Human Resources Policy

The fundamental aim of the Human Resources Policy is to guarantee consistent execution of fundamental principles associated with Human Resources (HR) functions at the Bank such as recruitment and employment, training and development, performance management, labor relations, compensation management and so on.

The basic principles of the Bank’s HR policy are as follows:

• At Türk Eximbank, we explicitly and accurately share the Bank’s vision, mission and values with all our employees, and we target to build the qualified human resource that will be in harmony with this goal.
• We determine candidate selection criteria for hiring in accordance with the requirements of the position, and professional, technical and behavioral competencies.
• We provide our employees with career and development opportunities in alignment with their performance and potentials by way of the competencies we define.
• We assess our employees’ work performances individually on the basis of a system that is formulated towards the Bank’s strategic business goals and defined in accordance with job expectations.
• We clearly share with our employees the criteria and targets associated with the performance expected of them.
• We determine our employees’ training needs depending on their performance results and personal and/or organization’s business development needs.
• We make sure that our training and development capabilities are designed for developing skills and competences to fulfill the identified need, contribute to improved performance and/or provide knowledge for building on existing expertise.
• We target to provide our employees with need-based development opportunities to keep them highly motivated so as to ensure positive attitude and job satisfaction through professional development and lifelong learning support coupled with realistic and measurable performance targets.
• Through our career planning and succession system, we extend support for noticing high-potential employees early, offering the necessary professional knowledge, skills, development opportunities to these employees, and readying them for positions that involve more responsibilities.
• Through succession planning, we raise our future managers from amongst our own employees, and design personalized development programs to flourish our prospective managers.
• We ensure the creation of the communication environment for our employees to freely convey their ideas, suggestions and opinions.

Recruitment Activities

• In 2023, new competence sets designed according to the Bank’s corporate values were created, and enforced in recruitment, career and talent management processes.
• New talents were acquired for our Bank in accordance with the revised recruitment criteria and new title structure formulated according to the HR Strategic Transformation Project launched in 2022.
• It was aimed to digitalize recruitment processes and to decrease operational processes and increase employee productivity; the new career and recruitment model was put into implementation.
• In line with the Digital Transformation strategy, growth in information technology was prioritized to promote employment and to support domestic software and production capacity.
• Custom-designed for our IT teams with the purpose of supporting the Bank’s growth in the technology area and also of contributing to social responsibility, “ExIT Long-Term Internship Program” that made its debut was initiated and our long-term interns comprised of 3rd and 4th grade students started working as part of the Bank’s IT team.

Career and Talent Management

• The new performance system designed to measure employee performance and potential was put into implementation.
• Career and talent management model was developed, and internal and external manager appointments were made which were backed by assessment center practices that measured fundamental and leadership competencies.
• Leadership competencies of our employees were measured, who were then appointed to managerial roles at the Bank.

Training & Development

• All training and development activities at our Bank are intended to equip the employees with the competencies required by their respective positions, contribute to building on their personal development and professional knowledge, and get them future-ready. Training and Development activities carried out accordingly at the Bank in 2023 are as follows:
• With an Educational Campaign approach, our employees were given training programs mostly focused on Leadership, Technical/Professional and Personal Development.
• Managerial Development and Leadership Development training programs were designed and implemented for the Bank’s managers.
• Team Coaching and Individual Coaching training programs are offered for our senior management.
• Unlimited learning catalogues were made available for our employees with the development of the Exim Academy and integration of Udemy Business.
• Under the Internal Trainer project aimed at sharing existing professional knowledge and skills with our employees and at contributing to disseminating the corporate culture at the same time, our colleagues took part in the Internal Trainer Program and received their Internal Trainer certificates at the end of the training.
• Within the frame of an Educational Campaign approach, our employees’ development was backed mainly by Banking Education, IT Training, Manager Development Training, Certification Training and online training programs in 2023.

Remuneration and Fringe Benefits

• Exim HR, our new HR system, was introduced with the aim of managing our HR processes more effectively and efficiently.
• Exim HR Helpdesk Module gathered all kinds of employee questions and requests about HR service processes under a single roof.
• “Contributory Private Pension” practice was enforced to complement the Social Security System with the aims of giving our employees access to increased welfare on the back of additional income during their retirement through investing their savings in private pension, increasing employment by creating long-term funding for the economy, and contributing to economic development.
• Our employees were provided with additional fringe benefits, which include Nursery Benefit, Maternity Benefit, Death Benefit (for 1st degree relatives), Marriage Benefit, Allowance for Children with Disabilities, and Commuter Benefit.
• “Work Location Benefit” was introduced in a bid to maintain our employees’ welfare levels.