• Profile
  • TSKB in Brief
  • TSKB's Subsidiaries
  • Products and Services Of TSKB
• Performance
  • Value Creation
  • Awards & Recognitions
  • CEO's Assessment
• Approach
  • TSKB's Sustainable Banking Strategy
  • TSKB's Sustainability Priorities
• Dialogue
  • TSKB and Stakeholder Engagement
  • TSKB's Stakeholders
  • 2010 Stakeholder Dialogue Highlights
• Sustainability and Environmental Issues
  • Sustainable Banking at TSKB
  • Sustainable Banking Performance: the Economic Dimension
  • The Renewable Energy Sector and TSKB
  • TSKB Energy Index
  • TSKB, Climate Change, and the Environment
  • TSKB's Efforts on Behalf of Sustainability and the Environment
  • Who Wouldn't Want to Be Sustainable?
  • ISO 14001 Certification
  • The Structure of the TSKB Environmental Management Team
  • TSKB's Environment Policy
  • TSKB's Environmental Impact
  • Sustainable Banking Performance: the Environmental Dimension
  • Developments in External Environmental Impact
• Corporate Governance
  • Absolute Compliance With Laws and Regulations
  • TSKB's Corporate Governance Structure
  • Compliance With Corporate Governance Principles
  • Risk Management at TSKB
  • Prevention of Money-Laundering and the Financing of Terrorism
  • Relations with Suppliers
• People
  • Human Resources and the Workplace at TSKB
  • The TSKB Performance Management System
  • TSKB Compensation and Reward System
  • TSKB Human Resources Structure
  • Human Rights and Employee Rights at TSKB
  • Competency Development and Training
  • Health and Safety at TSKB
  • Commuting By Sea
  • Internal Communication at TSKB
• The Community
  • Social Responsibility at TSKB
  • "Environment: Our Priority": Past and present
  • The NGOs that TSKB Collaborates with
• Summarized TSKB Goals and Performance
• Appendices
  • About This Report
  • Statement GRI Application Level Check
  • Global Reporting Initiative Cross Index
  • Online Sustainability
  • Imprint
  • Communication and Service Channels

COMPETENCY DEVELOPMENT AND TRAINING

TSKB engages in a systematic effort to improve its employees’ performance and personal competencies through professional training and development programs.

All of the training activities planned, organized, and conducted by the Bank’s Competency Management and Corporate Communication Department have the basic and shared objectives of maintaining TSKB’s effectiveness and productivity at the highest possible level and of continuously increasing employee satisfaction by means of the professional and personal training programs which its employees require.

TSKB gives importance and value to diversity among its personnel and regards such diversity both as a valuable basis of its organizational structure and as a precious element of its intellectual capital.

Training programs at TSKB are designed to support the principle of ongoing education while also achieving perfection in the Bank’s performance at both the individual and the organizational level. Training programs are informed by their particular subjects and are determined according to their attendees’ job positions. They focus on the knowledge and skills which are needed both to further develop TSKB’s organizational structure and to implement its management and marketing strategies.

In addition to technical training programs, the Bank also conducts training activities that will support the personal development of its human resources.

TSKB’s personnel training methods consist of in-house training, extramural training (in Turkey and abroad), and conferences.

TSKB training approach highlights

• Under the heading of personal development training, TSKB conducts Outdoor and Management Development training programs designed to improve employee motivation and enhance the quality of employees’ lives.
• As Turkey’s “Environment-friendly Bank”, TSKB recognizes the improvement of environmental knowledge and awareness among its human resources as an essential component of its ongoing training and development activities.
• TSKB provides its human resources with systematic training on environment management system-related issues.
• TSKB keeps its personnel informed about matters pertinent to and required by its Emergency & Business Continuity Plan.
• TSKB continuously seeks to improve in-house communication involving all personnel through such activities as its traditional New Year’s Banquet and Foundation Day Commemoration and also through semiannual Vision Meetings conducted by management.
• Under the Bank’s Environment Management System, “ISO 14001 Awareness”, “Permaculture”, “Natural Human Relations in Socioeconomic Development” seminars were conducted during the reporting period. Certified Basic First Aid training was also provided.

TSKB HR training indicators
	Top management training time / person (hours)	Senior Management training time / person (hours)	Associates training time / person (hours)	Officers training time / person (hours)
2009 - 2nd half	7.53	13.36	18.44	8.37
2010	45.50	34.76	58.71	14.79

	Number of personnel (excluding administrative staff)	Total training time (excluding administrative staff)	Average training time / person (hours)	Average training time per female employee (hours)	Average training time per male employee (hours)
2009 - 2nd half	262	3,523	13.44	13.33	13.57
2010	297	12,680	42.69	39.89	45.82

Training time (Average training time / person in hours)	2009 - 2nd half	2010
Total technical and personal development training	13.44	42.69
Technical training	10.74	29.88
Personal development training	2.70	12.81
Number of personnel (excluding administrative staff)	262	297

Vision Meeting Personnel Rhythm

TSKB Management Trainee programs
For years it has been the practice at TSKB for the Bank to train its own managers itself. In line with this goal, every summer TSKB conducts a management trainee program whose aim is to identify and train the Bank’s future managers.

The programs which TSKB conducts for its management trainees are specially designed to prepare them for the duties which they will undertake once they have been employed by the Bank.

To create a pool of potential management trainee candidates, in 2010 TSKB authored another first by conducting a three-day TSKB Career Workshop at a hotel near İstanbul. This workshop was attended by junior- and senior-year university undergraduates and by graduate students, who took part in Personal Development and Outdoor training activities, were briefed about TSKB, and worked on coached projects led by TSKB management personnel. Workshop attendees were rated on the basis of their project work and participation in other activities and those who appeared to best suit the Bank’s employee profile were included in the management trainee recruitment process.

Managers' Meeting