• Presentation
  • Türkiye Finans in Brief
  • Our Vision, Our Mission, Our Corporate Values
  • Corporate Strategy
  • Strategic Priorities and Basic Initiatives for 2013
  • Awards and Recognitions
  • Summary Financial Information
  • Amendments to the Articles of Association and the Justifications for Them
  • Capital and Shareholder Structure
  • Shares Held by the Members of the Board of Directors and Managers
  • Chairman's Message
  • CEO's Message
  • Customer Constitution
  • Macroeconomic Outlook and Sectoral Developments
  • An Assessment of the Bank's Position in the Sector in 2013
  • An Assessment of Türkiye Finans' Activities in 2013 and their Results
  • Türkiye Finans's Plans for 2014
  • Research & Development; New Services and Activities
  • Compliance Opinion on the Annual Report
• Management and Corporate Governance Practices
  • Board of Directors and Audit Committee
  • Executive Vice Presidents
  • Unit Managers within Internal Systems and Directors
  • Organization Chart
  • Governing Bodies and Committees at the Bank, Participation of Bank Directors and Committee Members in Meetings
  • Information About General Meetings Held in 2013
  • Annual General Assembly Meeting Agenda
  • Summary of the Board of Directors Report Presented to the General Assembly
  • Information about Human Resources Practices
  • Information about the Related Party Transactions, the Bank Enters
  • Information about Consolidated Affiliates
  • Other Information
  • Activities for Which Support Services are Outsourced and the Persons and Organizations from Which They are Obtained
• Financial Information and Assessment on Risk Management
  • Audit Committee's Assessment of Internal Audit, Internal Control, Risk Management and Regulatory Compliance Functions; Committee Activities During the Reporting Period
  • Declaration Concerning the 2013 Annual Report
  • Independent Auditors' Report
  • The Unconsolidated Financial Report of Türkiye Finans Katılım Bankası A.Ş. For the Year Ended 31 December 2013
  • Independent Auditors' Report
  • The Consolidated Financial Report of Türkiye Finans Katılım Bankası A.Ş. For the Year Ended 31 December 2013
  • Information About the Bank's Dividend Policy
  • Assessment of Financial Position, Profitability and Solvency; Asset Quality and Profitability
  • Information About Risk Management Policies by Type of Risk
  • Information About Credit Rating Agency Rating Assignments and the Nature of Such Ratings
  • Summary Financial Information Pertaining to the Five-Year Period Including the Reported Period
  • Appendix: Amendments to Articles of Association
  • Directory

Information about Human Resources Practices

Competent human resources to set the Bank apart in the sector

The Türkiye Finans Human Resources Department is responsible for recruiting, in line with the bank’s vision and growth strategies, qualified human resources capable of representing the company, and is likewise responsible for personnel career planning, performance evaluation, employee motivation and benefits management, as well as for formulating remuneration policies and determining and planning training requirements.

During 2013, employees were paid motivational bonuses in a bid to reward successful performance and raise employee motivation. These monetary payments were calculated by taking into account employees’ duties and responsibilities, and both individual and departmental performance, and were paid in cash.

Türkiye Finans attaches importance to recruiting the Bank’s own managers from among its own personnel. In line with this principle, the names of personnel who potentially satisfy the specified criteria for branch manager positions are kept in a centrally maintained “Management Pool”. The training and progression requirements of these individuals are identified and managed accordingly.

In line with these principles, one Unit Vice President, one Director Vice President, four Regional Directorates and 49 Executive Unit/Branch Managers were assigned, while the internal assignment rate was 86%. A total of 880 employees were promoted to higher positions. Training was planned and carried out in order to prepare personnel for the requirements of their newly-opened career paths.

Recruiting and holding onto the very best employees is one of the most important objectives of Türkiye Finans’ human resources.

In 2013, the Human Resources Department continued to support the successful fulfillment of Türkiye Finans’ aims by developing human resources practices in line with the bank’s strategies and policies. Human resources management at Türkiye Finans is performed with an awareness of employee satisfaction and with the recognition that human resources are a matter of high-priority concern to the Bank.

At the end of 2013, Türkiye Finans had 3,990 people on its payroll serving in 250 branches and six regional departments. Some 34% of the Bank’s personnel are employed in the head offices, 2% in regional units, and 64% in the branches.

An analysis of Türkiye Finans’ personnel shows that:

• 86% hold university degrees
• 29% are female and
• their average age is 33.

67% of the newly-hired personnel are placed in management trainee and assistant teller positions. This is evidence of the importance that the Bank attaches to having human resources who are steeped in Türkiye Finans’ culture and values. One result of this approach is that 70% of newly-opened branch-level staff positions (30 new branches were opened in 2013) were filled through internal promotions.

Türkiye Finans is well aware both of the contribution that experienced human resources make to its success as a bank and of the value that loyal human resources can create. To this end, a total of 657 Türkiye Finans employees were rewarded various gifts and tokens of recognition commemorating their 5th, 10th, 15th, 20th, and 25th years in the Bank’s employment.

Employees are provided with various forms of material and moral support to help them achieve and maintain a balance between their careers and their private lives and to foster a sense of solidarity and identity. Clubs specializing in such activities as photography, diving, outdoor sports, excursions, cultural activities, literature, football, tennis, sailing, cooking and jogging that are organized and managed by volunteers serve as platforms on which employees with shared interests can get together. This also gives employees an opportunity to take initiative, to assume responsibility and to adopt team spirit.

In 2013, the Bank set up an internal communication platform entitled “BiR OLMAK” (TO UNITE) with the aim of supporting the success and happiness of employees under the coordination and leadership of the Human Resources job family, broadening the Bank’s strong corporate culture, facilitating sharing, opening an effective communication channel, raising motivation, creating common sense and TO UNITE, in line with the Bank’s strategic targets in the banking industry and the participation banking business line.

The Bank aims to “UNITE” with its people-oriented, transparent and fair management approach based on principles, its strong and pioneering stance and its human resources as a value; to this end, the Bank has placed the philosophy of acting to UNITE within the Bank, to UNITE in financials and to UNITE in all rankings that stand for success.

Investment in training and development to continuously progress

Believing that it is “people” who make the difference, Türkiye Finans continues its investments in training programs in order to develop professional and well-equipped human resources who can contribute positively to the industry.

Training activities are provided to support the personal and professional development of Türkiye Finans employees and to contribute to the Bank’s performance. A total of 1,778 classroom training sessions were held and with an average of 67 hours of training provided per employee. Some 73% of the training sessions conducted in 2013 were classroom-based while the remaining 27% consisted of remote training in the form of OCS, web conferences, and training catalogue courses. Aiming to allow all of its employees to benefit from such development opportunities, the Bank ensured that 94% of its employees participated in at least one classroom training program.

The following projects/training programs were undertaken by the Bank in 2013 for its employees, who are considered by Türkiye Finans to be its internal customers:

• “Career-Long Training” is a training program project that has been developed with the aim of systemizing training so as to expand competencies, manage human resources effectively, and equip employees with the knowledge and skills they need to perform successfully in their existing positions.
• The project, “Service Excellence through a Professional Team”, which was developed in recognition of the importance of “Service Quality” aims to raise service quality and to enhance internal and external customer satisfaction. In this training program, in-class training sessions were provided with internal instructors called “Service Envoys”. The book entitled “Service Excellence through a Professional Team”, which sets out the Bank’s service standards and processes, was shared with all employees.
• Sales training were provided to all sales staff under the Bank’s Anatolian and European Regional Directorates with the aim of improving the Bank’s sales capability.
• “Sales at the Desk” training sessions were provided with the participation of teller desk employees.
• “High Performance through Feedback” training sessions were held with the participation of all managers and directors in order to improve the feedback culture, which is such an important part of the Bank’s “Performance-Based Management” approach.
• The Bank continues to organize “Off the Bench and into the Field”, a series of manager development programs that have been introduced in line with the Bank’s strategy to raise managers from its own personnel.
• “From Junior Team to A-Team” is an in-house mentoring program designed to help newly-appointed branch and unit managers adapt to their new jobs more rapidly. The Bank carries out the program with an increasing number of participants.
• The Bank provided the opportunity for graduate training at more than 20 universities to employees seeking to enhance their banking careers with academic study.
• “The Building Blocks of Management” training sessions were held to ensure that managers and directors employed at the head office and regional directorates perform effective team management by improving their managerial skills.
• “Team-up training” was provided to improve business-making and, in particular, the team-up capabilities of newly opened branches.
• An orientation program entitled “The New Link of the Chain” was designed and launched in order to speed up the adaptation of managers assigned by the Bank from outside the company.
• To address different learning styles, the Bank has diversified its training channels and allowed employees to benefit from the training videos through Bilge TV.
• Within the framework of mandatory training programs, the Bank provided remote and classroom training to targets masses concerning the CMB, the PPS (Private Pension System) and SEGEM (Insurance Training Center) and helped employees obtain the required documents and certificates. In the context of business continuity and legal obligations, the Bank provided employees with training on “Prevention of Money Laundering and Financing Terrorism”, “Information Security”, “First Aid”, “Emergency” and “Occupational Health and Safety”.
• The Bank has ensured that its employees continue to participate in training programs held by the Banks’ Association of Turkey, Participation Banks Association of Turkey and the Interbank Card Center.

Accurate performance management to get the right results

Accurate performance management to get the right results

Aware that strategies can only be implemented throughout the Bank and reflected to business results through accurate performance management, the Bank designs and launches fair, transparent, systematic, and compliant (with strategic targets) and easy-to-follow performance management models at the Branch, Regional and Head office levels.

Within this framework:

• The Bank’s communication-oriented culture is reinforced by restoring its capabilities in parallel with the increasing needs and redesigning its performance evaluation system in a feedback-oriented manner.
• Surveys are re-run, which aim to quantify and raise employee satisfaction, loyalty and motivation.
• A system of reward is being applied which encourages employees to become successful, to produce creative ideas and to bring forward opinions/suggestions that will increase the Bank’s efficiency.