Risk Management & Compliance                                                             

 

 

Risk Management and Compliance Strategy

 

BJC recognizes that effective risk management and compliance are fundamental to achieving its strategic objectives, safeguarding stakeholder interests, and creating long-term sustainable value.

 

The Company operates in an increasingly complex environment shaped by economic volatility, geopolitical tensions, evolving regulatory requirements, technological disruption, climate-related challenges, and changing stakeholder expectations. Global fluctuations in energy and commodity prices, supply chain disruptions, cybersecurity threats, and exchange rate movements may directly and indirectly affect business operations and long-term growth.

 

Accordingly, BJC integrates risk and compliance considerations into its strategic planning and business decision-making processes to strengthen organizational resilience, enhance preparedness, and support sustainable growth. By proactively identifying both risks and opportunities, the Company seeks to minimize adverse impacts while capturing opportunities that contribute to long-term competitiveness and value creation.

 

BJC continuously monitors emerging developments that may affect its operations, financial performance, reputation, and sustainability commitments, ensuring that timely and appropriate actions are implemented to address evolving challenges. Through its enterprise-wide approach, the Company reinforces responsible business conduct, business continuity, and its commitment to sustainable development.

 

Risk Management and Compliance Management Approach

 

To operationalize its risk and compliance strategy, BJC adopts an enterprise-wide and integrated approach to identify, assess, manage, monitor, and report risks and compliance matters across all business units, ensuring alignment with strategic objectives and stakeholder expectations.

 

Risk assessments are conducted regularly to evaluate both potential opportunities and threats that may affect business performance. Material risks are prioritized based on their likelihood and potential impact, with appropriate mitigation measures, internal controls, and action plans established to address identified exposures. Beyond mitigating potential adverse impacts, BJC actively seeks opportunities arising from changing circumstances to preserve and create long-term value for both the Company and its stakeholders.

 

BJC establishes and periodically reviews risk appetite and risk tolerance levels aligned with its strategic objectives, business context, and stakeholder expectations to support effective decision-making and ensure that risk exposures remain within acceptable thresholds.

 

To ensure effective corporate risk governance, the Risk Management Committee, authorized by the Board of Directors, oversees the Company's risk management processes, while senior management maintains oversight of risk management activities within each business unit. The Risk Management Committee also formulates and periodically reviews enterprise-wide risk management policies, objectives, and frameworks to ensure alignment with the Company's operations and applicable national and international standards.

 

BJC further strengthens the effectiveness of its enterprise risk management system through independent assurance mechanisms. In alignment with internationally recognized risk management principles and guidelines, including ISO 31000, the Group Internal Audit Department regularly reviews the adequacy and effectiveness of the risk management process. The Company also periodically undertakes independent external assessments of its risk management practices to validate the effectiveness and robustness of its enterprise risk management framework. The most recent assessment, covering fiscal years 2023 to 2025, identified no material non-compliance issues. Findings and recommendations arising from these reviews are used to support continuous improvement and enhance the Company's risk management capabilities.

 

Through continuous monitoring, cross-functional collaboration, and independent review, BJC enhances its ability to anticipate change, respond effectively to uncertainties, and support informed decision-making while reinforcing long-term business resilience and sustainability.

 

Risk Governance

The Board of Directors retains ultimate responsibility for overseeing the effectiveness of BJC's enterprise risk management and internal control systems, ensuring that material risks are appropriately managed and aligned with the Company's strategic objectives, risk appetite, and stakeholder expectations.

 

The Risk Management Committee (RMC), operating independently from the business units, is responsible for supervising the Company's enterprise risk management framework and overseeing the processes used to identify, assess, manage, monitor, and report risks and opportunities that may affect the achievement of business objectives. The RMC regularly reviews the Company's risk profile, emerging risk landscape, mitigation strategies, and overall risk exposure, and reports significant matters to the Board of Directors on a quarterly basis.

 

Risk Management Committee Composition

The Risk Management Committee (RMC) comprised three members, all of whom were Independent Directors, reinforcing the objectivity, independence, and effectiveness of enterprise risk oversight.

Name	Position in RMC	Board Status
Associate Prof. Pimpana Srisawadi, DBA	Chairman	Independent Director
Police General Krisna Polananta	Member	Independent Director
Associate Prof. Kamjorn Tatiyakavee, M.D.	Member	Independent Director

Remark: - Associate Prof. Pimpana Srisawadi, DBA was appointed to be a Chairman of the Risk Management Committee from the Board of Directors’ Meeting No. 1/2025 on 19 February 2025 effective on 22 April 2025 onwards.

              - Police General Krisna Polananta and Associate Prof. Kamjorn Tatiyakaveem, M.D. were appointed to be Member of the Risk Management Committee from the Board of Directors’ Meeting No.6/2025 on 17 December 2025 effective on 17 December 2025 onwards.

             - The remaining members of the Risk Management Committee resigned from their positions as members of the Risk Management Committee, effective from 17 December 2025 onwards.

 

Supporting the RMC, the Risk Management Subcommittee (RMS) conducts risk assessments at both the corporate and business unit levels. The RMS identifies and evaluates key risks, including ESG-related risks, consolidates enterprise-wide risk information, and reports the outcomes of risk assessments and risk exposures to the RMC regularly to support timely decision-making and effective risk oversight.

 

The Audit Committee independently evaluates the adequacy and effectiveness of BJC's risk management and internal control systems. Through oversight of the Group Internal Audit function, the Audit Committee provides objective assurance to the Board of Directors regarding the effectiveness of risk management practices and the Company's preparedness to address evolving risks.

 

Board Expertise and Risk Leadership
BJC recognizes that effective risk oversight requires directors with diverse expertise and experience. The Company's Board of Directors comprises members with extensive backgrounds across various industries and disciplines, enabling comprehensive consideration of strategic, operational, financial, and sustainability-related risks.

 

Among the Board members, Mr. Tevin Vongvanich brings extensive experience in risk oversight through his directorships at Amata Corporation Public Company Limited and Indorama Ventures Public Company Limited. In addition, Ms. Potjanee Thanavaranit completed the Risk Management Program for Corporate Leaders conducted by the Thai Institute of Directors (IOD), further strengthening the Board's competency in overseeing enterprise risks and emerging challenges.

 

Risk Culture and Risk Ownership

The Sustainability and Risk Management Division (SRM) promotes a strong risk culture throughout the organization by fostering risk awareness and encouraging active participation in risk identification and mitigation at all levels. Through training, knowledge sharing, and continuous communication, SRM establishes a common risk language, enhances employees' understanding of risk concepts, and supports informed decision-making.

 

These initiatives strengthen accountability, encourage proactive risk management behaviors, and reinforce the integration of risk considerations into day-to-day business activities.

 

Three Line of Defense

 

BJC adopts the principles of the Institute of Internal Auditors' (IIA) Three Lines Model (2020) to clearly define roles, responsibilities, and accountability for managing and overseeing risks across the organization. The model strengthens governance by distinguishing risk ownership, risk oversight, and independent assurance functions, thereby supporting effective decision-making, transparency, and organizational resilience.

 

1st Line Defense

Business units and management constitute the first line of the Three Lines Model and are responsible for owning and managing risks arising from day-to-day operations. They identify, assess, manage, and monitor risks within their respective areas of responsibility, while implementing appropriate controls and mitigation measures to ensure that risks remain within the Company's risk appetite. Employees at all levels are encouraged to proactively identify emerging issues, report concerns, and contribute to maintaining an effective control environment.

 

2nd Line Defense

The Sustainability and Risk Management Division (SRM), together with the Risk Management Subcommittee (RMS), forms the second line of the Three Lines Model. SRM and RMS establish enterprise risk management methodologies, frameworks, tools, and reporting mechanisms, while providing guidance, training, and oversight to support consistent implementation of risk management practices across the organization.

 

The second line also facilitates risk assessments, consolidates corporate and ESG-related risk information, monitors risk exposures, and challenges management's assumptions and mitigation plans where appropriate. Through these activities, SRM and RMS help strengthen risk awareness, promote a common risk language, and support management in responding effectively to evolving business and sustainability-related risks.

 

3rd Line Defense

The Group Internal Audit function serves as the third line of the Three Lines Model by providing independent and objective assurance on the adequacy and effectiveness of the Company's risk management, internal control, and governance processes. Through risk-based audits and advisory activities, Group Internal Audit evaluates whether the first and second lines operate effectively and whether key controls are appropriately designed and implemented.

 

To preserve its independence, the Group Internal Audit function reports directly to the Audit Committee while maintaining administrative communication with management. Audit findings, recommendations, and follow-up actions are reported regularly to the Audit Committee and relevant management to support continuous improvement and strengthen the overall control environment.

 

By applying the Three Lines Model, BJC reinforces accountability, enhances transparency, and promotes effective collaboration among risk owners, oversight functions, and assurance providers. This integrated approach supports the Company's ability to anticipate and respond to uncertainties, capitalize on opportunities, and sustain long-term business resilience.

 

Operation Leadership and Reporting Lines

 

Highest ranking person with dedicated risk management responsibility on an operational level: Ms. Anchalee Rimviriyasab, Chief Financial Officer and Chief Sustainability Officer.

Reporting line: Sustainability and Risk Management Division (SRM) reports to Risk Management Committee (RMC) concerning overall risk management in the organization. This includes risk analysis of impacts to the company if such risks were to occur, in order to ensure the effectiveness of BJC’s risk management plan. Risk Management Committee’s meeting is held quarterly (4 times per annum). The Chairman of RMC reports to the Board of Directors on the company's overall risk management performance on a quarterly basis. Meanwhile, SRM also reports to the CEO and President to ensure that the risk management execution plan is aligned with business strategy, on schedule, as well as effective in managing risk within risk appetite.

 

Highest ranking person with responsibility for monitoring and auditing risk management performance on an operational level: Mrs. Orawan Supamathaporn, Executive Vice President of Group Internal Audit.

Reporting line: Group Internal Audit Division (GAD) directly reports to Audit Committee (AC) to consult and assess whether operational and compliance control policies and strategies in status quo cover existing and emerging risks to the company. The reporting line enables independent assessment without potential conflict of interests coming from other departments. Audit Committee’s meeting is held at least quarterly (4 times per annum) with the addition meetings between internal auditors to expression of independent opinions without Management’s influence. The chairman of AC reports to the Board of Directors on the company's overall control and relevant issues on a quarterly basis.  Meanwhile, GAD also reports the implementation of projects or activities contributing to risk management, monitoring and auditing to CEO and President, to ensure effective internal control cover financial, operational and compliance control.

 

Risk Assessment and Management Process

 

BJC has a continuous risk management with the following Risk Assessment and Management Process;

 

 

BJC has established policies and risk management process in order to assess, consolidate and report corperate and ESG risk assessment on quarterly basis and annual basis respectively. In 2025, processes across BJC’s business group have 100% of risk assessment in all business unit, and 100% of all business unit have mitigation plan. The assessment has been implemented throughout BJC to constantly monitor risk management processes. Throughout the procedure, the key corperate risk (KRI) is developed to serve as a predicator for precaution and monitoring of risk management efficiency.

 

Furthermore, BJC uses Risk Management (RM) online system to collect data and prepare risk reports of business units to achieve more efficient risk management. As for the risk assessment, the risks are categorized as follows;

 

 

 

The RM online system enables the business units to access risk management real-time, anytime and anywhere. The system also saves time for BUs by providing risk evaluation tools, which are relevant to the objectives of each BU. This allows the Risk Impact to be more accurately calculated and the risk impact can better reflect the current situation of different business operations. Finally, the root causes of the risks are determined as well as the impact of the risks, which includes financial impact and non-financial impact. The Risk Level is then determined by assessing the impact and likelihood of the risks. The company assess the risk level before inherent risk, and then identify the existing management and management that needs to be done so that the level of residual risk is acceptable. For the risk management that needs to be done, responsible persons are assigned and the due date is also set.

 

Emerging Risk Landscape

 

BJC recognizes the importance of continuous learning, agility, and adaptation in navigating an increasingly complex and rapidly changing business environment. The Company regularly monitors external developments that may affect its operations, financial performance, reputation, and long-term business objectives.

 

These developments include geopolitical events, regulatory changes, technological advancements, climate-related challenges, cybersecurity threats, and evolving consumer expectations. BJC continuously evaluates the potential implications of such developments and formulates timely and appropriate mitigation measures to address emerging issues and strengthen organizational resilience.

 

Significant emerging risks that may affect the Company's businesses are reviewed regularly and updated as described below.

 

Emerging Risk

 

1. Regulatory Risk: Thailand’s Extended Producer Responsibility (EPR) Regulation and Other Waste Management Regulations

The Thai government is in the process of implementing a national EPR framework, which will require producers to assume full financial and operational responsibility for post-consumer packaging waste. This regulation is expected to be fully enforced by 2027. It will have direct implications for BJC’s Consumer Business (particularly snack products packaged in aluminum foil and personal care products packaged in plastic) as well as its Packaging Business, including glass and aluminum packaging.

In addition, the Bangkok Metropolitan Administration (BMA) has announced a new waste collection fee regulation which will be enforced in October 2025. This regulation elevates previous voluntary measures into an integrated approach combining economic and legal instruments. The new fee structure represents a threefold increase from the previous rate, aiming to encourage the public and communities to recognize the importance of waste separation and to actively participate in improving environmental quality. It also introduces a fairer system in which households or businesses that separate waste will pay lower fees than those that do not.

The implementation of this regulation by the BMA could serve as a role model for other provinces in Thailand, potentially leading to nationwide adoption. As a result, businesses will need to adapt their waste management practices to reduce the volume of waste sent for disposal, thereby minimizing the impact of higher waste collection fees which could otherwise significantly increase operating costs.

 

Business Impact

 

• Increased operational complexity due to legal obligations for waste management, recovery, and recycling.

• Increased pressure to transition toward sustainable and recyclable packaging materials.

• Potential brand and reputational exposure in the event of non-compliance.

• Estimated packaging cost increase: 8–12% without proactive material substitution and design optimization.

 

Mitigation Plan

 

• Redesign personal care products under brands such as Parrot by adopting recyclable PET bottles or PCR-based plastics to enhance recyclability and reduce potential future fee burdens.

• Consider to invest in packaging R&D for snack products such as Tasto, Party, Campus to transition from multilayer foil to recyclable mono-material pouches (e.g., mono-PP film) while ensuring product quality and hygiene are maintained.

• Packaging Data Management: Implement a centralized packaging data management system—such as an SAP-based module—across manufacturing and retail operations to monitor material types, weights, and end-of-life recovery status. This will support regulatory reporting and cost forecasting tied to EPR compliance.

• Waste Management Procedure: Revise internal waste management procedures and ensure strict communication, training, and compliance monitoring to maximize waste separation at the source. This will help minimize waste sent for disposal and reduce waste management fees charged by local authorities in operational areas.

• Participate in Thailand’s PRO initiatives, such as the PackBack scheme, to manage post-consumer packaging waste through a holistic, end-to-end approach. This includes engaging stakeholders across the value chain—consumers, retailers, waste collectors through to recyclers, as well as working with local authorities to develop systematic infrastructure for waste collection and management. In addition, collaborate on planning, policy adjustments, and local regulations to maximize collection efficiency.

• Supplier Collaboration: Collaborate with packaging suppliers to ensure that glass bottles and aluminum cans meet upcoming recyclability and traceability requirements. Set minimum recycled content targets and require suppliers to provide traceability certifications. Furthermore, work closely with Grungthai Group, a subsidiary of BJC Big C specializing in integrated waste management services—including collection and procurement of recyclable materials such as glass cullet, plastics, paper, and aluminum—to strengthen recycling capabilities and ensure effective compliance with Thailand’s forthcoming EPR framework.

• Sustainability Communication: Develop and launch a communications strategy to showcase BJC’s transition to sustainable packaging. Leverage in-store labeling, social media campaigns, and corporate communication channels to reinforce brand credibility and emphasize BJC Big C’s strong commitment to sustainability.

• Financial Planning: Integrate anticipated EPR fees into multi-year financial planning, particularly for high-volume product categories. Packaging fee estimates should be incorporated into product cost structures and pricing models to safeguard margins and guide long-term category strategies.

 

2. Geo-economic Risks

In today’s global environment, geo-economic risks are intensifying and presenting complex operational challenges for BJC across its retail, packaging, and consumer product businesses. Geopolitical tensions between China and the United States have escalated, with China consolidating leadership among the Global South while the U.S., together with Russia, seeks to expand influence across Southeast Asia. This emerging “dual-sphere” global system is reshaping trade flows, investment priorities, and supply chain dynamics, thereby amplifying uncertainty.

Beyond geopolitics, international economic competition, shifts in global trade policies, persistent currency volatility, and instability in energy and natural resources markets are further undermining business confidence. These dynamics are no longer abstract risks; they are translating into immediate economic consequences. B2B customers are deferring investment decisions to await clearer signals on market direction, while general consumers—both domestic buyers and international tourists—are exercising caution and reducing discretionary spending. For BJC, this convergence of factors threatens revenue stability and heightens operational costs, especially in relation to supply chain disruptions and foreign exchange exposure.

 

Business Impact

 

• Investment Delays: B2B customers are holding back on new contracts and capital commitments as they monitor global economic and geopolitical shifts.

• Consumer Spending Contraction: Domestic consumers and inbound tourists are reducing discretionary expenditures, directly impacting retail and consumer product sales.

• Revenue Pressure: Combined effects may result in reduced top-line growth across retail, packaging, and consumer product segments.

• Rising Operating Costs: Currency fluctuations, raw material price volatility, and logistics disruptions are increasing the cost base and eroding margins.

 

Mitigation Plan

 

To safeguard performance and enhance resilience, BJC will adopt a multi-pronged strategy:

1. Consumer-Centric Offerings

• Private Label Development: Strengthen private label and house brand portfolios with quality, affordable products supported by effective promotions to reinforce value perception and support consumer spending.

• Profitability Focus and Pricing Strategy: Increase the proportion of high-margin categories to maintain overall profitability while review and adjust pricing structures to ensure competitiveness and market relevance.

• Customer Experience: Enhance the shopping experience through improvements to product displays, and customer service touchpoints, entrances, restrooms, etc.

2. B2B Relationship Management

• Strengthen partnerships by offering flexible agreements and customized support.

• Emphasize cost efficiency and long-term value creation to support customers during periods of uncertainty.

3. Market and Product Diversification

• Packaging Expansion: Pursue new geographic markets and customer segments.

  • Glass: Expand into India, Sri Lanka, and Laos, including the premium bottle segment.

  • Cans: Enter new beverage categories such as vitamins, dairy, coffee, and functional drinks.

• Glass Packaging Efficiency: Closely monitor customer demand and provide cost-reduction solutions, such as optimized bottle design, to improve competitiveness.

4. Supply Chain and Resource Resilience

• Diversify sourcing of raw materials across multiple geographies.

• Optimize inventory management to enhance flexibility.

• Invest in domestic recycling and circular economy initiatives for metals, glass, and pulp to mitigate external shocks and strengthen sustainability credentials.

5. Financial Hedging and Cost Controls

• Actively monitor raw material markets to recalibrate procurement and pricing strategies.

• Utilize forward exchange contracts and other financial instruments to reduce exposure to currency fluctuations.

 

Climate Change and Environmental Regulatory Risk

 

Governments and regulatory bodies around the world are accelerating the development of climate-related legislation and environmental regulations to support the transition toward a low-carbon economy. In Thailand, forthcoming measures such as the Climate Change Act, carbon pricing mechanisms, greenhouse gas reporting requirements, and other environmental regulations may create additional compliance obligations and operational challenges for businesses.

 

As a diversified business group operating across retail, consumer products, packaging, and healthcare sectors, BJC may be affected by evolving climate-related regulations through increased compliance requirements, higher operating costs, changes in customer expectations, and potential impacts on supply chains and business operations. Failure to adapt to regulatory developments could result in financial penalties, reputational impacts, and reduced competitiveness.

 

Business Impact

• Increased compliance and reporting obligations related to greenhouse gas emissions and environmental performance.
• Potential increase in operating costs resulting from carbon pricing mechanisms, energy transition requirements, and environmental compliance measures.
• Additional investments required to support decarbonization initiatives, resource efficiency improvements, and sustainable business practices.
• Increased expectations from customers, investors, regulators, and other stakeholders regarding environmental performance and climate action.

 

Mitigation Plan

To address these challenges, BJC implements the following mitigation measures:

 

• Continuously monitor emerging climate-related regulations and policy developments through dedicated internal teams and external stakeholder engagement.

• Participate in industry associations and collaborate with relevant organizations to stay informed of regulatory developments and contribute to policy discussions.

• Strengthen greenhouse gas data management, monitoring, and reporting systems to enhance regulatory readiness and support transparent disclosure.

• Accelerate greenhouse gas reduction initiatives, including renewable energy projects, energy efficiency programs, and transportation electrification.

• Conduct regular training and awareness programs to enhance employees' understanding of environmental regulations and compliance requirements.

• Collaborate with suppliers and business partners to strengthen climate resilience, improve environmental performance, and support compliance across the value chain.

• Periodically assess potential financial and operational impacts arising from climate-related regulations and integrate relevant considerations into business planning and risk management processes.

 

Raising Risk Awareness and Education

The Risk Management Division conducts annual Enterprise Risk Management training across the organization, covering Enterprise Risk Management principles, frameworks, and processes. This initiative aims to strengthen an effective risk culture in line with COSO requirements, with targeted sessions emphasizing risk management principles throughout the organization.

 

The Enterprise Risk Management Framework (ERM) offers instruction on assessing, minimizing, and monitoring relevant risks for each business division, as well as establishing a system for monitoring both new and existing business units (upon request). A risk management workshop was organized at the organizational level, involving responsible people from each business unit/factory. The purpose was to enhance their understanding of risk management and raise awareness among all employees. The objective was to foster an in-depth knowledge of proper risk management practices among all employees. BJC has developed a Standard Operating Procedure (SOP) for Enterprise Risk Management in the Risk Management Online System (Company Intranet). This SOP helps with risk assessment processes while rendering data collecting more efficient in the upgraded system. 

 

The Risk Management team conducted training sessions for employees in the manufacturing sector and other relevant personnel. Additionally, the Enterprise Risk Management training was expanded to include potential suppliers. The training covered the following topics;

• Importance and framework of Enterprise Risk Management

• Enterprise Risk Management process and methodology

• Risks trends (Covering Business risk, Environmental Social and Governance risk and emerging risk)

 

On a yearly the Risk Management Division presents a Top Risk Summary to both the Risk Management Committee (RMC) and the Sustainable Development Committee (SDC). The Top Risk Summary encompasses global risks, significant risks, and emerging risks that BJC firms currently encounter, along with a Risk Prevention and Mitigation Plan and the most up-to-date risk management strategies. The information was gathered and collected from reliable sources such as publications, research papers, and other credible references. Therefore, the report will be escalated to the executives of each Business Unit for review of the adequateness, appropriateness, and efficiency of their risk management plans and control measures in managing risks to risk appetite (acceptable level) and in accordance with established risk management principles. The purpose of this is to allow RMC and SDC to ensure that BJC's risk management is both effective and efficient, as well as suitable for the present scenario.

 

To cultivate an effective risk culture, BJC has integrated risk management processes, procedures, and employee awareness throughout its operations. This integration involves regular education on risk management for non-executive directors and focused training throughout the organization on risk management principles and Enterprise Risk Management processes, provided both at the corporate level and as required by individual business units.

 

Additionally, in its New Product Development (NPD), BJC meticulously considers various risk factors, including financial, regulatory, and operational risks, among others. Furthermore, BJC strategically links significant risk and opportunity-related issues to employee incentives, ensuring a cohesive and proactive approach to risk management across the organization.

 

Crisis Management

The Crisis Management Team (CMST) consists of representatives from many departments, including the Crisis Management Leader, Communications, Operations, Human Resources, Legal, IT, Finance, Supply Chain, and so on. The CMST is usually a senior executive who oversees the entire crisis management process and coordinates amongst departments.

 

Crisis Management Structure

 

The CMST role and responsibility include identifying and evaluating potential threats and emerging crises, developing and implementing a comprehensive crisis management strategy, and conducting frequent drills to ensure readiness. They will coordinate response operations across departments, provide clear and timely information to stakeholders, and efficiently manage resources during a crisis. They are also in charge of establishing and implementing business continuity strategies, maintaining legal and regulatory compliance, and dealing with any legal issues that arise. Following a crisis, they perform a thorough analysis of the response, identify lessons learned, and revise the crisis management plan to better prepare for future responses.

 

1. Flood, Windstorm and Natural Disasters Recovery & Preventive Actions: Coordinated with Big C employees at nearby branches to support affected branches in inventory management, flood prevention activities, and product transfers. Closely monitored updates from relevant government agencies, including the Meteorological Department, the National Water Resources Office, and the Hydro-Informatics Institute, and promptly alerted branches located in potentially affected areas. Established guidelines and response protocols for flood and storm preparedness, with enhanced surveillance of high-risk locations. Conducted periodic inspections to ensure the structural integrity and safety of Big C branches and manufacturing facilities situated in high-risk areas.
2. Insurgency in the Southern Border Provinces Recovery & Preventive Actions: Established a crisis coordination center to support affected Big C branches, monitor developments, and provide timely reports to the Crisis Management Team. Coordinated with local security authorities and maintained communication channels to monitor the situation continuously. Communicated emergency response procedures to branches in the affected areas and regularly conducted drills on actions to be taken upon identifying suspicious objects or security threats. Assigned designated “store partners” to provide operational support to affected branches during emergency situations.
3. Cybersecurity and Digital Disruption Recovery & Preventive Actions: Strengthened cybersecurity controls and continuously monitored potential cyber threats that could disrupt business operations. Implemented preventive measures to safeguard critical systems and sensitive information through access controls, system protection mechanisms, and regular security assessments. Conducted cybersecurity awareness and training programs to enhance employees’ ability to recognize and respond appropriately to cyber threats. Maintained incident response and business continuity procedures to ensure prompt recovery and minimize operational disruption in the event of a cyber incident.
4. Other Crisis Preventive Actions   Conducted self-defense and emergency response training for employees at the BJC Head Office to enhance preparedness for security incidents. Conducted advanced firefighting training and emergency response exercises for designated fire safety officers at Big C branches. Regularly reviewed and tested crisis management and business continuity plans to strengthen organizational resilience and preparedness for emerging threats.