VKF_FRAE_2018_uyg11

VakıfBank Annual Report 2018 109 VakıfBank implements a comprehensive training program designed to ensure that employees acquire the necessary experience and competencies along their career path. The Bank also cooperates with universities in designing training programs and establishing a question bank within the scope of these programs. VakıfBank set up the In-House Trainer System in order to tap into the Bank’s internal resources for training activities and to use specialized staff members as in-house trainers. For 2019, the Bank aims to boost the number of employees who are involved in the In-House Trainer System after completing training, and increase the trainings delivered by such trainers. In its teaching processes, in addition to such in-class trainings, VakıfBank uses a mixed learning model that includes next generation digital learning experiences. In 2019, in addition to the current e-learning trainings, the Bank will offer video training and mobile learning channels to employees. Corporate Development With its strong capital structure, asset quality and extensive branch network in the Turkish banking sector, VakıfBank has adopted the principle of rendering effective, efficient and customer-oriented services. Accordingly, in order to ensure the continuity of its robust organization, the Bank increased the total number of its domestic branch locations from 924 to 948 in 2018. In 2017, VakıfBank structured its marketing departments according to segments with a view toward delivering more effective management through specialization. To create branch departments corresponding to the relevant Head Office departments, the Bank opened 35 commercial branches in the first half of 2018. With the establishment of commercial branches, VakıfBank ensured that customers in the commercial segment receive higher quality services, and that branches reporting to Regional Directorates focus more on the SME segment. It is critically important for banks today to monitor changes in general laws, rules, regulations, especially anti-money laundering law, and adapt swiftly and fully to national and international changes in the sector – in brief, legal compliance, anti-laundering, risk control and monitoring/evaluation functions VakıfBank established the Compliance and Legislation Department in order to increase its efficiency in the mentioned areas and to ensure effective management by expanding its areas of responsibility. The Bank established Customer Experience and Management Departments for the retail and SME segments. This effort was aimed at offering prioritized services to customers in the Retail and SME segments, monitoring customer needs more closely and producing solutions, measuring customer behavior to determine areas of improvement, and boosting customer profitability and productivity. One of the major factors affecting employee satisfaction is the quality and efficiency of the relationship with the other departments within the organization. VakıfBank Internal Customer Satisfaction Survey was conducted to measure and evaluate employee satisfaction based on the service that they receive from the Head Office Departments; manage the processes between departments with a mutual business relationship in a more accurate and faster manner; increase internal customer satisfaction in the Bank; differentiate the Bank in the sector among the competition; and support VakıfBank’s continuous improvement. VakıfBank also carried out an Employee Loyalty Survey to measure the loyalty of the Bank’s staff; demonstrate how much enthusiasm and motivation employees have to contribute to the success of the organization; and identify clear priorities to determine which areas to invest in to boost employee loyalty. According to the survey results, VakıfBank enjoys an employee loyalty level far higher than the sector and Turkey average. The Bank’s organization continued to display an openness to change and adapt to the innovations required by modern banking. The R&D and Digital Transformation Department was set up and operationalized to identify new technological trends in evolving information technologies. The Department also aims to carry out the necessary work to produce and monitor competitive and pioneering digital transformation projects. Based on the results of the Internal Customer Satisfaction Survey and Employee Loyalty Survey conducted in 2018, improvement areas will be identified, and necessary efforts will be made to increase the satisfaction of employees and their loyalty to the Bank. As customer needs and behaviors change, VakıfBank started to redesign its branches in 2018, in response to the requirements of today. Under the project dubbed “Branch Transformation,” the Bank works toward creating a new branch business service model; supporting branches with architectural and visual design; enhancing customer and employee satisfaction and experience; and directing customers toward digital channels in the most efficient way. The branch transformation process will take into account customer requirements. Branch transformation will include simplifying the physical structure and intra-branch transaction processes; shortening long transaction trees; digitally integrating processes to support the paper-free banking model; establishing digital areas within the Bank to encourage customers’ migration to the digital and increase their propensity toward alternative digital channels. As a result, operational transactions in branches will be reduced and a favorable working environment will be provided for transition to the sales-oriented business model.