VKF_FRAE_2018_uyg11

VakıfBank Annual Report 2018 107 corporate culture. During the year, the Department collaborated with the Corporate Academy Department to issue a document for new employees that outlines the essentials of the adaptation process. The Human Resources Department started to send “Welcome Packages” to newly recruited employees, in collaboration with the Corporate Communications Department. In 2018, in line with the goal of complying with the staffing norm scheme, the Human Resources Department continued to take into account staffing norm data in recruitments and appointments. The aim was to ensure that, as in previous periods, a sufficient number of qualified employees who can adapt to the active work environment are employed as a result of recruitment and placement processes. The Department also ensured that the head count at the branches/ departments is kept at an optimal level to maintain labor productivity. With various efforts carried out in 2018, the Bank focused on increasing labor productivity. In consideration of the possible risks associated with employees working at the same branch for an extended period, the Bank changed the work location of 700 long-time staff members in 2018 in order to prevent such risks and boost employee productivity. As a result, these employees were observed to add value to banking processes with the work they perform in their new branch, gain experience about diverse customer profiles and develop themselves, and yield a higher productivity due to rotation. With a view toward preventing the risks posed by accumulated annual leave, the Bank undertook efforts at two different points in 2018 to encourage employees to use their leave. During the first months of 2018, employees with 50 to 100 days of accumulated annual leave were encouraged to plan and take at least two weeks off. Meanwhile, employees with over 100 days of accumulated annual leave were encouraged to plan and take at least three weeks off. In the last months of the year, the Bank encouraged employees with 50 days or more of accumulated annual leave (according to the aforementioned analysis in the first months of 2018), to plan and take one to three weeks off, after taking into account the leave already taken during the year. These efforts helped reduce the accumulated annual leave days and also enabled employees to enjoy their right to leisure and increase their work motivation. Employee Relations and Discipline In 2018, Bank created employee sheets keep a complete record of Bank staff information, check their data, have them evaluated and graded by their managers. Improvements were recorded in audits related to payments to subcontractor employees working at the Bank. To enhance relations with companies providing outsourced support services, the Human Resources Department analyzed the Labor Law, Social Security and Occupational Health and Safety processes. The Department also conducted the necessary checks on employee files, payrolls, SSI entry and exit documents, and the like within the framework of this legislation. To further improve the existing processes, necessary information was provided to these companies. As for disciplinary procedures, in order to eradicate problems that arise in monitoring financial liability processes, the Head of the Audit Board, Chief Legal Counsellor, and Head of General Accounting and Financial Affairs convened at a meeting and established a new monitor/program. This project has reached the testing stage and work is ongoing. In dialogue and collaboration with other relevant departments, the Bank initiated a project to transfer all personal documents demanded by employees to the VIT infrastructure. The mentioned department continues work on this project. The fees of CMB License Extension training programs were updated to ensure that all employees duly pay their fees. From now on, the license training fees of staff members who require such licenses will be covered by the Bank. In 2018, the Law on Labor Courts and Labor Law were amended to make the arbitration processes obligatory before taking a case to a court; the Bank received such applications. As such, a process was initiated to deal with this development; this effort is underway according to plans. Audits for OHSAS 18001 Occupational Health and Safety Management System certification, initiated in March, were completed with success. In October, VakıfBank became the first bank to receive OHSAS 18001 Occupational Health and Safety Management System certification, thus confirming its compliance with international standards. At the Head Office premises and five Regional Directorates, the Bank placed turnstiles at the entrances to check staff compliance with working hours. At the branches, EBİS initiated the tender process for the program PDKS. The appropriate company was thus identified by the Procurement Department. As a result, efforts were made to ensure that all employees are in compliance with working hours. Career and Performance The Career-Based Salary Management System, which has huge importance for VakıfBank’s strategic goals for 2018, was initiated on January 1, 2018. Employees were given the opportunity to rise vertically in terms of position, and also to shift horizontally to a position. The aim is for staff members to determine their own career path according to their competences and performance success. Employees with an equal work load were remunerated in line with their performance.