VKF_FRAE_2017

PART II: MANAGEMENT AND CORPORATE GOVERNANCE PRACTICES 108 VakıfBank Annual Report 2017 HUMAN RESOURCES PRACTICES In the second half of 2017; changes and updates were made to the organizational structure of the Head Office, in order to implement sustainable and profitable growth strategies, ensure that the organization is strengthened by obtaining an effective and productive structure, create a product- and customer-oriented organization structure, deliver a rapid and uninterrupted service, and ensure a healthy credit management and increased operational efficiency. The mentioned change and transformation contributed to the efforts towards these goals: » » Creating a product- and customer- focused distribution network, effective performance measurement, sound credit risk management and increased operational efficiency, » » Delivering Bank customers products and services that meet their new and evolving needs, perfecting the operations for the delivery of banking products and services, and reducing costs through efficiency studies, » » Identifying profitable market areas and developing products and services for these areas » » To this end, especially marketing departments were structured according to segments and specialization was achieved to create a more efficient management structure, within the scope of restructuring efforts. The re- segmentation of the branches in line with the customer-oriented perspective and the foundation of branch departments corresponding to Head Office Departments have necessitated the constitute of the Commercial Branches as well. Within this scope, it has been decided to open 35 Commercial Branches in order to provide a better quality service to the customers in the commercial segment and to increase customer productivity. These Commercial Branches, which will serve in 14 different provinces, are planned to become operational in 2018. In order to manage the branches through a more effective and stronger coordination, to increase the support given to the branches, to ensure the balance among the workloads of Regional Directorates, to enhance market share and profitability through focus, one Regional Directorate and one Regional Loan Directorate in both Ankara and Istanbul’s European side. In the second half of 2017, efforts were initiated for the identification and modification of the new Head Office Building, and the VakıfBank Head Office Departments, which had been operating in multiple locations across the European side of Istanbul since 2011, were gathered in a single location to deliver services. For this purpose, new service buildings located in the Ümraniye district of Istanbul were rented and construction work was accelerated in order to gather the scattered departments, so that they start functioning in these new Head Office buildings in 2018. Thus, it will be possible to eliminate various problems arising from the existence of multiple service buildings in different locations, to render the management network more efficient and effective, and to increase synergy further by bringing the departments together. Training As part of its human resources policies, VakıfBank provides training opportunities for its employees in order to support their development in line with their career goals, improve their motivation, create job satisfaction, and increase their work productivity. To this end, in line with the “Training Needs Assessment,” 1,942 classroom training sessions were conducted on 461 different topics in 2017. Some 40,897 participants received a total of 362,129 hours of training during these sessions. Some 9,996 employees, out of the Bank’s total employee count of 16,097, attended at least one training session while 5,972 employees attended multiple training sessions. A Certification Training Program was designed and initiated to ensure that employees acquire the necessary experience and competencies along their career path, and receive the courses that are a precondition for promotion to the next level. Within this scope, a question bank was set up through collaborations with universities for Training Programs and Assessment Exams. The In-House Trainer System was set up in order to tap into the Bank’s internal resources for training activities, and to employ specialized employee as in-house trainers; applications of employees willing to join the In-House As part of its human resources policies, VakıfBank provides training opportunities for its employees in order to support their development in line with their career goals, improve their motivation, create job satisfaction, and increase their work productivity.