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

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
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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.
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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.
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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.
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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.
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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
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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
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Command Center for the Crisis

15. ภาพจาก สาขาที่ถูกเผา
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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
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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.
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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
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28. Thank You
&
Good Luck to you all