Guinness hermitage business plan 2014 17

Guinness Hermitage Business Plan

2014-17

Contents Introduction 01

About Guinness Hermitage 02

Financial Information 03

Value for Money 04

Guinness Hermitage Priorities and Projects 05

Guinness Hermitage Performance Indicators and Target 06

Risks to the delivery of this Business Plan 07

Introduction1Guinness Hermitage Income Maximisation Team

01

Welcome to Guinness Hermitage - we are proud to be a Division of The Guinness Partnership. We are a financially strong agile business and we are committed to our social responsibilities.

During 2013 as we began to feel the impact of the Welfare Reforms, we continued to focus on providing Value for Money services whilst developing affordable homes with a lower grant contribution. By making changes to our service delivery structures we are effectively managing our income and supporting our customers to retain their homes.

Our priorities are shaped by The Guinness Partnership’s strategic aims: - Achieve excellence in customer service; Grow the Partnership by increasing the number of homes we own and the range of services that we offer; Work with others to create neighbourhoods that everyone can be proud of; Be a great place to work; and Maintain and improve our financial strength and capacity.

Our Business Plan priorities for 2014-17 are Sustaining Tenancies; Commercial Focus; Delivering Business Efficiencies; and Customer and Employee Engagement.

INTRODUCTION

Jim DicksonChair of Guinness Hermitage Board

Robert StrongeGuinness Hermitage Managing Director

02

Guinness Hermitage has a diverse mix of customers and employees and we are passionate about providing equality of opportunity and tailoring services to varying needs.

Equality and diversity is integral to the delivery of our Business Plan priorities. In 2014, as part of The Guinness Partnership, we will be working to develop a consistent approach to using customer intelligence in order to gain a better understanding of our customers and their needs. We will also be taking forward the outcomes of our sheltered housing review, ensuring our stock is suitable for the changing needs of older customers, and learning to understand and respond to the impact that dementia is having on the lives of our customers, their families and wider society.

The health and wellbeing of our customers, employees and contractors is of the utmost importance to us and we have developed a robust set of policies and procedures to minimise risk to their safety. As central funding for care and social services reduces, the Guinness Hermitage Board will be exploring the links between health, housing and care, and seeing how we can work even more closely with our colleagues at Guinness Care and Support to improve living conditions for our customers.

Our Business Plan priorities and projects can be found in section 5 of the Plan. They also apply to Guinness Housing Association Limited whose customers receive all landlord services from us. Guinness Housing Association Limited is a subsidiary of The Guinness Partnership Limited and Registered Provider of social housing.

Our performance indicators and targets are outlined in section 6 of the Plan and incorporate performance information for Guinness Housing Association Limited.

We need to be able to manage the risks that our changing environment poses and we demonstrate how we intend to do this in our Risk Plan in section 7.

About Guinness Hermitage

2Podsmead café – a community project supported by Guinness Hermitage

04

Guinness Hermitage is a Division of The Guinness Partnership, covering an area that stretches from south Herefordshire in the north, Hampshire in the south east and Cornwall in the south west. We have four operational hubs: Bristol, Gloucester, Havant and Plymouth, and a number of local offices.

We employ nearly 300 staff and believe that all of our people are talented, engage with our organisational purpose and make a vital contribution to our success.

We own and manage 15,000 homes including rented family accommodation and a proportion of housing for older people.

We have an ambitious programme of development, with schemes secured for delivery up until the end of the current Homes & Communities Agency programme in 2015 and beyond, and current plans to build over 800 affordable homes.

We provide landlord services to a diverse customer group through a range of different tenures - social and affordable rented homes, and various home ownership options including market tenures.

Our customer relationship is based upon understanding, co-operation, mutual respect and accountability. We are strengthening customer engagement with the introduction of Residents’ Voice, a customer-led two-way communication with the Guinness Hermitage Board. We are offering more accessible and efficient ways in which we can involve a wider representative group of customers including social media.

Our new Customer Contact Centre has improved access to services for our customers. By targeting services we have been able to provide the extra help that vulnerable customers need to succesfully sustain their tenancies.

Our customers asked us to address anti-social behaviour, and we responded by introducing specialist Tenancy Management and Enforcement Officers to each main hub. These officers handle the more complicated cases whilst providing additional anti-social behaviour support to Housing Officers.

ABOUT GUINNESS HERMITAGE

05

Organisational

StructureManagingDirector

Director of Neighbourhood

& Customer Services

Estate Services

Customer Contact Centre

Income Maximisation

Tenancy Enforcement

Tenancy Management

Void Management

Service Charges

Sustaining Tenancies

Director of Business

Performance & Planning

Business Planning

Business Intelligence

CommunicationsCorporate

ServicesCustomer

Engagement

Risk Management

Project Management

Director of Assets &

Development

Acquisitions& Disposals

Sustainability Affordable Warmth

In House Contractor

New Homes Development

Responsive Repairs

Managed By Others

Portfolio Management

Gas & Service Contracts

Planned Maintenance

Health & Safety

Supported by Guinness Partnership Services and Guinness Homes

Financial Information

3Helliers Lane in Cheddar

07

The Guinness Partnership remains compliant with the Homes & Communities Agency Regulatory Judgement and continues to hold their top rating for Viability.

The financial surplus, which represents 11% of our income, is used to pay for our annual investment in our planned maintenance programme, as well as contributing towards the cost of our investment in new properties, which reduces the amount of new borrowing that is required.

The two pie-charts show how our money was spent in 2013/14 and the planned budget for 2014/15. The current year budget includes the effects of stock transfer to other housing associations.

FINANCIAL INFORMATION

Propertydepreciation

£7,888

Services£4,049

Bad debt£1,193

Management£13,702

Maintenance£12,533

Financing costs

£12,423

Corporate services£8,639

Surplus (exc sales)

£7,225


£8,062

Services£3,511

Bad debt£1,368

Management£14,868

Maintenance£12,129

Financing costs

£12,907


Surplus (exc sales)

£7,086


£7,888

Services£4,049

Bad debt£1,193

Management£13,702

Maintenance£12,533

Financing costs

£12,423


Surplus (exc sales)

£7,225


£8,062

Services£3,511

Bad debt£1,368

Management£14,868

Maintenance£12,129

Financing costs

£12,907


Surplus (exc sales)

£7,086

Actual spend 2013/14 in £’000s Budget 2014/15 in £’000s

4Value for Money

Delivering repairs services to our customers

09

It is really important that Guinness Hermitage makes the most of what it has during these tough economic times.

We are committed to providing Value for Money (VFM) and this ethos is demonstrated in all we do. For us VFM means maximising the return on our assets and achieving efficiency in all our operations so we can continue to build homes and deliver the services our customers need and value most. VFM is embedded in our business, and our strategy is underpinned by:

Optimising income;

Delivering services more efficiently;

Delivering services that respond to customer priorities; and

Maximising the value of our assets

We have continued to build quality affordable homes for local people; we built 185 new homes during 2013/14, invested £29.1 million in development and sold 23 shared ownership properties.

During 2013 we took a long hard look at where our properties are; in some cases they were quite dispersed and far away from our offices. This made it more expensive to deliver good services. Following a detailed review and consultation with customers we transferred stock to locally based providers in the Bracknell, Herefordshire, Stratford-upon-Avon, Cherwell, Vale of White Horse and South Oxfordshire areas; and Abingdon and Exeter Foyers. Customers in these areas are benefiting by receiving services delivered more locally to them.

We invested £10.7 million in our existing homes in 2013/14 and have a budget of £13.6 million in 2014/15 with plans to replace an estimated 400 kitchens, 300 bathrooms and 1,000 boilers.

We optimise our income by reducing the time that our properties are empty; collecting as much of the rent as possible, and letting properties on an affordable rent basis.

During 2013/14 we converted 134 properties from Social Rent to Affordable Rent providing an average weekly gain of £21.71 per home per week, and carried out 874 disposals including one commercial unit and one Family Centre, generating an additional income of £68.25 million.

VALUE FOR MONEY

10

In addition to generating capital for re-investment, we have focused on spending our money wisely. During 2013;

In order to ensure that our costs reflect market rates, and to enable stronger management of the relationships with fewer contractors, we re-tendered our responsive repairs and voids contracts and replaced multiple small-scale arrangements with four long-term contractor partnerships. These new contracts include financial incentives for delivering an efficient high quality service, so give us the opportunity to improve value for money. They also include initiatives which help us to deliver our Corporate Social Responsibility agenda, such as offering apprenticeships and work experience opportunities to our customers and the wider community.

We implemented part of our grounds maintenance review resulting in an anticipated annual saving of £100,000.

We obtained an Energy Company Obligation grant which we used to help customers reduce their fuel bills. Helping to provide our customers with affordable warmth remains a priority for us in 2014.

Through our Fit for the Future project we restructured our Division to ensure we targeted resources and services in the right areas.

We put in place a dedicated income recovery team specialising in bringing as much income as possible into the organisation, and staff focused on financial inclusion and worklessness. This has enabled our organisation to adapt and respond to the Government’s changes to the welfare benefits system.

All of the projects within this Business Plan will deliver business efficiencies and VFM services over the next three years. We will publish our annual VFM statement in the Autumn.

Guinness Hermitage Priorities and Projects

5Anchor House, an extra care scheme in Bristol

12

During 2014-17 our key areas of Business Plan delivery will be focused on Sustaining Tenancies; Commercial Focus; Delivering Business Efficiencies; and Customer and Employee Engagement. We will also support the major Partnership initiatives.

Sustaining Tenancies - helping customers to stay in their homes, pay their rent and make a difference in their community, focusing on finding routes into employment and training and supporting customers with financial inclusion activities

Commercial Focus – being more commercially aware and business-like, generating income through the development of new tenures and products and diversifying into new markets

Delivering Business Efficiencies – maximising efficiency savings through asset management, business process and system reviews

Customer and Employee Engagement – improving how we engage with our customers and employees, increasing our use of technology to promote two-way communication

GUINNESS HERMITAGE PRIORITIES AND PROJECTS

Delivering Business Efficiencies

Customer and Employee Engagement

Sustaining Tenancies

Commercial Focus£

KEY FOR SYMBOLS

13

GH Priority areas are Sustaining Tenancies, Commercial Focus, Delivering Business Efficiencies, Customer and Employee Engagement.

Priority Area Key Objectives

Take forward the key themes of the Partnership Tenancy Sustainment Strategy which focuses activities to support customers to remain in their homes, whilst minimising the impact of welfare reform. Areas to include access to work and apprenticeships, financial inclusion activities, partnering arrangements and digital inclusion.

Minimise unnecessary overheads and maximise efficient use of our assets, ensure the location of our office buildings are appropriate to our stock base, bring offices up to a standard of DDA compliance.

Ensuring our stock base for older people is appropriate for the customer base and changing needs.

Review of key processes, ways of working and structures to improve consistency, service outcomes and value for money.

Recruit to Asset Management structure and publicise key areas of work, to include review of non-residential assets.

Develop our activities around new tenures and new products; develop policies, procedures and training to support. To include (e.g.) market rents, cost sharing vehicles, stock acquisitions / swaps.

ü ü ü

Y ü ü ü

Y ü ü ü

Y ü

ü

ü ü ü

SustainingTenancies

Review ofOffices / Office Buildings

Taking forward outcomes of Sheltered Housing Review

Review of In House Contractor

Launch of Asset Management Function

Commercial Activity

J

J

J

£

£

£

£

Project / Project

Resource2014 to

20152015 to

20162016 to

2017Benefits Directorate

Lead

Karen Ayling

Stephen Lodge

Stephen Lodge

Stephen Lodge

Stephen Lodge

Stephen Lodge

J

Project / Project

Resource2014 to

20152015 to

20162016 to


Lead

14



Take forward the key themes of our Affordable Warmth Strategy, accessing external funding as appropriate to support investment in our homes.

Work closely with the Partnership on maintenance processes and procedures to develop our expertise, good practice and consistency across the Division whilst minimising risks. To include our approach to managing periodic testing.

Carry out a review of structures, processes and ways of working to be implemented as part of FFTF to assess the effectiveness of the changes, including benefits realisation, and identify and implement any adjustments required.

Carry out a review of the contract implementation to assess contract compliance, benefits realisation, including customer satisfaction, and lessons learned.

Take forward the outcomes of the Employee Opinion Survey and Wellbeing Survey to improve employee engagement scores. Review GH Staff Forum to ensure fit for purpose and reflective of revised structures and diverse workforce. Plan for Divisional-wide staff conference to take place during 2015/16.

ü ü ü

Y ü

Y ü

Y ü

ü ü ü

Affordable Warmth Strategy

Maintenance Processes and Procedures

Fit for the Future Post Implementation Review

Response and Voids Contract Post Implementation Review

Improving our Employee Engagement

J

J

J

J

J

Stephen Lodge

Stephen Lodge

Stephen Lodge

Rachel Smith

Rachel Smith / Jenny

Le Vaillant

Project / Project

Resource2014 to

20152015 to

20162016 to


Lead

15



Incorporate the relevant outcomes of the Partnership’s Resident Scrutiny Review whilst ensuring that the GH Board has the appropriate skills and experience.

Embed health and safety policy and procedures in all operational activities including measuring our success.

ü

ü ü ü

Review of Governance and Accountability

Health and Safety

J

J

Rachel Smith

Rachel Smith

16

The Guinness Hermitage Business Plan has been developed within the context of the Partnership’s strategic framework.

We are committed to providing the resources required to support the successful implementation of these Partnership projects. Ultimately they will benefit our customers through business efficiencies and enhanced services.

PARTNERSHIP PROJECTS

Lead 2016 - 20172015 - 20162014 - 2015

17

Strategic Priority - Great Service

Objective

Customer Satisfaction - Improve customer satisfaction with the services we provide. Implement a comprehensive, cost-effective approach to customer satisfaction monitoring, ensuring customer feedback is acted upon.

Customer Contact - Define and implement a common approach to our customer contact arrangements, developing the range of channels providing greater choice for customers and efficiencies for the business.

Customer & Market Intelligence - Improve the quality of and the way we analyse information relating to our customers and our operating environment, as a basis for decision-making.

Tenancy Sustainment - Develop a strategic framework as the basis for defining and delivering tenancy sustainment activities, including access to work, affordable warmth, tenancy support and financial inclusion.

Welfare Reform - Further develop Guinness’s response to Universal Credit and direct payments; and introduce strategies and solutions that prevent customers falling into arrears.

Fixed Term Tenancies - Put in place a policy framework to enable Guinness to grant fixed term tenancies for new social and affordable rented tenants (implemented in Guinness South from 1 Oct).

Older Person’s Strategy - Deliver the Partnership’s Strategy for Sheltered Housing and Retirement Living; complete research on how we design services to support customers with dementia and plan how Guinness shares and implements key findings.

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ü ü

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ü ü ü

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1

2

3

4

5

6

7

Director of Strategy and Communications

Director of Customer Services, GNC





Managing Director, Guinness Care & Support

18

Strategic Priority - Great Service

Lead 2016 - 20172015 - 20162014 - 2015Objective

Housing Policies - Comprehensively review of Guinness’s housing policies to ensure they provide a complete, coherent and effective suite that will ensure legal and regulatory compliance and support greater operational efficiency.

Service Charge Review - In the context of changes generated by the introduction of component accounting and affordable rent, define and implement a common approach to the setting and collection of service charges.

Equality & Diversity - Implement the Partnership’s Equality and Diversity Strategy.

ü

ü

ü

8

9

10


Managing Director, Guinness South


19

Strategic Priority - Great Homes

Asset Management Strategy - Refresh the Partnership’s Asset Management Strategy developing our future service standards, a clear vision for attaining efficiencies, and a road map for systems.

Health and Safety – Embed a comprehensive health and safety management system - to safeguard residents in their homes, provide safe working environments for employees and contractors, ensure compliance with all legal and regulatory obligations and promote a safety culture.

Comprehensive Energy Standard - Develop a comprehensive energy standard for our homes, including a Partnership approach to Contract Energy Management.

ü

ü

ü

14

15

16

Managing Director, Guinness Hermitage / Managing Director, Guinness Northern Counties

Partnership Director of Health and Safety

Group Investment Director

New Homes - Deliver 2,637 new homes, including 111 for Market Rent.

Regeneration - Deliver major regeneration projects at West Gorton & Cooper House, Manchester, and Loughborough Park, South London.

Land Bank - Continue to work to develop a land bank for future development.

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11

12

13




Lead 2016 - 20172015 - 20162014 - 2015Objective

20

Strategic Priority - A Great Place to Work

Lead 2016 - 20172015 - 20162014 - 2015Objective

Employee engagement - Carry out an annual Employee Opinion Survey, regular ‘Pulse’ and GPS surveys and periodic IiP assessments – publish the results and use feedback to inform our plans.

Learning and Development – (1) Continue the delivery of the Guinness Leaders’ and Guinness Managers’ Programmes to build the capability of our leaders and managers so that they fully live the Leadership and Management Standard; (2) Introduce a new Learning Management System that enables us to deliver more e-learning and to administer, develop and track our programmes electronically and to fully evaluate training and development products/interventions.

Employer Brand - Develop Guinness’s employer brand and approach to promoting opportunities to make a great first impression and attract high quality candidates – using technology and social media to illustrate what it is like to work for Guinness and to target potential candidates.

Routes Into Work - Develop and launch a comprehensive Guinness framework for the engagement of work Placements, apprentices, interns and trainees/graduates.

Collaborative Working - Further develop The Grid, and exploit the new desktop infrastructure to provide a range of collaboration tools that improve the way staff communicate and share information, enabling more effective and efficient ways of working.

ü

ü

ü

ü

ü

17

18

19

20

21

Director of Learning & Develoment

Director of Learning & Develoment

Director of Integration and HR


Director of IT

21

Strategic Priority - A Great Place to WorkStrategic Priority - A Great Place to Work

Lead 2016 - 20172015 - 20162014 - 2015Objective

Integrated Partnership - Deliver further integration including a single Housing System with common processes; a single Finance System; Electronic Data Management Solutions that extends beyond housing and finance; a Data Warehouse; and improved opportunities for Mobile Working. Identify and implement operational efficiencies across the business.

Operating Model - Review the Group’s operating model, ensuring it is optimised to deliver the Partnership Strategy.

GPS Services - Improve the level of automation within GPS Services, delivering enhanced functionality that supports efficient workflows.

Corporate Identity – Design and launch a new corporate identity that reflects today’s aspirations; enables us to position ourselves appropriately, consistently and cohesively in our markets; and that our people are proud of and excited about.

Procurement - Building on the introduction of P2P, market place integration and e-tendering, develop the Partnership’s procurement model creating a service which can effectively exploit the new technology.

Compliance – Ensure the Partnership meets its legal, regulatory and governance requirements through a comprehensive approach to risk management, robust internal control and policy frameworks and a strong awareness of responsibilities.

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Deputy Chief Executive




Chief Executive

22

23

24

25

26

27

22

Strategic Priority - Financial Strength and Capacity

Lead 2016 - 20172015 - 20162014 - 2015Objective

Funding - Raise £150m new debt finance.

Business Diversification – Market Rent & Outright Sale - Continue to grow Guinness’s market rent and outright sale offer, including supporting back office infrastructure.

Group Structure & Investment - Optimise the use of GDL and GHL to deliver and fund diverse activities; explore investment to GHL.

GCS Growth - Continue to grow our Care and Support business, in line with the GCS business plan, increasing our turnover and operating surplus.

Value for Money – Produce and publish a robust self-assessment which sets out how we are achieving value for money in meeting our business objectives, in line with the Regulatory Standard – including key achievements and cost, efficiency and quality performance indicators.

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Group Finance Director



Managing Director, Guinness Care and Support


28

29

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31

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Guinness Hermitage Performance Indicators and Targets

6Guinness Hermitage Management Team

2325


Key Performance Indicator Target 2014/15

Actual 2013/14

Target 2013/14

% of Emergency repairs completed 98.70 93.00 98.00

% of Urgent repairs completed 98.00 87.44 95.00

% of Routine repairs completed 98.00 91.19 95.00

Customer satisfaction with repairs % 85.00 93.60 85.00

Responsive repair average cost per unit per year (new target) not applicable not applicable tbc

Average void repair cost (new target) not applicable not applicable tbc

Re-let time in weeks 4.60 6.38 4.60

Current tenant arrears % 2.98 4.40 4.50

Current tenant arrears - £ (Operational) (new target) not applicable not applicable £3.1m

Current tenant arrears up to £2000 - £ (new target) not applicable not applicable £2.7m

Current tenant arrears up to £2000 - number of cases (new target) not applicable not applicable 7,967

Current tenant arrears over £2000 - £ (new target) not applicable not applicable £400,000

Current tenant arrears over £2000 - number of cases (new target) not applicable not applicable 148

Former tenant arrears % (new target) not applicable not applicable 1.89

Former tenant arrears £ (new target) not applicable not applicable £1.3m

Former tenant arrears number of cases (new target) not applicable not applicable 1,200

Former tenant arrears - amounts written off £ (new target) not applicable not applicable £350,000

Call centre - % of calls answered within 20 seconds 95.00 85.60 95.00

2326



Actual 2013/14

Target 2013/14

Call centre - % calls abandoned 7.00 10.70 7.00

% of Property meeting Decent Homes Standard 100.00 100.00 100.00

Gas servicing % complete at end of month 100.00 99.95 100.00

Gas servicing number outstanding at end of month 0 5 0

Number of new properties handed over into management 106 175 669

Number of new handovers (rented stock) (new target) not applicable not applicable 465

Void loss % 1.50 1.15 1.50

Void loss £ (Operational) (new target) not applicable not applicable £1m

Void loss on new handovers (rented stock) £ (new target) not applicable not applicable 0.00

Customer satisfaction with new homes % (new target) not applicable not applicable tbc

Solution agreed to complaints at First Point of Contact (new target) not applicable not applicable 80.00

Solution agreed to complaints within 2 working days (Quick Fix) % (new target) not applicable not applicable 80.00

Solution agreed to complaints at Detailed Investigation (new target) not applicable not applicable tbc

Satisfaction with the way in which Guinness has managed a customer complaint % (new target) not applicable not applicable 65.00

Amount of compensation paid (monthly) (new target) not applicable not applicable tbc

Number of RIDDOR Reports <15 tbc tbc

Number of Employee Incidents <300 tbc tbc

Number of Employee Accidents (Injury) <245 tbc tbc

Number of Customer Incidents <200 tbc tbc

Number of Contractor Incidents <50 tbc tbc

Number of Near Miss Incidents <150 tbc tbc

Employee Accident (injury) Incident Rate (per 1000) <80 tbc tbc

Number of Asbestos Incidents <10 tbc tbc

Number of Gas Safety Incidents <20 tbc tbc

Number of Fire Incidents <100 tbc tbc

Number of Violence & Aggression Incidents <200 tbc tbc

Regulatory Contacts Received <100 tbc tbc

Enforcement Actions Received <50 tbc tbc

Enforcement Actions Outstanding <10 tbc tbc

% of High Priority Fire Risk Assessments in date 100% tbc tbc

% of Low Priority Fire Risk Assessments in date 100% tbc tbc

% of Water Risk Assessments in date 100% tbc tbc

% Gas Safety Certificates in date 100% tbc tbc

% Asbestos Communal Areas Surveys Completed 100% tbc tbc

2327

Guinness Hermitage is contributing towards the following Guinness Partnership Health & Safety key performance indicators.


Actual 2013/14

Target 2013/14

Risks to the delivery of this Business Plan

7

29

Ranking Risk Inherent Risk Original Residual Risk Score

Residual Risk Score Jan ‘14

Change Strategy Portfolio Lead

1 Capacity for Change 20 None 20 None Treat Robert Stronge

2 Major Health & Safety Failure 20 16 16 Treat Robert Stronge/ Stephen Lodge

3 Staff Engagement and Wellbeing 16 None 16 None Treat Robert Stronge/ Rachel Smith

4 Lack of Control Framework (PPS) 20 None 15 None Treat Stephen Lodge (Reporting to GHMT and GH Audit & Risk Committee) 5 Development Programme 2011-2015 20 16 12 Treat Stephen Lodge

6 Economic Climate and Welfare Reform 25 15 12 Treat Jane McCluskey

7 Gas Safety 20 12 12 Treat Stephen Lodge

8 ICT Infrastructure and Applications 20 12 12 Treat Robert Stronge/ David Watson

9 Supported Housing 16 12 12 Treat TBC

10 Future Funding 20 12 12 Treat David Watson

11 Internal Controls 16 None 12 None Treat Rachel Smith

12 GH Organisational Structure Change 20 12 9 Treat Robert Stronge/ David Watson

13 Customer Engagement 16 None 9 None Treat Rachel Smith

14 Tenancy Fraud 9 None 9 None Treat Jane McCluskey

15 Fire Safety 16 9 9 Treat Stephen Lodge

16 New Tenure Types 15 12 8 Treat Jane McCluskey

17 Securing Volume & Level of Affordable 16 8 8 Treat Jane McCluskey/ Rent Conversions and Sales to fund Stephen Lodge/ Development Programme David Watson

➜

➜

➜

➜➜

➜➜

➜➜

➜

➜

➜

➜

➜

➜➜

➜➜

30

Event is expected to occur in most circumstances

Event will probably occur in most circumstances

Event should occur at some time

Event could occur at some time

Event may occur in only exceptional circumstances

Almost Certain

Likely

Possible

Unlikely

Rare

5

4

3

2

1

>90%

50-90%

30-50%

10-30%

>10%

1Insignificant

2Minor

3Moderate

4Major

5 10 15 20 25

4 8 12 16 20

3 6 9 12 15

2 4 6 8 10

1 2 3 4 5

5Catastrophic

Like

liho

od

Impact

Time

Breakeven

Turnover

Environment

Reputation

Regulatory

Management effort

Resolution would be achieved during normal

day to day activity

Less than 1% or no impact

Little or no impact

On-site environment exposure immediately

contained

Letters to local/industry press

Minor breaches by individual staff

members

An event, the impact of which can be

absorbed through normal activity

Resolution would require input from regional management team

1% to 3% impact

1% to 3% impact

On-site environmental exposure contained

after prolonged effort

Series of articles in local/industry press

No fine and no disruption to scheduled

services

An event, the consequences of which

can be absorbed but management effort is required to minimise

the impact

Resolution would require input from

Executive team

3% to 10% impact

3% to 10% impact

On-site environmental exposure contained

with outside assistance

Extended negative local/industry media coverage

Fine but no disruption to scheduled services

A significant event which can be managed

under normal circumstances

Resolution would require the mobilisation of a

dedicated project team

10% to 25% impact

10% to 25% impact

Off-site environmental exposure contained

with outside assistance

Short term negative national media coverage

Fine and disruption to scheduled services

A critical event which with proper

management can be endured

Resolution would require input from

the Board

Greater than 25%

Greater than 25%

Environmental exposure offsite with detrimental

effects

Extensive negative national media coverage

Significant disruption to services over an

extended period of time

A disaster with potential to lead to

collapse of the business

Documents

Guinness hermitage business plan 2014 17