In line with the principles of participation banking, while Türkiye Finans acts with the mission of sharing the produced value on one hand, it continues to develop its performance-oriented human resources practices and to support its employees on the other.

A total of 210 employees attended the evaluation centre application for appointments to managerial positions. All career movements were carried out with a focus on performance and competence.

The ratio of internal appointments for managerial positions within the bank stood at 81%, while this ratio reached 100% in the branches and the regions.

The “Kariyerburada (your career is here)” application was launched to systematically and transparently manage career opportunities within the Bank. A total of 579 vacant positions were announced over this platform throughout the year. In total, 3,089 applications were received and 460 employees were transferred to new positions with this application.

Alternative career opportunities within the Bank were enriched and the Sales Trainee Program was designed for transfers to sales. The Management Trainee (MT) Program was also launched, to attract new, talented graduates.

New promotion criteria were determined based on performance and competence. A total of 710 employees who met the conditions for promotion within this scope were promoted to new titles.

The Future professionals program provided 217 high school and university students with internship opportunities in our head office and branches during school periods.

248 new employees, of which 76% were new graduates, joined Türkiye Finans in 2017. The Orientation Program, which is designed with the TFLY brand, was launched with the motto of “Starting your Journey to Success” for employees who had just joined the Bank. TFLY aims to provide an excellent start for our new recruits. It also aims to ease their orientation to the Bank and their assignments during their 1st year in the Bank.

Türkiye Finans was operating with 3,767 employees in 287 branches and 22 Regional Head Offices as of the end of 2017, with 62% of the Bank’s employees working in the Branches, 35% in the Head Office and 3% in the Regional Head Offices. Of all personnel working at Türkiye Finans, 88% hold a university degree or higher, 33% are female and the average age is 35.4.

Türkiye Finans realized various events and projects aimed at increasing employee motivation and social interaction outside their professional life within the scope of internal communication activities. A number of events and projects were organized within this scope, including seminars and workshops, game tournaments, talk meetings with the participation of senior management, surprise gifts and gifts designed for special days.

During branch opening anniversaries, gift boxes of “Our Branch is all the more Beautiful with You” were sent to our employees working in the branches, reaching 3,650 employees. Within the scope of the event, surprise visits were made to the Van, Trabzon and Karaköy branches with the participation our CEO and executive vice presidents.

Visits to 16 Branches were made within the scope of the “A little break with HR” concept. One-to-one meetings were held with employees.

Social Clubs at Türkiye Finans

• The Türkiye Finans Rowing Team was ranked in 2nd place in the Dragon Festival Boat Races, which commands among the widest participation of any corporate sporting event. Our team was handed the award for Best Brand Representation.
• The Türkiye Finans Football Club organized the 14th Traditional Football Tournament with the participation of 19 teams within the Bank. A friendship match was organized between regional and branch managers on the final day.
• The Türkiye Finans Travel Club organized four trips to Çanakkale, Bursa, the Floodplain Forests and Abant. The Outdoor Sports Club organized a trekking tour in Sakarya.
• The Türkiye Finans Basketball Club participated in the CBL Tournament in 2017.

We celebrated special days with our employees. We celebrated the following special days by giving gifts to:

• All women employees for Women’s Day,
• 587 working mothers for Mother’s Day,
• 1,537 working fathers for Father’s Day,

Our little bankers - the children of our employees - for the April 23rd National Sovereignty and Children’s Day.

Iftar dinners were organized in the head office and regional offices during the month of Ramadan.

Blog competition

Türkiye Finans organised a competition as part of its Birport Blog page:

Twelve employees, who were winners of the “Special Receipts for Ramadan” competitions, participated in the cooking workshop with Refika Birgül. A one day workshop was organized with the participation of the General Manager and executive vice president responsible for HR.

Five winners of the “I wish I Will Pray in Kabe-i Muazzama” competition made their Hajj visit together with their closest family members.

“Welcome to Winter Fest” The “Welcome to Winter Fest” was organized with the slogan of “Let’s Meet under That Tree” to celebrate the relocation to our new head office building.

Other events

102 employees donated blood and 24 employees donated stem cells in the “Blood Donation Volunteers” campaign held by Türkiye Finans with Türk Kızılay (Turkish Red Crescent).

In addition, during the year, seminar and panel events were held with the aim of bringing employees together with people from different disciplines who work and produce with passion and who like sharing, providing a forum for them to share their experiences. One of our guests was Yekta Özözer, with a focus on innovation, and our other guest was Kaan Sekban, who came to forefront with his comic entertainment.

The “Welcome to Winter Fest” was organized with the slogan of “Let’s Meet under That Tree” to celebrate the relocation to our new head office building. Twelve firms carried out discounted sales within the scope of the Fest, providing online discounts for our colleagues working in the branches to offer them the advantages of the Fest. Our Theatre Club put staged a play, which was written by themselves.

Our activities held within the scope of internal communication reached 3,581 employees in 2017.

Renumeration and Performance Management Activities

The Türkiye Finans Performance Management system is a development focused process, set out in line with the Bank’s strategies and aimed at contributing to the improvement of the Bank’s performance and individual performance.

Three inputs of our performance management were defined in 2017. The performance management methodology was formed within this framework and works with the following defined inputs:

• Target management,
• Competence management
• Feedback process.

Taking an approach that places target management as the basis for the performance management process, targets were set with the leadership of senior management in parallel with Türkiye Finans’ strategies, which were determined at the beginning of 2017. These targets were gradually communicated from senior managers to more junior levels in parallel with their responsibilities. Managers in headquarters were informed of the targets, and the regional offices were informed of the individual targets by segments. Targets are set in line with the Bank’s strategic goals, and are genuine, measureable, accessible, challenging, fit for purpose and realistic with a clear time interval.

In addition to target management, competence management was defined as all behaviour that would help Türkiye Finans and its employees reach success and meet their targets, while forming a common culture. Measurement methodologies were designed for both ownership and development of both competences and targets.

Performance evaluations were carried out by managers twice during the year, one of which was held in the interim period and the other at the year-end. At the end of both two periods, feedback meetings (between the employees and their managers) were held to provide direction for future planning, in addition to development and current status evaluations.

The purpose of the performance management process at Türkiye Finans is to support personal development and awareness, direct the future and ensure continuous development. Activities to ensure that this process, which is shaped by the employee and the manager, is continuous and to increase the sense of ownership will continue in 2018. Activities aimed at expanding the performance environment, which constitutes the main building block of all HR processes, will continue. In addition, efforts will be taken to promote the development of performance tracking processes.

Training Activities

Türkiye Finans continued to contribute to the personal development and performance of its employees in line with the principle of “Continuous Learning and Development” with training programs that are compatible with the sectoral dynamics and the Bank’s strategies.

The first training session of the TF First Step Program enables our employees to quickly adapt to the Bank and to their responsibilities.

New training programs were developed in the following areas in coordination with the Bank’s new sales service model: Result oriented sales, Relationship Banking, Business Performance Management, Branch Balance Sheet Management, Customer Management and Negotiation and the Interpretation of Macro Economic Indicators and Credits. A total of 1,400 employees, consisting of the commercial and retail sales teams and regional / branch managers attended these training programs, in line with their responsibilities/ titles for an average of 4 days throughout the year.

In order to diminish operational risks, which is one of Türkiye Finans’ priorities, 234 employees involved in the high risk group were given in-class training. Other employees were supported through webinar and distance learning.

350 employees from branch operation teams attended the credit training program, which covers all credit processes from allocation to liquidation, and which were supported with cases from the Bank.

The Management Trainee development program was organized for Management Trainee (MT) candidates who had just joined Türkiye Finans. With this program, our employees completed the training process with in-class training, branch internship, unit internship, distance learning and projects.

The Sales Trainee Program was designed for employees who will be transferred to the sales from operation teams. With this program, our employees were fully equipped to their new duties with theoretical training programs about sales, customer relations, credits, products and applied training programs composed of branch/unit internships.

180 employees received feedback through face-to-face and video conference meetings about the results of the evaluation center activities which were carried out for employees who will be assigned to managerial or higher levels. Development plans were formed for these employees.

Supported by the mentor application for the newly appointed unit, the regional and branch managers and 47 other managers performed with a higher level of efficiency in their first 90 days, by benefiting from the experience of more experienced managers.

Within the scope of our responsibilities and legal obligations for our employees, our Bank increased awareness of Occupational Health and Safety, First Aid, Emergency Management and Information Security through in-class training, exercises and programs supported by various training technologies.

In order to facilitate the sale of the Bank’s current and new products and to fulfil legal obligations, 481 employees participated in the BES examinations, 849 employees entered the SPL examination and 617 employees entered the SEGEM examinations. Our employees were supported with training and pilot tests before taking the examinations.

Of the training programs provided in 2017, 61% were organized as in-class training while 39% were carried out under distance learning methods. Our employees attended an average of 6 days of training during the year.

We will be supporting our target of increasing the share of training technologies applied in the total training duration with new video and training content in 2018. In addition, training and development activities will continue under the “Academy” roof within the scope of training maps that were formed by redesigning title and segment based training programs