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Business Continuity Management


Rapid and unpredictable changes from both natural disasters, such as earthquakes and epidemics, and human actions, such as terrorism, cyberattacks, protests, fires, chemical spillages, etc., are all risks affecting BPP’s business operations and stakeholders. As a result, preparedness for responding and restoring operations efficiently and immediately, with appropriate and adequate communication during emergencies, will help reduce BPP’s losses. In addition, it makes BPP resume normal operations in a short-period of time, reduce impacts and build confidence among stakeholders.

Management Approach

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.

The joint venture power plants, namely BLCP Power Plant and HPC Power Plant, as well as Banpu NEXT, in which BPP has no direct control, however, are governed by their directors. As a result, the BCM of joint venture companies is not included in this structure. These three joint venture power plants have conducted their own business continuity plan (BCP). As such, BPP has assigned a liaison officer to report data and current situations in preparation for communications relating to BPP 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 66.7%
  • BPP Crisis Communications Team (CCT) participated in CCT simulation exercise at its Bangkok headquarters.
  • Implementing the country-level BCP simulation exercise at headquarters in Thailand and China’s office.
  • 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


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Business Continuity Management Policy

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