Bhakorn Vanuptikul Bangkok Bank Business Continuity Management In Challenging Time World Continuity Congress Singapore 2014
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Bhakorn Vanuptikul Bangkok Bank Business Continuity Management In Challenging Time World Continuity Congress Singapore 2014

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Bhakorn Vanuptikul, Executive Vice President of Bangkok Bank share his experiences with the recent civil disobedience in Bangkok and Thailand and how the the bank is coping with the incidents and ...

Bhakorn Vanuptikul, Executive Vice President of Bangkok Bank share his experiences with the recent civil disobedience in Bangkok and Thailand and how the the bank is coping with the incidents and disruptions during the World Continuity Congress (WCC) Singapore 22 April 2014 at Carlton Hotel. Copyright 2014 @ World Continuity Congress www.worldcontinuitycongress.com BCM Institute www.bcm-institute.org Read more of Khun Bhakorn @ http://www.bcmpedia.org/wiki/Bhakorn_Vanuptikul

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Bhakorn Vanuptikul Bangkok Bank Business Continuity Management In Challenging Time World Continuity Congress Singapore 2014 Presentation Transcript

  • 1. BCM in the Challenging Time Bhakorn Vanuptikul Executive Vice President Bangkok Bank Public Company Limited
  • 2. Agenda • Risks are changing and increasing • Past Crisis in Thailand • Lessons Learned • Challenges you are facing in BCM
  • 3. Risks are changing and increasing We are living in the higher risk environments.  Global warming and its consequences  Terrorism/Political Conflict  Financial Crisis and Currency Flow  Deeply relying on digital infrastructures  Social Media: Opportunity or Threat 3
  • 4. Global Warming  Extreme Weather Conditions  Super storms.  Extremely weathers and seasons.  Severe floods and coastal erosions threaten low lying cities around the world.  All these could cause extensive damages and lost of lives.  At the minimum, these can interrupt global food production and supply chains. 4
  • 5. Terrorism/Political Conflict  Local and international terrorisms are on the rise since the 1990s.  Local or Political conflicts can escalate to civil wars.  New arm races/Regional Conflict.  These conflicts can interrupt your supply chains.  It is very difficult to protect or separate your organization from this kind of conflicts. 5
  • 6. Financial Crisis and Currency Flow  Global Financial Health are still out of balance with too much liquidity in the market.  Investment Funds move around the globe too much too fast and can have severe impact of local currencies.  Financial crisis can have severe impact on any organization, big or small. 6
  • 7. Deeply rely on digital infrastructures  Individual and organized cyber attacks on digital infrastructures are on the rise.  From basic identity theft, to DOS or to infiltrate national security infrastructures.  At the minimum, your internal and external communication can be interrupted or intercepted or modified.  Your or your supply chains’ trade secrets, computer control manufacturing processes as well as data centers can be compromised. 7
  • 8. Social Media: Opportunity or Threat
  • 9. Social Media: Opportunity or Threat
  • 10. Social Media: Opportunity or Threat • A viral video can ruin your company’s reputation in just a few days. • People don’t even think about the validity of the information they see on the Social Network. • It is hard to control the reputation damages on the internet.
  • 11. Past Crisis in Thailand • Political Crisis of April 2009 • Political Crisis of May 2010 • Great Flood of August to November 2011 • Political Crisis of November 2013-2014
  • 12. Political Crisis of April 2009 12
  • 13. Political Crisis of April 2009 Damages: • Only 2 deaths. • Minimal impact to economy. • Few ATMs were torched or damaged. But it was the beginning of the larger conflicts in 2010 and it is still going on.
  • 14. ภาพPolitical Crisis of April 2010Operation Center 14 Command Center for the Crisis
  • 15. ภาพจาก สาขาที่ถูกเผา 15 ภาพPolitical Crisis of April 2010Operation Center
  • 16. Political Crisis of May 2010 Damages: • 91 deaths. • Several Buildings including several Provincial Offices, Department Stores and Shopping Centers as well as bank branches and ATM were torched and burnt. But it was to continue to the present.
  • 17. Great Flood of August to November 2011 17
  • 18. 18 Great Flood of August to November 2011
  • 19. • Financial Impacts: – US$ 45 Billions in damages and losses to properties, industrial plants, goods and services. • Impacts to Population: – 5 Million Peoples or 1.9 Million Households were effected. – 728 deaths, mostly from drowning or electrocution. Great Flood of August to November 2011
  • 20. Political Crisis, November 2013-2014 Millions of People came out to protest the Taksin’s Regime on November 11 2013 and more on following December 9.
  • 21. Political Crisis, November 2013-2014
  • 22. Political Crisis, November 2013-2014 • It is still far from the end, not the peak of conflict yet. • Lost of lives from random act of violent. • Lost of opportunities in foreign direct investments and other trades. • Thailand’s economy will be stand still and the effect could be felt until next year at the earliest.
  • 23. Lessons Learned from previous crisis • Natural or Man-made Disasters are dynamic, monitor the situations closely but most importantly, anticipate the potential impacts. • Disasters have no man-made boundary but could span across a border or jurisdiction can cause problems in search and rescue operation as well as other forms of assistant. • For organizations that depend on global supply chains, don’t rely on just one source of supply or supplies from one area.
  • 24. Lessons Learned from previous crisis • Develop Disaster Scenarios to anticipate what impacts your organization will face. • Focus on how to reduce these impacts, as much as it is sensible. • Some disasters may run over a period of time and you can prepare yourself, the earlier the better. • Wide area disasters can render your backup sites invalid. Look for other possible solutions. • It is always a hard balance to achieve in communication, external as well as internal, too much or too little. • Communication should be precise, easy to understand, direct to the right audiences.
  • 25. Lessons Learned from previous crisis • Give the highest priority to the safety of your staff and customers. • Don’t forget to think about their families during the disaster too. • Re-assess your plan, find vulnerabilities that may be associated with the type of disaster you are facing but be flexible. • The most difficult to deal with in any crisis is the emotions of the people involved. • Be self reliant, in time of wide area crisis, assistant from outside party may not exist.
  • 26. Challenges you are facing • BCM is a job that no one appreciates until you need it. • In a real crisis, it is hard to be objective all the time. Some crisis can be very emotional. • If your organization never face any crisis: – No real experience – Complacency • But if your organization face a major crisis – Battle Fatigue, stress related sickness. – Loosing team members though external recruitment or internal relocation. 26
  • 27. Challenges you are facing • In the complex risk environments, it is hard to have all the knowledge needed to handle all types of crisis • You have to be diligent to keep up with the news around the world • It is essential to understand your organization’s weakness as well as critical components to the survival – Critical Functions – Critical Staff – Critical Supplies – Critical Infrastructure 27
  • 28. Thank You & Good Luck to you all