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BCM in the Challenging Time
Bhakorn Vanuptikul
Executive Vice President
Bangkok Bank Public Company Limited
Agenda
• Risks are changing and increasing
• Past Crisis in Thailand
• Lessons Learned
• Challenges you are facing in BCM
Risks are changing and increasing
We are living in the higher risk environments.
 Global warming and its consequences
 T...
Global Warming
 Extreme Weather Conditions
 Super storms.
 Extremely weathers and seasons.
 Severe floods and coastal ...
Terrorism/Political Conflict
 Local and international terrorisms are on the rise
since the 1990s.
 Local or Political co...
Financial Crisis and Currency Flow
 Global Financial Health are still out of balance
with too much liquidity in the marke...
Deeply rely on digital infrastructures
 Individual and organized cyber attacks on digital
infrastructures are on the rise...
Social Media: Opportunity or Threat
Social Media: Opportunity or Threat
Social Media: Opportunity or Threat
• A viral video can ruin your company’s
reputation in just a few days.
• People don’t ...
Past Crisis in Thailand
• Political Crisis of April 2009
• Political Crisis of May 2010
• Great Flood of August to Novembe...
Political Crisis of April 2009
12
Political Crisis of April 2009
Damages:
• Only 2 deaths.
• Minimal impact to economy.
• Few ATMs were torched or damaged.
...
ภาพPolitical Crisis of April 2010Operation
Center
14
Command Center for the Crisis
ภาพจาก สาขาที่ถูกเผา
15
ภาพPolitical Crisis of April 2010Operation
Center
Political Crisis of May 2010
Damages:
• 91 deaths.
• Several Buildings including several Provincial
Offices, Department St...
Great Flood of August to November 2011
17
18
Great Flood of August to November 2011
• Financial Impacts:
– US$ 45 Billions in damages and losses to properties,
industrial plants, goods and services.
• Impac...
Political Crisis, November 2013-2014
Millions of People came out to protest the Taksin’s Regime on November 11
2013 and mo...
Political Crisis, November 2013-2014
Political Crisis, November 2013-2014
• It is still far from the end, not the peak of conflict yet.
• Lost of lives from ra...
Lessons Learned from previous crisis
• Natural or Man-made Disasters are dynamic, monitor
the situations closely but most ...
Lessons Learned from previous crisis
• Develop Disaster Scenarios to anticipate what
impacts your organization will face.
...
Lessons Learned from previous crisis
• Give the highest priority to the safety of your staff
and customers.
• Don’t forget...
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 o...
Challenges you are facing
• In the complex risk environments, it is hard to have
all the knowledge needed to handle all ty...
Thank You
&
Good Luck to you all
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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 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

  1. 1. BCM in the Challenging Time Bhakorn Vanuptikul Executive Vice President Bangkok Bank Public Company Limited
  2. 2. Agenda • Risks are changing and increasing • Past Crisis in Thailand • Lessons Learned • Challenges you are facing in BCM
  3. 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. 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. 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. 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. 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. 8. Social Media: Opportunity or Threat
  9. 9. Social Media: Opportunity or Threat
  10. 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. 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. 12. Political Crisis of April 2009 12
  13. 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. 14. ภาพPolitical Crisis of April 2010Operation Center 14 Command Center for the Crisis
  15. 15. ภาพจาก สาขาที่ถูกเผา 15 ภาพPolitical Crisis of April 2010Operation Center
  16. 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. 17. Great Flood of August to November 2011 17
  18. 18. 18 Great Flood of August to November 2011
  19. 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. 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. 21. Political Crisis, November 2013-2014
  22. 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. 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. 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. 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. 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. 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. 28. Thank You & Good Luck to you all

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