Rapid and unpredictable changes resulted from natural disasters, including the COVID-19 pandemic and human actions such as terrorisms, cyberattacks, protests, fires, and chemical spills, etc. are all risks affecting BPP’s production operations. Therefore, preparedness to respond and resume operations amid emergencies efficiently and quickly as well as communications with appropriate and sufficient information, will help reduce the company’s loss and build confidence among stakeholders.
Banpu Power has established its business continuity management system with reference to the principles and requirements of the international standard, ISO 22301, ranging from the process of identifying key work procedures, business impact analysis and risk assessment to creating business continuity plans as well as organizing BCP drills. The aims of BCM operations include:
- Response: Responding to the incidents and preventing extended damage effectively, while properly communicating information to internal and external stakeholders.
- Recover: Able to restore key necessary activities in order to rapidly deliver products and services within a time acceptable by stakeholders.
- Restore: Quickly restoring all BPP’s activities in the time accepted by stakeholders.
A significant challenge for power business continuity is the damage of large power plants where activity recovery takes time. As a result, BPP has put great emphasis on investing in risks management, incident’s severity impacts prevention and control, including identifying appropriate and timely communication channels to general public.
BPP has integrated its BCM with the supervision and management of Banpu Group where BPP’s CEO is one of the Crisis Management Team (CMT), and is also assigned to be the event commander as well as provide information to the public during the power business crisis. This integrated BCM operation reflects a harmonious way of working, helping save operational resources with maximum effectiveness.
BPP has conducted the annual BCP exercise, at both corporate and country levels consistently. The exercise will be organized alternately, inclusion of monitoring and reviewing the system’s operating performance through internal audits and management reviews annually. Furthermore, each business unit is encouraged to share what they have learned in response to various threats in order to adapt lessons learned to the context of each country.
For the joint venture power plants, such as BLCP Power Plant and HPC Power Plant, as well as Banpu NEXT where BPP has no direct management control, the BCM of joint venture companies is not included in this structure. BPP, however, has assigned a liaison officer to report data and current situations in preparation for communications involved with Banpu Power as a joint venture company.
- Proportion of business units practicing the BCP simulation exercises at corporate and country levels equivalent to 100%.
- Proportion of major business units conducting business continuity drills accountable for 33%
- BPP Crisis Communications Team (CCT) participated in CCT simulation exercise at its Bangkok headquarters.
- Bangkok Office collaborate with Banpu Group as well as Offices in China were certified with the ISO 22301 Business Continuity Management System from external agencies.
Key Activities and Projects
Business Continuity Management Policy