6    BCP EXERCISE AND TRAINING PROGRAM
The implementation of this plan will include at least an annual exercise or training session. The primary goals of conducting these exercises and training sessions are to:
•    Guarantee that all members of the organization clearly understand their specific duties and responsibilities within the context of the plan.
•    Provide comprehensive information regarding potential threats and hazards, along with the appropriate protective measures to be taken.
•    Review and reinforce the procedures for office notifications, warnings, and the established communication systems to ensure they are understood and can be effectively executed.
 •    Emphasize the correct protocols to be followed in response to a crisis, ensuring that all team members are prepared to act swiftly and efficiently.
•    Familiarize staff with the locations of alternate facilities and the deployment of backup strategies, ensuring operational continuity when primary systems are compromised.
•    Conduct rigorous tests of our preparedness strategies and continuity plans to identify areas of strength and potential improvement, enhancing overall resilience.
•    Additionally, these training sessions will serve to reinforce the organization's commitment to maintaining a state of readiness, fostering a culture of preparedness and continuous improvement. By regularly updating and practicing our Business Continuity Plan, we aim to minimize the impact of any disruption and safeguard the interests of our stakeholders.

1.7    INVOKING THE PLAN
This plan becomes effective when a disaster occurs. Normal problem management procedures will initiate the plan, and remain in effect until operations are resumed at the original location and control is returned to the appropriate functional management.

2.0    DISASTER DEFINITION
Any loss of utility service (power, water), connectivity (system sites), or catastrophic event (weather, natural disaster, vandalism), fire, civil disturbances, labour union strikes that causes an interruption in the service provided by TCG. The plan identifies vulnerabilities and recommends measures to prevent extended service outages.

2.1    DISASTER DECLARATION
The Crisis Management Team (CMT) and Location Response Coordinator (LRT) are responsible for declaring a disaster for technical services and activating the various recovery teams as outlined in this plan.
In a major disaster situation affecting multiple business units, the decisions to declare a disaster will be determined by the CMT Chairman. The CMT and LRT will respond based on the directives specified by the chairman. 

2.2    NOTIFICATION
Regardless of the circumstances or the identity of the person(s) first made aware of the disaster, the Crisis Management Team (CMT) must be activated immediately in the following cases:
•    One (1) or more critical systems is down concurrently for three (3) or more hours
•    One (1) or more sites is down concurrently for three (3) or more hours
•    Any problem at any system or network facility that would cause either of the above conditions to be present or there is certain indication that either of the conditions are about to occur.
The CMT should have a group mail for easy communication and possibly a WhatsApp group.

3.0    BUSINESS CONTINUITY INCIDENTS & SCENARIOS
Business Continuity Recovery is based on the worst-case scenario. This therefore means that for any strategy adopted, the response will be scalable dependent on how severe the disaster is. The main scenarios however that are planned for are:

 

 

Outage Scenarios	Causes	Business Process Continuity Strategy/Response
Loss of Utilities	Electrical outages Water outages, PHCN, Fire outbreaks	•      Immediate Action: Activate emergency power sources like generators for critical operations. Use backup water supplies if available. Put alternate recovery site on standby. Implement water rationing if the outage is prolonged, prioritizing critical areas such as restrooms and kitchens. •      Communication: Notify utility providers and all affected stakeholders about the outage. •      Alternative Arrangements: If prolonged, relocate critical operations to another site with utilities. •      Restoration: Coordinate with utility companies for timely restoration. Review and adjust operations as utilities are restored. •      Fire Outbreaks: Provide fire alarm system, firefighting equipment and immediate evacuation procedures in the event of fire incidents.
Denial        of                     Building	Strikes, health & safety, fire	•      Inform all staff and relevant parties (e.g. regulators,

Access		partners and suppliers). •      Select and prepare the designated staff to move to Business Recovery site. •      Activate business recovery site (access, platform start-up and data restore). •      Move key processes to the business recovery site. •      Inform     inter-dependencies     of     the     process                   change (contacting details). •      Implement remote work policies for all employees who can perform their duties offsite. •      Activate the alternate site for critical •      operations that require physical presence. •      Coordinate with property management and emergency services to regain access as soon as it is safe. •      Incident Management procedures will also be initiated and captured via the HRIS Portal. •      Continued assessment of situation.
Technology Failure	Fire, server damage, loss of application/telecommunica tion /network/ data	•      Immediate Diagnosis: Quickly diagnose the issue to understand the extent of the failure and inform all parties •      Activate Redundancies: Switch to backup systems or use alternate internet service providers if available and move to recovery site. •      Vendor Coordination: Work with IT support and internet service providers to resolve the issue. •      Manual Processes:  Temporarily revert to manual operations if feasible and secure.
Technology-Related Breaches	Data and System Breaches, and Cyber Attacks	•      Identify potential threats: Data breaches, ransomware attacks, phishing attempts, DDoS attacks, insider threats. •      Identify critical systems and data breached: Customer databases, financial transactions, operational platforms •      Evaluate impact: impact on IT infrastructure, software, data and any breach of employee cybersecurity. •      Assess likelihood and potential impact of each threat on

							business operations, reputation, and regulatory compliance. •      Isolate affected systems or networks to prevent further spread of the incident. •      Deploy cybersecurity tools to remove malicious code and restore affected data from backups. •      Restore critical systems and data from backups when affected with consideration to desired Recovery Time Objective (maximum tolerable duration) and Recovery Point Objective (data loss tolerance). •      Verify integrity of restored data and systems before resuming normal operations. •      Conduct a thorough review after each cyber incident to assess response effectiveness and identify areas for improvement.
Unavailability                                            of Personnel			Pandemic				•      Inform all staff and relevant parties (e.g. regulators, partners and suppliers). •      Follow instructions stated by the national health body which includes measures to minimize risk of contamination. •      Prepare processes for key staff to work from alternative location. •      Customer re-direct when travelling into location. •      Inform inter-dependencies of the process change (contacting details). •      Continued assessment of situation.
			Riot, elections, civil unrest, kidnap, issues affecting life & TCG’s strategic objectives				•      Prepare processes for key staff to work from alternative location. •      Customer re-direct when travelling into location. •      Inform inter-dependencies of the process change. •      Move key processes to the business recovery site.
							•      Continued assessment of situation. For employees: •      Cross-Training: Ensure employees are cross-trained to handle essential tasks of absent colleagues. •      Remote Work: Enable remote work capabilities to keep operations running. •      Temporary Staffing: Engage temporary staff or redistribute tasks among available employees. •      Employee Support: Provide necessary support to employees preventing their availability, aiming for a swift return.
Unavailability Vendors	of	Key	Unavailability of vendor, late supply of service.				•      Alternate Vendors: Identify and activate relationships with alternate vendors. •      Inventory Management: Increase stock of critical supplies or seek local alternatives. •      Vendor Communication: Maintain open lines of communication for updates on vendor status and potential resolution timelines. •      Follow instructions stated in the procurement policy.
Disruption to Transport			Civil riot	unrest,	fuel	scarcity,	•      Remote Work: Encourage or mandate remote work to avoid transportation issues. •      Flexible Hours: Implement flexible working hours or staggered shifts to accommodate disrupted transport schedules. •      Local Accommodation: Arrange for local accommodations for critical staff if needed. •      Communication: Keep employees informed about transport disruptions and the company’s response.

3.1    NOTIFICATION OF INCIDENT AFFECTING THE SITE

On-duty personnel responsibilities

During work hours	Upon observation or notification of a potentially serious situation during working hours at a system/facility, ensure that personnel on site have enacted standard emergency and evacuation procedures if appropriate and notify the Location Response Coordinator.
Out-of-work hours	Technical Services personnel should contact the Local Response Coordinator.

The process flow below details the approach for the Crisis Management Team (CMT) to activate and implement the Business Continuity Plan (BCP), ensuring effective incident management and minimal operational impact.

1.    Identify and Assess Incident

The process starts with detecting a potential operational disruption, followed by a swift evaluation to gauge its severity and impact. This is done by the Local Response Coordinator (LRC) who in turn informs the CMT of the result of the assessment. The LRC will contact (CMT) when any of the following conditions exist:
•    One or more facilities are down concurrently for five or more hours.
•    Any problem at any system or location that would cause the above condition to be present or there is a certain indication that the above condition is about to occur.

The LRC will provide the following information:
•    Location of disaster
•    Type of disaster (e.g., fire, hurricane, flood)
•    Summarize the damage (e.g., minimal, heavy, total destruction)
•    Emergency Command Centre location and phone contact number; a meeting location that is close to the situation, but away from the disaster scene
•    An estimated timeframe of when a damage assessment group can enter the facility (if possible).
The LRC will document assessment results using Assessment and Evaluation Forms contained in the appendix.

2.    Activate BCP

Based on the information obtained, the CMT decides (with the LRC) how to respond to the event: mobilize IRT, repair/rebuild existing site(s) with location staff, or relocate to a new facility. The decision to activate the Business Continuity Plan is made by the Crisis Management Team (CMT) chairman. The CMT is then mobilized to tackle the incident.
•    If a disaster is not declared, the Location Response Team will continue to address and manage the situation through its resolution and provide periodic status updates to the CMT.
•    If a disaster is declared, the Location Response Coordinator will notify the Incident Response Team members immediately for deployment.
•    Declare a disaster if the situation is not likely to be resolved within predefined time frames. The person who is authorized to declare a disaster must also have at least one (1) backup who is authorized to declare a disaster in the event the primary person is unavailable.

3.    Communicate with Stakeholders
Once a disaster is declared, the Incident Response Team (IRT) is mobilized. The CMT informs all relevant stakeholders, including employees, customers and vendors about the incident and the activation of the Business Continuity Plan, executing the communication strategy.

4.    Implement Recovery Strategy

The IRT will initiate and coordinate the appropriate recovery actions. IRT members assemble at the command centre (as determined by the CMT) as quickly as possible. Where there is no command centre, employees are allowed to go any convenient location of their choice within the state. Critical business functions are identified and prioritized. On arrival, the IRT will:
•    Conduct an on-site inspection of affected areas to assess damage to essential hardcopy records (files, manuals, contracts, documentation, etc.) and electronic data
•    Obtain information regarding damage to the facility (s) (e.g., environmental conditions, physical structure integrity, furniture, and fixtures) from the LRC/LRT.
•    Develop a Restoration Priority List, identifying facilities, vital records and equipment needed for resumption activities that could be operationally restored and retrieved quickly.
•    Develop a Salvage Priority List, identifying sites and records which could eventually be salvaged.
•    Contact the CMT and decide whether the situation requires the initiation of business recovery plans (long-term disaster i.e., greater than 60 days) or if work can return to the primary location (short-term i.e., less than 60 days)..
Based on the information obtained from the LRT/IRT, the CMT decides whether to continue to the business recovery phase of this plan. If the situation does not warrant this action, the LRT/IRT will continue to address the situation at the affected site(s). The IRT will provide periodic status updates to the CMT Chairman.
NOTE: The business recovery phase of this plan will be implemented when resources are required to support full restoration of system and/or facility functionality at an alternate recovery site (e.g., another company office, vendor hot site, cold site) that would be used for an extended period of time.

5.    Distribute Resources

Essential resources and personnel are allocated for recovery, with external support secured if necessary.

6.    Monitor and Adjust Recovery

The CMT oversees recovery efforts, making necessary adjustments based on ongoing assessments and provides stakeholder updates.

7.    Normalize Business Operations

Efforts shift towards restoring regular business operations, beginning with the most crucial functions.

8.    Evaluate and Learn

A thorough review of the incident and response is conducted to evaluate the BCP's effectiveness, documenting lessons learned for future improvements.

9.    Communicate Findings
Outcomes from the evaluation are shared with stakeholders, with action taken to enhance the organization’s future resilience and response.

NOTE: During the Initial Response Phase, service may be shifted to alternate sites to allow operations to begin functioning and provide service to customers. Initially reduced service may be provided until sites can be fully restored. Within 60 days the system and facilities should be functional at 100%.

 

 

4.0    BUSINESS RECOVERY PHASE
This section documents the steps necessary to activate business recovery plans to support full restoration of system or facility functionality at an alternate/recovery site that would be used for an extended period of time. This includes the coordination of resources to reconstruct business operations at the temporary/permanent system location, and to deactivate recovery teams upon return to normal business operations. The Local Response Coordinator is responsible for overseeing this phase in each location.
TCG system and facility operation requirements:

1.    Notify technical and maintenance staff and coordinate relocation to new location

See 5.3 for the contacts of staff associated with a new location being set up as a permanent location (replacement for site).
2.    Secure funding for relocation

Make arrangements in advance with suitable backup location resources. Make arrangements in advance with vendors e.g., office suppliers, food suppliers and others for emergency support. Depending on the incident, its severity and alternate location option selected, contact the appropriate alternate site organization.
3.    Notify CMT and corporate business units of recovery start-up

Notify the appropriate company personnel. Inform them of any changes to processes or procedures, contact information, hours of operation, etc. (may be used for media information)
4.    Recover operations

Assuming all relevant operations have been recovered to an alternate site, and employees are in place to support operations, the company can declare that it is functioning in a normal manner at the recovery location.

The business recovery strategy for the branches is to resume business operations from an alternate office location which will be the closest TCG office to their present location within 24 hours. Where there is no other office in that state, personnel may work remotely from a convenient location.
 

4.1    TRANSPORTATION OF STAFF FROM PRIMARY SITES TO RECOVERY SITE
Staff that support critical activities of the department will be moved from the primary site to the business recovery site. Vehicles will be provided. Where there is no recovery site, staff will be required to work remotely from a convenient location.

4.2    RETURN TO PRIMARY SITE
Staff will be alerted to return to their primary business locations by the CMT after the environment is normalized. Vehicles will be provided by the to move staff from their recovery sites to the primary sites. Where there is no recovery site, staff will be required to make their way from where they are to their primary business location(s).

4.3    CRITICAL SERVICES TO BE RECOVERED
Below are the key processes and recovery time frames.

Critical Business Service	Recovery Time Objective (RTO)
Loan processing	24 hours
Investment liquidation	24 hours
Lease processing	24 hours
Concept Nova solutions	24 hours

 

 

 

 

 

5.0    BCP ROLES & RESPONSIBILITIES
Below are the key roles & responsibilities in the management of this plan.

 

5.1    CRISIS MANAGEMENT TEAM (CMT
The Crisis Management Team (CMT) is responsible for managing the overall crisis or disaster on behalf of TCG. The CMT will give direction for this BCP to be activated. The CMT oversees the highest echelon of incident response, delivering guidance from senior leadership and determining policies, procedures, and financial strategies relevant to critical incident management. The Managing Director is the chairman of the CMT.

Key Responsibilities:

•    Evaluate which recovery actions should be invoked and activate the corresponding recovery teams
•    Evaluate and assess damage assessment findings
•    Set restoration priority based on the damage assessment reports
•    Provide senior management with ongoing status information
•    Acts as a communication channel to corporate teams and major customers
•    Work with vendors and IRT to develop a rebuild/repair schedule

 

CMT Member	Department/Unit	Location
Chukwuma Ochonogor	Managing Director and CMT Chairman	Lagos
Itiekhao Ikpeminogena	General Manager	Lagos
Ezinne Umozurike	Legal	Lagos
Emmanuel Onakoya	Credit Risk Management	Lagos
Adetayo Olukoga	Asset Creation	Lagos
Gbenga Ajayi	Wealth Management	Lagos
Ralph Brayila	Business Operations	Lagos
Isimemen Ebhomien	Accounts and Finance	Lagos
Oluwole Ewejobi	System and Network Administration	Lagos
Owoicho Agada	Human Resources	Lagos
Ayodele Kappo	Internal Audit	Lagos
Abdullahi Najimudeen	Internal Operations	Lagos
Chima Agu	Client Experience Management	Lagos
Samuel Ottah	Product	Lagos
Emmanuel Doe	Transformation	Lagos
Godfrey Egbuokporo	Marketing and Communications	Lagos

 5.2    INCIDENT RESPONSE TEAM (IRT)

The Incident Response Team is tasked with strategic oversight and management of the organization's overall response to an incident. Their activities encompass the entire organization across all locations and addressing the incident's wider operational and strategic impacts.
The Incident Response team actively manages critical incidents that extensively threaten staff, assets, and brand reputation from the corporate office. This group consists of SME (Subject matter experts) appointed by the head of each critical business function and is led by the Business Continuity Manager (BCM), in person of the Head of the Business Operations team.

Key Responsibilities:

•    Develop and implement the overall strategy for responding to and recovering from the incident, coordinating efforts across different locations and departments.
•    Manage communication with internal and external stakeholders, including employees, customers, suppliers, and media, to provide accurate information and updates.
•    Allocate resources, including personnel, equipment, and financial resources, to support the response efforts and address the incident's impacts.
•    Implement business continuity plans to maintain or quickly resume critical operations and develop recovery strategies to restore normal business activities.
•    Conduct post-incident reviews to evaluate the response and recovery efforts, identifying lessons learned and opportunities for improvement in emergency preparedness and response plans.
•    Provide recovery support to the affected location and operations.
•    Work with management to re-route voice and data lines, especially when alternate site(s) or alternate work locations are predefined.
Members of the Incident Response Team collated from multiple departments/units include:

 

SN	Name	Department/Unit
1	Precious Maduwuike	Legal
2	Prosper Ibe	Credit Risk Management
3	Nwanne Ikeji	Asset Creation
4	Lolo Young-Harry	Asset Creation
5	Wale Abatan	Wealth Management
6	Usiwoma  Igbi	Wealth Management
7	Taiwo Ajagunsegun	Business Operations
8	Obiageli Mbah	Business Operations
9	Adewale Ogundipe	Account/Finance
10	Boluwaji Oladimeji	System and Network Administration
11	Oyinkansola Adeyemi	Human Resources
12	Chinenye Ubani	Client Experience Management
13	Rita Okoro-Ezumah	Client Experience Management
14	Omowasinuola Ijasanmi	Product
15	Afolake Senkoya	Marketing and Communications
16	Oluwafemi Ogunbiyi	Marketing and Communications
17	Israel Asuelimen	Transformation
18	Tawakalitu Ojesola	Internal Audit
19	Ikenna Ezeala	Internal Audit
20	Christopher Ashibuogwu	Internal Operations
21	Leo Obanya	Internal Operations

 

5.3    LOCAL RESPONSE TEAM (LRT)
The Local Response Team is responsible for immediate, on-site response actions in the event of an incident. Their activities are localized, addressing the specific needs and challenges of a particular location or office. The team is led by the Local Response Coordinator (LRC).

Key Responsibilities:

•    Conduct an initial assessment of the incident and take immediate actions to protect life, property, and the environment.
•    Serve as the first point of contact for the incident, communicating initial details to the Incident Response Team and coordinating with local emergency services.
•    Implement evacuation or shelter-in-place procedures and manage headcounts to ensure the safety of all personnel in the affected area.
•    Secure the site and manage access to the affected area, preventing unauthorized entry and ensuring the safety of emergency response teams.
•    Coordinate the local response efforts, including first aid, firefighting, and containment measures, until the Incident Response Team or emergency services take over.
•    Establish command centre and related operations. The command centre is a prearranged meeting facility where CMT/LRT/IRT members meet to coordinate damage assessment and business recovery tasks for the affected operations.
•    Notify all Team Leads and advise them to activate their plan(s) if applicable, based upon the disaster situation.
•    If no disaster is declared, then take appropriate action to return to normal operation using regular staff.
•    Determine if vendors or other teams are needed to assist with detailed damaged assessment
•    Coordinate the development of site-specific recovery plans and ensure they are updated semi- annually.
•    Prepare post-disaster debriefing report.

LRT - Lagos

Name	Designation	Contact
Abdullahi Najimudeen	Head, Internal Operations	+234 815 088 0012
Owoicho Agada	Ag. Head, Human Resources	+234 815 088 0035
Oluwole Ewejobi	System and Network Administration	+234 817 101 4194

 

 LRT – Port Harcourt

Name	Designation	Contact
Mercy Uma	Branch Manager	+234 815 084 6674
Oluwafemi Siyanbola	Branch Head	+234 806 700 0768

 

 LRT – Abuja

Name	Designation	Contact
Aja Samuel	Branch Manager	+234 815 919 1515
Lolo Young Harry	Branch Head	+234 815 939 0751
Anthonia Ogbu	Lead, Underwriter	+234 815 939 0740

Note: Branch managers may appoint one or more persons to join the LRT in that branch.

 

 

5.4    BUSINESS FUNCTION HEAD/MANAGER
Business Function Heads or Managers are responsible for the leadership and management of specific business units or departments within an organization. Their role in the BCP focuses on ensuring their respective areas are prepared and able to continue operations during a disruption. All head of units/departments are business function managers.
Key Responsibilities:

•    Identify potential risks to their specific business function and develop mitigation strategies to address those risks.
•    Collaborate in the creation of the BCP by providing insights into critical processes, resources needed for business continuity, and potential impact of disruptions.
•    Ensure team members are trained on the BCP, understand their roles during a disruption, and can execute continuity plans effectively.
•    Identify and arrange for the resources (e.g., personnel, technology, information) necessary to sustain unit/departmental operations during a crisis.
•    Maintain clear lines of communication with the Business Continuity Coordinator and other key stakeholders before, during, and after a disruption.

5.5    BUSINESS CONTINUITY MANAGER (BCM)

The Business Continuity Coordinator oversees the development, implementation, and maintenance of the BCP. Acting as a central figure in the business continuity planning process, this role coordinates efforts across different business functions to ensure a unified and effective approach to business continuity. The BCM is the head of business operations.
Key Responsibilities:

•    Lead the development of the BCP and ensure it is updated regularly to reflect changes in the business environment, operations, or risk landscape.
•    Act as the liaison between various business functions, ensuring there is alignment in continuity planning and response efforts.
•    Organize training sessions and simulation exercises to prepare the organization for potential disruptions, ensuring everyone knows their roles and responsibilities.
•    In the event of a disruption, coordinate the organization’s response efforts, ensuring effective communication and resource allocation.
•    After a disruption, lead the review of the organization’s response to identify lessons learned and areas for improvement in the BCP.

5.6    IT TECHNICAL SUPPORT
The job of the Information Technology (IT) team is to maintain technology infrastructure and data backup for all data maintained by the business. IT Technical Support will facilitate technology restoration activities. This team is led by the head of systems and network administration team.
Key Responsibilities

Upon notification of disaster declaration, review and provide support as follows:

•    Facilitate technology recovery and restoration activities, providing guidance on replacement equipment and systems, as required.
•    Coordinate removal of salvageable equipment at disaster site that may be used for alternate site operations.

Name	Location	Contact
Oluwole Ewejobi	Lagos	+234 817 101 4194
Ibrahim Umar	Port Harcourt	+234 706 853 1805
Lawrence Dukoni	Abuja	+234 905 560 8070

 

6.0    COMMUNICATION PROCEDURES
The strategy for internal and external communication in the event of a disaster is highlighted below.

6.1    INTERNAL COMMUNICATION
All requested internal communication on incident notification shall be through the LRC. If there is no answer, the message should be communicated to the unit head or head of department. Calls to the Business Continuity Manager / Incident Response Team Liaison should use the contact numbers in the tables above. If there is no answer an email/SMS may be sent. If the call is urgent the caller should both leave a message and call back as well as trying alternative methods of communication if available. The CMT will alert all stakeholders within the organization once a crisis has been declared and also once it is clear.

6.2    EXTERNAL COMMUNICATION
Staff of the Marketing and Communications unit are designated as the principal contacts with the media (radio, television, and print), regulatory agency, government agencies and other external organizations following a formal disaster declaration. The LRC is responsible for contacting vendors (the procurement team will provide the contact of all vendors needed) and emergency agencies while the CEM team is responsible for contacting customers.

7.0    APPENDICES
APPENDIX A - NOTIFICATION FROM DEPARTMENT / UNIT HEAD

To: (Staff that support critical function): Business Continuity Plan: Emergency

As you will be aware an emergency has arisen. The Location XX building is no longer accessible. According to the Business Continuity Plan you are requested to report to Location YY building and participate in the business resumption activities.
Outline Script:

My name is [First name, Last name]. My telephone number is [Mobile Number] and I am calling from The Concept Group, Nigeria. [Location]. This message is for [First name, Last name]. Kindly inform him that he/she should contact me urgently on [Mobile Number].
NOTE: Details of the incident should not be given when leaving a message.

 

APPENDIX B

a.    KEY INTERNAL CONTACT

This is the list of all the names, addresses and phone numbers of who should be contacted in case of an emergency (and possible relocation of business and staff).

SN	Role	Name	Phone Number
1	General Manager	Itiekhao Ikpeminogena	+234 803 492 3991
2	Company Secretary	Ezinne Umozurike	+234 815 088 0085
3	Head, Credit Risk Management	Emmanuel Onakoya	+234 815 088 0040
4	Head,      System     &      Network Administration	Oluwole Ewejobi	+234 817 101 4194
5	Head, Internal Audit	Ayodele Kappo	+234 815 088 0024
6	Ag.Head, Accounts & Finance	Isimemen Ebhomien	+234 815 088 0022
7	Ag.Head, Human Resources	Owoicho Agada	+234 815 088 0035
8	Head, Business Operations	Ralph Brayila	+234 806 780 7258
9	Head, Internal Operations	Abdullahi Najimudeen	+234 815 088 0012
10	Head, Communications	Godfrey Egbuokporo	+234 706 127 8455

 

                  No member of staff should deal directly with the media. All enquiries should be redirected to the communications

    

b.       EMERGENCY CONTACT

Agency	Emegency Response Numbers
POLICE	Rapid response: 08127155150, 08065154338 Control room Alausa: 08024905011 Control room Oduduwa GRA: 08127155132
FIRE DEPT.	Lagos     fire     service:     112,     767,     017200064, 07028255637, 08033235890, 08028078847
FIRST AID /LASAMBUS (AMBULANCE)	014979844, 08033057916,016584712,08029000003
LASTMA	08075005411, 08060152462,016584715
FRSC LAGOS STATE SECTOR COMMAND	017742771, 08033706639. Commander: 08034346168
LAGOS     STATE      EMERGENCY      MANAGEMENT AGENCY -LASEMA	Pro: 08023369935 (GM) 08029228271, Provost (08023386921)

 

APPENDIX C

FORMS

a.       INCIDENT/DISASTER FORM

 

Upon notification of an incident/disaster situation, the on-duty personnel will make the initial entries into this form. It will be sent in an email to the BCM and forwarded in hard copy to the Emergency Command Centre (ECC) or recovery site, where it will be continually updated. This document will be the running log until the incident/disaster has ended and ‘’ normal business ‘’ has resumed.

 TIME AND DATE

 .......................................................... .................................................................. ................................................................ .............................................................

 

 

 TYPE OF EVENT

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 

 

LOCATION

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 

 

BUILDING ACCESS ISSUES

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 

 

PROJECTED IMPACT TO OPERATIONS

.......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ ............................................................

 

 

RUNNING LOG (ongoing events)

.......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ ............................................................

.......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ .............................................................

 .......................................................... .................................................................. ................................................................ ............................................................

 .......................................................... .................................................................. ................................................................ ............................................................

 b.      CRITICAL EQUIPMENT STATUS FORM

 CRITICAL EQUIPMENT STATUS ASSESSMENT AND EVALUATION FORM

 

 Recovery Team:                                                                                                            

[             STATUS        ]

 Equipment                                 Condition                               Salvage                                     Comments

 

1.                                                                                                                                                     

 

 

2.                                                                                                                                                     

 

 

3.                                                                                                                                                     

 

 

4.                                                                                                                                                     

 

 

5.                                                                                                                                                     

 

 

6.                                                                                                                                                     

 

 

7.                                                                                                                                                      

 

 

8.                                                                                                                                                     

 

 

9.                                                                                                                                                      

 

 

10.                                                                                                                                                    

 

 

11.                                                                                                                                                    

 

 

12.                                                                                                                                                    

 

•      OK – Undamaged

•      DBU – Damaged but usable

•      DS – Damaged requires salvage before use

•      D – Destroyed requires reconstruction.

 

 

APPENDIX D

 

 

VERSION HISTORY

 

Version	Revision Date	Description of Change	Author	Stakeholders’ Concurrence
1.0	19/09/2024	First draft	Obiageli Mbah	Ralph Brayila Ayodele Kappo Abdullahi Najimudeen Oluwole Ewejobi Owoicho Agada