Corporate Responsibility Report 2013
Transkript
Corporate Responsibility Report 2013
Corporate Responsibility Report 2013 Doğuş Holding A.Ş. Maslak Ayazağa Caddesi, No: 2, 34396, Sarıyer, İstanbul - Turkey Phone: +90 (212) 335 32 32 Fax: +90 (212) 335 30 90 www.dogusgrubu.com.tr 01 Content DOĞUŞ GROUP STRUCTURE 02 OPERATIONAL MAP 04 OUR GROUP Company Profile Awards and Recognitions Strategic Partnerships and Memberships 06 06 08 13 CEO MESSAGE 14 CSR AT DOĞUŞ GROUP CSR Management Approach and Policies Key Stakeholders and Material Issues 16 16 18 ECONOMIC ENGAGEMENT Compliance and Risk Management Responsible Investment New Investments in 2013 Local Economic Development Programs Supply Chain Management Public Policy Contributions 20 22 24 25 27 27 28 EMPLOYEE ENGAGEMENT Open Communication Employee Health and Safety Employee Satisfaction and Engagement Employee Suggestion System Performance Management Training and Development Programs 32 35 36 37 38 40 40 COMMUNITY ENGAGEMENT Business Ethics Human Rights 42 58 60 ENVIRONMENTAL ENGAGEMENT Environmental Awareness Programs Energy Efficiency Waste Management Water Consumption 62 64 68 69 70 PERFORMANCE DATA 71 ABOUT THIS REPORT 94 INDEXES 97 03 Doğuş Group Structure 02 DOĞUŞ GROUP CR REPORT 2013 05 Operational Map 04 DOĞUŞ GROUP CR REPORT 2013 07 OUR GROUP Doğuş Holding and its Functions1 Company Profile At Doğuş Holding we provide steering, coordination, control and audit functions, and generate value for the Group, monitor activities of the Group companies on behalf of shareholders, perform financial audits, and administer control systems. We aim to create competitive companies that put regional growth at the forefront of their operations. Founded in 1951, Doğuş Group has been taking its place among the leading business conglomerates of Turkey. The Group is a corporate leader in the region. Doğuş Group is active in eight core businesses: financial services, automotive, construction, media, tourism and services, real estate, energy and entertainment. In addition, the Group sustains its growth with new investments in the areas of sports, entertainment, technology and agriculture. Doğuş Group utilizes a management style that is both customerfocused and productivity-centered. While it is formed through material gains, it embodies a strong corporate citizenship approach which is at the center of all business practices of the Group and which benefits the entire society. In line with this approach, the Group implements several corporate responsibility and sponsorship projects, with a special focus on child development, education, environment, culture & arts and sports. Doğuş Group is aware of its responsibilities and acts in accordance with a vision that includes leading by example and contributing to economic development. The Group plays a significant role in the Turkish economy by creating numerous employment opportunities and generating high levels of business volume. The Group’s Corporate Social Responsibility Strategy; is to support economic, social and environmental development and increase the level of prosperity by creating innovative and sustainable business models in every sector and region. Doğuş Group has more than 200 companies and over 35,000 employees. The Group has created strong customer loyalty while building brand value with its high-tech infrastructure. Doğuş Group continues contributing to Turkey’s ongoing process of transformation and innovation. Utilizing its global perspective, world-class brands, and noteworthy partnerships, the Group’s vision – particularly with regard to services – is a valuable asset to Turkey. The Group is able to maximize the value of its brands by utilizing the highest quality human resources and the most advanced technology to maintain the high standards that have made it a regional leader in the services sector. Doğuş Group always provides its services based upon the principles of customer satisfaction and trust. As a result of this approach, the Group has created reputable brands with global standards and has been representing Turkey worldwide. Its name is a source of attraction for international investors who are interested in Turkey. The Group has contributed to this process by creating a synergy with global giants including the following: BBVA (Banco Bilbao Vizcaya Argentaria, S.A.) in finance, Volkswagen AG and TÜVSÜD in automotive, CNBC, MSNBC and Condé Nast in media, Hyatt International Ltd. and HMS International Hotel GmbH (Maritim) in tourism, Latsis Group, Kiriacoulis Group and Adriatic Croatia International (ACI) Group in marine, and the International Azumi Group in the food & beverage and entertainment industry. Standing out as a pioneer of change, Doğuş Group is always ready to adapt to the developments around the world. In line with this adaptation strategy, the Group also has the advantage of capitalizing on its broad range of experience and collaborations. By signing partnership agreements with the leading global companies, Doğuş Group signals its intention to accelerate its investments throughout the world. Regarding the latest international partnerships of the Group, Doğuş has always underscored its ambitious standing in becoming the regional leader of the sectors in which it operates. In almost all of its core businesses, the Group has strong international partners providing high-quality services in 26 countries, with 35 world-renowned brands, the list of which are provided below: COUNTRY BRAND / COMPANY Germany Luxembourg Malta People’s Republic of China Romania Financial Russia Garanti Services Switzerland The Netherlands Turkish Republic of Northern Cyprus UK Ukraine Iraq Automotive D-Auto Switzerland Bulgaria Kazakhstan Construction Doğuş Construction Libya Morocco 06 Key Financial Indicators (TL thousand) 2010 SECTOR COUNTRY Oman Qatar Construction Saudi Arabia Ukraine Croatia Tourism and Italy Services Greece Croatia People’s Republic of China Thailand Entertainment UAE USA UK Germany UAE New Initiatives UAE Russia 6,649,328 8,644,506 Gross Profit 2,744,273 2,551,956 2,790,710 776,615 1,083,348 EBITDA 1,667,002 3,737,556 1,300,874 1,176,206 1,291,618 EBIT 1,425,944 3,455,629 993,655 961,861 1,052,443 966,015 2,691,764 744,003 744,003 143,555 Net Profit for the Year General Administration Expenses 1,153,172 1,189,808 1,351,433 591,404 748,359 204,878 242,626 294,942 263,955 312,559 Selling, Marketing and Distribution Expenses 49,285,930 50,970,721 56,085,148 17,815,222 20,748,914 7,701,796 9,864,793 10,801,229 10,801,229 10,586,002 2012 Restated 2013 Doğuş Construction euro.message REIDIN Crate and Barrel 2013 11,000,016 Key Performance Indicators (%) Coya, Oblix, Roka, Tom’s Kitchen, Zuma 2012 Restated2 9,929,164 BRAND / COMPANY Zuma 2012 8,654,592 Total Shareholders' Equity Villa Dubrovnik Capri Palace Flisvos, Zea, Lefkas and Gouvia Marinas D-Marin Marinas 2011 Revenues Total Assets GLOBAL PRESENCE SECTOR Holding Functions • Corporate Communications • Finance and Financial Reporting • Financial Affairs • Human Resources • Information Technologies • Internal Audit • Investments • Lean Management • Legal Affairs • Risk Management • Security and Administrative Affairs • Social Projects • Tax Affairs • Protocol 2010 2011 2012 Gross Profitability 32 26 25 12 13 Net Profitability 11 27 7 11 2 EBITDA Margin 19 38 12 18 15 2 5 1 4 1 13 27 7 7 1 ROA- Return on Assets ROE- Return on Group Equity Detailed information about the Holding Functions and Group Governance Structure can be found in Doğuş Group Annual Report 2013 at http://www.dogusgrubu.com. tr/web/83-337-1-1/dogus_grubu_-_en/investor_relations/reports/annual_reports 1 2 Effective from 1 January 2013, the Group has adopted the new reporting standard (IFRS 11- Joint Arrangements). The proportionate consolidation method applied to the Group’s interest in joint ventures is replaced by the “equity method” effective for annual periods beginning on or after 1 January 2013. Therefore, key financial indicators for 2012 are restated for comparative presentation. DOĞUŞ GROUP CR REPORT 2013 09 Awards & Recognitions Doğuş Holding •“1st Place”, Bank that Utilizes Technology the Best Category, the Webrazzi Awards 2013 • “The Best Corporate Social Responsibility Project of the Year” (The Doğuş Kids Symphony Orchestra), 2013 Ace of M.I.C.E. (Meetings, Incentives, Conferences, and Exhibitions) Awards • Garanti Mobile Branch ranked 2nd,the Best Domestic Mobile Application Category, the Webrazzi Awards 2013 • “The Best Bank in Social Media” Award, Global Finance Award Banking and Financial Services Garanti Bank • iGaranti Application, the “Most Contagious Service” Award, the Annual Most Contagious Products/Services Awards, the Contagious Magazine. • “The World’s 18 Strongest Bank”, Bloomberg Markets 2013 List th • “The iGaranti Online Campaign”, “Gold” in Marketing, Online Campaigns, Banking/Bill Paying Category, the W3 Awards 2013 • “Turkey’s Best Bank”, The Bright Stars: World’s Best Banks 2013, Global Finance • “Best Bank for Sustainability in Turkey”, World Finance Magazine • “Silver” with iGaranti Integrated Campaign in the Marketing, Integrated Campaign, Banking/Bill Paying Category, the W3 Awards 2013 • “Best Bank for Sustainability - Europe”, IAIR Sustainability Awards 2013 • “Best Media Campaign” Award in Banking Category with the iGaranti Campaign, the Crystal Apple Awards 2013 • “2013 European Rising Star Award - Cross - Border Funding Acceleration”, MTN-i • The First Turkish Bank granted “A” level by GRI with its Sustainability Report • “Best TV Implementation” Award with the Integration of iGaranti into the ‘Kuzey Güney’ TV series, Crystal Apple Awards 2013 • “Best Project Finance House in Central and Eastern Europe”, EMEA Finance • “Best Branded Content Implementation” Award with the Integration of iGaranti into the ‘Kuzey Güney’ TV series, Crystal Apple Awards 2013 • “Turkish Project and Acquisition Finance Bank of the Year”, Inter Continental Finance Magazine, Global Banking & Finance Review, ACQ Magazine and Lawyers World • “Best Outdoor Implementation” Award with the ‘Guitar Racket’ designed for the 15th Anniversary campaign of Garanti Jazz Green, Crystal Apple Awards 2013 • “Best Turkish Finance Provider of the Year”, Acquisition International • “Bronze Apple” Award in the Best Ambient Medium Implementation Category with the ‘Torch Project’ for the National Women’s Basketball Team dubbed the Pixies of Basketball, Crystal Apple Awards 2013 • “Best Turkish Refinance Provider of the Year”, Inter Continental Finance Magazine • Garanti Bank Call Center, “Gold” Award, the Best Technology Innovation - Internal Solution Category, the 2013 Top Ranking Performers Awards, the Contact Center World • The “Best Website of the Year” Award, Golden Spider Awards 2013 •“1st Place”, Garanti Internet Banking Branch, the Online Banking Category, Golden Spider Awards 2013 • Garanti Bank Call Center, “Bronze” Award, the Best Sales Campaign Category, the 2013 Top Ranking Performers Awards, the Contact Center World • Garanti Customer Satisfaction Department, “Silver Medal”, the Best Customer Service Department of the Year Category, Stevie Awards • “Recruitment and Distinctive Implementations” Award, Garanti Bank’s Human Resources, The 6th PERYÖN People Management Awards • Garanti Bank’s Service “Find Incentive”, “Best Customer Focus”, the Best Business Awards • “Employer Branding” Award, Garanti Bank’s Human Resources, the 6th PERYÖN People Management Awards • Garanti Masters Private Banking, “Best Private Bank in Turkey” Award, World Finance • Garanti Masters Private Banking, “Best Private Bank in Turkey” Award, the 2013 Global Private Banking Awards co-organized by the Banker and PWM (Professional Wealth Management) magazines • “Turkey’s Best Relationship Management” Award, Garanti Masters Private Banking, the Private Banking and Wealth Management Survey 2013 conducted by Euromoney Garanti Leasing Garanti Factoring • www.garantileasing.com.tr, “Award of Excellence”, the Financial Services Category, The 19th Communicator Awards 2013 held by the International Academy of Visual Arts • “International Star Award for Quality - ISAQ”, Gold Category, 2013 International Quality Award Convention - Business Initiative Directions (BID) • “Best Internet Bank in Western Europe” Award, Global Finance Awards 08 DOĞUŞ GROUP CR REPORT 2013 11 Garanti Pension & Life • “Turkey’s Best Insurance Website”, “1st Place”, the Insurance Category, the Golden Spider 2013 • “Back to School: Educating, not Employing Children”, “Best Corporate Social Responsibility - Education Project of Turkey”, the 12th Golden Compass Public Relations Awards • Back to School, “Platinum” Award, Corporate Social Responsibility Category, the Hermes Creative Awards organized by the Association of Marketing and Communication Professionals Automotive Doğuş Otomotiv • VW Golf, “1st Place”, Small Compact Cars Category, the Golden Steering Wheel Awards • Doğuş Otomotiv Volkswagen Range Campaign, Medina Turgul DDB, “Silver”, Effie Awards • Jetta, “TV Application of the Year”, Communication Category, ODD Awards • “Silver” Award, Financial Services Category, 2013 Vision Awards, League of American Communications Professionals (LACP) • Jetta, “TV Commercial Award”, Automotive Category, the Crystal Apple Festival of Creativity • “Silver Certificate”, Investors in People (IiP) • “Lovemark in Automotive”, Turkey’s Lovemarks Survey, MediaCat in Collaboration with IPSOS KMG Research Company • “Respect for People” Award, Kariyer.net • Volkswagen Caravelle Microsite, “Special Honor Award”, Awwwards.com • Back to School, “European Excellence” Awards, Communication Director Magazine, CSR Project of Regional & National Projects - Turkey • Crafter 22+1 Radio Spot, “Silver Drum”, Golden Drum 2013 • Caravelle and Amarok, “The Best Magazine Advertising”, Commercial Vehicles Category, Kırmızı 2013 Awards Garanti Payment Systems • Bonus Head, “Bronze” Award, the Card-Based Payment Systems Category, Effie Awards for Effective Marketing Communications • Bonus, “Lovemark in Credit Cards”, Turkey’s Lovemarks Survey, MediaCat in collaboration with IPSOS KMG Research Company • Miles&Smiles Webpage, “Bronze” Award, the Finance Category, the Horizon Interactive Web Awards • Miles&Smiles e-magazine, “Silver” Award, News/Blog Category, the Horizon Interactive Web Awards • Miles&Smiles e-magazine,“1st Place”, the Events, Culture and Arts Category, the Horizon Interactive Web Awards Garanti Technology Construction Doğuş Construction • The ENR Top 250 International Constructors, Engineering News Record Media Doğuş Media Group • Approximately 950 awards to date for broadcasts and social responsibility campaigns • 77 awards in various areas from ministries, organizations, associations and foundations, professional chambers, universities and high-schools in 2013 • Garanti Mortgage Website (www.garantimortgage.com), “Best in Class”, Financial Information Category, Interactive Media Awards, 2013 • Garanti Mortgage Website (www.garantimortgage.com), “Bronze” Award, Best Website Award in Financial Services Category, the Stevie Awards Garanti Invesment Trust Inc. • A3 Sedan, “1st Place”, Middle Class Category, the Golden Steering Wheel Awards • “Overseas Contracting Services” Award, Turkish Constructors Association • Miles&Smiles Webpage, “Silver” Award, Travel and Leisure Category, the Horizon Interactive Web Awards Garanti Mortgage • “Gold” Award, ESQR’s Quality Achievements Gold Category, European Society for Quality Research • “The Most Successful and Creative Company in Customer Communication Technology” Award, CISCO, 2013 EMEAR Customer Collaboration Partner Sales Summit • Garanti’s Business Analytics Projects, “Analytic of the Year” Award, the SAP Forum 10 DOĞUŞ GROUP CR REPORT 2013 13 Strategic Partnerships & Memberships Tourism and Services Doğuş Tourism Group Grand Hyatt İstanbul In 2013, Doğuş Group had memberships in the following organizations either on a corporate or individual basis: • “Certificate of Excellence”, Trip Advisor 2013 • “Sealed Air Sustainability and Tourism” Award, Skalite Awards 2013 •47th on the World’s Best Hotels List, T+L 2013 World’s Best Award •4th in the Ranking of Large City Hotels of Europe (100 rooms or more) • ASTD – American Society for Training and Development • CDP – Carbon Disclosure Project • DEİK – Foreign Economic Relations Board • DenizTemiz TURMEPA – Turkish Marine Environment Protection Association • EFAMA – European Fund and Asset Management Association • FERMA – Federation of European Risk Management Association • Finans Kulüp - Finance Professionals’ Foundation of Turkey D-Hotel Maris • “Best Spa” Award, Seven Star Global Luxury Award • “One of the Best Resorts in the World”, the 25th Annual Robb Report USA Best of the Best Edition in 2013 • Tatler’s 101 Best Hotels in the World 2013 • “Five Star Diamond” Award, American Association of Hospitality Science • FODER – Financial Literacy and Inclusion Association • Forum İstanbul • KİD – Corporate Communications Association • KRYD – Enterprise Risk Management Association • ÖSGD – Corporate Volunteer Association • Para Durumu (Turkey’s first financial literacy initiative) • PERYÖN – Personnel Management Association of Turkey D-Resort Grand Azur • “Bronze”, Tui Nordic Blue Award 2013 • TBCSD – Turkish Business Council for Sustainable Development • TEİD – Ethics and Reputation Society • Highly Recommended, Zoover.Nl 2013 • TİDE – The Institute of Internal Auditing, Turkey • Holiday Check Quality Selection Certificate 2013 • TKYD – Corporate Governance Association of Turkey • Rentokil Certificate of Excellence 2013 • TÜFİDER – Financing Institutions Association • TÜBİYAD – Finance & IT Executives Association • TÜSİAD – Turkish Industrialists’ and Businessmen’s Association Maritim Hotel Club Alantur • Holiday Check Quality Selection Certificate 2013 • Trip Advisor Excellence Certificate 2013 • Top Quality Hotel 2013, HRS • UNEP FI – United Nations Environment Programme Finance Initiative • UNGC – United Nations Global Compact • UNPRI – United Nations Principles for Responsible Investments • WEF – World Economic Forum • WWF – Green Office Program Strategic Sectoral Partnerships At Doğuş Group, we also give utmost importance to strategic sectoral partnerships and collaborate with global leaders related to our business activities. Finance Sector: BBVA (Banco Bilbao Vizcaya Argentaria) Automotive Sector: Volkswagen AG, TÜVSÜD, Meiller, Krone, Scania Media Sector: CNBC, MSNBC, Condé Nast, National Geographic Tourism Sector: Hyatt International Ltd, HMS International GmbH Marina Sector: Kiriacoulis Group, Lamda Development, Adriatic Croatia International Retail Sector: Gucci, Armani Group, Capritouch, Porsche Design, Hublot, Loro Piana Entertainment Sector: Azumi Group, Doors Group, IMG Healthy Life: Chenot Group Other: SK Group, Crate & Barrel, REIDIN 12 DOĞUŞ GROUP CR REPORT 2013 15 CEO MESSAGE As one of the largest conglomerates of Turkey and the surrounding region, we aim to bring economic, social, cultural and environmental development in every sector, in which we operate, through innovative and sustainable business models. Dear Stakeholders, We are very pleased to present our Group’s sixth Corporate Social Responsibility Report, which includes the social, environmental and economic performances of Doğuş Group in 2013. Our Group has always demonstrated its desire to invest in both today and tomorrow, focusing on stakeholder engagement with an employee and customer satisfaction oriented strategy. Doğuş Group companies’ actions during 2013, toward being a sustainable corporation, reflect that comprehensive approach clearly. Our CSR strategy, is driven by our corporate values to create shared value for the Doğuş Group’s stakeholders and for economic development. We know very well that the sustainability and the progress of organisations are very much linked with the prosperity of the community in which it operates. During 2013, we investigated to determine our key stakeholders, and social and environmental material issues to concentrate in the near future. Our CSR Committee worked to understand and reflect the key stakeholders’ concerns and needs to the results of this study. Their collective feedback constituted Doğuş Holding’s key stakeholder and materiality map with a view of appointing our future projections regarding sustainability targets. In line with our Group’s CSR strategy, we hope that this study will serve as a guide to lead the Doğuş Group companies. As one of the largest conglomerates of Turkey and the surrounding region, we aim to bring economic, social, cultural and environmental development in every sector, in which we operate, through innovative and sustainable business models. The growth policy of Doğuş Group is to strengthen current business lines and to increase our market share. Our investment decision mechanisms are grounded on several sector scenarios, in addition to the Group’s targets and vision. All the investment decision processes include sustainability strategies. Conducting corporate responsibility in such a vein, major investments of Doğuş Group has reached about USD 3.1 billion in the last five 14 years (total investments in the past 10 years have reached USD 5.2 billion). While approximately 15% of these investments have been actualized in foreign countries, the majority of the investments of the Group were realized in Turkey. Along with our economic success and contribution to the development of the regions under our operational map, we also maintained our practices regarding social and environmental sustainability in 2013 to bring prosperity to these regions. Doğuş Group continued to focus its main community engagement practices on two main areas: i) Education and development of younger generations and, ii) Development of arts and culture. Financial literacy has also become one of our top targets concerning community engagement since it has utmost significance for both economic and social development of a country. In the last period we initiated two financial literacy projects. With the “20,000 Women on the Way to the İstanbul Finance Center” program, we aim to increase the awareness of women, in terms of utilizing and managing their expenses, savings and investments intelligently. We will include 20,000 women in the program by the end of 2014. Another program that we carry out is “3 Kumbara” by which we ensure that financial literacy education is given to primary school fourth graders in the various regions of our country. We aim to include 500,000 children and parents in the program in four years. As Doğuş Group, we also believe that the agriculture and food sector will play a defining role in shaping of the economic, social and political future of the world. To satisfy the demands of Turkey’s agriculture sector, we made a strategic decision to link agro business with research and development. In this context, Doğuş Agro Projects R&D Services Corporation, was established in 2012. We also founded the Niğde University Ayhan Şahenk Agricultural Sciences and Technologies Faculty to contribute to the potential of our country’s agriculture and to meet the qualified human resources requirements in the sector. In 2013, we made significant progress within the “Equality at Work” Platform. With the support of the Ministry of Family and Social Policies and with Mr. Ferit. F. Şahenk, Doğuş Holding Board Chairman, co-chairing the initiative, the Platform has initiated its efforts to secure more female participation in business life while creating opportunities and resources that encourage equal benefits. Within the scope of the Platform; we declared to develop private coaching and mentoring programs to help the progress of our female employees and initiated several projects. We are very pleased with the results and proud to share as a best practice. The female employee rate within the Group companies increased from 49% to 50%. In 2012, in terms of new employment, the rate of the female employment in Doğuş Group was 36% whereas in 2013 the ratio raised to 55%. We will continue contributing to the social life of the regions, in which we operate, in terms of economy, employment, and the environment, by providing the perfect synergy with more than 35,000 employees. I would like to thank our customers for their trust, our employees for their incredible dedication and our many stakeholders for their valued feedback. I believe Doğuş Group is forging deeper relationships with its stakeholders and will create stronger, and even more trusted brands in the future. Hüsnü Akhan Chief Executive Officer Doğuş Group DOĞUŞ GROUP CR REPORT 2013 17 CSR AT DOĞUŞ GROUP Responsible growth is the key objective of Doğuş Group’s corporate strategy, and is essential to our vision of being a ‘leader’ with our brands in the Turkish services sector and the surrounding areas. With a customer focused approach, we believe that sustainable growth is about our material issue towards all of our key stakeholders. As Doğuş Group, we have a Corporate Social Responsibility (CSR) Strategy that defines the structure of the CSR and sustainability programs in our companies. Intending to be a regional leader in the services sector, we have set up our CSR policies to coordinate and manage sustainability performances. Being one of Turkey’s leading business groups, we strive to conduct all our business operations in a responsible way, taking into consideration our stakeholders’ concerns and requirements, as well as profitability. As sustainability is the key driver to innovation and for stakeholder trust, we rely on responsible business models; we have found that by encouraging the Group companies, we have enhanced our most valuable assets, in which we have invested since our foundation. Corporate Social Responsibility is itself a complex process of self-regulatory codes, especially with supply chains and multistakeholder business models. Corporate governance for Doğuş Group is a precursor to CSR, which both enables CSR performance and encapsulates it. Governance Structure Doğuş Group’s Board of Directors is made up of eleven members, including its chairman. The Board convenes four times a year or more frequently, as the Group’s business dictates. There are two committees which directly report to the Board: the Risk and Audit Committee and the Human Resources Coordination Committee. There is also a Legal Advisory Council. Doğuş Group has 14 departments. There are no independent members on the Board of Directors. Detailed information on the Board and Committees, besides the Code of Ethics and the audit processes can be found in Group’s web site and in the Annual Report4. Materiality The main principles of CSR are based on materiality and the social and environmental impact of our companies with a major focus on key stakeholders’ expectations, in addition to concerns about the life cycle of our business operations. Therefore Doğuş Group’s materiality process was constituted in line with this vision. We believe it is critically important for all our Group companies to get the process of materiality correctly; identifying the material issues creates a successful and essential link between strategy and sustainability. Integrating CSR and sustainability into the business is a necessary driving force for reporting. Doğuş Group’s CSR Strategy To support economic, social and environmental development and increase the level of prosperity by creating innovative and sustainable business models in every sector and region in which we operate as a Group. Following in Doğuş Holding’s values and guided by its “Touching the Lives” mission in CSR activities, Doğuş Group considers that the major principle of CSR is “engagement with stakeholders”. In support of this approach we, as Doğuş Group, select the economic, environmental and social concerns of our stakeholders as the baseline of our every step forward by touching their lives. CSR Management Approach and Policies The UN Global Compact (UNGC) together with its ten principles about Human and Labor Rights, Environment and Anti-corruption, which we signed in 2007, is the basis of our CSR strategy and policies. We are also one of the pioneers in Turkey on CSR Reporting with respect to GRI (Global Reporting Initiative) International Framework, beginning in 2010. Doğuş Group CSR Management Model was disclosed together with the CSR strategy and policies3 in the 2012 CSR Report. Because we are a multi-business conglomerate with global and local presence in several sectors, it is essential to clarify strategy and policies through a stakeholder engagement process. Therefore in 2013, Doğuş Group CSR Committee worked on key stakeholders and the economic, environmental and social material issues of our Group. The workshops were managed by an independent consultancy according to AA1000SES (Stakeholder Engagement) standard and its methodology. Corporate Governance Doğuş Group’s corporate governance framework is the widest control mechanism, both internally and externally, for stimulating the proper and efficient use of corporate resources and simultaneously eliciting accountability for those resources. We believe that our Group companies must be run with the contributions of our stakeholder groups (customers, employees, suppliers) in response to the ecologic environment and the community of which they are a part. Therefore when decisions are to be made, Doğuş Group companies are encouraged to take into account how their decisions impact all these constituents. 3 The details of Doğuş Group CSR Strategy and related policies within the CSR Management Model can be found in Doğuş Group CSR Report 2012 at http://www. dogusgrubu.com.tr/i/assets/contentfiles/dogus_kss_2012.pdf 16 http://www.dogusgrubu.com.tr/web/82-277-1-1/dogus_grubu_-_en/investor_relations/corporate_governance_principles/responsibilities_to_our_stakeholders 4 DOĞUŞ GROUP CR REPORT 2013 19 Key Stakeholders and Material Issues Doğuş Group Stakeholder Engagement Approach Group Companies Compliance Employees Shareholders Business Ethics Ethical Competitiveness Customer Satisfaction Customers Customer Health and Safety Employee Health and Safety Suppliers Sustainable Profitability Inform Consult Involve Collaborate Empower Supplier Standards Public Institutes Creditors Quality Standards Human Rights Employee Satisfaction Investors For a conglomerate as diverse as Doğuş Group, a Group level assessment of materiality cannot cover all material issues faced by each company within the Group. Our approach is to have a Group level materiality assessment and provide guidance for all our businesses. Some of our Group companies have published their individual CSR Reports, which include their CSR strategies and stakeholder engagement processes5. Energy Efficiency Stakeholder Engagement For Doğuş Group, stakeholder engagement is at the heart of our sustainability and stakeholder strategy and policies. We encourage our Group companies to consider the environment in which they operate and to meet the requirements of the stakeholders affected by their operations while achieving their objectives successfully6. Stakeholder Dialogue in Group Companies In Doğuş Group companies, stakeholder dialogue platforms are very much related to their key stakeholders’ needs and concerns. Every Doğuş Group company pays careful attention to stakeholders’ requirements. Stakeholder engagement is among the pillars of our corporate strategy. Several stakeholder engagement processes are managed by the Group companies in order to ask, learn, analyze and respond to their expectations. Customer satisfaction surveys, employee loyalty surveys, partner and supply chain meetings and surveys, investor meetings and presentations, in addition to many online information tools, are common dialogue platforms which every Doğuş Group company utilizes annually. 5 For Garanti Bank CSR Reports: http://www.garanti.com.tr/en/our_company/sustainability/developments/reports.page? and Doğuş Otomotiv CSR Reports: http://www. dogusotomotiv.com.tr/en/corporate-responsibility/corporate-responsibility-reports.aspx 6 Doğuş Group Stakeholder Dialogue Platforms are published in 2011 Corporate Responsibility Report http://www.dogusgrubu.com.tr/i/assets/contentfiles/80-DOGUS_ GROUP_CORPORATE_CITIZENSHREPORT_09.pdf, Pages 66-67 18 DOĞUŞ GROUP CR REPORT 2013 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Economic Engagement 20 DOĞUŞ GROUP CR REPORT 2013 21 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement ECONOMIC ENGAGEMENT Doğuş Group’s Economic Responsibility Policy is set to manifest Group companies, enabling them to manage their economic impact, taking stakeholder benefits into consideration. CommitmentsTargets Local Supply Local Employment Infrastructure Investments Climate Change / Risk Management Encourage all Group companies regarding local supply policy, institute a data gathering system for determining the Group’s local supply financials Establish mechanisms to encourage local employment and support local vocational school programs Establish a stakeholder feedback mechanism to monitor and assess the results of current local infrastructure investments Set a climate change policy and awareness programs within the Group Doğuş Group’s Economic Responsibility Policy is set to manifest Group companies, enabling them to manage their economic impact, taking stakeholder benefits into consideration. This policy is a guiding principle for all Group companies. Doğuş Group: • Fulfills its responsibilities while proceeding with investments towards sustainable growth targets, considering the Group’s direct and indirect economic impact. • Ensures that the Group companies manage their operations and strive for the highest economic benefit within their value chain, aware of being important actors of economic development in their sectors. • Evaluates, monitors, and manages its contribution to economic development under the principles of Risk Management, Responsible Investment and Local Economic Development. Compliance and Risk Management Doğuş Group acts proactively in terms of risk management in order to ensure that its business operations in various industries and regions are not adversely affected by market, operational, liquidity 22 and / or counterparty risks. Risk Management and Internal Audit departments within each sector, and at the Group level, provide and maintain awareness for different types of risks, including emerging risks, and ensure that appropriate risk management mechanisms are in place. With diverse business operations in several different regions and countries, we have already recognized our need to monitor and manage various risks, including not only strategic, business and operational risks, but external risks as well. In 2013, Doğuş Group’s risk management activities proved once again successful in terms of maintaining and improving risk management practices, both at the Group level and at the company level, enhancing the risk culture across the Group. Risk Committee meetings are held on a regular basis, generating valuable and relevant risk information which is discussed and escalated if deemed necessary. Risks are managed on a daily basis by various levels of management in each of our subsidiaries. Supporting risk management activities such as providing a framework for related guidance and reporting mechanisms are conducted by the risk function teams. The Group Risk Management Function works closely with Company Risk Management departments in order to strengthen our risk culture and ERM penetration, and to obtain sound and timely information for assessing and evaluating the decision making processes. In addition to establishing an independent reporting infrastructure and providing policies, guidance and know-how to our Group companies, raising Group-wide awareness for different types of risks and ERM culture is a continued undertaking facilitated by periodic risk roundtables, workshops, dashboards and reports throughout the organization. Each sector has its own Risk and Audit Committee. These committees, functioning under the Board of Directors, are also responsible for assessing risks and proposing appropriate solutions according to the risk appetite of shareholders. Internal Audit is an independent department designed to improve and add value to Doğuş Group’s operations. It helps the Group to accomplish its objectives by bringing a systematic, disciplined approach to evaluating and improving the effectiveness of risk management, control and governance processes. Our Internal Audit Department is responsible for performing financial, operational (process) and IT audits for Doğuş Group companies in accordance with our annual risk-based audit plan. The Department operates with a risk-based approach, tracking all internal audit findings and coordinating follow-ups to ascertain that appropriate action is taken. Results are periodically reported to the Risk and Audit Committee of Doğuş Holding, which in turn monitors and reviews the scope, extent and effectiveness of the activity of the Internal Audit Department of Doğuş Holding and receives a report. The report includes updates on audit activities, progress of the Group audit plan, the results of the audits, the action plans to address these areas, and resource requirements of the Internal Audit Department. The Internal Audit team consists of qualified professionals in different audit disciplines with relevant experience in the business processes which are under review. All audit processes carried out by the Internal Audit Department are in accordance with International Audit Standards and Internal Audit Institute of Turkey standards, besides all other globally accepted audit principles, guidelines and standards. In addition, our Internal Audit Department monitors the findings determined during audits and the companies are interrogated about the progress once a quarter, at least four times a year. Each sector within Doğuş Holding has its own Internal Audit department. The Internal Audit Department of Doğuş Holding works closely with the Internal Audit departments of the various sectors to improve the effectiveness of control environments within the Group companies. Anti-corruption and Bribery Doğuş Group audit processes include analyzing risks related to corruption in every part of our business. To ensure full alignment, each company’s compliance risk assessment processes are reviewed and documented by the Internal Audit Department and reported to the Group’s Audit Committee. All risk assessment results are shared regularly with the senior management. In addition, all our companies assess and monitor the integrity and compliance performances within their own management processes. Doğuş Group Internal Audit Team can play an essential role if there is a necessity of consultancy, assurance, cooperation, advisement, monitor or investigation need about possible corruption cases within any of the Group companies under the control of Group Audit Committee. As a part of assurance activities, Doğuş Group monitors potential corruption risks, evaluates the internal control systems and provides advice for improvement to the Group companies. Anticorruption and bribery are our top compliance priorities in our risk management plans and the related subjects are covered in Doğuş Group Ethical Principles. Transparency and Accountability Doğuş Group adheres to strict business ethics that include principles of transparency and accountability in an environment which recognizes that all players, from large corporations to individual customers, and from employees to society in general, are affected by each other’s actions. We have fully integrated globally-accepted principles of responsible business conduct into all our operations and business activities; all stakeholders are kept informed of the Group’s position on these matters. The Group’s efforts to uphold these principles and high ethical standards are not limited to its own business dealings; we also require that the same approach be followed by all our stakeholders at both the national and international levels. Doğuş Group strictly adheres to the principle of not involving itself with any party that acts contrary to globally-accepted standards and that cannot provide reliable disclosures with regard to its actions. We pay careful attention to accurately disclosing information, financial and non-financial, to our shareholders, employees, customers, national and international business partners, suppliers, existing and potential investors in publicly-floated companies, and the community at large. The Group makes all the relevant information available on its website and informs the public about its corporate strategy, activities, and new fields of investment via annual reports, periodic press releases, and conferences. The Group’s financial statements are drawn up quarterly in accordance with the International Financial Reporting Standards (IFRS). Independent semi-annual and year-end audit reports are shared with the public. All our affiliated companies, listed on Borsa İstanbul (BIST), have DOĞUŞ GROUP CR REPORT 2013 23 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement individual Investor Relations departments that can effectively manage the flow of information to stakeholders in line with national regulations. The fields of activity and the performance of the Group’s publicly-floated companies are disclosed in conformity with the principles of their respective companies by the Capital Markets Board of Turkey (SPK). Ethical Principles Strict compliance with its Code of Conduct and standards is a key principle for Doğuş Group, and any individual or entity that violates the Company’s Code of Conduct is subject to disciplinary measures. As a participant to the United Nations Global Compact since April 2007, we have reaffirmed our commitment to fight corruption both internally and in other areas which may fall within our sphere of influence. Ethical principles are spelled out and documented under the following headings: • Time and resource utilization at the companies, • Relations with customers, subcontractors, suppliers of goods and other companies and individuals with whom the Company has commercial interactions, • The acceptance of gifts, invitations, and donations, • Relations with the media, • Actions that can result in conflict of interest, • Safeguarding of information pertaining to the companies, personal information, professional misconduct, security and harassment. In 2013 Doğuş Group Internal Audit Department made a study of Ethical Procedures of Doğuş Group companies and the results were reported to related companies. Climate Change Risks Climate change risks are monitored in the external risks category and in the scope of long-term risks within Doğuş Group’s risk monitoring systems. The risks related to the impact of climate change have short-term effects on insurance programs which we manage at preferred costs; especially catastrophic climate change impact is followed intently by our Risk Management division. In the Group’s insurance related business lines, the climate change risks are considered under risk based pricing. During the elementary insurance program buying process, the essential clauses are included and defined within the scope of assurance. Ayhan Şahenk Foundation Since its establishment in 1992, the Ayhan Şahenk Foundation has undertaken initiatives in the areas of education, health and environment, and offered social aid to those living in disadvantaged areas. With the vision and philosophy of its founder, Ayhan Şahenk, 24 Our real estate business lines project progress in general expenses with the green building approach and improved evaluation systems. In the construction and real estate sectors, our Group companies are paying more attention to climate change related issues during the planning, constructing and maintenance phases of the projects. Responsible Investment As Doğuş Group, we believe that companies, which demonstrate powerful and transparent corporate governance and have sustainable business policies, generate financial benefits in addition to enhancing value to brand reputation and gaining the trust of stakeholders. Effective environmental, social and economic management systems and policies ensure companies credibility and sustainability because of a reliable risk management. Our investment policies actively encourage Group companies to improve their business standards by integrating the corporate responsibility approach to their management systems, monitoring their social and environmental impact, and addressing corporate responsibility as a business case and risk management system. The crucial goal of the responsible investment approach of Doğuş Group is to ensure that current and newly partnered companies’ managements align their business targets with the long-term social, economic and environmental concerns of the stakeholders. Doğuş Group has reached about USD 3.1 billion in the last five years (total investments in the past 10 years have reached USD 5.2 billion). While approximately 15% of these investments have been actualized in foreign countries, the majority of the investments of the Group were realized in Turkey. The new investments policy of the Group is to strengthen our current business lines and to increase our market share. It is very important for us to enhance our product and service portfolio by entering into new business sectors. Our new investment decision mechanisms are grounded on several market and sector scenarios, in addition to the Group’s short and long term targets and vision. All of the investment decision processes include the corporate responsibility strategy. Economic, social and environmental aspects of the Group’s growth process are analyzed by the related divisions and experts. the Foundation has continued to implement significant projects in 2013 for the benefit of our people and our community with a responsible perspective to help our government in fulfilling its social welfare duties. Garanti Culture Newly established in 2011, Garanti Culture constructed a State of Emergency and Business Continuity Plan in 2013 with an Garanti SA Support for Local Economic Environment • Garanti Bank SA granted a financing to Softronic Craiova, the only locomotive manufacturer in South-Eastern Europe. The financing was used for the manufacture of Hyperion, the first electrical multiple unit train in Romania. • Garanti Bank SA was the sole financer of a new 2,100 meters runway at the “Avram Iancu” International Airport in Cluj. It represents one of the most modern airport runways in Romania and independent consultancy; all the customer and employee related risk issues were evaluated and analyzed during the process. the largest most recent investment project in Cluj. • Garanti Bank SA granted a financing to Urbis Baia Mare, for the acquisition of 10 buses and eight trolley buses for the Baia Mare Municipality. • Garanti Bank SA granted financing to Mehedinti Emergency County Hospital, for the acquisition of new medical equipment for their maternity facility. Garanti Asset Management Garanti Asset Management is a member of United Nations Principles of Responsible Investments Initiative (UNPRI) and takes investment decisions according to its Responsible Investment Principles Policy. Doğuş Construction Responsibility to Make Contribution to Urban Infrastructure Projects Doğuş Construction is implementing its fourth metro project, in addition to the Taksim-Şişli, Kadıköy-Kartal, Otogar-Kirazlı-Başakşehir metro projects that it has undertaken in İstanbul, the most congested city in Turkey. This line includes 16 underground stations, a double line tube tunnel 20 km in length, and installation and implementation of all of the electromechanical works at the vehicle warehouse / maintenance site. The route of the metro line extends on a west-east axis to include the districts of Üsküdar, Ümraniye, Çekmeköy and Sancaktepe. Responsibility to Ensure Minimal Disturbance to Inhabitants By changing the construction methods at the intersections of station construction works and existing roads, measures are taken to release the traffic on roads that are blocked. Information meetings are held with neighbourhoods prior to the commencement of road closing works and residents are notified via brochures and posters regarding the works to be performed and its duration. Responsibility to Implement High Technology In the metro line rail systems, high-tech driverless vehicles shall be employed. Platform isolator door systems shall be available in each station as well as all types of handicapped accessible facilities, such as lifts and walking platforms. This metro line shall make great contribution to İstanbul’s transportation network, integrated with the current Marmaray and Metrobus lines as well as to the Bostancı Metro Line, which will be constructed in the near future. Responsibility to Provide Information Information regarding to works in progress is provided to concerned parties via project web sites and light boards at the site entrances. The project is introduced to visitors with an introductory film and brochures and information is provided on the issues that people are concerned about. New Investments in 2013 Doğuş Group and global sports, fashion and entertainment company IMG Worldwide signed an agreement to form a 50/50 joint venture company in Turkey. IMG-Doğuş, creates a broad range of projects in fashion, entertainment and particularly sports in Turkey. IMG-Doğuş is seeking to create a sports Academy and training facilities; to develop and organize events in Turkey and the surrounding regions involving popular sports and other mass participation events; and to construct and develop improved sporting and entertainment infrastructure including stadiums and venues. IMG-Doğuş has already concluded a long-term agreement to promote and market the sponsorship and ticketing rights of Beşiktaş Football Club (BJK). In August 2013 under IMG Doğuş’s consultancy, the biggest contract in Turkish sports history valued at $145 million was signed between Vodafone Turkey and BJK. Vodafone Turkey will have the naming rights of the Besiktas stadium, which is currently being reconstructed as the “Vodafone Arena”, besides the main jersey sponsorship. IMG-Doğuş, also organizes a weeklong Mercedes-Benz Fashion Week Istanbul event twice a year, which attracts foreign buyers and press to the Turkish fashion industry. Another investment of Doğuş Holding in the entertainment sector in the recent years is the acquisition of Pozitif. The Company has DOĞUŞ GROUP CR REPORT 2013 25 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement been leading the live music and entertainment industry in Turkey since its establishment in 1989. With cutting-edge events, global standards of excellence and an approach that seeks to challenge local industry conventions, Pozitif family is determined to retain and expand its leading position in the entertainment arena through its partnership with IMG-Doğuş. Pozitif aims to take advantage of the synergy it has with its close partners to dominate the local and emerging entertainment market by extending its content through strategic artist deals, cross-market digital productions, and developing strategic entertainment and festival tourism in Turkey, and in the neighboring markets. Bonubon is a platform which enables premium brands to deliver lifestyle services to customers via mobile phones, internet or at exclusive events. Via its highly segmented database enabling customers to be identified by their specific interests and behavior, Bonubon enables merchants to deliver targeted lifestyle campaigns and experiences in fashion, dining, travel, beauty, gifting, leisure and entertainment. By 2013, with over 1 million members, 230,000 Facebook fans and 56,000 customers, Bonubon had claimed its position among the leading premium lifestyle platforms. Doğuş Planet, established in June 2012, is a joint venture between Doğuş Group and the South Korean SK Group, which focuses on the e-commerce sector. Doğuş Planet combines SK Group’s experience in technology and innovation with Doğuş Group’s local expertise, regional experience, and strong assets. The fruit of this strong partnership is Doğuş Planet’s new e-commerce investment, n11.com, launched in the first quarter of 2013. This new venture operates as an open market platform, connecting diverse stores and brands to millions of customers. In 2013, within the first nine months of its operations, n11.com achieved a trade volume of more than USD 120 million. Doğuş Teknoloji began its activities as a part of the Doğuş Group companies in 2012. Since then, it has remained an innovative, solution-oriented and dynamic company ensuring customer satisfaction through high-quality, value-added products and services at the lowest costs possible. Doğuş Teknoloji works in a huge variety of areas of Information Technology infrastructures, adapting systems and software products, creating and maintaining products using the latest technologies. Doğuş Teknoloji widely increased its project portfolio in 2013 including e-Invoicing, ERP and CRM solutions. Related Group offers a variety of online marketing services through its different business lines. Related Group initially entered the Turkish market under the name, euro.message, as an e-mail service provider to a small number of the country’s market leaders. Since then, euro.message has been offering on demand e-mail marketing services to more than 3,000 worldwide brands and helping them implement e-mail, mobile and social media campaigns across 26 numerous channels, and automate their marketing processes. euro.message delivered more than 16 billion messages in 2013, up by 8 billion from the year before. Other than euro.message, Related Group has two more brands under its umbrella. The Group’s digital agency is MadebyCat, recipient of many awards from national and international organizations. The third service line of Related Group is Brand Mail, which is established to respond to the demand for permitted data for current customers and for online advertisers to manage e-mail databases. Doğuş Group, continuing to grow in the internet sector through its new investments, became partners with the global real estate information company REIDIN, a global real estate information company focusing real estate markets in the emerging countries. REIDIN was established in Dubai in 2007 by two Turkish entrepreneurs, both with strong backgrounds in emerging markets, technology, investments and internet business. REIDIN was one the first companies in this sector to introduce a number of innovations in Turkey. The Company launched the world’s first platform which focuses on real estate information in emerging markets including Turkey as a main country. Doğuş Group established Doğuş Agro R&D to create value-added products and services based on actual needs of the developing agribusiness in the country. Doğuş SK Girişim Sermayesi, established in March 2013, is a joint venture between Doğuş Group (50%) and the South Korean SK Group (50%), which focuses on investing in small and medium size enterprises in Turkey. Targeting companies with strong growth potential and a competitive advantage, DGSK will support them at every level; financially, strategically, operationally and at the management level. Doğuş Avenue was established on November 1, 2013 to bring together the skills and experience of relevant shareholders for investing in Turkey’s developing retail market. Extensive analysis of the houseware and furniture market in Turkey gives evidence that there is a huge potential for “affordable luxury”. The demand is quite high, but there are very few options which meet the expectations of consumers. Due to the limited range available, consumers are eager for modern, innovative and chic products, which are exactly what Crate & Barrel has to offer. Doğuş Group founded Doğuş Sportif to make a big impact in Turkish basketball and, in the coming years, in European basketball as well. Doğuş Sportif aims to stand out by consistently producing high quality basketball products and maintaining a sportsman character for the organization, with a focus on making sports business one of the main fields of the Group’s operation. Darüşşafaka Association was seen as the best possible partner, as it was Turkey’s first NGO working in the field of education, founded in 1863 to support the education of poor and orphaned children with the mission of providing “equality of opportunities in education.” Darüşşafaka Sports Club was established in 1914 and opened the basketball branch in 1951. The Club has popularized Turkish basketball, raised star players and concentrated on the development of youth setup throughout years with a passion to contribute to the development of social and cultural life in Turkey. In September 2013, Doğuş Group, Darüşşafaka Association and Darüşşafaka Sports Club signed a long-term agreement to gain sportive achievements in Turkish and European basketball with a passion to advance Turkish basketball, while providing amateur athletes all over the country a chance for self-development in line with “equality of opportunities in sports” mission. Doğuş Agro Projects R&D Services Corp. An agricultural research company established as a 100% subsidiary of Doğuş Holding, Doğuş Agro Projects R&D Services Corporation’s mission is to create value-added products and services based on actual needs of the developing agribusiness in Turkey. The agribusiness industry in Turkey offers great potential. Acknowledging this opportunity, Doğuş Group established “Doğuş Agro R&D”. The main goals of the Company include bringing a strategic and visionary approach to the agriculture sector in Turkey, increasing the productivity and value added of the sector, and serving the interests of the public and private agricultural actors in the region by acting as an effective high-tech research hub. The Company’s office is located in Çukurova Teknopark, in Adana. Doğuş Agro R&D initiated two projects in 2013. The first project, currently underway, is to investigate the R&D and agro commercial potential of the Middle Anatolian region around Niğde (TR71 region). Academics from the Faculty of Agricultural Sciences and Technologies (FAST) of Niğde University have been conducting indepth research on the agro inventory within the region and the level of efficiency in the agro production value chain. Based on their findings, Doğuş Agro R&D expects the project to result in new R&D projects which will serve the interests of the producers in the region. The completion of the project is planned in the first half of 2014. Local Economic Development Programs Doğuş Group’s Corporate Responsibility Strategy fully intends to ensure the well-being of the communities where we operate, and the Group’s vision and values also support this target. Beginning from the local supply chain, Doğuş Group has a strong economic impact on the local communities and high business standards support in public policy platforms as well as providing employment. The second project consisted of a maximum-yield potato trial in the Konya region, involving two different potato varieties. It was financed jointly by Doğuş Holding and Farm Frites BV from the Netherlands, a global expert and a major actor in potato cultivation and processing. The project tested the potato production potential in the region and investigated the extent to which the current production yields can be increased through utilizing high technology and efficiency increasing techniques. Completed in fall 2013, the average production yields of both the region and Turkey were surpassed. The climate and soil of the Konya region was found to be suitable for the production of high quality and high efficiency potatoes to be used for French fries. In addition to these projects, Doğuş Agro R&D supported the establishment of FAST, a social responsibility project led by Doğuş Group. Established in 2013, FAST is the only agricultural faculty in Turkey to conduct its courses in English. FAST has students at the undergraduate, M.Sc. and Ph.D. level. Doğuş Agro R&D also works closely with Wageningen University in the Netherlands, which is one of the top agricultural universities in the world, facilitating the relationship between Niğde University and Wageningen University to enhance the quality of education in Niğde, to assist the development of double degree opportunities, and to make use of these institutions’ academic experience in the search for new R&D projects for the Company. Supply Chain Management Doğuş Group believes that the Group’s supply chain plays an important role in the decisive factors of the stakeholders and represents an essential resource to achieve the Group’s strategic goals. We very strongly give importance to supply chain management systems and encourage business partners regarding sustainable practices. We acknowledge that the value of supply chain service and quality have direct and recognizable impacts on our Group’s product and service quality, so we support any kind of improvement within the supply chain systems, such as assessments, awareness programs, audits, social and environmental issues. During our purchasing process all international quality, health and safety certifications are requested from the suppliers. Supplier agreements include employee health and safety clauses. In 2013, one agreement with a supplier was cancelled for acting contrary to the provisions of the contract about the supplier’s employee rights. DOĞUŞ GROUP CR REPORT 2013 27 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Doğuş Otomotiv Supply Chain Model Doğuş Otomotiv began to focus on the sustainability approach in supply chain management in corporate responsibility in 2009. Due to the needs of the location and the sector in which the Company is operating, Doğuş Otomotiv has worked on a different model in the supply chain management, and started the field practices of this model in 2013. Doğuş Otomotiv implemented a Doğuş Otomotivbased learning and mentorship strategy7 in this “3 Sided Responsible Supply Chain Management” model. Additionally, supplier selection and auditing criteria were strengthened and on-site audits were performed in 2013. At the end of the year, pre-audits of suppliers in three major bidding areas LeasePlan8 Suppliers LeasePlan Turkey uses a service and price-oriented approach in determining its suppliers. In line with research conducted in 2013, the following articles were added to supplier contracts in 2014: • Take, implement and organize all necessary occupational safety measures, and provide necessary materials, • Carry out all required risk analysis of operations and take appropriate measures, • Ensure that employees have had basic occupational health and safety trainings, Customers (food, cleaning and security) were carried out. Doğuş Otomotiv does not invite companies to the bidding process if negative factors have been identified within their businesses. During audits, companies are warned about any malfunctions observed, and support is provided for the correction of these malfunctions. If the malfunctions continue, dissuasive penalties are imposed. To get better service and improve the quality of service, Doğuş Otomotiv constantly provides feedback to its supplier companies. Subjects that directly reflect the Corporate Responsibility strategy (like disposal of waste, hygiene and related document controls, the number of employees and their competencies) are also included in its supplier selection criteria. 36 companies were audited in 2013. • Employ only staff who have health insurance and social security, • Employ healthy and physically appropriate staff, • Provide necessary individual protection materials and ensure their use and control, • Provide well-maintained, solid and adequate tools and equipment, • Employ only those over the age of 18 in heavy and dangerous work. LeasePlan had a total of 490 registered suppliers in 2013. Since its foundation, Doğuş Group has been taking its place among the leading business conglomerates of Turkey. Active in eight core businesses including financial services, automotive, construction, media, tourism and services, real estate, energy and entertainment, we utilize a management style that is both customer-focused and productivity-centered. While formed through material gains, it embodies a strong corporate citizenship approach, which is at the center of all our business practices and benefits the entire society. Customer Satisfaction Oriented Group Culture Doğuş Group companies are committed to customers’ wellbeing and satisfaction, and a loyal customer approach on every stage of their operations. To ensure this, every company has its own customer satisfaction strategy and monitors performances accordingly. Product and service quality, as well as customer health and safety, are the crucial key performance indicators of our Group companies. We monitor and evaluate the customer Supply Chain Management Product and Service Quality satisfaction oriented Group culture in every stage, through auditing and feedback mechanisms. Doğuş Group Customer Satisfaction Oriented Management Approach The management and strategic approach to customer satisfaction and loyalty are very important in service sector companies and also in sustainable company policies. Since we underline the customeroriented culture that embeds customer satisfaction throughout our organizational practices, focus is on the total customer experience, customer service standards and accountability. Creating and installing a “culture” of customer service in which employees are encouraged and expected to go to great lengths to satisfy customers is another hallmark of a successful company. We work to create an environment where employees focus on customer satisfaction in each encounter, every day. Compliance Training and Development Customer Complaint Management Public Policy Contributions As one of the leading conglomerates of Turkey, we are aware of our responsibility to enhance communities in which we operate and our important role on the public policy processes, which has an impact on our business sectors. Doğuş Holding’s public policy contribution efforts including all community engagement programs, payments to trade associations and taxes to governmental bodies are approved by the Board of Directors to ensure the relevance of policies. Doğuş Group companies are among the major economic actors in Turkey’s economy with employment, investments, taxes and community development programs. We comply with all applicable legal laws and regulations regarding our businesses. Doğuş Group companies engage with several councils and associations related to their business and sectors. All have active roles in those communities to act as important actors of their industries. Related information can be found on the corporate web sites of the companies. National Strategy on Financial Literacy: Financial Literacy and Inclusion Association FODER, the Financial Literacy and Inclusion Association, was founded in November 2012 with the aim of being the civil voice on research, policy, practice and general coordination for financial literacy. In this pursuit, Mrs. Özlem Denizmen (Head of Social Projects at Doğuş Holding), as the Founding Chair, has regularly visited top executives of the Ministry of National Education, Ministry Responsible for Women and Family Affairs, Ministry of Finance, and relevant financial regulatory institutions such as the Capital Markets Board, İstanbul Stock Exchange (Borsa İstanbul), Inter Card Center, Credit Bureau, Banking Regulatory Institution and the Central Bank of Turkey for a national level financial literacy policy. 7 Details of the model are available in Authorized Dealers and After-sales Service Centers Section of the Doğuş Otomotiv 2013 CR Report at http://www.dogusotomotiv. com.tr/en/corporate-responsibility/corporate-responsibility-reports.aspx 8 Doğuş Otomotiv broadened its Corporate Responsibility Report scope in 2013 and included LeasePlan performances. For detailed information about LeasePlan’s CSR performance, please visit Doğuş Otomotiv CR Report 2013 at http://www.dogusotomotiv.com.tr/en/corporate-responsibility/corporate-responsibility-reports.aspx 28 Garanti Bank Customer Satisfaction Management Garanti Bank, by taking all stakeholders into consideration, aims to improve product and service quality and to achieve internal and external customer satisfaction. In order to attain this, the Bank has designed all its systems to allow continuous improvement. In addition to responding to customer inquiries, the “Customer Care Line” set up under the Customer Satisfaction Department receives customers’ suggestions and handles their complaints. Garanti Bank provides customers with the means to communicate their demands, complaints, and ideas and suggestions about management any time through the Garanti website or the Call Center (444 0 338). The experienced customer satisfaction team offers service 24/7 from the Facebook page and Garanti’ye Sor (Ask Garanti) account on Twitter to give support and respond to questions in the fastest manner. In case of violation of the customers’ rights protected by regulations and contracts, efficient and fast remedies are provided and loss compensation mechanisms are facilitated for customers who have incurred any loss. In addition, principles and values are compiled in a handbook, titled the Customer Satisfaction Constitution, in accordance with the customer-focused approach, and they are available to all employees and customers. Garanti Bank also monitors the needs and concerns of its customers by surveying more than 10,000 customers, to gather information and feedback about products and services. In 2013, according to the results of Brand Image Monitoring Survey, the customers evaluated Garanti Bank as trusted, innovative and technology oriented. Garanti Anatolian Meetings Celebrating its 11th year in 2013, the Garanti Anatolian Meetings (GAS) bring together Small and Medium Enterprises (SMEs), and representatives of local administrations from various provinces in Turkey. By discussing changes in the economy and market conditions with professional experts in their fields SMEs and local administrators are enabled to evaluate regional and international opportunities, discover potential business areas, and create solutions together for local problems. Since the commencement of the program, 88 meetings have been held, bringing together 26,000 representatives from SMEs. DOĞUŞ GROUP CR REPORT 2013 29 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement KOBİLGİ (SME Informative) Meetings Garanti Bank organizes seminars, conferences and industry-based informative meetings with the aim of helping to increase the information levels of SMEs. Commencing in 2011, the KOBİLGİ meetings consist of a series of seminars enriched with examples and practical activities, and delivered by experts on subjects such as developments in regulations, marketing and sales. Open to Garanti Bank SA Quality Standards Quality and standards offer considerable value to business and to people. In difficult times, this can provide extra cost saving, new customers, product innovation, market differentiation and lower risks, all of which make the difference to enable organizations to survive, grow and ultimately thrive. It is simply good business sense for companies to adopt quality and standards as a way to grow. Building a respected and reliable quality and standards infrastructure is essential to foster confidence in products and services provided. Following this spirit, the Bank has initiated a large number of modifications to procedures for several departments, changes that intend to increase efficiency when decreasing the existing risks and be effective in overall objectives of the Bank that need to be achieved. Also, Garanti Bank SA has improved the reporting system by initiating some applications to ease generating reports for various purposes. with the Romanian law and internal procedures, comprehensive responses are provided within the legal answer time. Indeed, there are customers who have difficulties in understanding all the features of the product and services, especially for the most complex ones, such as Bonus Card, loans or Garanti Online. Garanti Bank SA does not have one specific application that it uses; each answer is adjusted in order to address each client’s specific question and provide all the necessary explanation to clarify aspects that the client does not understand. The Call Center, Alo Garanti, is available from 9h to 22h, from Monday to Sunday, and offers support to solve clients’ issues related to the functioning of products and services. Customer Care Unit Clients’ written requests and complaints are received and analyzed by the Customer Care Unit, which handles these cases and prepares specific answers, together with the relevant departments. In line In 2013, Garanti Bank SA updated its Customer Satisfaction Policy included in the Conduct Code, providing guidelines to the colleagues about handling fair and successful business relationships, as well as complaints management rules. The Bank has procedures that regulate these processes; products and services are checked by several functions within the Bank before being implemented and offered to the clients. Customers’ complaints are managed by a dedicated department within the Bank. Garanti Pension and Life Hobby Clubs In 2008, Garanti Pension and Life initiated the Hobby Clubs Project with the goal of keeping customers happy by providing pleasant moments not only after their retirement but also during the wealth accumulation phase. Currently, the Project covers 18 different hobbies ranging from arts to sports, and is implemented with the participation of 150 partners, all leading institutions in their fields. Garanti Pension and Life members participating in Hobby Clubs benefit from discounts up to 50% on hobby courses, training and hobby equipment. The Hobby Clubs website, hobimlemutluyum.com, gives members the opportunity to discover different aspects of their hobbies and share their thoughts and accomplishments with other members. New events are organized every month to allow members the opportunity to develop their social lives and communities concurrently. Garanti Leasing Focus on SMEs The corporate policy of Garanti Leasing is focusing on SMEs. Active in the sector since 1990, it executes leasing transactions of a broad customer base covering corporate customers, commercial customers, and small and medium-sized enterprises. Being the only Turkish leasing company rated both by Standards & Poor’s (S&P) and Fitch Ratings, Garanti Leasing maintains a performance above the sector average with its quality services that create distinction for its customers. 30 all SMEs, the meetings also simultaneously play a major role in the consolidation of customer loyalty. These training sessions, explaining in technical detail not only the latest regulations but also the most recent developments in areas such as marketing and sales, were held in two different provinces and attended by approximately 600 people in 2013. Garanti Mortgage Garanti Mortgage conducts continuous process improvements to provide the most suitable service to its customers in shortest period. Several improvements were conducted for the systems used for appraisal processes. With the automation of job assignment process, waiting time of a step, one hour on average, has been eliminated. By improving control screens, report control duration was reduced by 50%. The reporting format was made more user-friendly and by developing the document scanning screen, the request entry time Doğuş Otomotiv Customer Satisfaction Survey Doğuş Otomotiv continues CSS (Customer Satisfaction Surveys) which were monitored monthly in the Authorized Dealers and After-sales Services. The surveys included 120 questions, and demonstrated an overall satisfaction; with regard to sales, the satisfaction rate was 108.67/120, and in services, 100.81/120. At Doğuş Otomotiv, customers are directly called to measure customer satisfaction after their service center visits, and the quality of service is audited and TÜVTÜRK Academy TÜVTÜRK has opened TÜVTÜRK Academy with the aim of further increasing its service quality and training qualified employees in fields such as inspection quality, service standards, customer n11.com Support to local economic development via SMEs n11.com carries SMEs, who are playing the key role in economic development of Turkey, to e-trading. By the end of 2013, n11.com had reached 7,000 suppliers from various regions of the country. was reduced from 30 min. to 10 min. Through clustering the profiles of the expertise companies’ appraisers and controllers, the need for sharing personal passwords was eliminated. The automation of credit contracts reduced the possibility of human errors to a minimum, and the branch operations by 8 min. on average. To increase the quality of communication with the customers, activities were conducted to increase the number of leads and their accuracy, resulting in 27% growth in leads. scored through “mystery customer” application; in 2013 all agencies were subjected to these audits, managed by an independent organization. After these evaluations, customers are contacted about opinions, requests and complaints they have communicated through the website and social media channels. Brief advice is also offered to users of commercial vehicles regarding seasonal considerations. satisfaction, effective customer experience, and flawless operations in 2013. Furthermore, n11.com also performs Research and Development studies about e-trading and customer perception in Teknokent, built in İstanbul Technical University. As a well-known player in the international markets, Garanti Leasing is set apart from its competitors with qualified human resources, solid technical infrastructure, high funding capability and diversity of borrowing resources on global markets. DOĞUŞ GROUP CR REPORT 2013 31 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Employee Engagement 32 DOĞUŞ GROUP CR REPORT 2013 33 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Employee Engagement Doğuş Group believes that its success is directly linked to the Group’s culture of valuing and empowering its employees. One of the key principles of our Employee Responsibility Policy is providing a great place to work for the employees. CommitmentsTargets Dialogue Transparency Training Life-long Improvement Health and Safety Processes Career Variety in Group Encouraging Women’s Employment Maintain an open door policy; improve in-house communication support programs Share the results of feedback with employees and establish new feedback mechanisms accordingly Support training programs and improve the training processes with regards to employee needs and global standards Establish life-long improvement programs including voluntary and community work initiatives Implement international standards and encourage employee awareness within the processes Reduce employee circulation rate and improve employee satisfaction Collaborate with community initiatives and support all activities to include and sustain women in the workforce Equality at Work Platform The Equality at Work Platform was established as part of the efforts of a task force formed under the World Economic Forum (WEF) and supported by the Ministry of Family and Social Policies to fight against gender-based social inequalities and reduce the gender gap in Turkey’s economic realm to a minimum. With two leading businesspersons co-chairing the initiative - Ferit F. Şahenk and Güler Sabancı -, the platform has started its efforts to change the current balance of male-dominated working life to secure more female participation in business, alter decision-making mechanisms to ensure the effectiveness of women in the workplace, and create opportunities and resources that encourage equal benefits for the genders. The Equality at Work Platform was introduced at a meeting attended by Fatma Şahin, the former Minister of Family and Social Policies, Ferit F. Şahenk, Doğuş Holding Board Chairman and Güler Sabancı, Sabancı Holding Board Chairman. The goal of the 3-year project is to increase the participation of women in the business work force in Turkey and to reduce the gender gap in Turkey’s economic contributions and opportunities by 10 percent. Led by Ferit F. Şahenk and Güler Sabancı, the Platform is open to all private sector corporations. In this regard, attending the press meeting on the 15th of January 2013, leading companies in Turkey joined the Equality at Work Platform and signed the Platform’s Declaration of Equality at Work, committing themselves to comply voluntarily with the principles toward eliminating gender-based discrimination, and leading Turkey in spreading these principles over the whole country, promising to establish reliable systems for this purpose and to be transparent in reporting the distance covered in reaching this goal. At Doğuş Group, as part of the efforts of this platform, we promised to develop special coaching and mentorship systems to help our female employees develop and improve performance in their business life. We commenced our efforts for the project last year. With these efforts, the Group aims to pave the way for our female employees who are mothers, spouses and managers at the same time to quickly climb the ladders of their careers. As a first step, the Group created a work group within the Holding. Its primary action was to start a reporting system. This reporting effort enabled us to analyze our current situation and take concrete actions with respect to our objectives. In the last year: • The percentage of female employees increased from 49% to 50%. • The percentage of promoted female employees increased by 3%. • The percentage of female employees on the General Manager and Vice General Manager level increased by 54%. • The percentage of female employees recruited in 2013 was 55%, compared to 36% in 2012. Open Communication For Doğuş Group, employee engagement is a business approach to ensure that the employees are motivated to contribute to our success as well as enhance their own well-being. We believe that only companies engaged with their employees have values strong and sustainable enough to confront the future with clear evidence of trust. We are also committed to extending and developing our employee engagement strategies, which we believe are fundamental to the Group’s future success. Doğuş Group Employee Responsibility Policy Doğuş Group believes that its success is directly linked to the Group’s culture of valuing and empowering its employees. One of the key principles of our Employee Responsibility Policy is providing a great place to work for the employees. 34 Doğuş Group; • Encourages its employees to work at Doğuş Group for the duration of their professional life. Hence it strongly supports employment and rotation within the Group and actively provides opportunities toward career variety to its successful employees. • Seeks employee feedback with open and transparent communication mechanisms. • Provides the best working conditions. • Pays attention to the balance between business and social life of our employees, and supports their professional and personal development through training programs, mentoring and coaching. • Takes precautions and provides solutions for employees’ physical and mental health and safety. • Values equal opportunity employment, and requires the same level of awareness and practices from its business partners and supply chain. Our employee engagement policy is based on establishing a culture of open and honest dialogue among our employees and increasing the percentage of actively engaged employees in the future for sustainable growth and more efficient and innovative Doğuş Holding Open Communication Strategy Encourage Employees to Engage •Doğuş Holding’s human resources management system actively encourages employees to engage, and regular meetings with other dialogue platforms are being established to keep the dialogue flowing. Promote Accountability •Business ethics and being accountable to every stakeholder are among Doğuş Holding’s main corporate values. The Company informs its employees about business decisions and uses all communication tools to respond to their concerns. business lines. Since engagement is strongly linked to positive business outcomes, it is important to encourage best practices regarding open communication. Explain the Corporate Values, Mission and Strategy Clearly • As employees are the Company’s most important assets, Doğuş Group attaches great importance to sharing our values, mission and strategy with the employees, assuring that they have full knowledge of corporate culture. DOĞUŞ GROUP CR REPORT 2013 35 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Garanti Bank Dynamic Human Resources Capable of Making Difference in 2013 As the first institution in Turkey awarded with “IIP Gold Certificate”, Garanti Bank firmly believes that its most valuable asset is its human resource, and leverages its practices above world standards. It continuously invests in its employees and thereby maintains stable and sustainable growth. • Human Resources policies targeted at employee satisfaction • Awarded talent programs • ~14,500 employee suggestion and ideas collected • 86% of employees are university graduates • 54 hours/employee training per annum • 226,000 hours of trainings are delivered through technological methods • Encouraging employees to share suggestions and innovative ideas • Best in class operational efficiencies and superior employee productivity Garanti Bank Recruitment System In 2013, 57 people joined Garanti under the Management Trainee Program, and 42 others under the Assistant Auditors Program. Internship opportunity was provided to 1,117 university students under the ‘Temel Bankacılık’ program, to 18 university students under the ‘Genç Garantili’ and to 20 university students under the ‘Garantili Deneyim’ internship programs. n11 Employee – CEO Lunches For newly employed staff, the CEO lunch is organized by n11 in the first month of employment in order to meet the top management, hear the Company’s vision and targets, and share ideas. The CEO explains the Open Door Policy; employees can always ask for a meeting with the top management, and reach them via e-mail. Employee Health and Safety Doğuş Group always ensures employee safety and health as a universal value. Doğuş Group Human Resources and Employee Engagement Policy with the related targets outline the Group’s commitment to strengthen a safety and health oriented culture conductive to the mental and physical well-being of the employees. Doğuş Holding Health and Safety Council All the processes to establish Doğuş Group Employee Health and Safety Council were completed in 2012; the Council began its active duties in 2013. All business units and Holding subsidiaries are represented on the Council. Health and safety committees report to the Council periodically. 20% of the total workforce participates in formal health and safety committees; the Council monitors and advises occupational health and safety programs. Other Health and Safety Activities in Doğuş Holding in 2013 • Informative e-mailings to employees about Hypertension All Doğuş Group employees attend employee health and safety courses and are periodically informed about first-aid, occupational diseases, infectious diseases, obesity, prophylaxis methods and general hygiene practices. According to the employees’ work and position, they are also informed about protective security systems and tools for maximum personal security. • Hypertension awareness week activities – medical screening by the Company Doctor • World Diabetics Date Activities – Blood Glucose Monitoring for employees • Informative e-mailings to employees about obesity and insulin resistance relationship • Kızılay (Red Crescent) Blood Donation Campaign • Information e-mailings about seasonal diseases • Free flu vaccination • Trainings published through Doğuş Group LinkedIn pages. Garanti Bank9 Employee Health and Safety In 2013, Garanti Bank employees attended 2 days of “First-aid” (357 employees) and 1 hour of “office ergonomics” trainings (1,703 employees). 9 Detailed information about Garanti Bank’s comprehensive CSR performances can be found in the Company’s 2013 Sustainability Report at http://www.garanti.com.tr/en/ our_company/sustainability/developments/reports.page? 36 Doğuş Construction Labor Safety is Top Priority for Doğuş Construction Local and international occupational health and safety requirements are meticulously enforced in every phase of construction works. Compliance with project-specific and general environmental and labor safety requirements of each project is the key to the high service quality offered by Doğuş Construction to its clients. Accordingly, training courses are provided to employees to continuously keep up with the changing requirements in the areas of Quality, Environment, Occupational Health and Safety Management Systems. Doğuş Construction is certified by Lloyd’s Register (LRQA) with ISO 9001:2008 Quality Management, OHSAS 18001:2007 Occupational Health & Safety Management, and ISO 14001:2004 Environmental Management Systems. D-Marin Marinas Group D-Marin Mandalina D-Marin Mandalina is working with a certified company for health and safety programs, which are regularly updated and applied in the Marina. D-Marin Mandalina also conducted training on this topic, and all employees undergo regular medical check-ups. All equipment used by Marina employees is in accordance with health and safety regulations. Healthy Living Project Through a “Healthy Living Project” we have developed, we aim to ensure our employees’ gratification and loyalty by investing on their physical and psychological health. “Smoke-Free Corporate Culture” and “Personal Health and Nutrition Consultancy” by a dietician are few projects we have implemented in this respect. Besides; Fitness and Activity Room, Kundalini Yoga Sessions, Outdoor Activities and Trekkings, Healthy Eating Workshops, Water Purifying Devices and Hygiene Kits, Flu Vaccine are other practices of our “Healthy Living Project”. We believe a sustainable society is only possible with healthy individuals… Through supporting campaigns such as “Organ Donation”, “Blood Donation” and “Fight Against Diabetes”, we choose to act sensitively towards societies’ needs. D-Marin Mandalina has risk analysis for entire marina. There are standards of behaviour and precautions, all made through a licensed company. Across the Marina there are warning signs and pictograms for safe behaviour within the marina area. There are warning signs in all the important locations in the Marina, in the buildings and facilities such as travel lifts, electrical cabinets, transformer stations, boat yard, etc. All the warning signs are bilingual, and there are international pictograms. Employee Satisfaction and Engagement In today’s uncertain economic climate, both employee job satisfaction and employee engagement are important for business sustainability. Top-performing organizations understand that measuring employees’ contentment levels and emotional commitment to the organization on a regular basis can put them at a competitive advantage. achieving satisfaction without engagement will have significantly less impact on business results. After all, engaged employees are emotionally committed to working hard, demonstrating initiative, and expending extra discretionary effort - and doing so in alignment with strategic priorities to move the organization forward. While employee satisfaction and employee engagement are both critical to maintaining a happy and productive workforce, Doğuş Holding Employee Satisfaction Survey Doğuş Holding implements an employee satisfaction survey every two years; the last was 2012, and the next will be carried out in 2014. The result of the survey is directly reported to the CEO and related management categories; the improvement programs are planned accordingly. Garanti Bank Employee Performance and Engagement System In line with Employee Engagement survey results, HR focused on the role of the managers in HR management, the balance Employee Satisfaction Activities within IT Programs With regard to access to IT resources and the utilization of intranet systems and/or accounting practices, the IT Department has carried out network infrastructure renovation, client renovation, improved internet output speed and link speed between different units within the organization in 2013, referring to the employee needs. The 2013 result of the IT services satisfaction survey was 90%. between business life and private life, and projects based on employee segmentation (female employees, talent management, etc.). Preserving the Bank’s focus on continuous development, all DOĞUŞ GROUP CR REPORT 2013 37 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement managers were supported with competency-based feedback training to improve the quality of their communications with employees, and to propagate a culture of providing feedback. Employer Brand Management Garanti Bank gives utmost importance to ensuring work-life balance, and to providing comfortable and non-monotonous working environments for its employees, reflecting that the Bank believes its human resources are the most valuable asset. Following the Employer Brand Management initiative conducted in 2011, İYİ (Work Life Relationship), which was set up in 2012 to enhance employee satisfaction and ensure a richer working experience, increased the number of its events and services such Garanti Pension and Life Employee Satisfaction Garanti Pension and Life organizes monthly motivation activities, and offers background music broadcast and success rewarding systems to its employees. The Company conducts an employee satisfaction survey and an internal customer satisfaction survey once a year, in addition to performance meeting efficiency surveys twice a year. as İYİ Talks, İYİ Treats, İYİ Fun and İYİ Mini Courses to allow more employees to benefit from these initiatives. Career Development In line with the Bank’s preferred internal promotion strategy, 90% of vacant positions were filled through internal recruitment in 2013. Specialized career counsellors carried out planning and advisory activities by: • Planning medium-term workforce using task-based candidate pools, • Offering tailor-made career-advice to 6,500 employees in one-toone meetings, • Announcing vacant positions to all employees via the “Career Opportunities” section posted on the intranet. Survey results are shared with both supervisors and employees, to take precautions to overcome the deficiencies. With regards to 2013 survey results, suggestion systems were formed and all employees have the right to share their opinions and suggestions and get detailed feedback about the results. Garanti Factoring Career interviews are held annually, and employee loyalty surveys are conducted biannually; the loyalty survey was made according to Hewitt’s three basic behaviour method of “Talk, Stay, Improve”. Employee Suggestion System As Doğuş Holding we agree that employee suggestions are a form of employee-to-management communication that benefits employees as well as employers. Our suggestion system gives employees a voice and a role in determining company policies and operating procedures. We also support employee suggestion systems in Doğuş Group of companies to help increase efficiency, eliminate waste, improve safety, and improve the quality of our companies’ products and services. Employee Suggestion System at Garanti Bank “Önersen” (You Suggest) Platform at Garanti Bank is a managed process which encourages employees to suggest and share their ideas within an independent platform about processes, products and services. “Önersen”, opened in 2007, received 2,200 suggestions from employees in 2013. “Atölye” is another projectbased innovation platform; since 2010 it received innovative suggestions for seven projects from Garanti Bank employees. Garanti Pension and Life IiP Silver Certificate In 2013 IiP (Investors in People) Silver Certificate was received within the Human Resources Quality Standards. The main aim of this process was to help employees take active role within the products and services related decision processes. the sector, and one of the two companies that received this award in Turkey. Garanti Pension and Life believes that “only happy employees can make happy customers”; within the concept of this principle the Company led the way and won a “Silver Award” from “Investors in People (IiP)” for valuing employees, becoming the first company in 38 Garanti Pension and Life has two employee suggestion platforms: • Fikirler Fora (Unfurl the Ideas), • Gelişim Benden Başlar (Improvement Begins with Me) “Gelişim Benden Başlar” is another suggestion platform that aims to create a happier, more peaceful working environment with the guidance of employee suggestions. Every month, employees send their ideas and suggestions about a “topic of the month”. With the lead of Human Resources, a focus group (approximately 15-20 people) develops those ideas and suggestions, in order Garanti Leasing “I have an Idea” Suggestion System Garanti Leasing has an employee suggestion system called “I Have an Idea” which works completely online. The Project Management Doğuş Otomotiv Employee Suggestion System Doğuş Otomotiv Suggestion System was designed to enable employees to communicate suggestions and opinions to senior management regarding the ways of doing business, daily operations and business processes. Doğuş Otomotiv evaluates and implements the suggestions through the system. Enhancing the efficient use of the suggestion system is among the objectives of the managers as well as for lean leaders: a total of 60 directors and 64 lean leaders. Doğuş Media Group A Newly Projected Employee Suggestion System Under the internal communication concept of “To the more innovative future…” a new suggestion system called “If I were…” was announced. The first step of the concept enables the Media Group Mother-Infant Policy Employees who are new mothers continue to enjoy certain rights after returning to work. Being aware of changing life conditions for new parents, Doğuş Holding supports them with a private, healthy and safe nursing room in addition to other maternity leave and pay rights. In 2013, Doğuş Holding organized a seminar by a psychologist for parent employees about how to manage a school year with Doğuş Otomotiv Mother-Infant Policy In 2013, Doğuş Otomotiv completed private nursery-related studies for facilities which have 150 and more female employees. As of 2014, the costs of nursery and nursery care will be met by the Company. Seven educational intuitions were interviewed which have proved themselves with their education quality and are within close proximity to the workplaces, so that mothers can access them easily in case of emergencies. The selected institutions were presented to the Executive Committee, which assigned the decision to the mothers. These four institutions were visited with to concretize the ideas. All gathered ideas are evaluated by the “Gelişim Benden Başlar” Committee and the results are shared with all employees. In 2013, about 40 various amendments were made on a variety of topics, and suggestions which did not bear fruit were also announced and explained to employees. Team controls and monitors the system and, after evaluation, the results are shared with employees. I Have an Idea “I have an Idea” application was created to learn about and solve minor problems and requests of Doğuş Otomotiv employees. Requests reaching this system are communicated to Corporate Communications Department, which evaluates them and passes suitable ones onto relevant departments. In 2013, 140 requests were submitted, and most of them were fulfilled. employees to share their ideas, suggestions and opportunities via an independent platform. their children and the possibilities for children in the new school year. We make agreements with nursery schools for discounts to the employees. All the information on mother-infant policy is available on the intranet system. The returning to the work rate after maternity leave was 100% in 2013 for Doğuş Holding. the mothers and their preferences were assessed; Doğuş Otomotiv will start to work with the nursery that the employees have chosen. Employees can accumulate their breast-feeding allowance to use them all together at once, and utilize unpaid leave after giving birth as well. They can monitor their babies in the workplace by establishing camera systems in their homes. There are also breastfeeding rooms in the Company. Return to work rate after maternity leave was 100% in 2013. “Fikirler Fora” is a suggestion platform in which employees propose ideas with regard to profitability and productivity, and are rewarded. DOĞUŞ GROUP CR REPORT 2013 39 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Each Doğuş Holding employee received, on average, 7.5 days/year of training in 2013. Performance Management Doğuş Group is committed to the principle that a good performance management system works toward the improvement of the overall organizational performance, managing the performance Doğuş Holding Performance Management System Doğuş Holding Performance Management System plays a very important role in business success by ensuring that employees understand the importance of their contributions to corporate goals and objectives. The System primarily aims to facilitate a transparent relationship between the employee and the line manager based on trust and empowerment. of employees to ensure achievement of the overall organizational ambitions and goals. Performance reviews of employees were completed for 100% of the employees in 2013. 27 new people were hired in 2013; 15 are women. 12 employees were promoted; four of them are women. The entry level wage in Doğuş Holding depends on position and is approximately 70% above the minimum wage. Garanti Bank Employee Performance and Engagement System In line with Employee Engagement survey results, HR focused on the role of the managers in HR management, the balance between business life and private life, and projects based on employee segmentation (female employees, talent management, etc.). Preserving the Bank’s focus on continuous development, all managers were supported with competency-based feedback training to improve the quality of their communications with the employees and to propagate a culture of providing feedback. Garanti Asset Management and its “Target Tree” Garanti Asset Management’s Performance Management System is based on an online platform and the performance evaluation occurs twice annually. Employees evaluate their own performance, and two top managers also evaluate their performances in the system. All the targets are set according to the common decisions of both the employee and the manager. There is a “Target Tree System” in which a manager can assign sub-targets to the team if he/she can relate them to his/her own targets. Furthermore the support units are also evaluated by the employees to whom they give services. Training and Development Programs Doğuş Group considers it crucial to train and develop its employees in order to be a sustainable and innovative company. The training and development programs thereby increase employees’ performance Doğuş Holding Training Catalogue Every year, Doğuş Holding employees complete forms regarding the training needs during their performance reviews. Those forms are analyzed by the Human Resources Department and a training catalogue, which includes both personal and professional development programs, is prepared. Training programs abroad, or special courses for foreign languages, can be arranged. The Company also has leadership programs at three levels, conducted like an academy, which aim to support transitions for those being promoted within the Group. Furthermore, our 40 and motivation and enhance their ability to make more effective decisions about both their professional and personal lives. Leadership Program differs from others by aiming to develop personal improvement and management skills, learning through experience in both technical and spiritual areas. Training Programs in 2013: Turkish Code of Commerce Training Writing Skills Emotional IQ Financial Maths Coaching Sessions for Career Plans Personal Image Techniques Mediation and Breathing Techniques MS Office Trainings Discussion Skills in English/Turkish Outdoor Activities (Leadership Skills) Presentation Skills Project Finance Project Management Methodology Stress Management Time Management Learning and Employee Development at Garanti Bank Having built its learning and development strategy upon five basic approaches, Garanti Bank is driven by the vision of the continuous development of its employees and supports self-motivated learning through every channel, considering its human resources as an invaluable investment; • Believes in employees’ potential, • Supports business results, • Likes technology, • Acknowledges differences and provides equal opportunities, • Develops long-term cooperation with the academic world. This year, Garanti Bank offered a total of 896,500 hours of training with an average of 54 hours per employee, representing an annual increase of 11% in training hours. A total of 6,800 classroom training Doğuş Otomotiv Training Programs In Doğuş Otomotiv, there have been title-based training programs for the career development of its employees, based on developing their competencies. Additionally, employees can focus on areas where they want to improve themselves through specialization development programs. Employees may work in rotation in different departments for short-periods (2 weeks-1 month) or long-periods (1 month-3 months), thereby gaining a chance to develop their career areas, get information about the processes they want to learn and Doğuş Holding Intranet System The Intranet System, besides saving time, promoting internal communication, reducing costs, incorporating and distributed computing environment, and increasing collaboration, also promotes equal corporate culture in information viewing. The System helps to maintain good communication between different departments and facilities an immediate update of operations and information. In 2013, the Company works on some improvements towards renewing network infrastructure, client/server applications, internet output speed and increasing network speed in different locations of the organizations. The renovation process still continues in collaboration with all Group companies. During the reporting period, 20,275 individual accesses were reported for the D-Web Intranet System. sessions, plus 26,000 hours of training using technology, were realized. Garanti continued its training program enabling specialization in credit risk management and marketing/sales as a result of its aim for the expertise of employees and helping them reflect their expertise in business results. A series of training programs, attended by all Bank employees, was launched to build the knowledge and skills of employees regarding the continuously developing digital environment, gaining importance with its tools and dynamics in the business world. A target was set to enhance service quality by restructuring the communication with handicapped customers. Along this line, important considerations while communicating with customers were transformed into experience guidelines and Disabled-Friendly Banking training was initiated for employees. know the Company better. In 2013, 10 employees participated in this pre-scheduled rotation. In 2013, a total of 33,845.5 man/hours (4,272 man-days) training was given at Doğuş Otomotiv and Doğuş Oto. On average, in-service training per employee is 25 man/hours at Doğuş Otomotiv and 33 man/hours in Doğuş Oto. During the year, employee satisfaction regarding training, and further development suggestions, are monitored by the related department. Attendance at leadership programs is encouraged for employees; the Company seek to provide discounts for advanced degree programs, and for foreign language courses, in coordination with universities. The employees also have the chance to use the rotation program within Doğuş Group. DOĞUŞ GROUP CR REPORT 2013 41 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Community Engagement 42 DOĞUŞ GROUP CR REPORT 2013 43 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Community Engagement Our Group strives to support the development of communities and contributes to both local and regional growth and new employment opportunities. Our Group tailors programs and opportunities to each Group company and the changing needs of their communities. In 2012, we have worked on our community engagement policy to address effective engagement processes for the Group companies. We adopted The 6 C’s (Successful Community Engagement Guidelines of Brown, J and Isaacs, D10: capability, commitment, contribution, continuity, collaboration and conscience) in our 2012 Corporate Responsibility Report. This guideline has provided an effective framework for our community engagement strategy in 2013. Doğuş Group Community Engagement Policy Our Group strives to support the development of communities and contributes to both local and regional growth and new employment opportunities. As Doğuş Group, we: • Internalize ethical investment principles both for the community and our business. • Analyze the concerns of the community and enable people to be part of the decisions which may have the potential impact on their social life and well-being. • Give top priority to being responsive to community needs. • Monitor business processes for anti-corruption and comply with respective laws and regulations, believing that the primary responsibility of a company is doing its business ethically for the community’s well-being. • Encourage our business partners and Group companies to establish necessary monitoring mechanisms in order to detect and prevent potential corruption risks. • Aim to be a role model to our stakeholders with an ethical business approach, and to execute awareness programs that extend our approach among suppliers and other third parties. CommitmentsTargets Community Development Responsible Competition Anti-corruption Policies Engage with community initiatives related to business impact Comply with international competitiveness strategies and codes Study Group’s Code of Ethics, lead and manage the Group companies accordingly, encourage third parties to sign the Group’s ethical principles Local Communities Among our fundamental values is respecting the local communities and people impacted by our businesses. Proper management of the social impacts of our operations is critical to our growth and sustainability. Social impacts that are not well-managed can be damaging for communities, and our associated risks include loss of social licence to operate, cost inflation and schedule drift. Managing our impacts consistently well will help us ensure mitigating these risks, so our projects run on time and on budget, and that we build a positive reputation that can strengthen access to growth opportunities. Social Impact Management Inevitably there are social change implications, positive and negative, at each stage of the business life-cycle of our Group companies’ operations. With more than 200 companies in 8 sectors, evaluating and monitoring social impact management systems and detailed analyses before and after the operations are crucial for our businesses. Prior to making investments, our related departments conduct detailed analyses about the concerns and requirements of local communities. We organize community briefing meetings before the investments with the local communities and listen and try to respond to their concerns with the related Impact Analysis Reports and evaluation results about the projects. Para Durumu for Financial Literacy (Turkey’s first financial literacy initiative reaches out to the public) Financial literacy is an individual’s ability to make informed judgments and effective decisions about the use and management of his/her money. Thus, financially literate consumers manage their income, save and invest wisely and avoid fraudulent practices. The term has gained much importance all around the world, as each person and household is the base of economic sustainability in a country. Para Durumu, Turkey’s first private media and interaction-based financial literacy initiative, reaches out to the public via a multiplatform weekly TV show, a page in the most widely circulated national newspaper, Posta, as well as the weekend section of Hürriyet, another prominent newspaper. Para Durumu is also published in the monthly women’s magazine, Elele, actively uses social media channels such as Facebook and Twitter, and operates a very popular blog and website at www.paradurumu.tv. Para Durumu was founded and is spearheaded by Özlem Denizmen who is our Head of Social Projects at Doğuş Holding. We empower and encourage Mrs. Denizmen in her capacity as a social entrepreneur Financial Literacy for Children: 3 Kumbara Doğuş Group has started the “3 Kumbara” financial literacy education program, which aims to increase the consciousness about money management, savings and managing their budgets from an early age and turn it into behavior. “3 Kumbara” is undertaken with the support of the Ministry of National Education of Turkey, the social enterprise Para Durumu and FODER (Financial Literacy and Inclusion Association). We aim to teach 3rd and 4th Grade elementary school students about savings, sharing, needs and wants as well as entrepreneurship to make these children financially literate. “3 Kumbara” incorporates a three-step awareness raising sustainability model of financial literacy. Accordingly the parents and the teachers of these children are also educated about financial literacy in order to ensure the sustainability of the program. Operation wise, a teacher from every city where the program is offered is trained to become a “3 Kumbara” instructor in their own city. The program started with a pilot study in 2011, as a six week project with Lütfi Banat Elementary School where children were taught how to use and manage money. In the second phase, “3 Kumbara” reached 25,000 children in the pilot city İstanbul. In the 2nd and preparation phase following the initial pilot study both national and international programs as well as standards were analyzed by the Advisory Board, which consists of experts in their fields (psychologists, pedagogues, teachers etc). This phase enabled the program to be revised and developed so that the content matches international standards. in this important effort for promoting sustainable change in Turkish society. As a result of this initiative, Mrs. Denizmen was honored by the White House Entrepreneurship Summit and as a Young Global Leader 2011 at the World Economic Forum. Additionally, Para Durumu is recognized as a Financial Literacy initiative of Turkey by OECD. The initiative reaches out to youth (university students) through physical meetings as well. In 2011-2012, it visited 12 universities across country where average participation was 1,000 students. It also visited high schools and elementary schools in different parts of Turkey meeting with 200 young female students between ages 1518 in Şanlıurfa, and bringing them along to Harran University, their first visit to a university. These special programs were presented as a model for financial education to the Ministry of National Education. Para Durumu has already became an address where people seek solutions and guidance on personal finance problems, financial products, saving for a house, budget decisions, investment choices, credit card issues, and more. It has become a popular (and only) venue for people to “talk about money” in public. In the 3rd phase, parallel to the ongoing education in İstanbul, “3 Kumbara” has spread to 9 cities (Antalya, Erzurum, Eskişehir, Denizli, Hatay , Kahramanmaraş, Niğde, Rize, Şanlıurfa) in all the 7 regions of Turkey, reaching 70.000 students. “3 Kumbara” will be rolling out to another 30 cities throughout Turkey within the 20142015 education year and another 41 cities in the following year. Thus by the end of the 5th phase, “3 Kumbara” will be spanning the country to all 81 cities, aiming to reach 500,000 children and their parents. Impact analysis surveys are being conducted and reported out periodically through seminars by an independent research company. Financial Literacy for Women: İSMEK We have initiated a new personal finance education movement for women, cooperating with “Para Durumu” and with support of the Ministry of Family and Social Policies and İstanbul Metropolitan Municipality. The movement aims to reach and raise financial awareness of 20,000 women in İstanbul by the end of 2014. After the completion of this phase of the movement, an education model developed by “Para Durumu” will be carried out further and become a nation-wide education plan, taught at various Municipality Arts and Vocational Training Centers around the country. By the end of 2013, the program has successfully reached a total of 14,500 women. The goal is to reach 20,000 women by the end of 2014. 10 Brown, J & Isaacs, D (1994) ‘Merging the best of two worlds the core processes of organisations as communities’ in P Senge, A Kleiner, C Roberts, R Ross & B Smith (eds.) The fifth discipline fieldbook: Strategies and tools for building a learning organization, Doubleday/Currency Publications 44 DOĞUŞ GROUP CR REPORT 2013 45 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Doğuş Kids Symphony Orchestra The Doğuş Kids Symphony Orchestra was established in 2006 as Turkey’s first national, permanent children’s symphony orchestra. The Orchestra is comprised of conservatory students between 11 and 18 years of age from different regions of Turkey, and introduces the wonder of symphonic music to Turkish children as performed by their peers. Concert proceeds were donated to the TOHUM Autism Foundation. Furthermore, in 2013 the book, “The Music Calls You”, Doğuş Kids Symphony Orchestra Website Having reached its target member number of 100,000 in less than five years, the Doğuş Kids website was replaced by the Doğuş Kids Symphony Orchestra website in July 2010. The website aims to create a communication platform among the orchestra members, and to inform and educate young people about classical music. Send Me to School Campaign (Baba Beni Okula Gönder) Since 2006, Doğuş Holding has been providing scholarship for the education of 50 female students on an annual basis through its support of the Send Me to School Campaign, a joint effort with Milliyet newspaper and the Association in Support of Contemporary Living (ÇYDD). D-Marin Turgutreis International Classical Music Festival Doğuş Group continues to contribute to and provide support for the development of classical music. The Group strives to ensure its access to a wider section of the population and help Turkish artists produce world-class pieces. Since 2005, Doğuş Group has been organizing the D-Marin Turgutreis International Classical Music Festival in Bodrum. This Festival highlights the support that is required for the development of diverse forms of music. D-Marin Turgutreis International Classical Music Festival is a member of the European Festivals Association (EFA) which is the umbrella organization for festivals across Europe. For more than 50 years, the Association has grown into a dynamic network representing more than 100 music, dance, theatre and multidisciplinary festivals, national festival associations and cultural organizations from about 40 (mainly European) countries. The Festival has been also awarded as the “Classical Music Event of the Year” in the Donizetti Classical Music Awards 2012 by the classical music magazine, Andante. On its ninth anniversary, the Festival took place on 24-25 and 27-28 August 2013, hosting many gifted artists and well-known orchestras from Turkey and other countries including the world-renowned Turkish pianist Fazıl Say and famous operatic soprano Angela Gheorghiu. Festival proceeds were donated to the TOHUM Autism Foundation to be used for educational materials at the Foundation’s private school for children with autism and for the training of teachers specialized in this area. Additionally, some of the proceeds were used for providing professional skills to the mothers of handicapped children with the cooperation of the Bodrum Health Foundation. 46 in which the story behind the establishment of the Doğuş Kids Symphony Orchestra told by Dr. Erdal Atabek, was republished. In 2013, The Doğuş Kids Symphony Orchestra won a prize in the category of “Best Corporate Social Responsibility Project” at the Ace of M.I.C.E. (Meetings, Incentives, Conferences, and Exhibitions) Awards, organized by the Tourism Media Group in which 230 different projects were nominated in 29 categories. The Festival has already attracted a loyal audience of its own which regularly increases each year. In 2013, a total of 21,000 fans followed the festival, which was joined with nearly 200 artists at seven concerts during the four days. Presidential Symphony Orchestra of Turkey - Symphony on Campus The Presidential Symphony Orchestra of Turkey, established in 1826, has been one of the few special orchestras in the world that has managed to survive to date. In November 2007, Doğuş Group signed an agreement with the Republic of Turkey Ministry of Culture and Tourism to become the main sponsor of the Orchestra for a period of three years and to start the “Technical Betterment Project” of the Orchestra’s concert hall. Renovations of the entire inner building and the concert hall, landscaping and renewal of the orchestral and office furniture were completed in less than a year and finished in October 2008. In line with its main sponsorship contract with the Presidential Symphony Orchestra of Turkey, which was renewed in early 2012 for another three years, we initiated a new corporate sponsorship project in 2009, “Symphony on Campus.” The objective of this project was to take the Orchestra on tour of state universities in Anatolian cities, where they had never visited, to promote classical music among university students and regional communities. In 2009, 2010 and 2012, the project covered the Konya-Selçuk, Niğde, Gaziantep, Kars-Kafkas, Erzurum-Atatürk, Rize, Giresun and Trabzon-Black Sea Technical, Isparta-Süleyman Demirel, Afyon-Kocatepe, Denizli-Pamukkale, Burdur-Mehmet Akif Ersoy, Aydın-Adnan Menderes and Muğla universities reaching a total audience of nearly 14,000. In 2013, the Orchestra concertized in Yozgat-Bozok, Nevşehir, Kayseri, Sivas-Cumhuriyet, Malatya-Turgut Özal universities and reached total audience of 6,000. Göbekli Tepe Promotion Project Doğuş Group sponsored the promotion project of Göbekli Tepe, the oldest and largest known temple of the world that dates back to 12,000 years ago. Doğuş Group attaches great importance to supporting projects that will uncover Turkey’s historical legacy. The Group’s sponsorship of this project aims to enhance the value of Şanlıurfa province, earn it the interest it deserves, and create a significant opportunity to play host to thousands of visitors from all parts of the world. Within this sponsorship, Doğuş Group held two photograph exhibitions in İstanbul and Şanlıurfa. Furthermore, the book “Göbekli Tepe” was published. İstanbul’s bid for the 2020 Olympic and Paralympics Games In 2013, İstanbul, which stands out not only with its cultural, natural and historic heritage but also as a leading commercial hub, was one of the candidate cities for the 2020 Olympic and Paralympics Games. Doğuş Group and Garanti Bank were official sponsors of İstanbul’s candidacy and supported the process. As part of Doğuş Group’s efforts, the primary objective was to raise public awareness about İstanbul’s candidacy for the 2020 Olympic and Paralympics Games. Communications support during this process was not limited to Turkey, but also included various promotional activities and lobbying on an international scale. Ayhan Şahenk Foundation Schools and Scholarships In the area of education, the construction of a modern complex having 35 classrooms had been started in order to contribute to the education of autistic children at Van in 2013. In Artvin, Anatolian Girls’ Vocational and Technical High School, which will contribute to female children in getting a profession, has been completed. The School consists of 24 classrooms, 9 laboratories, multipurpose saloon and amphitheatre. 1,768 computers were distributed to 70 schools and 7 institutions in 32 provinces around the country, and 126 students in total (121 within the country and 5 abroad) benefited from the scholarship and education assistance of our foundation. Of these, 31 attended primary schools, 18 attended high school, 72 attended universities and 4 attended foreign universities abroad, and 1 attended master degree abroad. Another project that was completed by the Foundation in 2013 was the refurbishment and maintenance of Darıca Faik Şahenk Secondary School in Kocaeli. Because it was originally built as a primary school, the building required many changes in order to be used as a secondary school. Changes were made in the science lab, the computer lab, and the gym, renewing them with up-to-date technical equipment. In September 2013, Faik Şahenk Secondary School in Darıca opened its doors to its new students with its new look – painted, furnished and up to new standards as a secondary school. Mobile Healthcare Units In 2013, the number of patients who benefited from the “Mobile Healthcare Units” project totalled more than 20,000, thereby reaching a cumulative number of 434,000 patients since its establishment in 1997. This project was conceived at the request of the Honorary Chairman of Doğuş Group, Mr. Ayhan Şahenk, who thought that patients living in underserved regions where immigration rates are high should be provided with good quality general health and ophthalmology services, both in terms of treatment and preventive healthcare. Mobile health caravans, equipped with modern technology medical devices and specialized physicians and nurses, supply this service in coordination with primary schools and local municipalities. It is operated in the are of health at 15 locations: Consisting of 13 schools and 12 districts on both sides of İstanbul in mobile health vehicles. In these operations, free health service had been provided to 19,834 individuals: 4,343 to general examination, 13,902 to eye screening and 1,589 to detailed eye examination. The general health examinations included 1,251 complete blood counts, 1,350 biochemistry analyses, 372 complete urine analyses and 361 EKGs. Since 1997, the first year of the project, till the end of 2013, more than 434,000 individuals had benefitted. Additionally, various medical devices were donated to Göztepe Hospital in 2013. At the end of four years, the project has reached around 20,000 audiences in a total of 19 cities. The Symphony on Campus Project will continue covering many more universities in the upcoming period. DOĞUŞ GROUP CR REPORT 2013 47 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Garanti Bank 11 Community Volunteers Foundation (Toplum Gönüllüleri Vakfı) Garanti Bank supports the Community Volunteers Foundation (Toplum Gönüllüleri Vakfı), a transformational project aimed at turning the energy of young people into a positive benefit for society. The Community Volunteers Foundation (Toplum Gönüllüleri Vakfı - TOG) was formed in December 2002 with the aim of fostering social peace, solidarity and change through pioneering youth and adult guidance. By enabling youth to participate in volunteerism and socially responsible work, the Foundation contributes to their personal development and encourages their social participation as volunteers. Young Community Volunteers, organized in clubs, groups or gatherings in their universities, execute sustainable, socially responsible initiatives according to the perceived needs of their communities. Among the projects carried out, with the support of the Bank, were the Voluntary Education Support program, aimed at contributing to the personal development of students in disadvantaged regions, periodic summer projects consisting of educational support, summer social activities both nationally and internationally, and the Five Key Trainings aimed at creating awareness in youth of fundamental concepts such as civil society, projects and volunteerism. Support for Women Entrepreneurs Garanti Bank sees the support of women entrepreneurs as a major responsibility for Turkey’s social and economic development. In addition to extending funds to women entrepreneurs, the Bank also supports activities encouraging entrepreneurship and educational projects. In its seventh year of Turkey’s Woman Entrepreneur Competition, organized with the aim of supporting and encouraging women in business, Garanti, for the first time in 2013, introduced a new category: Woman Social Entrepreneur of the Year, to recognize the value of social entrepreneurship as an important category for economic and social development. Through the Women Entrepreneurs Gatherings, organized in collaboration with the Women Entrepreneurs Association of Turkey (KAGİDER), Garanti Bank aims to contribute to the personal development of women in business, informing them on fundamental business issues and encouraging them to create new opportunities in their own businesses. In 2013, the Women Entrepreneur Gatherings were held in five provinces with the participation of around 1,000 businesswomen. In 2012, the Women Entrepreneur Executive School program was opened in conjunction with Bosphorus University. Under the program, women entrepreneurs in several cities (Ankara, İstanbul, İzmir in 2012, Adana, Antalya, Denizli and Gaziantep in 2013) received 100 hours of instruction on subjects ranging from innovation to sustainable company administration. In 2012 and 2013, a total of 497 women entrepreneurs have completed the program. Follow-up mechanisms were set up together with Bosphorus University to measure the impact of the executive school trainings on the businesses. Disabled-Friendly Banking In 2011, Garanti’s work on improving its services to customers with disabilities, and on contributing to the general wellbeing of all persons with disabilities, was started. Providing access to finance to disabled people in the same or in similar standards as with nondisabled people became its priority. The work began with customers, stakeholders whose financial lives it can improve within the framework of its service cycle. The program has categorized the ways in which Garanti can increase the quality of lives of disabled persons in four ways: • Adaptation of service channels to better fit the needs of disabled customers: Garanti currently has 34 disabled-friendly branches and 102 disabled-friendly ATMs. Garanti’s plan is to increase this number by three-fold by the end of 2014. In internet and mobilephone banking, services have been revised to be readable for visually-impaired customers. • Adaptation on its service presentation to prioritize disabled customers: Branches can prioritize disabled customers via zerowait services. • Training of employees to better serve disabled customers, and creating higher awareness regarding disabilities. • Contribution to the social integration of disabled persons through corporate responsibility programs: In January 2013, Garanti proactively applied to be the main supporter for the National Wheelchair Basketball League and the National Wheelchair Basketball teams. In December 2013, Garanti organized volunteering sessions with the Diving Club of Garanti, for five persons with physical disabilities, and a National award-winning Diving Athlete. For its work on disabledfriendly banking and social projects, Garanti was invited by the Turkish Minister of Social Policies to attend the UN High Level Meetings on Disability and Development on 23 September 2013. Teachers Academy Foundation (Öğretmen Akademisi Vakfı) Having supported education through the Deniz Yıldızları (Sea Stars) Project since 1999, Garanti Bank began working on a long-term corporate responsibility initiative in the field of education in 2007 to bring a new voice. Rather than targeting infrastructural issues such as scholarships, donations, construction of schools, the Bank chose to focus strategically on value-creating programs related directly to teachers, who determine the quality of education. In 2008, following the completion of preparatory work, the Teachers Academy Foundation was established to contribute to the implementation of an education model based on thinking, questioning, and research in our country. The Foundation commenced work on the “No Limit in Teaching” project, again developed and implemented by Garanti Bank. No Limit in Teaching (Öğretmenin Sınırı Yok) Within the scope of the “No Limit in Teaching” Project, the Bank signed a five-year contract with the Ministry of National Education to arrange training activities aimed at the personal and professional development of teachers. The Program commenced in the 2008-2009 education year, and Garanti Bank allocated a total of TL 15,000,000. In the five years since it began, the project “No Limits in Teaching”, which Garanti Bank has launched in the field of education, one of Turkey’s most crucial and top priority issues, reached 85,095 teachers working at 3,407 schools in 79 cities. Under the Project, the Teachers Academy Foundation offered one-on-one training in personal and professional development, and was able to touch our teachers, who take on the most vital role in educating and training the future generations. Garanti Erciş Teachers’ Quarters was another project realized for our teachers in 2013. Last year, Garanti Bank completed the construction of quarters for the teachers working in Erciş within the frame of a protocol signed with the Ministry of Education following the earthquake disasters of 2011 in Van and Erciş. This step was intended to help alleviate, to some extent, the pain of the local community. Through the eKampus website, developed as a permanent finishing platform in “No Limits in Teaching”, interested parties have the opportunity to continue their personal and professional development. Over 55,000 thousand people use eKampus. For further information concerning the “Teachers Academy Foundation” please visit www.orav.org.tr İstanbul Modern Education Program Since 2005, Garanti Bank has been supporting the education program of Turkey’s first and only modern art museum, İstanbul Modern. The program aims to play a central role in supplementing classroom education and fostering creative and inquisitive individuals who are familiar with, and actively participate in, the arts. Through the ongoing İstanbul Modern training program, more than 503,833 children and teenagers have participated in the program to date. The Genç Hayat Foundation Since 2010, Garanti Bank has been supporting the Genç Hayat Foundation and the Color Wheel project carried out at Teacher Training High-Schools, enabling students to gain awareness of themselves and their environment and develop essential communication skills and also to shape attitudes and behaviour conductive to a sense of individual and social responsibility. Garanti Bank Supports UNICEF UNICEF has developed a framework for rights-based, childfriendly educational systems and schools that are characterized as “inclusive, healthy and protective for all children, effective with children, and involved with families and communities and children”. Within this context, a major project, to contribute to the establishment of child-friendly schools, has been started by UNICEF in more than 150 countries. In Turkey, UNICEF and Garanti have started to partner in 2013 to improve the conditions of primary schools in order to reach international primary school standards within the ‘child-friendly school’ project. In 2013, four schools in Ankara and İstanbul were reached and brought to childfriendly standards under this project. Garanti Bank SALT With the intention of creating cultural awareness and public memory, Garanti Bank, identifying the social need for a cultural environment able to recognize research and creation as an opportunity, has set itself the goal of forming a cultural institution that is unique, autonomous and, most importantly, able to develop interactively with its users. With this in mind, the cultural associations Platform Garanti Contemporary Art Center, Ottoman Bank Museum and Garanti Gallery, operating within the Bank and having been successful in their own fields, have been restructured as one independent institution under the name of SALT. Since commencing activities in 2011, SALT Beyoğlu, SALT Galata and SALT Ulus have authored six comprehensive publications and held 28 exhibitions. In tandem with these exhibitions, 300 events and 100 student-oriented guided tours and workshop activities have been held. During this time, a total of 729,747 people have visited SALT Beyoğlu, SALT Galata and SALT Ulus. Mini Bank Children’s Movie Festival Since 2004, Garanti has been co-organizing the first children’s film festival in Turkey, the “Mini Bank Children’s Movie Festival”, together with TÜRSAK (the Turkish Foundation of Cinema and Audio-Visual Culture). The Festival aims to bring the experience of cinema to children in rural areas of Turkey, where most children, unlike those living in city centers, have no access to the art of cinema. Through this festival, approximately 70,000 children in nine different provinces (among which several have very limited access to cinema 11 Detailed information on Garanti Bank’s corporate responsibility performance is available in Garanti Bank Sustainability Report 2013 at http://www.garanti.com.tr/en/our_company/sustainability/developments/reports.page? 48 DOĞUŞ GROUP CR REPORT 2013 49 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement such as Aksaray Kars, Konya, Mardin and Ordu) received the opportunity to familiarize themselves with the art of cinema. The Lycian Way The Lycian Way is a 500 km-long walking road between Fethiye and Antalya. Garanti took on the task of organizing guided walks along the Lycian Way and placing road signs to make navigation easier for walkers. Moreover, a Lycian Way guidebook, prepared in 2006, has contributed to tourism in the region. The Arykanda Excavations Led by Dr. Cevdet Bayburtluoğlu, the excavation of the ancient city of Arykanda has been receiving support from Garanti Bank for 18 years. The principle of protecting and excavating our archeological heritage, along with the excavation work supported by Garanti, serves universal culture in a significant way. 12 Giant Men and Pixies of Basketball Garanti has been the main sponsor of 12 Giant Men (Turkish National Men’s Basketball Team) since 2001 and of Pixies of Basketball (Turkish National Women’s Basketball Team) since 2005. Wheelchair Basketball Garanti started to sponsor national wheelchair basketball teams for both men and women and to establish national and local leagues, called “Garanti Wheelchair Basketball Leagues. Athletics Garanti began support for two Turkish national athletes, Gülcan Mıngır and Aslı Çakır Alptekin, at the time of their preparation for the London Summer Olympics. Aslı Çakır Alptekin brought Turkey its first Olympic gold medal in the women’s 1,500 meter race. Football Joining the main sponsors of the National Football Teams in 2008, Garanti began supporting sports on the green pitch. Garanti Culture All the Garanti Culture buildings have libraries, research centers and exhibitions, and all the facilities are open to public use. According to the agreement signed with Provincial Directorate of National Garanti Bank SA “We Defeat Autism” Association Garanti Bank supports the children suffering from autism. As partner of the event Blue Ball – the first charity ball in Romania to support autistic children, organized by the Association, Garanti Bank contributed directly to raising funds that help improve the integration of children with autism in schools. 50 Equestrian Sports Garanti Masters Private Banking has been the official sponsor of the Turkish Equestrian Federation since 2008. Ladies European Tour The Garanti Masters Pro-Am Golf Tournament unites amateur golfers with famous professionals. In May 2012, the Turkish leg of the Ladies European Tour, the Turkish Airlines Ladies Open Garanti Masters ProAm, organized in several countries of the world, saw the participation of 36 teams. The Bonus Snow Masters Sponsored principally by Bonus for 11 years, the Bonus Snow Masters races are formed from the İstanbul Provincial Championships. The winners of this race are awarded overseas skiing holidays. The winners of the Bonus Snow Masters Open, which has been open to unlicensed sportspeople for six years, are also rewarded with overseas holidays and various other prizes. The American Express Sailing Regatta American Express Sailing Regatta, co-sponsored with the American Express brand, aims to spread the love of the sport of sailing among the public. The races continue with the 12 year support of the Garanti Payment Systems (GÖSAŞ). The races, consisting of the Bosphorus, Turgutreis and Göcek stages, had the participation of over 140 boats and more than 1,200 sportspeople. The American Express İstanbul Challenger American Express İstanbul Challenger, under its other name, the TED Open, constitutes the İstanbul stage of Challenger tournaments, which were organized globally with the support of American Express in 1979. Another special tournament for American Express cardholders has been held for four years under the aegis of the tournament, the American Express İstanbul Challenger, where winners receive both the privilege of playing against worldrenowned tennis players as well as the opportunity to attend one of the world’s major final’s matches. Education, workshops are organized with primary and secondary school students. Be Santa Claus This Year An online auction on the internal blog Garanti4all.ro was held to raise money for the children at SOS Satele Copiilor. In November – December 2013 period, the Garanti Bank SA’s employees could offer objects or services for auction, to be bid on by their colleagues; the Bank matched the proceeds. International Women Association - Christmas Bazaar Garanti Bank supported the Christmas Fair organized by the representatives of diplomatic missions in 40 countries, which exhibited several objects. The money raised by this event was donated to associations that help children with health problems. The event was held for the 15th time, organized by the International Women’s Association in Romania. Scheherezade Foundation Garanti Bank supported the Scheherezade Foundation, in its effort to sustain the renovation of the hospital Sf. Maria in Iasi, a medical unit that is the center of all pediatric medical units in Iasi. Over 60,000 children in Moldavia benefit every year from its services, as well as 5,000 children in Republic of Moldavia. The Entrepreneurship Workshops Program Organized by Romanian Business Leaders Foundation and supported by Garanti Bank SA, the training is focused on the essential areas that determine the success of a recently founded business and has an interactive approach. Following its strategy to support entrepreneurs, Garanti Bank SA offered two scholarships for the entire program. AntreprenorStart Following its strategy to support Romanian entrepreneurs, Garanti Bank launched in September 2013 a student loan, AntreprenorStart, dedicated to the students in the MBA program offered by the Institute for Business Administration (ASEBUSS). The Bank offered specific funding solutions to those accepted in the MBA program dedicated to the retail segment. Those who accept the student Garanti Pension and Life Back to School: Educating, not Employing Children (İşimiz Okumak) Since 2010, aiming to lure secondary school age working children (most particularly the ones on the streets) back to school on a full time basis, Garanti Pension and Life has been carrying out a project called “İşimiz Okumak” (Back to School: Educating, not Employing, Children) in collaboration with İstanbul Provincial Education Directorate and Bosphorus University. As a part of the project, about 4,000 children from 34 schools in İstanbul have been taught to enhance their achievements and increase their loyalty to their education. Garanti Pension and Life continues to manage the project in various districts of İstanbul where there are intensive numbers of child labor, and at 19 schools, in 2013. Nearly 1,500 students have attended extra lessons for their academic success with their teachers’ assistance. There were also social lessons for children, to enhance their self-improvement and help them to express themselves. From the perspective that supporting academic success with social skills is an undeniable truth, Garanti Pension loan, offered exclusively by Garanti Bank for the ASEBUSS MBA program, benefited from the most competitive credit offers on the market, both in RON and EUR. The MBA is organized by the Institute for Business Administration and it is dedicated to Romanian entrepreneurs. Support to Women Entrepreneurs Sign of Success Campaign, part of the Women Entrepreneur Program: In their third year of offering complex financing packages to women entrepreneurs, designed especially for them and their needs, Garanti Bank launched in October 2013 the “Sign of Success” program, targeting women who have investment projects or want to expand their already established businesses (especially SMEs). The campaign included several components, special offers, targeted events with existing or potential business women in Bucharest, Iasi, Constanta, Cluj and Timisoara, and a dedicated website www.femeiantreprenor. ro, where SME business owners could find details about loans, deposits, necessary documentation and other useful information for opening an account. Thus, support from Garanti Bank for women entrepreneurs came through both banking offers and practical advice from other successful businesswomen, within the events organized across the country. The Bank’s representatives also discussed with the women present about the steps to follow in order to obtain financing, offering advice and details about the support and special offers they can receive from the Bank. Furthermore, an online application was created on Garanti Bank’s official Facebook page, www.facebook. com/GarantiBankRomania, where businesswomen were invited to share their successful stories and become role models that inspire other women to become entrepreneurs. and Life’s cooperation with Uygur Children Theatre has, since 2012, continued to help children’s self-improvement. Professional drama instructors have been organizing drama workshops for children to enhance awareness about themselves. Since the beginning of the Project, 650 Garanti Pension and Life volunteers have given their support and been a role model for children. Garanti Pension volunteers organized and sponsored various activities such as museum and shopping mall visits, Bosphorus tour and boat trips, basketball games, cinema, etc. Furthermore, they visited children at their schools to help them with their lessons. Since the beginning of the Project, 305 students have been returned to school completely. Compared with similar projects in the world, it had considerable success in taking children off the streets and away from work, and significant improvement in the academic success of these children has been observed. In addition, the children’s parents now view education in a more positive light. DOĞUŞ GROUP CR REPORT 2013 51 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Garanti Pension intends to spread the project to other schools soon so as to let more children benefit from the Project. Support for Cappadocia Vocational School Since 2008, Garanti Pension and Life has been collaborating with the Cappadocia Vocational School to prepare students for the professional world. Company executives give lectures on the private pension system and the life insurance sector, help students to obtain the Private Pension Intermediary License, and share their experiences with the students. Garanti Pension and Life also supports students in preparation for business life, offering them summer internships and job opportunities. The Company continued its support to the school throughout 2013. Garanti Leasing Community Support Garanti Leasing supports the Community Volunteers Foundation (TOG) since 2005; a community project which aims to transform the Garanti Fleet Management Driving Safe Responsibility In keeping with the importance attached to driving safety, Garanti Fleet initiated a collaboration with a specialist professional institution and began offering “Safe and Defensive Driving Techniques Training” Garanti Factoring CO-OP (Cooperative Education) CO-OP is an integrated educational model of university study and the business world. Based on the work of the student during his or her undergraduate education, the goal is to integrate education and business. For students who have taken advantage of the COOP opportunity, the transition into their workplace after graduation has been much easier and smoother. It is a continuous process, completed in a single block of time: a minimum of 3 months and maximum of 9 months. Garanti Factoring has cooperated with CO-OP Project for four years, offering students internships via “The World of Receivable Finance” lessons. Undergraduate students from any faculties of the university, who wish to work through CO-OP, apply to the CO-OP Directorate. Submitting an application doesn’t necessarily mean that a student will be selected for CO-OP. A high academic record, Garanti Mortgage Wish-Tree Project For the “Wish Tree” Project of Mardin Ömerli Mehmetçik Primary School, Garanti Mortgage sent the necessities of the 110 students of the school. Another support was given to Diyarbakır Yaprakbaşı Garanti Pension and Life has been supporting several other children’s education and personal development projects since 2006. By donating a specific percentage of its monthly sales to the Foundation, the Company supports many projects carried out by the young Community Volunteers, including repairs in village schools, helping working children and street children, tutoring students of limited means with their high school and university entrance exam preparations, teaching literacy skills, and providing computer courses at Youth Centers. The Company continued to work on children’s education and personal development projects in collaboration with the Community Volunteers Foundation in 2013. young people’s energy to public benefit. Garanti Leasing sponsored a total of 347 students. to the users of the cars leased by the Company. The training courses will continue in 2014. recommendations and other required criteria are necessary for the CO-OP application. A student accepted into the CO-OP program is called a CO-OPer. TEKSEM Theater Program Garanti Factoring has supported the theater project of TEKSEM (a theater group consisting of handicapped people) which aims to change images of the handicapped and support their education. This theater group, which consists of visually and orthopedically handicapped persons and some volunteers, writes its own plays and acts the roles itself. This year, the Group wrote a play called “Accessible Lives are in the Traffic” and pointed out seat belts and some mistakes about first aid. In 2013, with the aim of supporting this project, they staged a play called “Mischievous Cat in the Traffic” for children. Village Primary School for its technological requirements in the reporting period. Doğuş Otomotiv12 Economic and Social Development In order to support equal opportunity in education, Doğuş Otomotiv makes an annual donation of USD 500,000 to Darüşşafaka Education Institute, which accepts students by examination and aims to raise modern, self-confident leaders who are lifelong learners, researchers, questioners, and responsible to the community, environment and family. To support the arts and culture, an annual contribution amounting to USD 187,500 is made to TİM (Türker İnanoğlu Maslak Show Center). Doğuş Otomotiv Volunteer Programs Activity-D Voluntary Programs This program encourages Doğuş Otomotiv employees to participate in volunteer programs, raising their commitment to the Company by joining various activities that support the work-life balance. During the year, a number of activities are organized with the volunteer participation of employees. Tahsin Tarhan Elementary School Play Ground Construction Tahsin Tarhan Elementary School Play Ground Construction Voluntary Project was implemented on November 6th, 2013. After 3 hours of volunteer work, the walls of basketball court had been colorfully painted, an area of 80 m2 was replanted, and the playground floor was covered. A total of 20 employees (60 volunteer hours) participated in the project. All of the volunteers who participated in the program; • believe that voluntary programs make a positive contribution to their personal development. (business life, personal life, family) • believe that voluntary programs also provide benefits for the other parties (directly affected people and institutions) • believe that the volunteer program provides benefits for the Company. • believe that the volunteer program should continue. • expressed their wish to continuously participate in the volunteer program. • think that the volunteer program does not cause any disruptions to their jobs. Traffic is Life! Doğuş Otomotiv is an exemplary corporate citizen, producing sustainable and innovative solutions for its stakeholders in the value chain. We established the Traffic is Life! platform, a community engagement program on traffic safety. Traffic is Life! is an educational platform aiming to engender cultural change regarding traffic safety in 2013. Traffic Safety Training in Elementary Schools According to a report of World Health Organization (WHO), traffic accidents are the second leading cause of death among people between the ages of 15-29, and in our country they are the primary cause of death for men between the ages of 15-29. Distance Learning Courses on Traffic Safety have been developed within the scope at Traffic is Life! platform for university students, who generally fall within that age range. Distance Learning Course on Traffic Safety; • The course was put into effect through the cooperation of a private (Pirelli) and public sector organizations. • This is the first thematic corporate responsibility practice included within the curriculum of universities in Turkey. • All traffic related facts are explained within the content of the course (designed by academicians for distance education), wherein traffic is considered a science. • The course is included in the universities either as a social elective credit course or as an online course within a certification program. Courses are suitable for all university students. • A pilot study, with the participation of 588 students, began in Kocaeli University in the fall semester of the 2012-2013 academic year. • By the end of the 2013 academic year, 5,000 students in 7 universities (Kocaeli, Marmara, Bahçeşehir, İstanbul Ticaret, Çukurova, Işık and Trakya) had taken the course. • Our objective is to spread the course to all the universities in Turkey and then transfer it to YÖK (Board of Higher Education of Turkey). Traffic is Life! Safe Driving Training Doğuş Otomotiv Safe Driving Training was provided for our employees and the participants of Kocaeli University Spring Festival and İstanbul Economic Forum in 2013. In support of the Traffic is Life! platform, various information about safe driving was provided through Scania to 261 drivers in 33 companies in 2013. Traffic Safety Focused Public Spots As in 2012, Doğuş Otomotiv has also prepared four radio public spots in cooperation with the General Directorate of National Security in 2013. Awareness-raising activities continued with the broadcast of these spots especially during Kurban Bayramı (Festival of Sacrifice), as traffic is dense during that time; the spots were broadcasted, without charge, 1,500 times over various radio channels during the year. Traffic is Life! & Cooperation with İDO Doğuş Otomotiv broadcasted traffic safety communication on İDO (İstanbul Sea Buses) during Ramazan (Ramadan) and Kurban (Sacrifice) Festivals: a brochure containing information about long road trips was distributed to approximately forty thousand drivers, Traffic is Life! safety messages were broadcasted on the İDO television screens, posters were hung on the walls and the radio spot broadcasted in the ferries. 12 Detailed information about Doğuş Otomotiv’s CSR Performances can be found in 2013 CR Report of the Company at http://www.dogusotomotiv.com.tr/en/corporate-responsibility/corporate-responsibility-reports.aspx 52 DOĞUŞ GROUP CR REPORT 2013 53 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Children and Traffic is Life! Doğuş Otomotiv participated in the “Children and Traffic Education Workshop” organized by General Directorate of National Security with our Traffic is Life! platform again in 2013. The event was held in Ankara and included representatives of ministerial and nongovernmental organizations. The agenda of the workshop was the impact of traffic on children, and children’s traffic education. Another 2013 event was the İstanbul Infant Festival; the program reached some 30,000 with our Traffic is Life! stand. Doğuş Otomotiv also participated in the National Children’s Festival on April 23, in İstanbul’s Fenerbahçe facilities, giving information to 850 children about safety in traffic. Traffic is Life! Safe Driving Training in Kocaeli University Spring Festival The training, held on Umuttepe Campus of Kocaeli University on 29th of May, 2013, consisted of two stages: • Theoretical Training: Each participant in a three-person team was informed about fastening seat belts and its importance, mirror adjustment, seat height adjustment etc. • Practical Training: Safety-related issues that need to be considered in moving vehicles were transmitted. İstanbul Economic Forum In the first day of this organization, participants were provided safe driving training in İstanbul traffic by an expert instructor. 9 people participated in the training, repeated three times and lasting 4 hours. Traffic Safety Courses for Our Employees Doğuş Otomotiv aims to reach all segments of society on the issue of traffic safety, starting from within its organization. So the Company has organized traffic safety and first aid in traffic courses for its own employees since 2011; nearly 3,000 employees, including all new recruits, have been trained. 16 newly-recruited employees received training on safe driving and first aid awareness in traffic on 17-18 December, 2013. Traffic is Life! Workshop In order to evaluate the Traffic is Life! platform and exchange views on its development, Doğuş Otomotiv organized a Traffic is Life! workshop with the participation of authorized people from each department within the Company in 2013, to draw up its roadmap. In 2013, Company spokespeople met and shared their knowledge and experiences with university students in nearly 30 conferences and symposiums. Shuttle Services and Responsibility in Traffic Emphasis was given to providing safe shuttle services for Doğuş Otomotiv employees in 2013. The Company monitored the 54 speed of our shuttle service vehicles with the Arvento vehicle tracking system, which monitors the routes and speed rates of vehicles in any particular period of time, installed in each bus. Speeding is automatically transmitted to us via e-mail (maximum speed limit is 115 km/h.) Penalties for exceeding the speed limit are (also included in their contracts) deducted from the driver’s wages. This has resulted in an 80% decrease in the number of shuttle services violations. Drivers, who continue to violate the speed limit, are assessed on a monthly basis, and the assignments of those, who continue to do so despite the sanctions, are terminated. There are 69 shuttle service vehicles at Doğuş Otomotiv. Supporting Equal Opportunity in Education Cooperation with Turkish Petroleum Foundation and University Scholarship Program Equal opportunity in education, one of the cornerstones of social development, has an important place in our community engagement. Doğuş Otomotiv provides scholarships for upper level university students in the departments of Machines, Mechatronics, Industrial, Electrical, Electronic, Electrical and Electronics, Computer, Metallurgical and Materials Engineering with Metal Education, and the Mechatronics and Automotive Education Departments of Technical Education Faculties; 180 students were given scholarships in 2013. Cooperation with Vocational High Schools Doğuş Otomotiv’s training activities continued in 2013 at existing Vocational High Schools, and a new class has been added: within the framework of a protocol made with Ministry of National Education, the fourth Volkswagen Training Laboratory was opened in the Burhanettin Yıldız Industrial Vocational High School in Diyarbakır. Physical improvements, equipment, material and hardware support were provided to this school. New students were selected by interview. Classroom teachers participated in Volkswagen Trainings. Doğuş Otomotiv continued to provide supporting materials such as demo parts and educational documents to 109 schools in 2013. Atelier internships were organized in 17 Authorized After-sales Service Centers for a total of 143 students from four Volkswagen Laboratories and Industrial Vocational High Schools in the 20132014 academic year. A total of 42 students graduated in 2013, 21 of whom have begun to work in the Authorized After-sales Service Centers, and another 16 continued their university education. Part-time employment has been provided for those who continue their education in evening classes. Doğuş Otomotiv has also recruited five new graduates who finished their military service. 248 students have graduated from Doğuş Otomotiv Vocational Schools Program so far, and 149 students still continue their education. Within the framework of European Union support projects, which also include Industrial Vocational Schools, Doğuş Otomotiv has explained its cooperation and support studies to the visitors. Doğuş Otomotiv has arranged trips to Doğuş Otomotiv Logistics and Education Center, and provided training for students of TÜVTÜRK TÜVTÜRK’s Support to Traffic Responsibility Action Traffic Responsibility Action (Trafikte Sorumluluk Hareketi) is a corporate social responsibility program carried out under the coordination of the Turkish Ministry of Transport, Maritime Affairs and Communications in cooperation with institutions and organizations that operate in the field of traffic and vehicle safety. With the support of TÜVTÜRK, Traffic Responsibility Action aims to raise public awareness of the need to take protective precautions for safety of life in traffic and to act responsibly in traffic, which is one of Turkey’s severest problems causing loss of life and damage to property. The project is based on the fact that it is possible to produce permanent and sustainable solutions to the problem of safety of life in traffic only by engaging the relevant stakeholders. Among the stakeholders of the project are six ministries, five universities, two metropolitan municipalities, public institutions, NGO’s and occupational organizations. These stakeholders play a vital role in the project as they not only share their experiences and expertise for improving the project, but they also steer the project on the grounds of the feedback received from the field and target audiences. Some stakeholders, such as the General Directorate of Basic Education, also cooperate with The Ministry of Transport, Maritime Affairs and Communications and TÜVTÜRK as partners for sub-projects designed in order to reach particular target groups. Traffic Responsibility Action consists of four sub-projects: • Safe Vehicle Action aims at raising awareness on vehicle safety in professional drivers, while reaching the public through field activities. • Responsible Citizen Action aims to reach the public by benefiting from the mechanism of Public Training Centers. The project is executed through the cooperation by the Ministry of Transport, Maritime Affairs and Communications, General Directorate of Lifelong Learning (Ministry of National Education) and TÜVTÜRK. • Bosom Buddies’ Action’s target groups are primary school teachers, students, parents and school bus drivers. The partners of the project are Ministry of Transport, Maritime Affairs and Communications, General Directorate of Basic Education (Ministry of National Education) and TÜVTÜRK. By training the trainer and providing additional materials on traffic safety, the project aims to raise awareness and improve the notion of individual responsibility in traffic. Şişli Industrial Vocational High School Volkswagen Laboratory. Four teachers of Gazi Industrial Vocational School Volkswagen Laboratory received a total of 64 days of training in Şekerpınar Training Center. • Youth in Traffic Action addresses high school students. According to data provided by the World Health Organization, road accidents rank first among the causes of death for the age group 15-29. As such, the Project aims to raise awareness among high school students on safety in traffic and individual responsibility. The partners of the project are Ministry of Transport, Maritime Affairs and Communications, General Directorate of Secondary Education (Ministry of National Education), TÜVTÜRK and Goodyear Tires. This project is especially noteworthy as it enables two private sector entities to collaborate under the same umbrella. The following results and outputs have been achieved by the subprojects: • Safe Vehicle Action reached more than 260,000 citizens, • Responsible Citizen Action reached more than 180,000 people, • Bosom Buddies’ Action reached 115,000 students, and 230,000 parents in 385 schools from 40 different cities, • In the academic year of 2012-2013, Youth in Traffic Action reached 50 teachers, 10 thousand students, 20 thousand parents and 500 school bus drivers directly in 10 cities. Another initiative of the Traffic Responsibility Action is the Traffic Responsibility Platform. Pioneered by the Ministry of Transport, Maritime Affairs and Communications, the platform seeks to encourage public and private entities to contribute to traffic safety through internal and external activities for their employees and the public. The platform further envisages encouraging these entities to incorporate traffic safety into their corporate policies, enabling coordination and cooperation for activities on traffic safety to be carried out by different entities, and developing, adopting and extending a framework for corporate traffic safety principles. In addition to such activities and in order to reach the general population through mass media, eight introductory films were shot and broadcasted on television with messages about individual responsibility in terms of traffic safety. These films were supported by several celebrity volunteers such as Kenan Işık, Kenan İmirzalıoğlu and pop music group Hepsi. The project’s films were broadcasted on national and local television channels and watched at least once by 80% of the population. Additionally, the Traffic Responsibility Action keeps traffic safety always on the agenda by sharing the latest developments about DOĞUŞ GROUP CR REPORT 2013 55 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement the project through its social media platforms, interacting with the social network users on traffic safety, and organizing prize competitions with questions on traffic safety. The project has received nearly 50 thousand likes on Facebook and has attracted more than 10.000 Twitter followers. Within the scope of the project, two internet pages were also developed: www.trafikhareketi.org and www.candostlarihareketi.com. In consideration of its vision, scope and achievements in three years, the Traffic Responsibility Action was included in the National Action Plan for Road Safety pioneered by H. E. Prime Minister Recep Tayyip Erdoğan, himself. Informative Stakeholder Meetings on Traffic Safety and Vehicle Inspection Awareness In 2013, TÜVTÜRK organized meetings in various cities to increase awareness on traffic safety and vehicle inspection. Those meetings were informative meetings and public institutions were also partners of the activities. Such meetings were very important tools for TÜVTÜRK to get feedback from stakeholders and analyze the concerns and needs of the community about its product and services. vdf Community Support Donations and Economic Development vdf contributed the equivalent of TL 338,410 in kind to primary schools besides Ayhan Şahenk Foundation in 2013. vdf is also a member of Financial Literacy and Inclusion Association. LeasePlan SafePlan Application In 2013, LeasePlan developed SafePlan, a product which assesses the risk level of car users in traffic in order to reduce the risk level of fleet vehicles. The plan was prepared with the partnership of VVCR Europe and Cranfield University and includes assessments and training to determine driving profiles of the users through online tests. Users are then evaluated by a supervisor during time spent in traffic. The instructor relays information about how users can improve their driving skills, and environmental factors they should consider while driving. The application, encouraging users to exhibit more responsible behaviour in traffic and improving their driving skills, also provides online training modules to improve deficiencies or inadequacies observed. Doğuş Construction Donations to Community Initiatives Doğuş Construction supports the communities where it operates through donations which, in 2013, reached TL 1,111,482. Also the local supply amount reached to TL 140,000,000 in 2013 in Doğuş Media Group Dialogue in the Dark Exhibition Doğuş Media Group publications and dedicated projects put forward concrete examples of its approach on corporate social responsibility, an important part of its corporate identity. By supporting various projects on environment, education, health, and culture - arts and working with civil society organizations, state and local authorities, Doğuş Media Group aims to fulfill its intermediate role for the good of society. Some of the projects and NGOs supported in 2013 were Educational Volunteers Foundation of Turkey (TEGV), UNICEF, Community Volunteers Foundation (TOGV), the TOHUM Autism Foundation and the Doğa Foundation. On 23rd April 2013, NTV aired special programmes during the day, hosting both TEGV and UNICEF. Viewers were called to action and significant awareness has been created. 56 Two web pages were developed within the scope of the project: www.trafikhareketi.org provides updates on traffic, while www. candostlarihareketi.com is for primary school students. different regions. The local supply ratio was reported as 55% among all purchasing activities. D-Hotel Maris Community Engagement Programs and Employee Volunteers D-Hotel Maris donated a tent canopy to be used as a cafeteria, and containers to be used as changing rooms for students at Hisarönü Primary School in 2013, and employee volunteer programs were organized after these donations during the April 23 National Children Festival. Volunteers painted the walls of the school, together with D-Marin Marinas Group D-Marin Mandalina As in previous years, in 2013 also, D-Marin Mandalina was involved in sponsorships of: • Dalmatian Chanson Festival: The Festival is one of the best and most respectable festivals in the country. This sponsorship is important from marketing perspective. The Festival is broadcasted in prime time on Croatian national television. • International Children’s Festival: This is one of the most interesting and popular children’s festivals in the world, and promotes the brand of D-Marin Mandalina among the Sibenik society, contributing to pr and communication. Promotional materials are displayed in front of the main stage where they are seen on televised broadcasts. The sponsorship is also mentioned in various other media, such as newspapers, radio programs, brochures etc. • Krka Rowing Club: A local sport which is very popular in the country, rich in history as the first and most important sports activity of Sibenik, rowing now needs to be supported for revival. The main purpose of this kind of sponsorship is to contribute in developing a club and to encourage young people to deal with this kind of sport. Furthermore as rowing activities are held in the Sibenik Channel, the most reasonable support as a marina of the same city for something related to the sea. With these donations and sponsorships, D-Marin Mandalina wants to support and participate in high quality social events in the city and surrounding area. NTV Radio aired Muhteşem Yüzyıl (The Magnificent Century) for the visually impaired. NTV, NTV Radio and Radio Voyage supported Dialogue in the Dark Exhibition as media sponsors. In the exhibition, visitors are led by blind guides in groups through specially constructed dark rooms in which scent, sound, wind, temperature and texture convey the characteristics of daily environments. The concept has been proved quite effective. Over the last twenty years Dialogue in the Dark has been presented in more than 30 countries and 130 cities throughout the world since its opening in 1988. More than seven million visitors worldwide have experienced Dialogue in the Dark and thousands of blind guides and trainers have found employment through Dialogue in the Dark. Doğuş REIT Social and Economic Development of the Communities Doğuş REIT intends to contribute to the social, cultural, artistic and economic development of communities in which it operates. The Company has been implementing several social responsibility projects to achieve this. The most significant example of these the children, and planted 60 saplings in the school garden. Another community engagement program was held with the same school and a Knidos - Datça Tour was organized for the students to make them see the cultural heritage of their environment. D-Marin Dalmacija Investments for Public Benefit The funds were donated to schools in the town of Zadar: (Ante Kuzmanić, Medical school – support for graduation party; University of Zadar - support for the annual event). In addition, St. Frane, nursing home for older people had been supported for upgrading services, the Monastery of St. Marguerita had been supported for renovation of the building (a national heritage site) and Zadar General Hospital’s ophthalmology department were supported. The Company also contributed to support for Croatian forests. The Significant Indirect Economic Impacts: Investments that began in October 2013 will provide new modern facilities, upgrade road network in the marina and property landscaping, to a total of over Euro 17,000,000 improving the appearance and making it attractive to clients of higher standards who will extend their stay in the marina, providing benefit to the region’s economy. Within the Company facilities, space is provided for independent operations of 17 charter companies and other contractors which employ local people. Companies in the area are marina suppliers. Part of the concession funds and part of tourist dues of marina is paid to local community. projects is the Company’s support of the Dudullu Cultural Center which aims to contribute to the social and cultural development of the area in tandem with the Evidea Residential Project in Çekmeköy. DOĞUŞ GROUP CR REPORT 2013 57 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Business Ethics13 Business ethics is among the most important and vital principles of Doğuş Group values and strategies. We pursue the highest ethical standards in all aspects of our business, and ethical business principles and implementations, audits with monitoring systems are crucial assets that we encourage for our Group companies. Commitments Compliance Management Assessment Communication Transparency Auditing Training Committed to comply with all laws and regulations Establish and maintain a Group Code of Ethics and related procedures Periodic risk assessments and due diligence Engage and open dialogue with all parties Transparent and trustworthy operational procedures Include ethical risks in all auditing processes Employees, suppliers and third parties Doğuş Holding Anti-corruption Processes The main responsibility regarding Doğuş Holding’s ethical performance is vested in the Audit Committee, which reports directly to The Board of Directors. The Internal Audit Department is responsible for auditing the Group companies’ effectiveness in internal control systems. Furthermore, the internal auditors are important actors with regard to consulting, assurance, collaboration, suggestions, monitoring and the investigation processes of anti-corruption cases. Anti-corruption risks are included in all risk assessment processes14 and in any concern with regard to the Group companies’ operations, the Audit Department is informed by the related parties. As a part of the assurance activity, the potential risk channels are monitored, audit mechanisms’ effectiveness is evaluated and improvement suggestions are made. Group companies are audited every three months. Garanti Bank Anti-corruption and Risk Management System Garanti Bank reports its ethical principles online via the corporate website; all audit processes include the evaluation of ethical compliance. There are several control mechanisms for risky processes, which are also reviewed periodically by the audit departments of the Bank. Members of the Committee of Inspection give seminars on Operational Risk Management, forgery and secure operations to relevant employees during the year. Anti-corruption training, which is mandated by Turkish Banking Law, was given to 96% of Garanti Bank employees in 2012. Ethical Principles and Code of Conduct courses were finished by 95% of the Bank employees in the reporting period. Garanti Bank International N.V. Garanti Bank International N.V. only accepts clients subject to satisfactory completion of client identification procedures (including, where necessary, identification of directors and major shareholders) in compliance with applicable laws and regulations, customer due diligence and Know Your Client (KYC) requirements. The Bank adheres strictly to the Anti-money Laundering and Counter Terrorism Financing Policy, and therefore transactions which do not satisfy the requirements of the mentioned policy are refused without exception. Garanti Bank International N.V. is compliant with all applicable laws and regulations relating to the prevention of money laundering and terrorism finance; these are implemented and enforced in the Bank according to written policies and procedures, and supervised by Garanti Bank’s Compliance Committee and Compliance Officer. All employees follow the e-learning module ‘Compliance and Integrity’, which includes Garanti Bank’s anti-corruption policies and procedures. Additionally, front officers follow the e-learning module ‘Customer Due Diligence Investigation’. 13 Doğuş Group Ethical Principles can be found at http://www.dogusgrubu.com.tr/web/82-278-1-1/dogus_grubu_-_en/investor_relations/corporate_governance_principles/ code_of_ethics 14 Doğuş Group Corporate Risk Management details can be found at http://www.dogusgrubu.com.tr/web/82-280-1-1/dogus_grubu_-_en/investor_relations/corporate_ governance_principles/corporate_risk_management_ 58 Garanti Bank SA Code of Conduct Trainings Garanti Bank SA Code of Conduct has specific provisions regarding the Bank’s anti-corruption policies. All employees are trained during the Induction - Compliance Training Program regarding the Bank provisions, as well as during the annual Compliance Training, also mandatory by law, governing financial institutions in Romania. Garanti Fleet Management All Garanti Fleet Management employees have attended “Avoidance of Bribery and Unethical Conducts Trainings” in 2013. Doğuş Otomotiv Code of Ethics15 Doğuş Otomotiv established a Code of Ethics Committee to prepare a Corporate Code of Ethics, to include real case studies from the automotive retailing and services sector and complied with international ethics standards, in 2011. The Committee members worked on the code for one year and in 2012 the Doğuş LeasePlan Anti-corruption Practices There is a compliance officer employed only for ethics risk management, who reports directly to General Manager, at LeasePlan. All employees must read and sign the Ethical Principles of the Company according to employee agreements. LeasePlan also has a system of Fraud Policy and Response Plan; according to this system any employee who has concerns about corruption can communicate with the Board of Directors directly. Doğuş Tourism Group Grand Hyatt İstanbul Anti-corruption and bribery trainings prepared by Hyatt Group are mandatory for all Grand Hyatt İstanbul employees; 100% of the 15 Otomotiv Code of Ethics, with the Board of Directors’ approval, was transmitted to the employees and the public. Doğuş Otomotiv Code of Ethics is the first corporate ethics code in Turkey which was not adapted from international samples and includes local and sectoral case studies. In 2012 LeasePlan activated its new “Whistle Blowing Procedure” and employees were trained regarding the system; 85% of them attended these trainings. LeasePlan Supplier Evaluation Process includes compliance with LeasePlan Anti-corruption Business Principles. employees attended those trainings. Furthermore, Grand Hyatt İstanbul also has corporate anti-corruption and bribery policy. Doğuş Otomotiv Code of Ethics can be found on the corporate web site at http://www.dogusotomotiv.com.tr/tr/kurumsal-sorumluluk/etik-kod.aspx DOĞUŞ GROUP CR REPORT 2013 59 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Human Rights CommitmentsTargets Policy and Strategy Dialogue Platforms Training and Awareness Programs Disseminate the Group’s Human Rights Policy within the value chain Highlight the importance of human rights and effectively communicate Group’s approach Organize human rights e-learning training among employees and promote awareness programs with the support of community initiative about women Doğuş Group Human Rights Policy At Doğuş Group, we manage our operations in compliance with local laws and regulations. United Nations Global Compact principles lead the Group’s Human Rights Policy. Our Human Rights Policy also refers to the main principles of United Nations Doğuş Group; • Gives special importance to establishing dialogue platforms regarding human rights while operating our businesses and ensuring its continuity. • Takes precautions to protect the rights of local communities. • Requires the human rights approach from every business partner, including suppliers. 60 Universal Declaration of Human Rights and its protocols, United Nations Convention of International Covenant on Economic, Social and Cultural Rights, ILO Declaration on Fundamental Principles and Rights at Work, and the Vienna Declaration and Program of Action. Doğuş Holding Human Rights Training to the Security Staff To support the implementation of the policy, Doğuş Holding provided an updated human rights training program to the security staff, and continued to develop useful new corporate tools in 2013. 75 security staff attended human rights trainings in 2013. Garanti Bank Human Rights Trainings Garanti Bank instituted an online e-learning module in 2012 covering the Ethical Principles and Code of Conduct, including the human rights principles of the Bank. The mandatory biannual training, with regard to crime revenues, was given to 13,700 employees totalling 20,500 hours in 2012. Doğuş Tourism Group 100% of the Grand Hyatt and Park Hyatt İstanbul employees have attended human rights training, mandatory for all new employees; continuing employees also have the training once a year. The security staff trainings also include human trafficking training. The total training hours are 90. • Conducts and encourages training and awareness programs regarding human rights in its value chain and among employees. Since its foundation, Doğuş Group has shared a set of core values based on integrity, understanding, excellence, creativity, unity and responsibility. These values continue to guide and drive business decisions made by each company within the Group. DOĞUŞ GROUP CR REPORT 2013 61 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Environmental Engagement 62 DOĞUŞ GROUP CR REPORT 2013 63 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement ENVIRONMENTAL ENGAGEMENT CommitmentsTargets Investment Processes Waste Management Employee Awareness Supply Chain Awareness Reduction of Paper Consumption Effective Logistics Include environmental requirements in the investment and audit processes Encourage Group companies to pursue and employ waste management and reuse systems Develop and deploy employee awareness programs within the Group. Support energy efficiency and environmental consciousness programs among the supply chain and include environmental policy statement into the supplier agreements Encourage programs for reduction of paper consumption within the Group Support programs for logistics optimization and establish collaboration with the Group companies Doğuş Group Environmental Responsibility Policy We acknowledge that environmental responsibility is directly related to the change of communities’ consumption trends and culture, and therefore has a very powerful effect on human rights. We monitor the environmental performances of the Group companies with care and support their efforts to minimize the current and potential negative environmental impacts of its products and services within the ecologic and social environment. Doğuş Group is committed to behave in alignment with its environmental policy and encourages all Group companies to follow suit. • Requires environmental management approach from its business partners and supply chain. • Analyzes the environmental impact of its investment and supply chain processes, and pursues new technologies to minimize potential negative impacts. • Builds systems and supports awareness programs in order to decrease paper consumption, and encourages the use of recycled paper. • Operates in accordance with environmental management systems which shape our consuming behaviour, waste management processes and ensures effective logistics management. The key elements of the environmental responsibility policy are stated below: Doğuş Group: • Is committed to comply with regulatory and voluntary codes and plans its business processes with environmental consciousness. Environmental Awareness Programs Doğuş Group’s environmental awareness approach mainly depends on employees as an important part of the implementation processes because it is their engagement that will increase the probability of a successful implementation of all kinds of environmental practices. Employees are an important source of knowledge, expertise, and ingenuity when it comes to the company, its procedures and its equipment. 64 In addition, community awareness also should be the part of the environmental awareness approach as progress towards a more sustainable approach to business is essential if we are to compete in a reality of limited resources and interlinked ecological systems. We believe in this double effect of awareness to reach successful and effective results regarding environmental awareness. Doğuş Holding DenizTemiz Foundation Since 2007, Doğuş Holding has been one of the corporate members of the DenizTemiz Turmepa Foundation. DenizTemiz Foundation was founded on 8 April 1994 by leading business institutions and Ayhan Şahenk Foundation The spring and autumn maintenance of Ayhan Şahenk Endearment Forests consisted of planting 550,000 saplings at Bodrum, Marmaris, Niğde, Şanlıurfa, and İstanbul/Beykoz-Alemdağ-Silivri. Garanti Bank Indirect Impact Credit Lines and Sustainability Garanti Bank deals with the environmental and social impacts of activities for which it has provided financing, under a separate topic called “indirect impacts”. The Bank initially set up the Environmental and Social Loan Policies (ESLP) in order to minimize the indirect impacts of loans granted by the Bank and put them into practice in 2011, following approval by the Bank’s Board of Directors. Environmental and Social Loan Policies constitute the environmental and social principles governing the extension of loans at Garanti Bank. Within the framework of these policies, the Bank runs the “Environmental and Social Impact Assessment Process” (ESIAP) that was designed within two years with the support of an independent consulting firm. As part of the ESIAP, Garanti also applies an “Environmental and Social Impact Assessment Model” (ESIAM). During the reporting period, Garanti has established an Environmental Policy and developed an Environmental Management System which covers both its direct and indirect impact on the environment; this was certified to ISO14001 standards following audits performed in October 2012 by TÜVSÜD. With its 23 facilities including certain branches and regional offices, in addition to Headquarters in Zincirlikuyu, the Güneşli Blocks and the Dikilitaş Training Center certified to ISO14001, Garanti has been recognized as the first bank that operates an Environmental Management System in such a large area and context in Turkey. In 2013, Garanti Bank increased the number of points of service covered under the ISO14001 certified Environmental Management System to 260. Garanti will continue to effectively apply its Environmental Management System, expand its scope and set new targets in the coming years. Garanti Bank’s Environmental Management System encompasses the indirect environmental and social impact resulting from the Bank’s suppliers and loans, in addition to environmental impact arising from facility operations. Garanti aims to extend this system, audited by an independent accredited agency every year, to all service points and continues to work to increase the number of ISO14001 certified points of service to above 600 in 2014. WWF-Turkey (World Wildlife Foundation Turkey) Garanti Bank, as the main sponsor for 20 years of WWF Turkey, is making a major contribution to the sustainable use and conservation of Turkey’s natural resources with the slogan “Garanti for Nature.” the marine sector with the aim of protecting the seas and the 8,333 kilometer coast line that stretches around most of Turkey from Hopa to the İskenderun region. Also, within the framework of environmental operations, 12,000 new saplings were planted. With work on conserving biological diversity and ensuring the sustainable use of natural resources with the intention of building a future where humanity co-exists harmoniously with nature, the WWF is an international NGO supporting 2,000 conservation projects around the world. With nearly 4,000 employees, it is the world’s largest environmental organization. The Foundation carries out projects in around 100 countries in the main areas of climate-change, forest conservation, fresh water, protecting the seas, endangered species and sustainability. Due to its long-term support for WWF-Turkey’s nature conservation projects, Garanti Bank was recognized in 2008 for the second time with the Golden Panda award. Having received the same award in 2001, Garanti retains its status as the only Turkish company to have won a Golden Panda award. In addition to its regular, systematic support, Garanti Bank also supported the Report on Turkey’s Ecological Footprint in February 2012, prepared by WWF-Turkey, which investigated the consumption patterns and their impact on natural resources. Efforts to Raise Awareness Garanti Bank is aware that the effectiveness of the Environmental Management System cannot be taken for granted without the support of its employees. Acting on this fact, the Bank designed a Sustainability E-Learning program for all Bank employees, to raise awareness on the issue, and is committed to raising the awareness of all its employees. The Bank also added its concept of sustainability to its orientation training, spelling out expectations of employees on this issue. The brochure entitled “101 Measures” is an initiative launched with the aim of informing employees about climate change and the measures that can be taken to prevent negative environmental impacts. Environmentally Friendly Practices throughout Supply Chain Management Garanti Bank took its first step for an environmentally friendly supply chain by adding a binding article in supplier contracts in 2012 concerning full compliance with the EMS. Articles that aim to protect the environment were included in the purchase processes in EMS procedures, ensuring that the Bank’s sensitivity regarding the supply chain was comprehensively adopted. DOĞUŞ GROUP CR REPORT 2013 65 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Garanti Bank SA Garanti Bank SA supervises projects benefiting of financing to check that they meet the necessary social and environmental standards. The Company supports the protection and the administration of the natural biodiversity, and takes into consideration the projects in need of such financing. WWF Bonus Card is the first eco affinity card in Romania. For any purchase paid with WWF Bonus Card, Garanti Bank SA donates, on behalf of the credit cardholder, 0.5% of the purchase’s value to WWF projects for preserving the protected areas in the Carpathians, along the Danube and in the Danube Delta. Since 2011, Garanti Bank SA has supported the Wild Romania Exhibit (spectacular wild nature images by the photographer Dan Dinu in Green Village, at B’estfest Summer Camp Tunari 2013). Green Village consisted of a series of eco-friendly programs and activities in an area arranged within the festival. This area hosted an NGO (Non-Governmental Organization) fair and “green” company. Recicleta Project Garanti Bank SA supports a “green” philosophy within and outside the Bank. Thus, the Bank joined the Recicleta Project, the first carbon neutral project in Romania, aiming to collect paper waste from office buildings Garanti Asset Management Green IT Garanti Asset Management transferred its computers to a solid state disc system, which uses less energy and has lower radiation. The Company also stopped using data cartridges in 2013, eliminating materials with LeasePlan Environmental Awareness During LeasePlan’s 50th anniversary celebrations, an Audi A6 model car travelled through 25 countries to draw attention to environmental sustainability and efficient use of resources. Starting from the Netherlands, the car covered 20,000 kilometers, visiting Denmark, Norway, Sweden, Finland, Russia, Poland, Slovakia, Hungary, Romania and Turkey in turn. The winning LeasePlan team consumed 5.39 liters of fuel per 100 km in a journey from Moscow to Warsaw. Two employees, Doğuş Construction Environmental Interaction Responsibility Soil movements are monitored regularly on and below the surface in order to minimize environmental effects during the project implementation process, relative measurements on gas, noise, dust are made and necessary measures are taken. In addition to washing pools at the entrance and exit points of the sites (to wash vehicles’ wheels), surrounding roads are washed and cleaned regularly by street washers. Water used at the sites is filtered through holding tanks and transferred 66 and recycle it. The paper is transported by cargo-bicycles, unique in Romania. People with disabilities ride the bicycles, thus having a job. Save the Virgin Forests of Romania Through a sound social responsibility policy, the indirect impact of Garanti Bank SA is the support of the economic development of Romania, through responsible consumption stimulation. A part of the funds, collected through the partnership developed with WWF Romania, is directed to the “Save the Virgin Forests in Romania” project. The campaign, launched by WWF Romania in October 2011, alongside ambassadors and supporters, aimed to put under protection the few remaining virgin forests in our country and among the last in Europe since over 80% of virgin forests in Romania are not currently under any form of protection and are in danger of being legally destroyed. The Bank strongly believes that one should not expect for these forests to be destroyed and afterwards to react, but to give a helping hand to their protection, and so to prevent their destruction. Another program, for which funds are being raised through the WWF Bonus Card, is “Forests with high conservation value and forest certification”. It aims to identify and preserve forests with high conservation value, as well as to inform relevant target groups of the concept. high CO2 rates. All old computers were reconfigured for home or school usage and donated to the related parties. who joined the organization, received training on economical driving techniques. After the event, the team with the lowest fuel consumption performance shared their driving strategies with 6,000 LeasePlan employees around the world. In 2013, all car users learned techniques to reduce fuel consumption and completed safe driving trainings. to the sewage system already cleaned. Hazardous wastes such as chemical materials, used motor oil, and batteries are collected and disposed of in hazardous waste collection centers. Also, wastes such as paper and boxes are delivered to recycling plants. next generations, Doğuş Construction takes necessary actions so as not to endanger the existing ecological balance. All these activities are implemented voluntarily, toward constructing a sustainable future and sustainable world. The biodiversity impact of Doğuş Construction’s operations is being monitored at every stage of the business. Especially before leaving the operational area of rock pits, the Company carries out regenerating landfill work. Biodiversity and Landfill Doğuş Construction has ISO14001 Environmental Management Certification and the Company fulfils the obligations of the certification and related audit processes. United Nations Global Compact Doğuş Construction signed the United Nations Global Compact in 2012 and committed to 10 global social and environmental principles. Doğuş Construction will publish its first Sustainability Report in 2014. Ayson Geotechnical and Marine Construction Co. Ayson established an integrated management system comprising Quality, Occupational Health and Safety and Environmental Management System in 2009 and achieved certificates from LRQA (Lloyd’s Register). Management systems are established on the basis of ISO 9001: 2008, ISO 14001:2004 and OHSAS 18001:2007 standards. Doğuş Tourism Group Park Hyatt İstanbul Environmental Awareness Trainings All hotel employees received environmental awareness trainings by Şişli Municipality Environmental Directorate in 2013, and departments attended the Hyatt Earth Module 1 training within the reporting period. D-Hotel Maris D-Green Committee In 2013 a committee called “D-Green” was established in D-Hotel Maris. The committee is responsible for environmental awareness activities at the hotel. Besides the evaluation of environmental D-Marin Marinas Group Local Planting Greenery To increase the diversity of local plants in D-Marin Göcek, greenery was built within the marina and local planting is supported by cultivation of various species. Additionally, to increase the diversity of species in the sea, an octopus nest was originated, and 300 locust trees were planted with the collaboration of Directorate of Regional Forestry. Furthermore, Ayson signed the United Nations Global Compact in 2012 and committed to 10 global social and environmental principles. Ayson will publish its first Sustainability Report in 2014. impact of the hotel, reducing the impact will also be under the responsibility of the Committee. D-Marin Resort Göcek Environmental Awareness Trainings The trainings and activities held in 2013 for the hotel employee are stated below: • Soil and water recycling (Tema Foundation) • Environmental Awareness Training (Muğla University) • Tree Planting Activity Employee Awareness Programs D-Marin Didim collaborated with public institutes and university students to draw attention to environmental awareness and organized training for the local community about Blue Flag and the importance of clean sea and coasts. On the Word Environment Day, the local community in Didim, with the D-Marin Didim employees, attended a coast cleaning activity. Furthermore, all the D-Marin Didim employees attended to “Oil Pollution Operation and Support Groups Trainings in 2013”. The preservation of the environment and natural resources is of critical importance to Doğuş Construction. In consideration of the needs of DOĞUŞ GROUP CR REPORT 2013 67 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Energy Efficiency Our environmental responsibility policy commits us to procure and use energy efficiently, cost-effectively and responsibly, and we expect all Group companies to use energy efficiently at their facilities, to preserve current natural resources, to reduce Garanti Bank Manifesto for Energy Efficiency in Buildings In compliance with its activities to improve energy efficiency, Garanti Bank has joined the energy working group of TBCSD and contributed to the formation of a new initiative called the Manifesto for Energy Efficiency in Buildings. By signing this Manifesto, Garanti committed itself to taking measures to ensure energy efficiency in its office buildings, setting targets to reduce greenhouse gas emissions, and reporting to the public the progress made toward these targets. The signature ceremony took place in January, 2013 at the 4th National Energy Efficiency Forum and Fair with the Minister of Energy and Natural Resources Taner Yıldız in attendance. Server Virtualization The highest carbon emissions per m2 in Garanti Bank’s physical service buildings are derived from the use of servers. Through the virtualization project launched in 2007, the Bank began to virtualize 300 servers in its data centers, located throughout Turkey. This technology allows the efficient use of the server’s capacity and has enabled the Bank to reduce both electricity consumption and cooling requirement of the servers. Rotaban Rotaban is a practice that aims to reduce fuel consumption in Garanti Bank’s personnel service buses in İstanbul. Route optimization is performed through an online service in personnel services buses, which are used in many locations in İstanbul. Restoration of Energy and Lighting Systems Garanti Bank has launched a number of practices at different points of its organization, aiming to save energy in its lighting systems: • The Bank launched a number of initiatives at the head office including motion sensors and LED systems that increase lighting, efficiency, and LED systems for the lighting of the outer front of its head office. 68 Waste Management carbon emissions and to support all energy efficiency programs. At Doğuş Group, we lead and promote energy efficiency programs to ensure that the Group companies do their business in accordance with our environmental responsibility policy. Doğuş Group is active in eight core businesses: financial services, automotive, construction, media, tourism and services, real estate, energy and entertainment. In addition, the Group sustains its growth with new investments in the areas of sports, entertainment, technology and agriculture. With more than 200 companies and over 35,000 employees, we have a strong • LED lighting systems are used for band lighting at ATMs, and, the Bank switched advertising boards in its branches to the LED system, achieving significant energy savings. • Astronomical time clocks, adjusted according to sunrise and sunset times, are used in the outer fronts of all ATMs and branches. • The Bank plans to begin using LED lighting in 2013 in new branches that will be opened soon or renovated, in line with feasibility studies performed with the purpose of replacing old light bulbs with energysaving LED lighting. • The Bank focuses on ensuring the maximum use of daylight (natural lighting) in new branches that will be opened soon or in branches that will be renewed. As well as enabling the Bank to benefit from lower energy expenses, greater use of natural lighting will provide a healthier environment by supporting its employees’ motivation. • The Bank aims to prevent energy losses by installing heat insulation at branch fronts. • Garanti Bank has examined possible saving opportunities by reducing energy costs in the maintenance and use of its head office building. The Banks aims to render the building energy efficient and to obtain an energy performance certificate. Measurement Understand Goals Management Processes Engagement Garanti Bank Pendik Technology Campus is designed according to the LEED Criteria Construction work began in August 2011 on the Pendik Technology Campus, a project with sustainable architectural and engineering solutions. During the project’s design and construction work, LEED criteria such as the building’s compatibility with the land, the reduction of energy and water consumption, selection of environmentally friendly materials and the waste management in construction work were taken into account. Garanti Bank’s Recycling Program The Garanti Bank EMS envisages the re-use of waste where possible and, where not, recycling or disposal by an authorized disposal company. • Re-use: Computers that are broken or redundant are delivered to Renewable Energy Garanti Bank considers the financing of renewable energy projects as an important opportunity to reduce the greenhouse gas emissions of Turkey offering its greatest support to wind farm projects, which reduce Turkey’s current account deficit, and have little environmental and social impact. Park Hyatt İstanbul Energy Efficiency Improvements include: • Apparatus affixed to the taps to reduce the amount of the water while increasing the pressure. • Electricity consumption reduced from 2400W to 550W by LED lanes affixed to guest rooms and the corridors. • Timers placed in the bathroom floor heating thermostats in the guest rooms. • The cooling chillers changed with new and more energy friendly models. Real Estate Gebze Center Energy Efficiency The regular maintenance of devices which have high energy consumption potential is increasing productivity but decreasing energy consumption. In 2013 the electricity consumption decreased 2,689,953 kWh comparing to the 2012 results. Waste produced from the direct operations Global waste management processes Reduce the generation of wastes Remove, reduce, reuse, recover, recycle Consider waste minimization Employees, suppliers, customers Doğuş Group companies16 have detailed waste management and disposal processes, according to their products and Use of R410 Gas and Switching to Energy-conditioning Garanti Bank began using air-conditioning units which work with R410 gas, which is not contributing to ozone depletion like R22, in the recently opened or renovated branches. effect on communities and the related areas of responsibility. Every sector where we do business, has various impacts on the environment, and all of our companies have their own strategy to manage their impact. Waste management is one of the core elements of environmental responsibility. The general strategy and progress on waste management for Doğuş Group is: Doğuş Otomotiv Waste Management 750 tons of waste motor oil from After-sales Service Centers were sent to various cement and lime factories and used instead of conventional fuels (coal, petroleum coke, etc.) in these facilities. Due to the limited use of such fossil fuels as coal and petroleum coke, the Company has prevented an extra 3,476 tons of CO2 emissions, equalling 158,000 trees or 395 hectares of forest17. Doğuş Otomotiv has saved approximately 9,265 trees18 with the recycling of 544,896 kg of paper and cardboard. 234,154 kg of paper and cardboard was recycled through ÇEVKO; 268,880 kg of paper and cardboard from our logistics warehouse was collected separately and recycled though a licensed recycling company; 41,862 kg of paper and services. All Group companies comply with the laws and regulations concerning waste management. Garanti Technology, which examines their potential scope for re-use. Repaired computers are then donated to schools in need. • Recycling: Beginning with buildings subject to the EMS, the Bank began to deliver recyclable wastes to authorized recycling and disposal facilities. Separation at the source is implemented, and recyclable materials are delivered to municipal service points or to a licensed recycling firm. The Bank will further accelerate its efforts for separation at source. • Management of Hazardous Waste: Hazardous waste produced by the Bank is collected in accordance with determined rules and delivered to authorized recycling and disposal facilities. • Excavation Waste: Excavation waste and debris left over from branch opening or renewal is removed to disposal areas as designated by the municipality. cardboard was collected from the offices and recycled through Sadık Kağıt Company. Doğuş Otomotiv and Doğuş Oto obtained 624,255 liters of base oil from the waste oil collected in 2012 and 2013, thereby preventing 8,449 tons of CO2 emissions. Doğuş Otomotiv has contributed to the protection of environment by disposing 152 tons of waste engine oil in waste incineration plants. Waste Management in Authorized Dealers and Aftersales Service Centers Authorized Dealers and After-Sales service Centers of Doğuş Otomotiv Garanti Bank and Doğuş Otomotiv waste management performances and processes are included in their CSR Reports and can be found online at http://www.garanti.com. tr/en/our_company/sustainability/developments/reports.page? and http://www.dogusotomotiv.com.tr/en/corporate-responsibility/corporate-responsibility-reports.aspx 17 Calculated on the assumption that a pine or eucalyptus tree can absorb 22kg of CO2 per year and a hectare of forest is composed of 400 trees. 18 Based on the assumption that recycling of 1 ton of paper-cardboard waste saves 17 trees. 16 DOĞUŞ GROUP CR REPORT 2013 69 71 are obliged to comply with the waste management standards of Doğuş Otomotiv. These standards are monitored during the audits of Authorized Dealers and After-sales Service Centers. In order to raise environmental and recycling awareness among customers, and society as a whole, a pilot project for Disposal and Recycling of Parts resulting from maintenance / repair was started in 2012 with the collaboration and approval of customers, and dissemination efforts continued in 2013. Doğuş Otomotiv asks customers if they would like the Company to dispose of replaced parts on their behalf, and act accordingly. Since disposed parts are identified at the entry of Aftersales Service Center through this application, the amount of wrappers for used parts placed inside the vehicle has been reduced. When the process is implemented fully, Doğuş Otomotiv anticipates savings of approximately 145,000 wrapper bags. Waste parts after warranty repairs are collected from Authorized Aftersales Service Centers by a professional waste management company and are either recycled onsite or disposed in compliance with the law. This procedure is performed regularly throughout the year, at the request of authorized dealers. Environmental Impact in Administrative Operation Process Reducing Paper Consumption To reduce the amount of paper used in the work orders of vehicle servicing, Doğuş Otomotiv opened 657,462 work orders in 2013 using tablets, thereby saving 1,314,924 sheets of A4 paper and 112 trees. This figure equals to 2,800 kg of CO2 emissions per year. PERFORMANCE DATA19 With the use of tablets for the admission of vehicles to service, Doğuş Otomotiv anticipates savings approximately 1.34 million sheets of A4 paper and 130 trees (2,850 kg of CO2 per year) in 2014. Doğuş Holding 2012 2013 Local Purchasing (TL) 2,185,345 1,962,384 Environmentally Friendly, Economic and Safe Driving Training in After-sales Services Doğuş Otomotiv’s “Environmentally Friendly, Economic and Safe Driving” training course continued on a voluntary basis in 2013. The Company especially encourages the participation of employees who are in direct relationship with customers to take advantage of this 2-day in-class training, which uses permanent learning methods with experiments, practices and tests. This training was conducted in 2 groups this year, and 25 employees were given completion certificates. Water Consumption Doğuş Group strives to manage water in an environmentally sound and socially responsible manner, while cost-effectively addressing the short-term and long-term water related risks to our businesses. Our recent focus has been on developing awareness based water strategy, driven by individual business units, and focusing on assets where fresh water is Garanti Bank Efforts to Save Water Measures aimed at saving water have been implemented at the Bank’s existing service points, as well as its new branches. In this context, Garanti Bank aims to keep daily water consumption under control through the use of new faucets with a lower flow rate. The Bank also treats and collects the rainwater from the roof of the head office building, using LOCAL ECONOMIC CONTRIBUTION DATA LOCAL CONTRIBUTION DATA Company Banking & Financial Services Garanti Bank SA Local Purchasing (TL) 2013 % Percentage of Total Purchasing 2012 % Percentage of Total Purchasing 2013 45,142,500 40,306,500 85 94 5,455,382 6,623,181 5 5 8,682,397 8,921,633 93 94.50 Doğuş Otomotiv 180,912,345 339,447,466 98 54.190 Construction 140,000,000 51 55 183,477,341 35 100 Garanti Pension & Life Garanti Asset Management Automotive 20 scarce or effluent quality is challenged. Our “Environmental Responsibility Policy” states our commitment to developing management practices that conserve and protect freshwater resources and enhance the efficiency of water usage at our facilities. Local Purchasing (TL) 2012 Doğuş Construction 110,000,000 Ayson Geotechnical and 14,000,000 Marine Construction Co. Energy Boyabat HEPP 56,395 3,913,672 100 99.69 Aslancık HEPP 158,038 244,729 100 100 N/A 2,033,051 N/A 85 Collective Bargaining Agreement 2012 Collective Bargaining Agreement 2013 % of Employees Covered 2012 % of Employees Covered 2013 Yes Yes 95 95 N/A Yes N/A 88.8 D-Resort Grand Azur Maritim Hotel Club Alantur Yes Yes 71.03 71.03 Yes Yes 78.21 79.88 Doğuş Construction Yes Yes 55 75.12 New Investments it in landscape irrigation. Furthermore, city water is treated and used as drinking water at the head office building. This practice eliminates use of plastic bottles and the greenhouse gas emission caused by their transport. Doğuş Planet EMPLOYEE ENGAGEMENT DATA COLLECTIVE BARGAINING TABLE Company GarantiBank International N.V. TÜVTÜRK Average exchange rates of Central Bank of the Republic of Turkey have been used. Local purchasing data doesn’t include group companies. 19 20 70 DOĞUŞ GROUP CR REPORT 2013 73 NEW EMPLOYMENT AND PROMOTIONS PERFORMANCE MANAGEMENT Total Employee Performance Viewed 2012 Total Employee Performance Viewed 2013 Doğuş Holding Banking & Financial Services Garanti Bank GarantiBank International N.V. Garanti Bank SA 78 137 GarantiBank Moscow % Total workforce 2012 % Total workforce 2013 70 100 16,062 16,324 93 93 158 165 70 70 829 889 100 90 80 82 100 100 Garanti Pension & Life 706 732 81 85 Garanti Leasing Garanti Asset Management Garanti Securities 150 155 95 95 55 50 100 88 109 104 100 100 Garanti Factoring 218 242 100 100 Garanti Mortgage Garanti Payment Systems Garanti Technology 63 7321 79 100 595 623 88 84 994 1181 100 100 Automotive Doğuş Otomotiv 557 587 100 100 Vdf Group 149 193 100 100 LeasePlan 67 73 100 100 Construction Technical Engineering and Consultancy Inc Tourism & Services 14 0 100 0 Grand Hyatt İstanbul Park Hyatt İstanbul Maçka Palas Doğuş Retail Group 266 291 100 Company Holding Holding Doğuş Holding Banking & Financial Services Garanti Bank Garanti Pension & Life Garanti Leasing Garanti Asset Management Garanti Securities Garanti Factoring Garanti Mortgage Garanti Payment Systems Garanti Fleet Management Garanti Technology Garanti Kültür 28 27 14 15 11 12 4 4 2,355 3,786 1,423 2,109 2,950 3,469 1,816 2,229 487 324 348 238 164 200 101 137 27 20 10 10 8 11 6 4 10 13 4 8 2 7 0 3 28 27 6 8 8 8 3 6 35 67 17 46 38 36 19 21 26 42 4 10 9 16 3 9 430 535 187 224 56 163 19 45 28 25 15 13 1 7 1 2 204 215 68 71 220 259 80 91 N/A 2 N/A 2 N/A 1 N/A 1 Automotive 67 10 16 46 33 16 13 DoğuşOto 221 246 54 61 7 13 1 6 vdf Group 40 44 23 30 10 15 5 10 100 TÜVTÜRK 9 8 6 3 0 1 0 1 LeasePlan 18 17 10 10 4 10 2 7 Construction Doğuş Construction Ayson Geotechnical and Marine Construction Co. Media Doğuş Media Group Tourism & Services Doğuş Tourism Group Head Office 23 14 10 6 9 8 3 5 2 767 1 8 0 0 0 0 240 189 100 76 29 31 20 16 11 18 4 9 2 7 0 4 116 106 100 100 121 155 100 100 D-Gym 68 73 100 100 Körfez Havacılık N/A 31 N/A 100 Real Estate Doğuş Real Estate 29 33 85 90.91 Energy DOEN - Doğuş Energy 10 20 100 20 Artvin HEPP N/A 33 N/A 25 Media Doğuş Media Group N/A 1,190 N/A 87 58 180 62 96 New Investments Doğuş Planet Company Women Women New New Women Women Total Total Employee Employee Employment Employment Employment Employment Promotion Promotion Promoted Promoted 2012 2013 New 2012 New 2013 2012 2013 2012 2013 Doğuş Otomotiv 59 Garanti Mortgage employees were transffered to Garanti Bank in the 2013. Therefore, although Garanti Mortgage has 69 employees, 73 employees’ performance were reviewed. 21 72 DOĞUŞ GROUP CR REPORT 2013 75 Women Women New New Women Women Total Total Employee Employee Employment Employment Employment Employment Promotion Promotion Promoted Promoted 2012 2013 New 2012 New 2013 2012 2013 2012 2013 EMPLOYEE SATISFACTION SURVEY Company Survey Result (%) 2012 39 70 17 27 31 24 8 7 Holding 35 51 15 13 11 7 3 1 Doğuş Holding 80 (2011) 367 295 113 89 29 44 8 10 Banking & Financial Services D-Resort Göcek D-Resort Grand Azur Maritim Hotel Club Alantur Antur Doğuş Retail Group D-Marin Marinas Group Head Office D-Marin Turgutreis D-Marin Didim 70 51 16 16 2 0 2 0 146 142 58 55 9 13 2 2 52 22 3 9 0 1 0 0 10 17 4 10 1 4 0 44 55 23 31 5 8 12 6 4 4 0 6 9 0 3 15 3 2 D-Marin Göcek D-Marin Mandalina D-Marin Dalmacija D-Marin Borik 7 5 7 Company Frequency 2012 Frequency 2013 81 Biennially Biennially Garanti Bank 56 52 Every year Every year Garanti Pension & Life 47 44 Every year Every year Garanti Leasing N/A 52 Every year Every year Garanti Factoring 42 N/A Biennially Biennially 1 Automotive 3 3 Doğuş Otomotiv 62.6 N/A Biennially Biennially vdf Group 82 83.5 Every year Every year 0 0 0 TÜVTÜRK 58 70 Biennially Every year 2 0 0 0 LeasePlan 76 75 Every year Every year 1 2 0 0 0 Tourism & Services 2 0 1 0 0 0 Grand Hyatt İstanbul 84.8 86 Every year Every year 0 2 0 0 0 0 0 Park Hyatt İstanbul – MaçkaPalas 76 79.2 Every year Every year 3 2 1 0 0 0 0 0 Real Estate 3 0 1 0 0 0 0 0 Doğuş Real Estate 87.5 N/A Every year Every Year D-Gym 86 38 33 17 1 73 1 27 Doğuş Construction N/A 78 Based on need Based on need D-Life 9 8 2 7 0 0 0 0 New Investments Körfez Havacılık 5 5 0 2 0 0 0 0 Doğuş Planet N/A 56.7 N/A Every Year Real Estate Doğuş REIT Doğuş Real Estate Energy DOEN Doğuş Energy Artvin HEPP New Investments22 IMG-Doğuş 0 0 0 0 2 0 1 0 4 4 1 2 2 5 0 2 11 8 1 2 0 2 0 0 10 18 0 1 0 0 0 0 N/A 11 N/A 6 N/A - N/A - Pozitif Bonubon N/A 39 N/A 16 N/A 2 N/A 2 N/A 18 N/A 8 N/A 13 N/A 8 Doğuş Planet N/A 133 N/A 55 N/A 9 N/A 1 Doğuş Teknoloji N/A 51 N/A 10 N/A 21 N/A 7 Grand Hyatt İstanbul Park Hyatt İstanbul – Maçka Palas D-Hotel Maris 22 74 Survey Result (%) 2013 New investments include companies established in 2013. DOĞUŞ GROUP CR REPORT 2013 77 EMPLOYEE HEALTH AND SAFETY COMMITTEES TRAINING Man/Hour Man/Hour 2012 2013 43.45 67 Health and Safety Committee 2012 Health and Safety Committee 2013 Percentage of Total Workforce Represented in H&S Committees (%) 2012 Percentage of Total Workforce Represented in H&S Committees (%) 2013 Holding Banking and Financial Services Doğuş Holding Yes Yes 7 4 Garanti Bank 51.02 54 Banking & Financial Services Garanti Bank International N.V. 18.8 15.76 Garanti Bank SA 9.43 17.6 Garanti Bank Yes Yes 32 35 Garanti Bank Moscow 4.44 2.43 Garanti Leasing Yes Yes 18 18 Garanti Factoring Yes Yes 15.34 18.65 Garanti Pension & Life 50 60 Garanti Fleet Management Garanti Leasing 30.4 45 Yes Yes 20 20 Garanti Asset Management 11.33 29.4 Automotive Garanti Securities 15.4 12.19 Doğuş Otomotiv Yes Yes 1.09 3.9 Garanti Factoring 44 44 Garanti Mortgage 6.4 6 vdf Group Yes Yes 5 5 Garanti Payment Systems 8 8 TÜVTÜRK Yes Yes 6.5 8 Garanti Technology N/A 7.5 LeasePlan Yes Yes 10 7 Garanti Kültür N/A 3.7 Construction Automotive 5 (Head Office) 5 (Head Office) Doğuş Otomotiv 47.5 25 2 (For the projects) 2 (For the projects) Doğuş Oto 38.8 33 vdf Group 30 30 Company Doğuş Construction Yes Ayson Geotechnical and Yes Marine Construction Co. Yes Doğuş Holding Yes 4.5 0.02 TÜVTÜRK 52 52 LeasePlan 27.13 26.55 Construction Media Doğuş Media Group Yes Yes 2.5 2.5 Tourism & Services Grand Hyatt İstanbul Yes Yes 5 5 Park Hyatt İstanbul – Maçka Palas Yes Yes 10 10 D-Resort Grand Azur Yes Yes 5 5 Maritim Hotel Club Alantur N/A Yes N/A 4.5 N/A Yes N/A 3.70 N/A Yes N/A 3 Doğuş Construction 4.14 Üsküdar-ÜmraniyeÇekmeköy Metro 2,469.25 Ayson Geotechnical and Marine Construction Co. Entertainment D-Ream Company 15.95 Üsküdar-ÜmraniyeÇekmeköy Metro 3,431.01 Artvin Dam and HEPP Artvin Dam and HEPP Project Project 5,015.466 3,720.94 Adana Kavşakbendi Adana Kavşakbendi Dam Dam and HEPP Project and HEPP Project 866.66 2,988.53 Kandil Dam and HEPP Project 3,188.14 Körfez Bay Crossing Project 1,448.04 Petkim Port Project 1,114.77 New Investments Doğuş Planet 76 DOĞUŞ GROUP CR REPORT 2013 79 Company Man/Hour Man/Hour 2012 2013 WAGES Company Media 1 Doğuş Media Group Tourism & Services 4.8 Holding Doğuş Holding 2012 2013 1.58 1.45 11.84 10.72 Banking & Financial Services Grand Hyatt İstanbul 3.43 5.59 Garanti Bank 0.94 0.94 Park Hyatt İstanbul – Maçka Palas 9.75 9.68 Garanti Bank International N.V. 0.4261 0.3545 D-Hotel Maris 0.20 2.36 Garanti Bank SA 1.49 1.5 D-Resort Göcek N/A 10.09 Garanti Bank Moscow 1.04 1.06 D-Resort Grand Azur 0.13 11 Garanti Pension & Life 0.62 0.57 Maritim Hotel Club Alantur 1 8 10.72 27.6 Garanti Leasing Antur 0.71 0.49 Doğuş Retail Group 15 21.15 Garanti Asset Management 0.32 0.41 D-Marin Marinas Group 40 15 Garanti Securities 0.41 0,50 D-Gym 36 4 Garanti Factoring 0.76 0.65 D-Life 1.45 22.22 Garanti Mortgage 1.5 0.46 Körfez Havacılık 25.5 66 Garanti Payment Systems 0.01 0.01 Garanti Technology 1.04 0.96 Doğuş REIT 15 20 Garanti Kültür N/A 0.44 Doğuş Real Estate 2.80 4.35 Automotive Doğuş Otomotiv 0.93 0.93 12.5 11.66 Doğuş Oto 0.91 0.92 vdf Group 0.79 0.98 N/A 0.43 TÜVTÜRK 0.78 0.70 Doğuş Planet LeasePlan 90.66 101.02 N/A 3.7 DoğuşTeknoloji N/A 51.3 Doğuş Construction (Head Office) 0.52 0.56 Ayson Geotechnical and Marine Construction Co. 0.89 0.76 1.06 1.10 Doğuş Tourism Group Head Office 0.60 0.38 Grand Hyatt İstanbul 1.09 1.06 Park Hyatt İstanbul – MaçkaPalas 1.04 1.45 Energy D Energy Entertainment D-Ream New Investments Construction Media Doğuş Media Group Tourism & Services 78 % Female/Male Doğuş Tourism Group Real Estate % Female/Male DOĞUŞ GROUP CR REPORT 2013 81 Company % Female/Male % Female/Male 2012 2013 TURNOVER RATES23 Employee Turnover Rate (%) 2012 Company Employee Turnover Rate (%) 2013 D-Hotel Maris 0.90 0.31 D-Resort Göcek 0.74 0.41 Holding D-Resort Grand Azur 0.89 0.41 Doğuş Holding Maritim Hotel Club Alantur 0.86 0.32 Banking & Financial Services Antur 0.98 0.89 Garanti Bank 13.03 11.5 Doğuş Retail Group 0.99 1.09 Garanti Bank International N.V. 7.35 11.5 D-Marin Marinas Group Head Office 0.47 0.70 Garanti Bank SA 9.36 10.7 D-Marin Turgutreis 0.74 0.77 Garanti Bank Moscow 22 17 D-Marin Didim 0.51 0.78 Garanti Pension & Life 47 32.8 Garanti Leasing 15 18.06 D-Marin Göcek 0.55 0.50 Garanti Asset Management 0.09 14.03 D-Marin Mandalina 0.80 0.80 Garanti Securities 27.52 30.769 D-Marin Dalmacija 0.91 0.91 Garanti Factoring 23 23.56 D-Marin Borik 0.60 0.60 Garanti Mortgage 29 50.724 D-Gym 0.94 0.5 Garanti Payment Systems 0.29 57.006 D-Life 1.75 1.73 Garanti Fleet Management N/A 19.117 Körfez Havacılık 0.35 0.12 Garanti Technology 7 11.09 Garanti Kültür N/A 25 Doğuş REIT 0.35 0.27 Doğuş Real Estate 0.77 48.63 Doğuş Center Maslak N/A 0.15 Doğuş Gebze Center N/A 27.14 D Energy 0.36 0.57 Construction Artvin HEPP 0.03 0.44 Doğuş Construction 10.2 11.3 Technical Engineering and Consultancy Inc. 8.7 7.14 N/A 0.37 Ayson Geotechnical and Marine Construction Co. 5 4.16 Media Bonubon N/A 1.27 Doğuş Planet N/A 0.78 DoğuşTeknoloji 0.88 0.98 Real Estate Energy Entertainment D-Ream New Investments Automotive 19 4.9 Doğuş Otomotiv 8.97 7.84 Doğuş Oto 14 10.86 vdf Group 2 3 TÜVTÜRK 13 7.5 LeasePlan 17.91 13.7 Doğuş Media Group Tourism & Services 13 18 Doğuş Tourism Group Head Office 38 12 Grand Hyatt İstanbul 18 23 Park Hyatt İstanbul – MaçkaPalas 29 53 D-Hotel Maris 47 39.14 Figures are based on company definitions for better aligment with other reporting tools. 23 80 DOĞUŞ GROUP CR REPORT 2013 83 Employee Turnover Rate (%) 2012 Company Employee Turnover Rate (%) 2013 D-Resort Göcek 57 38.16 D-Resort Grand Azur 55 47 Maritim Hotel Club Alantur 21 29.19 Antur 11 23 Doğuş Retail Group 53 55 D-Marin Marinas Group Head Office24 N/A 10.647 D-Marin Turgutreis 7.87 4.5 D-Marin Didim 13.79 5.5 D-Marin Göcek 15.38 2 D-Marin Mandalina 7.54 1 D-Marin Dalmacija 3.49 1 D-Marin Borik 8.7 0 D-Gym 28 35.06 D-Life 43 1.86 Körfez Havacılık 0 9.67 Real Estate Doğuş REIT 0 0 Doğuş Real Estate 2 27.27 Doğuş Center Maslak N/A 25 Doğuş Gebze Center N/A 11.7 Energy D Energy 0 10 Artvin HEPP 12.5 3 Entertainment D-Ream New Investments N/A 14.2 IMG-Doğuş N/A 1 Pozitif N/A 5 Bonubon N/A 82.85 Doğuş Planet N/A 21 DoğuşTeknoloji N/A 12.62 TOTAL WORKFORCE Female Workforce Female Workforce Male Workforce Male Workforce Total Workforce Total Workforce 2012 2013 2012 2013 2012 2013 Doğuş Holding 62 64 50 46 112 110 Banking & Financial Services Garanti Bank 9,808 10,648 7,475 8,089 17,283 18,737 Garanti Bank International N.V. 96 97 127 137 223 234 Garanti Bank SA 588 635 241 254 829 889 Garanti Bank Moscow 60 58 20 24 80 82 Garanti Pension & Life 620 651 253 246 873 898 Garanti Leasing 75 75 83 80 158 155 Garanti Asset Management 20 23 35 34 55 57 Garanti Securities 44 42 65 62 109 104 Garanti Factoring 111 135 107 107 218 242 Garanti Mortgage 26 21 54 48 80 69 Garanti Payment Systems 324 357 350 378 674 735 Garanti Fleet Management 22 25 34 43 56 68 Garanti Technology 329 399 665 782 994 1,181 Garanti Kültür N/A 21 N/A 3 N/A 24 Automotive Doğuş Otomotiv 156 165 401 422 557 587 Doğuş Oto 229 248 802 1,124 1,270 1,372 vdf Group 98 115 71 80 169 195 TÜVTÜRK 18 18 55 56 73 74 LeasePlan 27 33 40 40 67 73 Construction Doğuş Construction (Head Office) 52 47 104 107 156 154 Technical Engineering and Consultancy Inc. 3 3 11 11 14 14 Ayson Geotechnical and Marine Construction Co. 5 6 15 18 20 24 Media Doğuş Media Group 481 465 944 910 1,425 1,375 Tourism & Services Doğuş Tourism Group Head Office 15 24 25 37 40 61 Grand Hyatt İstanbul 66 71 200 220 266 291 Park Hyatt İstanbul – MaçkaPalas 30 28 86 78 116 106 Company Became operational in 2013. 24 82 DOĞUŞ GROUP CR REPORT 2013 85 Company Female Workforce Female Workforce Male Workforce Male Workforce Total Workforce Total Workforce 2012 2013 2012 2013 2012 2013 D-Hotel Maris 129 148 342 361 471 509 D- Resort Göcek 16 34 54 84 70 118 D-Resort Grand Azur 84 92 92 173 176 265 Maritim Hotel Club Alantur 50 40 174 158 224 198 Antur 23 25 24 26 47 51 Doğuş Retail Group 53 72 68 86 121 158 D-Marin Marinas Group Head Office 58 98 247 381 307 479 D-Marin Turgutreis 6 8 55 60 61 68 D-Marin Didim 8 7 51 50 61 57 D-Marin Göcek 11 11 46 45 57 56 D-Marin Mandalina 10 10 20 20 30 D-Marin Dalmacija 21 21 65 67 D-Marin Borik 2 2 10 D-Gym 25 28 D-Life 12 Körfez Havacılık ENVIRONMENTAL PERFORMANCE DATA ENVIRONMENTAL INVESTMENTS Company Total Amount (TL) 2012 Total Amount (TL) 201325 Garanti Factoring 1,800 1,800 Doğuş Otomotiv 42,000 84,372.51 vdf Group N/A 15,556 TÜVTURK N/A 65,000 Doğuş Construction 53,223 40.735 Ayson Geotechnical and Marine Construction Co. 22,350 25,200 Park Hyatt İstanbul-MaçkaPalas 13,800 N/A D-Hotel Maris N/A 25,839 D - Resort Göcek 3,510 5,140 30 D-Resort Grand Azur 10,600 12,000 86 88 D-Marin Marinas Group 3,961,426 N/A 10 12 12 D-Marin Turgutreis 171,040 149,868 43 49 68 77 D-Marin Didim 143,247 183,712 17 16 14 28 31 D-Marin Göcek 810,175 51,591 4 6 22 25 26 31 D-Marin Mandalina 2,980,455 216,432 Real Estate D-Marin Dalmacija 17,069 0 Doğuş REIT 5 4 6 7 11 11 Gouvia Marina 285,233 84.704 Doğuş Real Estate 12 12 22 22 34 34 Zea Marina N/A 192.170 Doğuş Center Maslak N/A 1 N/A 3 N/A 4 Flisvos Marina N/A 534,743 Doğuş Gebze Center N/A 12 N/A 22 N/A 34 Artvin HEPP 21,759 96,199 Energy Aslancık HEPP 17,000 3,950,000 D Energy 6 9 5 11 11 20 Artvin HEPP 1 31 15 2 16 33 Entertainment D-Ream (Head Office) N/A 58 N/A 104 N/A 162 New Investments IMG-Doğuş 4 9 6 11 10 20 Pozitif N/A 41 N/A 64 N/A 105 Bonubon N/A 21 N/A 14 N/A 35 Doğuş Planet N/A 82 N/A 104 N/A 186 Doğuş Teknoloji N/A 32 N/A 71 N/A 103 Average exchange rates of Central Bank of the Republic of Turkey have been used. 25 84 DOĞUŞ GROUP CR REPORT 2013 87 ENERGY CONSUMPTION Company Electricity Consumption – kWh 2012 Electricity Consumption – kWh 2013 Doğuş Holding 571,4 1,672,41826 Banking & Financial Services Garanti Bank 123,056,46527 130,388,064 Garanti Bank International N.V. 611,758 533,895 Garanti Bank SA 1,071,247 1,200,250 Garanti Bank Moscow 246,102 227,215 Garanti Pension & Life N/A 950.000 Garanti Leasing 1,050 900 Garanti Asset Management 4,040 9,293.00 Garanti Securities 4,040 9,292.50 Garanti Factoring 175,000 180,000 Garanti Fleet Management 233 300 Garanti Technology N/A 12,606,479 Automotive Doğuş Otomotiv 3,221,646 3,577,363 vdf Group 10,500 22,791 TÜVTÜRK 13,500,000 13,500,000 LeasePlan 87,400 81,650 Construction Head Office 5,840 Head Office 5,440 Artvin Dam and HEPP Project 4,456,000 Artvin Dam and HEPP 4,900,000 Doğuş Construction Ayson Geotechnical and Marine Construction Co. Boyabat Dam and HEPP Project 22,068,000 Company Electricity Consumption – kWh 2013 Media Doğuş Media Group 9,408,98628 9,300,000 Tourism & Services Doğuş Tourism Group Head Office 166,000 296,809 Grand Hyatt İstanbul 7,017,859 6,829,446 Park Hyatt İstanbul – Maçka Palas 3,708,985 3,459,681 D-Hotel Maris 6,954,534 5,510,715 D-Resort Göcek 686,573 1,591,749 D-Resort Grand Azur 2,691,161 3,197,565 Maritim Hotel Club Alantur 1,691,232 1,575,284 Doğuş Retail Group 1,826,902 2,234,769 D-Marin Marinas Group Head Office 13,412,105 N/A D-Marin Turgutreis 4,029,995 3,884,312 D-Marin Didim 3,408,658 3,418,769 D-Marin Göcek 1,567,985 1,851,303 D-Marin Mandalina 1,779,107 1,725,834 D-Marin Dalmacija 2,626,360 2,476,620 D-Marin Borik N/A 103,047 Lefkas Marina 1,344,000 1,542,000 Gouvia Marina N/A 2,230,400 Zea Marina 4,162,800 3,673,200 Flisvos Marina N/A 9,510,000 D-Gym 1,437,251 1,653,160 D-Life 4,524 N/A Körfez Havacılık 76,575 71,305 Real Estate Doğuş REIT 1,977 1,925 Doğuş Real Estate 52,390 54,793 Doğuş Gebze Center 17,621,965 16,503,358 Üsküdar-Ümraniye-Çekmeköy Metro 362,198 Üsküdar-Ümraniye-Çekmeköy Metro 390,000 Head Office 389 Head Office 429 Üsküdar-Ümraniye-Çekmeköy Metro 205,290 Üsküdar Ümraniye Metro 5,133,727 Artvin Dam and HEPP Project 3,253,773 Artvin Dam and HEPP Project 4,009,065 Doğuş Center Maslak 2,091,114 1,567,199 Adana Kavşakbendi Dam and HEPP Project 711,740 Energy Artvin HEPP 4,892,182 225.000 Boyabat HEPP 220,656 1,661,835 Aslancık HEPP 106,501 184,435 New Investments Bonubon N/A 54,300 Doğuş Planet N/A 145,000 Headquarters’ energy consumption amount includes D-Energy, D-Marin Dalaman, D-Marin Didim, D-Marin Turgutreis, D-Marin Göcek, D-Marin Marinas Group, Garanti Yatırım Ortaklığı A.Ş, Doğuş Sigorta Aracılık Hizmetleri A.Ş., Antur Tourism, Doğuş Holding, Doğuş Retail Group, Doğuş Tourism Group, Altınkılıçlar Kahve Kakao Ürünleri Tic. ve San. A.Ş. and some smaller companies within the headquarters. 26 Consumption amount includes all Garanti Bank branches, ATMs, Garanti Payment Systems, Garanti Technology and Garanti Mortgage data. 27 Electricity Consumption – kWh 2012 Only Maslak building is included. 28 86 DOĞUŞ GROUP CR REPORT 2013 89 WATER CONSUMPTION Water Consumption – m3 Water Consumption – m3 2012 2013 Grand Hyatt Istanbul 75,139 89,288 Park Hyatt Istanbul – Maçka Palas 20,941 22,295 D-Hotel Maris 112,568 143,346 2,171 D-Resort Göcek 9,231 13,095 2,450 4,950 D-Resort Grand Azur 69,766 59,860 Garanti Moskow N/A 919 Maritim Hotel Club Alantur 34750 97,976 Garanti Pension & Life N/A 3,000 Doğuş Retail Group 6,228 7,037 Garanti Leasing 3,000 2,800 D-Marin Marinas Group Head Office 300,240 N/A Garanti Asset Management 1,014 1,168 D-Marin Turgutreis 82,677 71,389 Garanti Securities 1,014 1,168 D-Marin Didim 84,831 91,890 Garanti Factoring 434 694,043 D-Marin Göcek 46,713 50,523 Garanti Fleet Management N/A 940 D-Marin Mandalina 29,529 34,648 Garanti Technology N/A 10,942 D-Marin Dalmacija 53,782 58,577 Automotive D-Marin Borik 2,708 1,471 Doğuş Otomotiv 19,04411 25,88830 Lefkas Marina 35,981 26,961 vdf Group 1,200 2,760 Gouvia Marina N/A 102,000 TÜVTÜRK 25,000 25,000 Zea Marina 36,346 35,215 LeasePlan 480 700 Flisvos Marina 66,312 71,234 Construction D-Gym 12,250 14,973 D-Life 3,263 1,935 Körfez Havacılık 411 312 Real Estate Doğuş REIT 121 146 Üsküdar-Ümraniye-Çekmeköy Metro 24,500 Doğuş Real Estate N/A 537,36 Head Office 400 DoğuşGebze Center 55,992 55,691 Doğuş Center Maslak 14,739 9,806 Energy Artvin HEPP 523,922 231 Boyabat HEPP 581 171 Water Consumption – m3 Water Consumption – m3 2012 2013 Doğuş Holding 377 5,322.1429 Banking & Financial Services Garanti Bank 222,396 330,932 Garanti Bank International N.V. 19,028 Garanti Bank SA Company Head Office 4,450 Doğuş Construction 1,171,817 (Reuse Water) + 12,500 13,400(Reuse Water) + 226,000 Ayson Geotechnical and Marine Construction Co. Artvin Dam and HEPP 575,000 Üsküdar Ümraniye Metro 1,567,231 Company Artvin Dam and HEPP Project 40,800 Total: 1,608,431 + 7,300 (Reuse Water) Aslancık HEPP 302 84 Media New Investments Doğuş Media Group 12,301 12,600 Doğuş Planet N/A 2,705 Tourism & Services Doğuş Tourism Group 1,095 1,054 29 Water consumption data includes other companies (D-Energy, D-Marin Dalaman, D-Marin Didim, D-Marin Turgutreis, D-Marin Göcek, D-Marin Marinas Group, Garanti Yatırım Ortaklığı A.Ş, Doğuş Sigorta Aracılık Hizmetleri A.Ş., Antur Tourism, Doğuş Holding, Doğuş Retail Group, Doğuş Tourism Group, Altınkılıçlar Kahve Kakao Ürünleri Tic. ve San. A.Ş. and some smaller companies) such as in Electricity Consumption Data. 30 Headquarters and Logistics Center 88 DOĞUŞ GROUP CR REPORT 2013 91 PAPER CONSUMPTION Company Waste Paper (kg) 2012 2013 Recycled Paper (kg)2012 2013 Company Waste Paper (kg) 2012 2013 Recycled Paper (kg)2012 2013 Banking & Financial Services Tourism & Services Garanti Bank International N.V. 1,850 6,040 1,000 2,680 Doğuş Tourism Group Head Office N/A N/A 1,331 N/A Garanti Bank S.A N/A 3,500 N/A 2,500 Garanti Moskow N/A 7,642 N/A N/A Grand Hyatt İstanbul N/A N/A 48,300 41,990 Garanti Pension & Life 1,268 2,000 423 750 Park Hyatt İstanbul – Maçka Palas 13,640 14,480 10,050 13,220 Garanti Leasing 6,662 6,250 5,000 5,000 D-Hotel Maris 2,000 9,365 N/A 5,450 Garanti Asset Management 930 1,155 1,472 1,666 D-Resort Göcek 1,000 500 500 400 Garanti Securities 2,340 2,175 1,472 1,666 D-Resort Grand Azur 1,337 1,653 N/A 165 Garanti Factoring 751 6,000 822 1,336 Maritim Hotel Club Alantur 33,000 38,000 9,555 11,000 Garanti Fleet Management N/A 700 N/A 2,000 Garanti Technology 541,000 414,000 47,000 38,000 Doğuş Retail Group 800 950 300 350 Automotive D-Marin Marinas Group Head Office 14,860 N/A 17380 N/A Doğuş Otomotiv 712,748 888,697 299,354 547,749 D-Marin Didim 2,500 3,100 1,500 1,900 vdf Group 800 1,000 715 750 D-Marin Göcek 4,900 5,235 3,200 3,480 TÜVTÜRK 4,750 N/A 750 N/A D-Marin Dalmacija - 8,290 11,680 8,290 LeasePlan N/A 1,254 459 625 Gouvia Marina 27,700 N/A 23,000 N/A Construction Head Office 1,450 Artvin Dam and HEPP Project 2,190 Boyabat Dam and HEPP Project 4,500 Head Office 1,900 Artvin Dam and HEPP 1,850 Head Office 1,450 Artvin Dam and HEPP Project 2,100 Boyabat Dam and HEPP Project 4,500 Head Office 1,900 Artvin Dam and HEPP Project 1,800 Flisvos Marina N/A 1,075 N/A 1,075 D-Gym 96 350 96 350 D-Life 500 600 200 300 Körfez Havacılık 1,000 1,000 800 800 Real Estate Doğuş REIT N/A N/A 815 356 Doğuş Gebze Center 240,000 1,000,00031 200,000 1,000,000 Doğuş Center Maslak N/A Head Office 250 17,240 Head Office 15 Hall Building 36,000 Energy Artvin HEPP 100 (Artvin Office) 400 90 (Artvin Office) 300 Boyabat HEPP 1,500 1,200 60 50 Aslancık HEPP 397 421,35 20 21,2 New Investments Doğuş Planet N/A 750 N/A 600 Doğuş Construction ÜsküdarÜmraniyeÇekmeköy Metro 16,800 Üsküdar-ÜmraniyeÇekmeköy Metro 15,000 Head Office 250 Head Office 300 Head Office 140 Head Office 180 Üsküdar-ÜmraniyeÇekmeköy Metro 1,549 Üsküdar Ümraniye Metro 1,800 Üsküdar-ÜmraniyeÇekmeköy Metro 650 Üsküdar Ümraniye Metro 700 Adana Kavşakbendi Dam and HEPP Project 486 Adana Kavşakbendi Dam and HEPP Project 320 Artvin Dam and HEPP Project 700 Artvin Dam and Artvin Dam and HEPP HEPP Project Project 850 230 Üsküdar-ÜmraniyeÇekmeköy Metro 15,800 Ayson Geotechnical and Marine Construction Co. 90 Üsküdar-ÜmraniyeÇekmeköy Metro 16,100 Artvin Dam HEPP Project 20 31 Includes all shops within the mall. DOĞUŞ GROUP CR REPORT 2013 93 COLLECTED PAPER by AYHAN ŞAHENK FOUNDATION (kg) 92 2007 322,770 2008 353,800 2009 354,920 2010 376,845 2011 469,130 2012 295,972 2012 175,956 2013 503,442 DOĞUŞ GROUP CR REPORT 2013 95 ABOUT THIS REPORT Unless otherwise stated, Doğuş Group 2013 Corporate Responsibility Report covers all businesses, including the subsidiaries, of Doğuş Group companies’ corporate responsibility performance, in line with the Group CSR Strategy. The reporting period for this, Doğuş Group’s 6th Corporate Responsibility Report, is the calendar year 2013. As mentioned in our first Corporate Responsibility Report (2008), we remain committed to report our CSR performance annually. All our reports are uploaded in the public domain on our company website. We continue to follow the Global Reporting Initiative (GRI) G3.1 Reporting Guidelines, the most widely adopted non-financial reporting framework throughout the world, used to help communicating sustainability performance, in addition to encouraging transparency and accountability. In 2012, we reviewed our Corporate Responsibility management approach and policies and commitments, and scaled up our application level to B. This year we also used the international corporate responsibility standard ISO26000 requirements to check our corporate responsibility performance, and included the ISO26000 index to our report as well. GROUP COMPANIES CORPORATE RESPONSIBILITY REPORTS Garanti Bank Sustainability Report 2013 http://www.garanti.com.tr/en/our_company/sustainability/developments/reports.page? Doğuş Otomotiv Corporate Responsibility Report 2013 http://www.dogusotomotiv.com.tr/en/corporate-responsibility/corporate-responsibility-reports.aspx Additionally, the Doğuş Group Corporate Responsibility Team worked on Key Stakeholders and Materiality Mapping in 2013 to determine the report contents and for choosing the focus performances according to material issues. It is important to underline that every sector and every company can have its own key stakeholders and material issues and their performances should be analyzed accordingly. The Doğuş Group key stakeholders and material issues are directly related, first of all, to the Doğuş Holding corporate responsibility approach and reporting and secondly as an initial framework for the Group companies. In the preparation of this report, all Doğuş Group companies were covered and the information used in the report was consolidated from surveys prepared according to GRI G3.1 Reporting Guidelines, submitted by the reporting teams in each Group company. In each section, best practices among the Group companies were selected and shared. Doğuş Group very proudly announces that the Group’s companies have begun to report their own Corporate Responsibility performances according to GRI G3.1 Framework. Although the leader is Doğuş Otomotiv, which has reported since 2009 (and since 2010 at B application level), in 2012 Garanti Bank further enhanced Doğuş Group with its first GRI Report of A application level. All the detailed information about Doğuş Group companies can be found in their own reports separately. We encourage and appreciate feedback from all our stakeholders, both internal and external. Your suggestions are vital and help us to improve both the quality of our reporting and the quality of our products and services. Please e-mail your suggestion / views / opinions to: Gülçin Akdağ Savan Corporate Communications Specialist gakdag@dogusgrubu.com.tr Location of the Group’s Headquarters: Doğuş Holding A.Ş. Maslak Ayazağa Cad. No: 2, 34396 Sarıyer / İstanbul Phone: +90 212 335 32 32 Fax: +90 212 335 30 90 Web: www.dogusgrubu.com.tr 94 DOĞUŞ GROUP CR REPORT 2013 97 Reporting Content Index Indexes GRI INDEX In presentation of this year’s report, the reporting project team used the GRI indicators, submitting them to the related departments of the Group companies through sector specific questionnaires. The team prepared the report content by consolidating the findings of the questionnaires collected from each sector. Performance Since Doğuş Group operates with more than 200 companies in eight different sectors, every GRI indicator could not be applied to the entire group. The responses gathered from different sectors and Group companies were not always comparable and combinable, therefore limiting the number of indicators to be used for reporting purposes. Senior management declaration Basic effects, risks and opportunities GRI G3.1 Profile Indicators 1. Strategy and Analysis 1.1 / Full ISO26000 1.2 / Full 6.2 6.6.6 6.8.3 Information and Links Reference Pages CEO Message CEO Message 14-15 14-15 CSR at Doğuş Group 16 CSR Management and Approach and Policies 16-17 Compliance and Risk Management 22-24 2. Corporate Profile 2.1 / Full About This Report 94 2.2 / Full Our Group 6-7 Our Group Detailed information about Group companies’ operations can be found at http://www.dogusgrubu. com.tr/web/71-211-1-1/ dogus_grubu_-_en/general/ navigation/sectors 6-7 6.2 6.2 Response Status Explanations Full The indicator is fully addressed in the referenced pages of the report and other sources. Partially The indicator is partially addressed in the referenced pages of the report due to lack of data and/or information covering the entire group. Corporation name Brands, products and services Operational structure 2.3 / Full of the corporation 96 UNGC 6.2 Headquarters 2.4 / Full Corporate Governance Our Group 16-17 6-7 Countries in which the corporation operates 2.5 / Full About This Report Our Group 94 6-7 Ownership properties and legal state 2.6 / Full Our Group Detailed information about Group of Companies operations can be found at http://www.dogusgrubu. com.tr/web/71-211-1-1/ dogus_grubu_-_en/general/ navigation/sectors 6-7 More information is available online in Doğuş Group’s Annual Report 2013. http://www.dogusgrubu. com.tr/web/83-337-11/dogus_grubu_-_en/ investor_relations/reports/ annual_reports DOĞUŞ GROUP CR REPORT 2013 99 Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement Markets serviced Corporation scale 2.7 / Full 2.8 / Full Important changes 2.9 / Full in size, structure and ownership situations 6-7 Our Group Detailed information about Group of Companies’ operations can be found at http://www.dogusgrubu. com.tr/web/71-211-1-1/ dogus_grubu_-_en/general/ navigation/sectors 6-7 Performance Data Our Group 71-72 6-7 Awards 2.10 / Full Awards&Recognitions More of information is available online in Doğuş Group’s Annual Report 2013. http://www.dogusgrubu. com.tr/web/83-337-11/dogus_grubu_-_en/ investor_relations/reports/ annual_reports 8-12 Reporting period 3. Report Profile 3.1 / Full About This Report 94 About This Report 94 About This Report 94 Date of previous 3.2 / Full report Reporting frequency 3.3 / Full Contact information about report Report contents 98 Our Group 3.4 / Full Back Cover 3.5 / Full 17 18-19 Report contents limits 3.6 / Full Materiality Keys Stakeholders and Material Issues About This Report About This Report Report scope and contents limitations 3.7 / Full Report Content Index About This Report 96 94 Reporting principles on joint ventures and other subsidiary companies 3.8 / Full Report Content Index About This Report 96 94 Report Content Index 96 Data assessment techniques and calculation methods 3.9 / Full CSR at Doğuş Group 16-17 About This Report 94 Reasons for the repetition of information in the previous report 3.10 / Full About This Report 94 94 94 Important changes in 3.11 / Full the report scope and contents GRI Index 3.12 / Full Report supervision 3.13 / Full Corporation governance structure About This Report 94 Indexes No important changes. 97-111 7.5.3 4. Governance, Liability and Sharing Practices 4.1 / Full 6.2 No independent assurance. Principle 10 Corporate Governance 16-17 Governance Structure More information about the governance structure, including the committees under the Board of Directors is available online in Doğuş Group’s Annual Report 2013. http://www.dogusgrubu. com.tr/web/83-337-11/dogus_grubu_-_en/ investor_relations/reports/ annual_reports 17 Chairman of the Board of Directors is not also an executive officer in Doğuş Group. 17 Autonomy of the Chairman of the Board 4.2 / Full Number of independent members in the Board of Directors Stakeholders’ and employees’ involvement in management 4.3 / Full 6.2 Governance Structure 4.4 / Full 6.2 6.8.3 Key Stakeholders and Material Issues 18-19 Employee Engagement 34 Open Communication 35 Employee Suggestion System 38-39 6.2 Full stakeholder list is available online in Doğuş Group’s CSR Report 2011. http://www.dogusgrubu. com.tr/web/83-342-11/dogus_grubu_-_en/ investor_relations/reports/ corporate_responsibility__ reports (Pages; 74-75) DOĞUŞ GROUP CR REPORT 2013 101 Linkage between compensation of the executives and the sustainability performance 4.5 / Full Processes preventing conflicts of interest 4.6 / Full CSR Management Strategy of the corporation 100 4.7 / Full Corporation’s rules of mission and behaviour regarding CSR performance 4.8 / Full CSR performance and the supervision of its risks by senior management Self-check of senior management about CSR performance Risk management attitude of the corporation in fields related to CSR 4.9 / Full Foreign enterprises and activities in areas regarding CSR 4.12 / Full 6.2 6.2 6.2 4.10 / Full 4.11 / Full Principle 3,4,5,6 Principle 1,2 CSR at Doğuş Group 16 Corporate Governance 16-17 Corporate Governance 16-17 Compliance and Risk Management 22-24 CSR at Doğuş Group More of information is available online in Doğuş Group’s Annual Report 2013. http://www.dogusgrubu. com.tr/web/83-337-11/dogus_grubu_-_en/ investor_relations/reports/ annual_reports 16 Materiality 17 Key Stakeholders and Material Issues 18-19 CSR at Doğuş Group 16 Materiality 17 Key Stakeholders and Material Issues CEO Message 18-19 CSR at Doğuş Group 16-17 CSR at Doğuş Group 16-17 CEO Message 14-15 CSR at Doğuş Group 16-17 Compliance and Risk Management CEO Message 22-14 CSR Management Approach and Policies 16-17 Union and association memberships 4.13 / Full Stakeholders list 4.14 / Full Key stakeholders 4.15 / Full determining process Strategic Partnerships & Memberships 13 Strategic Sectoral Partnerships Key Stakeholders and Material Issues 13 18-19 Full stakeholder list is available online in Doğuş Group’s CSR Report 2011. http://www.dogusgrubu. com.tr/web/83-342-11/dogus_grubu_-_en/ investor_relations/reports/ corporate_responsibility__ reports (Pages; 74-75) 17 Materiality Key Stakeholders and Material Issues Stakeholder 4.16 / Full participation process Key Stakeholders and Material Issues 14-15 Management approach 4.17 / Full Performance Indicators Economic Performance / Full Materiality 6.2 6.8 Principle 1,2,7 More information is available online in Doğuş Group’s CSR Report 2011. http://www.dogusgrubu. com.tr/web/83-342-11/dogus_grubu_-_en/ investor_relations/reports/ corporate_responsibility__ reports (Pages; 74-75) 18-19 Full stakeholder list and engagement platforms are available online in Doğuş Group’s CSR Report 2011. http://www.dogusgrubu. com.tr/web/83-342-11/dogus_grubu_-_en/ investor_relations/reports/ corporate_responsibility__ reports (Pages; 74-75) 17 14-15 Stakeholder participation and primary subjects, responsiveness performance 18-19 Key Stakeholders and Material Issues 18-19 Doğuş Group Economic Responsibility Policy 22 DOĞUŞ GROUP CR REPORT 2013 103 Direct economic value produced and distributed EC1 / Full The effect of climate EC2 / Full change on the financial success of the corporation, risks and opportunities Corporate liabilities regarding defined benefit pension plan Important financial assistance received from the state Policy, practice and rates of payment regarding payments made to local suppliers Local employment 102 6.8 6.8.3 6.8.7 6.8.9 6.5.5 Principle 7 Our Group 6-7 Responsible Investment 24-25 New Investments in 2013 25-27 Performance Data 71-72 New Employment and Promotion 73-74 CEO Message Doğuş Group Economic Responsibility Policy 22 Climate Change Risks 24 There is no salary based pension contribution at Doğuş Holding. There is no significant financial assistance received from government in the reporting period except Boyabat Dam investment subsidy and the use of vat and customs exemption. 22 EC3 / Full EC4 / Full EC6 / Partially EC7 / Full 6.6.6 6.8 6.8.5 6.8.7 6.8 6.8.5 6.8.7 Doğuş Group Economic Responsibility Policy Principle 6 Detailed information is available online in Doğuş Group’s Annual Report 2013. http://www.dogusgrubu. com.tr/web/83-337-11/dogus_grubu_-_en/ investor_relations/reports/ annual_reports (Consalidated Financial Statement) 14-15 Supply Chain Management 27-28 Local Economic Contribution Data 71 Doğuş Group Economic Responsibility Policy 22 Responsible Investment 24-25 New Investments in 2013 25-27 New Employment and Promotions 73-74 Investments made for public interest Important indirect economic effects Management approach EC8 / Full EC9 / Full Environmental 6.2 Performance 6.5 / Full EN2 / Partially 6.5 6.5.4 Percentage of materials used as recycled input material Direct energy EN3 / Partially consumption Saved amount EN5 / Partially of energy due to improvements Products and EN6 / Full services that provide energy efficiency Attempts to reduce indirect energy consumption and reductions obtained EN7 / Full EN8 / Partially Total amount of water used according to its sources Water sources EN9 / Full significantly affected by water extraction Production centres within protected areas 6.3.9 6.8 6.8.3 6.8.4 6.8.5 6.8.6 6.8.7 6.8.9 6.3.9 6.6.6 6.6.7 6.7.8 6.8 6.8.5 6.8.6 6.8.7 6.8.9 EN11 / Full Principle 7,8,9 6.5 6.5.4 6.5 6.5.4 6.5 6.5.4 6.5 6.5.4 6.5 6.5.4 Responsible Investment 24-25 Local Economic Development Programs 27 Public Policy Contributions 28 Community Engagement 44-57 CEO Message 14-15 Responsible Investment 24-25 New Investments in 2013 25-27 Local Economic Development Programs 27 Supply Chain Management 27-28 Local Economic Contribution Data Doğuş Group Environmental Responsibility Policy 71 Paper Consumption 90-91 Collected Paper by Ayhan Şahenk Foundation Energy Consumption 92 Energy Efficiency 68 Energy Consumption Environmental Awareness Programs 86-87 64-67 Energy Efficiency 68 Environmental Awareness Programs 64-67 Energy Efficiency 68 Water Consumption 70, 88-89 6.5 6.5.4 6.5 6.5.6 Principle 8 Environmental Awareness Programs 64 86-87 There are no water sources significantly affected by withdrawal of water. Doğuş Group uses water from public water system. 64-67 Doğuş Group companies do not have any operations in or adjacent to protected areas of high biodiversity value. DOĞUŞ GROUP CR REPORT 2013 105 Effects on biological diversity Protected or reclaimed living spaces EN13 / Full 6.5 6.5.6 Principle 8 6.5 6.5.6 Principle 8 Strategies regarding EN14 / Full bio-diversity, activities in progress and future plans 6.5 6.5.6 Principle 8 EN15 / Full 6.5 6.5.6 Number of the species in IUCN Red List in the living spaces in the areas affected by the operations and the species in the national protection list, according to extinction risk level Attempts to reduce emissions Total water discharge 104 EN12 / Full EN18 / Partially EN21 / Full 6.5 6.5.5 6.5 6.5.3 Principle 8,9 Environmental Awareness Programs Environmental Awareness Programs Environmental Awareness Programs 64-67 Doğuş Group companies do not have any operations in or adjacent to protected areas of high biodiversity value. 64-67 Doğuş Group always respects, protects and restores the habitat which it operates in. 64-67 Doğuş Group companies do not have any operations in or adjacent to protected areas of high biodiversity value. Doğuş Group companies do not have any operations related to IUCN Red List. Climate Change Risks 24 Environmental Awareness Programs 64-67 Energy Efficiency 68 Doğuş Holding discharges its waste water, which is supplied from the local administrations, directly into the city sewer system. 100% of the used water is discharged to the city sewerage systems in the operation areas. Total waste EN22 / according to type Partially and disposal method 6.5 6.5.3 Waste Management 69-70 Paper Consumption 90-91 Collected Paper by Ayhan Şahenk Foundation 92 EN23 / Full 6.5 6.5.3 There was no leakage caused by activities of Doğuş Holding. The company’s operations have no risk of dangerous leakage in significant quantities. Wastes carrying leakage risk (batteries, etc.) are classified according to their types and sent to the relevant companies for proper disposal, in compliance with laws and regulations. EN25 / Full Names, sizes, protection states and bio-diversity value of water bodies and related living spaces significantly affected by the water discharges and leakages of the corporation 6.5 6.5.3 6.5.4 6.5.6 Doğuş Group has no operations which significantly affects habitat because of the discharge of the water. Attempts to reduce the environmental effects of products EN26 / Full 6.5 6.5.4 6.6.6 6.7.5 Discordances with environmental laws and regulations EN28 / Full 6.5 Effects caused by product transportation and employee logistics Total amount of environmental expenses and investments Management approach EN29 / Partially 6.5 6.5.4 6.6.6 EN30 / Full 6.5 Labor Practices and Decent Work / Full 6.4 6.4.3 Total number of and size of important leakage Principle 7,8,9 Principle 7,8,9 Principle 1,3,6 Environmental Awareness Programs 64-67 Energy Efficiency 68 Waste Management 69-70 Doğuş Group companies were not fined in the year of 2013 because of not complying with environmental laws and regulations. 64 Doğuş Group Environmental Responsibility Policy Environmental Investments 85 Doğuş Group Employee Responsibility Policy 34 DOĞUŞ GROUP CR REPORT 2013 107 Total number of LA1 / Partially employees according to employment type, contract and district Total number of LA2 / Partially employees and their circulation according to age groups, gender and district Benefits provided LA3 / Full for the full time employees Number of employees covered by collective bargainings LA4 / Full Period of notice due to operational changes LA5 / Full Percentage total labour represented in the health and safety committees Consultancy, precaution and risk control regarding serious illnesses LA6 / Full LA8 / Full LA9 / Full Health and safety matters existing in the agreements with unions 106 6.4 6.4.3 6.4 6.4.3 6.4 6.4.3 6.4.4 6.4 6.4.3 6.4.4 6.4.5 6.3.10 6.4 6.4.3 6.4.4 6.4.5 Principle 6 73-74 Total Workforce 83-84 Turnover Rates 81-82 Total Workforce 83-84 Training and Development Programs 40-41 More of information is available online in Doğuş Group’s CSR Report 2011. http://www.dogusgrubu. com.tr/web/83-342-11/dogus_grubu_-_en/ investor_relations/reports/ corporate_responsibility__ reports (Pages; 43) Principle 1,3 6.4 6.4.6 6.4 6.4.6 6.8 6.8.3 6.8.4 6.8.8 6.4 6.4.6 New Employment and Promotions Principle 1 Collective Bargaining Table Annual average training hours per employee LA10 / Partially 6.4 6.4.7 Employee training LA11 / Full 6.4 6.4.7 6.8.5 Regular performance LA12 / Full and development monitoring Men-women wage LA14 / rates according to Partially employee category 6.4 6.4.7 Return to work and retention rates after parental leave, by gender Management approach 71 Employee Health and Safety Legal notice period is used in cases of dismissal. There is no standard notice period in cases of position change or transfer, which depends on the process and type of duty. Annual vacation periods are in compliance with the applicable labour law. Three days leave is permitted to employees in cases of marriage, fatherhood, and in decease of first level relatives. 36-37 Employee Health and Safety Committees Employee Health and Safety 76 36-37 Health and safety issues are included in the union agreements according to the law and regulations in which the Group companies have collective bargaining agreements. LA15 / Partially Human Rights Performance / Full Percentage and total HR1 / Partially number of significant investment agreements comprising human rights clauses and screened for human rights Number of suppliers HR2 / Partially and contractors screened for human rights Total number of hours for human rights training Training and Development Programs 40-41 Training Training and Development Programs 77-78 40-41 Training Performance Management 77-78 40 Performance Management Wages 72 79-80 Mother-Infant Policy 39 6.3.7 6.3.10 6.4 6.4.3 6.4.4 6.4 6.4.4 Principle 1,6 6.2 6.3 Principle 1,2,6 Doğuş Group Human Rights Policy 60 6.3 6.3.3 6.3.5 6.6.6 Principle 1,2,6 CSR Management Approach and Policies 16-17 Human Rights 60-61 6.3 6.3.3 6.3.5 6.6.6 6.4.3 Principle 1,2,6 HR3 / Partially 6.3 6.3.5 Principle 1,2,6 Doğuş Group companies either include or plan to include the human rights statements within their supplier audits and agreements. Human Rights Doğuş Group is a large conglomorate which consists of approximately 200 companies from different sectors. So that it has thousands of suppliers and business partners for which it requieres a long and complex activity to include them in the CSR Report. A detailed calculation of all third parties is not possible in the current reporting period. 60-61 DOĞUŞ GROUP CR REPORT 2013 109 Total number of incidents regarding discrimination and precautions taken Freedom of organization and collective bargaining HR4 / Full HR5 / Full 6.3 6.3.6 6.3.7 6.3.10 6.4.3 6.3 6.3.3 6.3.4 6.3.10 6.4.3 6.4.5 Principle 1,2,6 Principle 1,3 Equality at Work Platform 35 Human Rights 60-61 Doğuş Group Human Rights Policy Doğuş Group companies did not report any incidents of discrimination during the reporting period. 60 Human Rights 60-61 Collective Bargaining Table 71 UNGC Principles 3 Child employment and precautions taken Operations having the risk of forced labour and precautions taken HR6 / Full HR7 / Full HR8 / Full Rate of security personnel trained on the corporation’s policy and procedures regarding human rights factors HR9 / Full Total number of incidents which resulted in the violation of the rights of the native public and precautions taken Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms 108 HR11 / Full 6.3 6.3.3 6.3.4 6.3.5 6.3.7 6.3.10 Principle 1,2,5 6.3 6.3.3 6.3.4 6.3.5 6.3.7 6.3.10 6.3 6.3.5 6.4.3 6.6.6 Principle 1,2,4 6.3 6.3.6 6.3.7 6.3.8 6.6.7 6.3 6.3.6 Doğuş Group Human Rights Policy 60 Human Rights 60-61 Management approach Health and safety in the life cycle of products and services Product Responsibility Performance / Full PR1 / Partially Number of incidents in discordance with the regulations and voluntary rules regarding health and safety effects of products and services Labelling PR2 / Full Total number of incidents displaying discordance with regulations and voluntary rules regarding labelling PR4 / Full Customer satisfaction PR5 / Full Adherence to laws and regulations regarding marketing communication PR6 / Full PR3 / Full UNGC Principles 5 Doğuş Group Human Rights Policy 60 Human Rights 60-61 UNGC Principles 4 Principle 2 Human Rights 6.2 6.6 6.7 Principle 1 Doğuş Group Product and Service Responsibility Policy 6.3.9 6.6.6 6.7 6.4.7 6.7.5 6.3.9 6.6.6 6.7 6.4.7 6.7.5 Principle 1,2 Supply Chain Management http://www.dogusgrubu. com.tr/i/assets/contentfiles/ dogus_kss_2012.pdf (Page 25) 27-28 Customers 29-31 No incidents are reported for non-compliance with laws and regulations concerning health and safety impacts of products and services of Doğuş Group of companies during the reporting period. Doğuş Group fully complies with the laws and regulations about the product and service labelling. 6.7 6.7.3 6.7.4 6.7.5 6.7.6 6.7.9 6.7 6.7.3 6.7.4 6.7.5 6.7.6 6.7.9 60-61 Doğuş Group companies did not report any incidents of violations involving rights of indigenous people during the reporting period. 6.7 6.7.4 6.7.5 6.7.6 6.7.8 6.7.9 6.7 6.7.3 6.7.6 6.7.9 Customers Doğuş Group companies comply with regulations and voluntary codes concerning their products and services. There have been no incidents non- compliance with regulations and voluntary codes regarding labeling. 29-31 Doğuş Group companies have a variety of customers and do customer loyalty and satisfaction surveys on their own every year. The results and the assessment methodology of the surveys vary according to the sectors. Doğuş Group companies fully comply with the laws and regulations about the marketing communications and they all have policies and principles on the subject. No grievances related to human rights reported by Doğuş Group companies through formal mechanisms during the reporting period. DOĞUŞ GROUP CR REPORT 2013 111 Confirmed complaints regarding customer confidentiality PR8 / Full Non-compliance with PR9 / Full laws and regulations regarding supplying and usage of product and services Management approach The influence of our activities on local public Risk analysis regarding corruption Corporation’s policies against corruption and trainings on the subject 110 Social Performance / Full SO1 / Full SO2 / Full SO3 / Full 6.7 6.7.7 6.7 6.7.6 6.2 6.6 6.8 6.3.9 6.8 6.8.3 6.8.9 6.6 6.6.3 6.6 6.6.3 Principle 10 Principle 1,2,10 Principle 10 Doğuş Group Community Engagement Policy Doğuş Group companies fully comply with the laws and regulations about the customer information security and use international standards and systems to protect the customer information. There are no incidents recorded about confirmed complaints regarding customer confidentiality. There are no recorded significant incidents about non-compliance with laws and regulations regarding supplying and usage of product and services. 44 Key Stakeholders and Material Issues 18-19 Local Economic Development Programs 27 Local Communities 44 Social Impact Management Compliance and Risk Management 44 22-24 Business Ethics 58-59 Compliance and Risk Management Business Ethics Doğuş Group companies include corruption risks to their risk analyses and audits procedure for every stage of their operations. 22-24 58-59 Doğuş Group Code of Conduct and detailed information about ethical principles can be found at http://www.dogusgrubu. com.tr/web/82-278-11/dogus_grubu_-_en/ investor_relations/ corporate_governance_ principles/code_of_ethics Precautions taken against incidents of corruption Attitude against public policy and assistance activities for public policy SO4 / Full SO5 / Full 6.6 6.6.3 6.6 6.6.4 6.8.3 Financial and real contributions to political parties, politicians and related institutions SO6 / Full 6.6 6.6.4 6.8.3 Number of legal cases regarding behaviour outside competition and monopolism SO7 / Full 6.6 6.6.5 6.6.7 Prevention and mitigation measures implemented in operations with significant potantial or actual negative impacts on local communities SO10 / Partially 6.3.9 6.5.3 6.5.6 6.8 Principle 10 Principle 1,10 Compliance and Risk Management 22-24 Business Ethics 58-59 Compliance and Risk Management No incidents are reported in Doğuş Holding in which employees were dismissed or disciplined for corruption or with business partners cancelled contracts due to violations related to corruption during the reporting period. 22-24 Responsible Investment 24-25 Public Policy Contributions 28 Business Ethics 58-59 Doğuş Construction Doğuş Group companies do not have actions regarding the financial or other kind of contributions to political parties, politicians and related institutions. No incidents are reported for non-compliance with laws and regulations concerning outside competition and monopolism of Doğuş Group of companies during the reporting period. 25, 56 DOĞUŞ GROUP CR REPORT 2013 Report Contacts Deniz Bayel Corporate Communications Executive Vice President, Doğuş Holding Tel: +90 (212) 335 31 05 e-mail: dbayel@dogusgrubu.com.tr Gülçin Akdağ Savan Corporate Communications Specialist, Doğuş Holding Tel: +90 (212) 335 31 03 e-mail: gakdag@dogusgrubu.com.tr Location of the Group’s headquarters: Doğuş Holding A.Ş. Maslak Ayazağa Cad. No: 2 Sarıyer/ İstanbul Phone: +90 (212) 335 32 32 Fax: +90 (212) 335 30 90 Web: www.dogusgrubu.com.tr CSR Consultancy FCS Finansal İletişim Hizmetleri Ltd. Şti. Tel: +90 (212) 283 41 46 e-mail: info@finansaliletisim.com www.finansaliletisim.com Designed and Produced by İndeks İçerik-İletişim Danışmanlık Phone: +90 (212) 347 70 70 www.indeksiletisim.com 112 DOĞUŞ GROUP CR REPORT 2013