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Intermediaries Roles on Improving Risks. V. International Istanbul Insurance Conference 3 – 4 October 2013. Best Proxy to the Turkish Market - Winning Through Continuous Growth. We have the right size to benefit from economies of scale….

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intermediaries roles on improving risks

Intermediaries Roles on Improving Risks

V. International Istanbul Insurance Conference

3 – 4 October 2013

best proxy to the turkish market winning through continuous growth
Best Proxy to the Turkish Market - Winning Through Continuous Growth

We have the right size to benefit from economies of scale…

We are the best proxy to the growing Turkish market…

9%

Total Sales / GDP

10%

Total Exports / Turkey’s Exports

16%

Total Share in ISE Market Cap.

As of year-end2012

…with unrivaled competitive advantages to differentiate.

…with leading positions in low-penerated markets.

  • Largest distribution and after-sales network
  • Largest customer database (strong CRM capabilities for up/cross-selling)
  • Leading brands and strong recognition
  • Optimum portfolio diversification (Resilience against sector and geography-specific risks - Use of early warning indicators)
  • Market leader or close second in every business we operate
  • Long-standing international partnerships
  • Strong growth potential in line with increasing penetration levels
  • Focus on core sectors with large investments promising for maximum returns
continuous leadership setting the benchmarks in core sectors
Continuous Leadership - Setting the Benchmarks in Core Sectors

Energy

Automotive

Consumer Durables

Finance

Automotive

Main Companies

Tüpraş* / Aygaz* / Opet / Entek

International Alliances

AES Corporation

Domestic Market Position – Market Share

Sole petroleum refiner in Turkey

#1 in LPG distribution – 29%

#2 in petroleum products distribution – 19%

Main companies

Ford Otosan* / Tofaş* / TürkTraktör* / Otokar*

International Alliances

Ford Motor Co. / Fiat Auto S.P.A.

Case New Holland

Domestic Market Position – Market Share

#1 in total automotive – 27%

#1 in passenger cars – 17%

#1 in commercial vehicles – 49%

#1 in farm tractors – 50%

#1 in automotive retailing

Main Companies

Arçelik*

International Alliances

LG Electronics

(Air conditioner manufacturing)

Domestic Market Position – Market Share

#1 in refrigerators, washingmachines,dishwashers and ovens – 50%

#1 in TVsandairconditioners

Main Companies

YapıKrediBankası*

International Alliances

UniCredit

Domestic Market Position – Market Share

#4 in total banking assets among private banks

#1 in credit cards – 19%

(outstanding volume)

#1 in leasing – 17%

#1 in factoring – 15%

#2 in investment funds – 17%

Others

Main Companies

Tat Konserve* (Food) / Koçtaş (DIY Retailing) / Marmaris Altınyunus* (Tourism) / Koç Sistem (IT)

* Listed companies

slide4
Koç Holding : Strongest Beneficiary of the High GrowthEnvironmentandStrong ProfitabilityDespite Global Turmoil

Revenues – Consolidated-US$bn

EBITDA – Consolidated-US$bn

2009-2012 CAGR : 3,5%

2009-2012 CAGR : 18%

Operating Profit – Consolidated-US$bn

2009-2012 CAGR : 3,5%

high resilience against risks well diversified portfolio
HighResilienceAgainstRisks – WellDiversifiedPortfolio

Our diversified portfolio enables us to balance out cyclicalities among different sectors

Our increasing geographic diversification enables us to reduce country-specific risks

EBITDA Breakdown – 2012

InternationalSales – 2007 to 2012 RegionalBreakdown

Americas

4% 7%

Europe

77% 56%

Asia

12% 20%

Africa

7% 10%

one of the only two companies in turkey with investment grade higher than turkey s sovereign rating
One of the only two companies in Turkey with investment grade higher than Turkey\'s Sovereign Rating

Turkey\'s Sovereign Rate is BB+

slide7

Responsible for insurance needs for the entire Koç Group in close cooperation with KH risk management and group companies

  • Active in all lines of business
  • Acts as an inhouse broker
  • A major insurance buyer
  • Access to international markets
t pra turkey s sole refining company
Tüpraş – Turkey’s Sole Refining Company
  • 4 refineries with 28.1MT total capacity
  • One of the most complex refineries in the Mediterranean. Nelson Complexity: 7.25
  • Among the most profitable refineries in Europe and the U.S. :
    • Operational flexibility
    • Optimum production and sales policy
    • Energy efficiency programs
  • ~70% of Turkey’s total storage capacity

7th largest refinery in Europe and

30th largest in the world

Provides 65% of domestic fuel demand

Integrated refining company with downstream operations

Well-positioned refineries

Diversified supply base

Shift to higher margin products

Product Yields

  • Iran : 7.41 MT
  • Russia : 2.88 MT
  • S. Arabia : 1.80 MT
  • Turkey : 2.50 MT
  • Iraq : 2.06 MT
  • Kazakhstan : 2.21 MT

2005

2011

İzmit

11 MT

NC: 7.78

Kırıkkale

5 MT

NC: 6.32

İzmir

11 MT

NC: 7.66

Batman

1.1. MT

NC: 1.83

White products

Black products

risk management activities in t pra refineries
Risk Management Activities in Tüpraş Refineries
  • SGS Operational Excellence Program
  • Management of Change
  • Procedure & Standards
  • HAZOP Studies
  • Process Safety Leading & Lagging Metrics
  • Process Safety Audits
  • Fire Fighting
  • Proactive HSE Approach
  • Permit to Work System
  • Emergency Response & Preparedness
  • Full surface tank fire project
  • Fixed foam systems
  • Pre-incident planning
  • Fire fighting equipment
  • Health Risk Assessment
  • Job Hazard Analysis
  • Learning from incidents
  • Near miss reporting
  • Oil spill emergency response
  • 1999 Earthquake post work
sgs program
SGS Program
  • Just after the privatization, Tupras made a three year agreement with SGS to improve all critical processes.
  • SGS Consultant Team which consisted of all the disciplines visited refineries and worked on the Areas For Improvements (AFI’s)
  • Tupras decided to study on the AFI’s and implement all the improvements to all refineries.
  • Tupras assigned focal points for the project in all refineries and HQ.
  • Second phase of the project started in 2010 and will last for another 3 years.
sgs operational excellence program
SGS OperationalExcellence Program
  • Thefirstphase of theproject has contributed $244 Million (2007 – 2009)
  • Thesecondphase of theproject has contributed $ 18 Milliontothebottomlineuptonow (2010 - 2011). (ThesecondcoversalltheaboveitemsexceptEconomicsandScheduling.)
sgs recommendations and post work
SGS Recommendationsand Post-Work

2008

2009

2010

2011

2007

2012

2013

Management of Change

Devoloping HEMP

IncidentInvestigations

MOC

LeadershipandCommitment

Permittowork

TechnicalSafetyTraining

HAZOP

HSE CriticalActivitiesandCompetencies

EmergencyPreparedness

HEMP

Audit & Review

HEMP & ALARP developments

Permittowork

HSE CompetencyAssurance

PTW-JHA

Rootcauseanalysis

Equipmentmanagement

Facilitysiting

Tracking& KPI’s

HSE

Proactive HSE

HSE MS Review

Seveso II Compliance (HazardousEquipmentSelection, FaultTree+EventTreeAnalysis, QRA, EmergencyResponse Plan PreparationforSelectedScenerios)

TechnicalSafetyReviews

Weare here

Supply & distribution

Recent

Performance

Operations & Maint.

Organization & Culture

Hydrocarbon management

near miss reporting
Near Miss Reporting
  • All near misses are reported and their root cause determinations and necessary actions are followed in a program called ‘OSAR’.
  • Real and potantial risk assessment is done in the program and according to the RA result the technique for investigation is determined.
  • After investigation, investigation report is uploaded to the system including the necessary actions to be taken.
thank you

Thank you !!

V. International Istanbul Insurance Conference

3 – 4 October 2013

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