Risk Management Jonathan Hayes
Risk Management Jonathan Hayes
Risk Management Jonathan Hayes
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
Roadshow presentation<br />
[ ] March 2011<br />
MOTO HOSPITALITY LIMITED<br />
£200m Senior Notes<br />
<strong>Risk</strong> <strong>Management</strong><br />
<strong>Jonathan</strong> <strong>Hayes</strong>
Motorway Service Areas (MSAs)<br />
The UK MSA Sector 1 (by Number of Sites) MSA Locations across the UK<br />
Roadchef<br />
21%<br />
Other<br />
13%<br />
Welcome<br />
Break<br />
27%<br />
Source: Mintel, Operator reports, December 2010<br />
1. Where there are two operators on one site, half credit is given to each operator<br />
Moto<br />
39%<br />
Source: Moto Hospitality<br />
Moto MSA<br />
Moto TRSA, Truckstops,<br />
Dover<br />
Welcome Break<br />
RoadChef<br />
Extra<br />
First Services<br />
Westmorland/Cairn Lodge<br />
Non-specific<br />
4 4
Summary<br />
Business<br />
Background<br />
Private<br />
Limited<br />
Company<br />
—Largest MSA operator in the UK<br />
—63 locations across 45 sites, with over 300 sales outlets<br />
—39% market share 1<br />
—Origins date back to 1964 under Granada<br />
—Moto Hospitality Limited (“Moto”) was bought out in 2006<br />
—Moto is now one of the UK largest Private Limited<br />
Companies owned by a group of shareholders<br />
—Australian Super Funds (pension funds),Macquarie<br />
Managed Funds, EPIC New Zealand Investment Fund<br />
5
Diversified Revenues & Highly Recognisable<br />
Brands<br />
Contribution to 2010 Revenues (Excluding Fuel)<br />
Forecourt<br />
Shop<br />
12.4%<br />
M&S<br />
24.8%<br />
Amusements<br />
4.0%<br />
Source: Moto Hospitality<br />
1. Includes retail and other commercial activities<br />
Other<br />
3.6%<br />
1<br />
CTN<br />
18.2%<br />
Catering<br />
37.0%<br />
Key Offerings<br />
6
7<br />
7
TOUCH
PAUSE
Planning<br />
Identify who your key stakeholders are?<br />
Who do you need to interact with and influence most?<br />
Plan your time & allow time for meeting preparation<br />
Work out what your vision and script is?<br />
• What are your key messages & strategic aims<br />
Smell the vibe & surf it<br />
13
Preparation<br />
Allow enough time to prepare<br />
Meetings & influencing<br />
opportunities are theatre –<br />
maximise the opportunity<br />
14
Presentation<br />
Its all about communication<br />
Clear presentation & delivery<br />
Knowing what you want to achieve<br />
Confidence<br />
15
Achievements<br />
You are not here merely to make a living. You are<br />
here in order to enable the world to live more<br />
amply, with greater vision, with a finer spirit of hope<br />
and achievement. You are here to enrich the world,<br />
and you impoverish yourself if you forget the<br />
errand.<br />
Woodrow Wilson<br />
16
Opportunities<br />
17
New business &<br />
regulator working<br />
relationship<br />
18
ENGAGE<br />
19
<strong>Risk</strong> <strong>Management</strong> Activities wheel<br />
<strong>Risk</strong><br />
Profile<br />
<strong>Risk</strong><br />
financing<br />
Policy &<br />
Standards<br />
<strong>Risk</strong><br />
<strong>Management</strong><br />
Activities<br />
<strong>Risk</strong><br />
Control<br />
Ways of<br />
Working<br />
Training &<br />
Communication<br />
21
<strong>Risk</strong> <strong>Management</strong> Activities<br />
o The risk management activities wheel identifies the six headings under which key<br />
risk management activity is undertaken by the team.<br />
o Example of key activity under each heading is identified below.<br />
o The key activities provide metrics under which business risk performance can be<br />
measured & reported.<br />
o Policy & standards<br />
• Defining & settling business policy & operating standards<br />
• <strong>Risk</strong> management through risk review group, H&S Committee<br />
o <strong>Risk</strong> Profile<br />
• <strong>Risk</strong> register & corporate risk management activity e.g. Departmental risk<br />
reviews<br />
• <strong>Risk</strong> horizon scanning<br />
• Working with internal departments<br />
22
<strong>Risk</strong> <strong>Management</strong> Activity<br />
o <strong>Risk</strong> financing<br />
• Insurance claims investigation & management<br />
• Insurance programme & risk control surveys<br />
o <strong>Risk</strong> control<br />
• <strong>Risk</strong> management audit<br />
• accident investigation & management<br />
• Small claims & customer complaints<br />
• Pest control management<br />
• Enforcement activity<br />
o Training & communications<br />
• Supporting training course development & delivery<br />
• Ops bulletin & risk communications into the business<br />
23
<strong>Risk</strong> <strong>Management</strong> Activities<br />
o Ways of working<br />
• Supporting safe on site working<br />
• Ensuring safety in site based operations e.g. Pallet trucks, bailers (equipment)<br />
• <strong>Risk</strong> assessments, safe working methods etc<br />
24
Moto risk groups<br />
identification of the key risk groups for focus of activity<br />
Fire<br />
Staff<br />
safety<br />
Food<br />
safety<br />
<strong>Risk</strong><br />
Groups<br />
Public<br />
safety<br />
Security<br />
Crisis &<br />
incident<br />
25
Reporting & <strong>Management</strong><br />
o Operations team meeting<br />
o Submission of monthly report to operations team meeting detailing the activity undertaken<br />
against the 6 key risk activities<br />
o Forum for raising & discussing current risk concerns & risk impacts on operations<br />
o Monthly Board meeting<br />
o Reporting activity based on the 6 key risk activities to provide top level information on risk<br />
activity, highlight new initiatives & risk improvements<br />
o MECM report<br />
o Report on top level risk activity<br />
o Monthly 1-2-1s<br />
o With BLK – to review risk activity & progress towards objectives<br />
o TM – to review top level risk information & horizon scanning<br />
26
Your time is limited, so don't waste it living<br />
someone else's life. Don't be trapped by dogma —<br />
which is living with the results of other people's<br />
thinking. Don't let the noise of others' opinions<br />
drown out your own inner voice. And most<br />
important, have the courage to follow your heart<br />
and intuition. They somehow already know what<br />
you truly want to become.<br />
Everything else is secondary<br />
o Steve Jobs, June 12 th 2005<br />
28
<strong>Jonathan</strong> <strong>Hayes</strong><br />
<strong>Risk</strong> <strong>Management</strong> Director<br />
Moto Hospitality Ltd<br />
<strong>Jonathan</strong>.hayes@moto-way.co.uk<br />
07826875466<br />
29
Change language