1 / 19

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

barny
Download Presentation

Intermediaries Roles on Improving Risks

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Intermediaries Roles on Improving Risks V. International Istanbul Insurance Conference 3 – 4 October 2013

  2. 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

  3. 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

  4. 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%

  5. 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%

  6. One of the only two companies in Turkey with investment grade higher than Turkey's Sovereign Rating Turkey's Sovereign Rate is BB+

  7. 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

  8. 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

  9. Technical Summary of Tupras Refineries

  10. 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

  11. 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.

  12. SGS OperationalExcellence Program • Thefirstphase of theproject has contributed $244 Million (2007 – 2009) • Thesecondphase of theproject has contributed $ 18 Milliontothebottomlineuptonow (2010 - 2011). (ThesecondcoversalltheaboveitemsexceptEconomicsandScheduling.)

  13. 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

  14. 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.

  15. NearMissesandUnsafeActs

  16. Engineering Surveys & Reporting

  17. Recommendations

  18. Insurance Programmes

  19. Thank you !! V. International Istanbul Insurance Conference 3 – 4 October 2013

More Related