Corporate Responsibility Report 2013

Transkript

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
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
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.
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
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
• 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
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
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
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
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http://www.dogusgrubu.com.tr/web/82-277-1-1/dogus_grubu_-_en/investor_relations/corporate_governance_principles/responsibilities_to_our_stakeholders
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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
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
Economic Engagement • Employee Engagement • Community Engagement • Environmental Engagement
Economic Engagement
20
21
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
23
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.
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.
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.
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
25
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.
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.
27
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
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.
29
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.
31
Employee Engagement
32
33
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.
35
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.
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
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
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
37
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”.
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.
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.
39
Each Doğuş Holding employee received, on average, 7.5 days/year
of training in 2013.
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.
41
Community Engagement
42
43
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
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45
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.
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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.
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.
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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
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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.
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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
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.
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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
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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
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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
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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.
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.
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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 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.
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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_
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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.
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.
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
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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.
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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.
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.
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Environmental Engagement
62
63
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
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.
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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
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,
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
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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.
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
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
67
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.
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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
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
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 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.
2012
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
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
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
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
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
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
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
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
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.
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
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
50
60
Garanti Fleet
Management
Garanti Leasing
30.4
45
Yes
Yes
20
20
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
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
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
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
4.14
Üsküdar-ÜmraniyeÇekmeköy Metro
2,469.25
Ayson Geotechnical and Marine
Construction Co.
Entertainment
D-Ream
Company
15.95
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
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
3.43
5.59
Garanti Bank
0.94
0.94
Park Hyatt İstanbul – Maçka Palas
9.75
9.68
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
0.62
0.57
1
8
10.72
27.6
Garanti Leasing
Antur
0.71
0.49
15
21.15
0.32
0.41
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
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
Construction Co.
0.89
0.76
1.06
1.10
Doğuş Tourism Group Head Office
0.60
0.38
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
Real Estate
% Female/Male
81
Company
% Female/Male
% Female/Male
2012
2013
TURNOVER RATES23
Employee Turnover Rate (%)
2012
Company
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
0.86
0.32
Antur
0.98
0.89
Garanti Bank
13.03
11.5
0.99
1.09
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
47
32.8
Garanti Leasing
15
18.06
D-Marin Göcek
0.55
0.50
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
0.29
57.006
D-Life
1.75
1.73
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
10.2
11.3
Technical Engineering and Consultancy Inc.
8.7
7.14
N/A
0.37
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
38
12
18
23
29
53
D-Hotel Maris
47
39.14
Figures are based on company definitions for better aligment with other reporting tools.
23
80
83
2012
Company
2013
D-Resort Göcek
57
38.16
D-Resort Grand Azur
55
47
21
29.19
Antur
11
23
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
N/A
25
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
Garanti Bank
9,808
10,648
7,475
8,089
17,283
18,737
96
97
127
137
223
234
Garanti Bank SA
588
635
241
254
829
889
Garanti Bank Moscow
60
58
20
24
80
82
620
651
253
246
873
898
Garanti Leasing
75
75
83
80
158
155
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
324
357
350
378
674
735
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
5
6
15
18
20
24
Media
Doğuş Media Group
481
465
944
910
1,425
1,375
Tourism & Services
15
24
25
37
40
61
66
71
200
220
266
291
30
28
86
78
116
106
Company
Became operational in 2013.
24
82
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
50
40
174
158
224
198
Antur
23
25
24
26
47
51
53
72
68
86
121
158
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
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
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
N/A
1
N/A
3
N/A
4
Flisvos Marina
N/A
534,743
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
87
ENERGY CONSUMPTION
Company
Electricity Consumption – kWh 2012
Doğuş Holding
571,4
1,672,41826
Garanti Bank
123,056,46527
130,388,064
611,758
533,895
Garanti Bank SA
1,071,247
1,200,250
Garanti Bank Moscow
246,102
227,215
N/A
950.000
Garanti Leasing
1,050
900
4,040
9,293.00
Garanti Securities
4,040
9,292.50
Garanti Factoring
175,000
180,000
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
4,456,000
Artvin Dam and HEPP
4,900,000
Construction Co.
Boyabat Dam and HEPP Project
22,068,000
Company
Media
Doğuş Media Group
9,408,98628
9,300,000
Tourism & Services
166,000
296,809
7,017,859
6,829,446
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
1,691,232
1,575,284
1,826,902
2,234,769
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
17,621,965
16,503,358
Üsküdar-Ümraniye-Çekmeköy Metro
362,198
Üsküdar-Ümraniye-Çekmeköy
Metro
390,000
Head Office
389
Head Office
429
205,290
Üsküdar Ümraniye Metro
5,133,727
3,253,773
4,009,065
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
Only Maslak building is included.
28
86
89
WATER CONSUMPTION
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
34750
97,976
N/A
3,000
6,228
7,037
Garanti Leasing
3,000
2,800
300,240
N/A
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
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
24,500
Doğuş Real Estate
N/A
537,36
Head Office
400
DoğuşGebze Center
55,992
55,691
14,739
9,806
Energy
Artvin HEPP
523,922
231
Boyabat HEPP
581
171
2012
2013
Doğuş Holding
377
5,322.1429
Garanti Bank
222,396
330,932
19,028
Garanti Bank SA
Company
Head Office
4,450
1,171,817 (Reuse Water) + 12,500
13,400(Reuse Water) + 226,000
Construction Co.
Artvin Dam and HEPP
575,000
Üsküdar Ümraniye Metro
1,567,231
Company
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
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
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
Tourism & Services
1,850
6,040
1,000
2,680
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
N/A
N/A
48,300
41,990
1,268
2,000
423
750
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
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
33,000
38,000
9,555
11,000
N/A
700
N/A
2,000
Garanti Technology
541,000
414,000
47,000
38,000
800
950
300
350
Automotive
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
240,000
1,000,00031
200,000
1,000,000
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
ÜsküdarÜmraniyeÇekmeköy
Metro
16,800
15,000
Head Office
250
Head Office
300
Head Office
140
Head Office
180
1,549
Üsküdar
Ümraniye
Metro
1,800
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
15,800
Construction Co.
90
16,100
Artvin Dam HEPP
Project
20
31
Includes all shops within the mall.
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
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
[email protected]
Location of the Group’s Headquarters:
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
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
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
com.tr/web/71-211-1-1/
navigation/sectors
6-7
More information is
available online in Doğuş
Group’s Annual Report
2013.
com.tr/web/83-337-11/dogus_grubu_-_en/
investor_relations/reports/
annual_reports
99
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’
com.tr/web/71-211-1-1/
navigation/sectors
6-7
Performance Data
Our Group
71-72
6-7
Awards
2.10 / Full
Awards&Recognitions
More of information is
2013.
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
About This Report
96
94
96
Data assessment
techniques and
calculation methods
3.9 / Full
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
16-17
More information about
the governance structure,
including the committees
under the Board of
Directors is available online
in Doğuş Group’s Annual
Report 2013.
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
4.4 / Full
6.2
6.8.3
Key Stakeholders and Material
Issues
18-19
Employee Engagement
34
Open Communication
35
38-39
6.2
Full stakeholder list is
Group’s CSR Report 2011.
corporate_responsibility__
reports (Pages; 74-75)
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
16
16-17
16-17
Compliance and Risk
Management
22-24
2013.
annual_reports
16
Materiality
17
Issues
18-19
16
Materiality
17
Issues
CEO Message
18-19
16-17
16-17
CEO Message
14-15
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
Issues
13
18-19
Full stakeholder list is
17
Materiality
Issues
Stakeholder
4.16 / Full
participation process
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
18-19
Full stakeholder list and
engagement platforms are
17
14-15
Stakeholder
participation and
primary subjects,
responsiveness
performance
18-19
Issues
18-19
Doğuş Group Economic
Responsibility Policy
22
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
24-25
25-27
Performance Data
71-72
New Employment and
Promotion
73-74
CEO Message
22
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
Principle 6
Detailed information is
2013.
annual_reports
(Consalidated Financial
Statement)
14-15
27-28
Local Economic Contribution
Data
71
22
24-25
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
24-25
Local Economic Development
Programs
27
28
44-57
CEO Message
14-15
24-25
25-27
Programs
27
27-28
Local Economic Contribution
Data
Doğuş Group Environmental
71
Paper Consumption
90-91
Collected Paper by Ayhan
Şahenk Foundation
Energy Consumption
92
Energy Efficiency
68
Energy Consumption
Programs
86-87
64-67
Energy Efficiency
68
Programs
64-67
Energy Efficiency
68
Water Consumption
70, 88-89
6.5
6.5.4
6.5
6.5.6
Principle 8
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.
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
Programs
Programs
Programs
64-67
value.
64-67
Doğuş Group always
respects, protects and
restores the habitat which
it operates in.
64-67
value.
related to IUCN Red List.
24
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
Programs
64-67
Energy Efficiency
68
Waste Management
69-70
were not fined in the
year of 2013 because
of not complying with
environmental laws and
regulations.
64
Doğuş Group Environmental
Environmental Investments
85
Doğuş Group Employee
34
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
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
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
Committees
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
Programs
40-41
Training
Programs
77-78
40-41
Training
77-78
40
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
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
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
Policy
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
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
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
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
did not report any incidents
of violations involving rights
of indigenous people during
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
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
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.
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.
111
Confirmed
complaints
regarding customer
confidentiality
PR8 / Full
Non-compliance with PR9 / Full
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
fully comply with the
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
Issues
18-19
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
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
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
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
24-25
28
Business Ethics
58-59
Doğuş Group companies do
not have actions regarding
the financial or other kind
of contributions to political
parties, politicians and
related institutions.
for non-compliance with
concerning outside
competition and
monopolism of Doğuş
Group of companies during
25, 56
Report Contacts
Deniz Bayel
Corporate Communications Executive Vice President, Doğuş Holding
Tel: +90 (212) 335 31 05
e-mail: [email protected]
Gülçin Akdağ Savan
Corporate Communications Specialist, Doğuş Holding
Tel: +90 (212) 335 31 03
Location of the Group’s headquarters:
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
www.finansaliletisim.com
Designed and Produced by
İndeks İçerik-İletişim Danışmanlık
Phone: +90 (212) 347 70 70
www.indeksiletisim.com
112

Corporate Responsibility Report 2013

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