HUMAN RESOURCES AND WORK ENVIRONMENT AT TSKB

TSKB believes that the only way to take advantage of the growth opportunities in the market is through employing competent and participant human resources. With this sense TSKB aims to be one of the most desired places to work for by sustaining a secure work environment that awards success and promotes individual growth and initiative taking.

TSKB would not maintain its continuous growth and improvement without its employees.
With its employees aiming to meet client needs and expectations, having broad vision, exemplary occupational excellence and continuous development efforts, TSKB is determined to reach its goals in sustainable banking.

The educational expertise and loyalty levels of the employees at TSKB are distinctive and one step ahead of their counterparts in the sector. TSKB employees are results oriented, efficient in analyzing and problem solving and able to think strategic.

The key to providing high quality financial services for TSKB is having professional human resources.

The three main areas that TSKB focuses on for sustainable corporate success are:
  • Managing human resources according to the policies of the Bank,
  • Appraising and developing employee potential at both individual and group level,
  • Providing the human resources with interactive and deep dialogue about TSKB’s operations and goals


In order to sustain TSKB’s continuous development, human resources policy of the Bank foresees having broad vision employees who are open to innovation and improvement and aim to satisfy client needs and expectations.

At the focal point of TSKB’s human resources strategy lie the objectives of
  • Providing complete participation to work
  • Strengthening corporate loyalty and
  • Reaching the highest level of employee satisfaction.

Performance Management System at TSKB

The principles of Performance Management System based on competencies and goals, follow the process of
  • Identifying - evaluating competencies
  • Providing the employees with internalized corporate objectives
  • Realizing one to one interviews
  • And preparing personal development plans.


The results of Performance Management System are used to identify the employee training needs, to plan careers and fix salary increases.

Corporate loyalty is the core element of efficiency and power factors that stand beyond the TSKB performance culture.
Whilst evaluating performance of the employees in the Bank, as well as considering the successes they have achieved, the way in which these successes are achieved is also considered.

Salary and Bonus Scheme at TSKB
TSKB builds its salary and bonus scheme in the light of its encouraging human resources policies, and evaluates and supports the total benefit of its employees accordingly. In this respect, the Bank focuses on a competent and market sensitive compensation policy.

The results of market surveys regularly run by expert consultants are taken into consideration in the execution of this policy.
  • Performance of the employees,
  • Self improvement efforts,
  • Sectoral averages,
  • Inflation rates

are evaluated in fixing the salaries.

TSKB salary package includes monthly pay, four quarterly bonuses and profit based dividends paid to employees.

The employees who perform superior success according to the results of Performance Management System are paid bonuses.

Besides legal retirement, bank employees have the opportunity to gain a second retirement scheme and to be treated at the contracted private health institutions by being a member of TSKB Pension and Assistance Funds.

As a result of TSKB’s increasing focus on specialty banking since 2002, the ‘banking’ staff has grown.

Management Trainee Programs at TSKB
The Bank has tenaciously adopted the approach of ‘raising its own managers’ and ‘creating the TSKB family’ for years and has started Management Trainee Programs in 2003 with the aim of raising specialists and managers of the future. TSKB orients and prepares the management trainees intensely for their new jobs providing them with a structured training program.

Considering the individual preferences and talents as well as the Bank’s needs, TSKB systematically continues to invest into high quality human resources and completely satisfying the staff needs of the business units in line with its employment policy.

Summary Info on the Human Resources Structure of TSKB
According to 2009/1st semi-annual results, the number of banking personnel working both in the headquarters and throughout the branches of the Bank is 272.

Of this number;
  • 54% are female and 46% are male.
  • 92% have university degrees and 24% of this 92% have postgraduate degrees
  • 81% speak English


Average age of the Bank’s employees is 35, which indicates a young and dynamic staff and this quality plays a strong role in the overall performance of the Bank.

Average length of years served in the Bank is 8.1 and this number indicates the high loyalty level in TSKB.

HR basic figures - According to 2009/1st semi-annual data

Number of Personnel (Banking) Number %  
Total 272 100  
Female 148 54  
Male 124 46  
Average number of years served 8.1  
Distribution of top management according to gender Female Male  
CEO - 1  
Executive Vice President 3 4  
General Secretary - 1  
Head of Board of Internal Auditors 1 -  
Distribution of personnel according to education level Female Male Total
Professor - 1 1
Doctor 2 1 3
Graduate degree 27 28 55
University degree 101 89 190
Vocational high school degree 8 1 9
High school degree 10 4 14
Total 148 124 272

TSKB’s ethos of human rights and work life
Respect to human rights is the base of all kinds of social interaction.

As a responsible corporate citizen, TSKB acts with complete coherence and compliance to the UN Human Rights Declaration and the legal frame which regulates the work environment and human rights in Turkey.

Diversity and equal opportunities are the key components of TSKB human resources policy
TSKB human resources policy is based on diversity and equal opportunity. In line with this policy, the Bank stands against all types of discrimination.

TSKB perceives employee diversity as an important base of its organizational structure and a valuable element of its intellectual capital. Acting with this notion, TSKB encourages its employees to think different, act different and develop personal competencies.

In all processes and applications of human resources management, TSKB considers equal opportunity and supports diversity in gender, age and creed. The dominance in the number of female managers is a concrete example of the Bank’s diversity policy.

Developing competencies and continuous training
TSKB continuously cultivates the performance and individual competencies of its employees through professional training and development programs. The core and common goal of the training activities planned, organized and executed by the Human Resources Department is to sustain the Bank’s highest possible level of efficiency, and consistently increase employee satisfaction by providing the occupational and personal training programs needed.

The training programs at TSKB are designed to support continuous training and excel the performance not only at the individual level, but also throughout the Bank as a whole as well.

The training programs which are shaped according to the subject and determined according to the positions include the goals regarding the knowledge and skills needed to develop TSKB’s organizational structure, management and marketing strategies.

Besides technical training programs, the Bank also invests in programs to support personal development of its human resources.

The in-service training methods in TSKB include internal training, external training (local and abroad) and conferences.

Basic figures in training – 2009/1st semi-annual data

Training hours (per person) 2009/1st half
Total of technical and personal development trainings 17.7
Technical 14.4
Personal development 3.4
Number of Employees (excluding administrative staff) 272
  • Within the context of personal development trainings, healthy nutrition, NLP, communication, personal image and outdoor trainings are included in order to motivate employees by increasing their life quality.
  • As ‘The Environment-Friendly Bank of Turkey’, TSKB aims to consistently increase the consciousness and awareness of its human resources on environmental issues and sees this aim as the basic component of its training and development activities.
  • The Bank systematically realizes training programs for its employees within the framework of EMS.
  • TSKB organizes informative activities within the context of emergency and business continuity plan.
  • Activities such as boat cruises, motivation and vision meetings are also arranged with the participation of all personnel, in order to increase internal communication.

Health and Safety at TSKB
TSKB embraced the key importance of its employees’ health and safety both at work and at their private lives and internalized this principle in its human resources policy.

Having taken the contemporary health and safety applications used worldwide into consideration within its policies, Turkish health and safety regulations are fully enforced throughout the branches and the headquarters of TSKB’s in Istanbul.

Occupational health and safety at TSKB is governed under the responsibility of the Human Resources Department. This unit takes care of all cases concerning health and safety intensely and takes the necessary measures.

Regarding work safety, the Bank’s physical conditions and technical structure are periodically controlled, information and warning systems are improved, potential problems are identified and the measures are taken as needed.

TSKB is committed to maintain its “zero accident” record at work.
TSKB cooperates with institutions and people who specialize in health and safety to provide an ultimately healthy and safe environment for its employees.

Emergency Rehearsals at TSKB
TSKB tests its emergency plans by periodically performing rehearsals and improving its employees’ reactions and competencies towards emergency cases.

TSKB executes fire rehearsals annually at the headquarter buildings with the participation of all employees. The aim of these rehearsals is to evacuate all the employees in foreseen periods of time and the emergency treatments are applied according to scenarios. Rehearsals create a great opportunity for the first aid and fire fighting teams to be tested and trained on the job.

In the light of the outcomes gained during and after the rehearsals, TSKB periodically improves its emergency action plans.

An environmental transportation policy; taking advantage of the seaway
Transportation of the employees creates an important amount of CO2 emission. According to 2008 data, 4% the Bank’s CO2 emission is created by the daily transportation of its personnel.

In the last ten years, transportation between the two continents has become more difficult everyday due to the continuously increasing motor vehicle traffic on the bridges and highways.

Having 32% of its personnel residing on the Asian side of Istanbul, TSKB efficiently uses the sea transportation opportunity the Bosporus offers.

With the Bank’s sea transportation arrangement, the HQ staff is able to cross to Üsküdar on the Asian side, from Kabataş port near the TSKB headquarters, in just 8 minutes. End product: Stress-free commuting in the majority of distance between work and home in fresh Bosporus air, and much less CO2 emission compared to highway transportation.

Internal Communication at TSKB
TSKB has an internal communication system which enables the human resources to communicate constantly, transparently and interactively. Regular internal communication plays an important role in preserving and developing the corporate culture, executing the Bank’s strategies accurately, and in improving the work environment and the corporate success.

TSKB intranet is the main platform for the internal communication. Every employee is given an e-mail account. The TSKB IT is built on an advanced technology infrastructure, providing a deep information pool including daily market data and regulations and enabling users to take advantage of the information efficiently.

Sustainability and leadership on social security: Trusts of TSKB

TSKB has established two Pension and Assistance Funds in 1964 and in 1994

TSKB has built its social security systems in the first hand, based on “best practices” of the world and provided comparable benefits. The systems work successfully under the principles of “sustainability” and “leadership” as applied in investment and development banking.

The PRS (Personal Retirement Scheme) which is active in Turkey since 2002 is applied at TSKB trusts since 1964. Under this system the trusts serve the members with a lifetime retirement salary and retirement bonus and in the case of their departure the same products are served to their families.

Having established its own social security scheme 45 years ago, TSKB has been meeting its commitments accurately on health and retirement to a total of 1450 members including their dependants and the trusts have been meeting their commitments on retirement to 500 members.

Sustainable employee satisfaction at TSKB
Sustainability of employee satisfaction is a priority for TSKB and is intensely considered in human resources policies and in daily applications. Activities and social platforms that are organized by the Bank enable the employees to socialize and support employee satisfaction.

  • Motivation and vision meetings with the participation of junior and senior managers and consultants create an important communication and sharing environment to review and update TSKB’s banking vision and goals. In 2008, TSKB organized motivation and vision meetings in Antalya and Sapanca. In February 2009, The Managers Meeting took place in Abant with the participation of managers, and in April 2009, the “2008 Evaluation and Motivation” meeting with the participation of all employees.
  • In the Vision Meeting on February 17, 2009, CEO Halil Eroğlu presented the financial tables of the last five years and highlighted that even in the times of crisis none of the TSKB employees would lose their jobs. The second half of the meeting included a nice surprise of various musical instruments given to the employees as gifts and an opportunity to play a jam session with the worldwide-known percussion master, Okay Temiz.
  • Photography is embraced intensively at TSKB. The Bank is focused on photography and organizes contests on themes. The participating photos are presented in the Bank’s Intranet and graded by the personnel. The winner photos are rewarded and exhibited at the TSKB Arts Corridor.
  • Besides backgammon tournament, various rewards are given at the cocktail parties of New Year’s Day and establishment anniversary.


TSKB is an institution which builds its strong future over the accumulation of knowledge and experience deep-rooted in its past.


Meeting - 17th February, 2009


The Meeting of Managers

From the Corridors of TSKB Art

Click the images to enlarge.
TSKB Spoken History Project

Interviews and visual recordings are made with the former CEOs of TSKB in order to create a spoken history archive, to enrich it with visual elements and leave it for the use of next generations.

The questions that are asked to CEOs regarding their periods not only included TSKB’s history but also covered information on macroeconomic and market conditions of the related periods and resulted as a quite valuable work. It is shared with all TSKB employees at the Vision meeting and will be updated periodically to exist as a living documentary.


From TSKB Spoken History Project
Click the images to enlarge.

In a rapidly changing and developing market, TSKB is decisive on managing its human resources with sustainable policies and strengthening its competitiveness on human resource management.