Organization Chart

Organizational Developments

In 2023, the following organizational changes took place at our Bank in line with the Bank’s goals and strategies:

• Strategic Planning Department was renamed Strategic Planning and Sustainability Department.
• Strategy Development and Business Analytics Department was set up, which will report to the Strategy and Finance Deputy General Manager.
• Reporting directly to the Strategy and Finance Deputy General Manager, Strategic Research and Business Development Department was reorganized as two distinct departments, namely Business Analytics and Architecture Department, and Economic and Strategic Research Department, and affiliated to the Strategy Development and Business Analytics Department.

Corporate Development Implementations

Internal Customer Satisfaction

• We recognize that ensuring internal customer satisfaction is the prerequisite of achieving enhanced external customer satisfaction. An important factor that affects employee satisfaction is the quality and productivity of the relationship established with other units within the organization.
• Türk Eximbank Internal Customer Satisfaction Survey was carried out to measure and assess how satisfied employees are with the service they receive from the units; more accurately and quickly execute the processes among the units that have business relationships; improve our Bank’s process quality and internal customer experience, and support its development.
• Employee participation rate in the Internal Customer Satisfaction Survey conducted in 2023 was 84%.
• The Internal Customer Satisfaction Survey is expected to reveal the Bank Units’ strengths, development opportunities, and areas for action.
• We are targeting that the outcomes of the survey will be evaluated together with related Units, and steps will be taken for improvement and development actions.

Document Management System

• Our document management system that covers the guidelines, procedures, processes and similar documents prepared in relation to the Bank’s transactions and dealings has been vested in a centrally managed structure with a manageable, easily accessible and user-friendly design.
• Furthermore, our target is to enable management of the notifications our Units will be providing about a topic associated with their respective field of duty over the said system.

Robotic Process Implementations

• We are targeting to alleviate the operational workload on our business units through robotic technology within the scope of our banking operations.
• Through on-site examination of transactions that we conduct together with our business units, we identify those that create operational workload and yield high gains and provide their inclusion in robotic implementations.
• We are aiming to use robotic automation in banking transactions and our operational activities for having repetitive, unchanging transactions that are performed by employees and have clear-cut rules handled by the digital workforce, and regard expansion of robotic process implementations as one of our main strategies in the coming period, as was the case in 2023.