Investor Relations

Human Rights
Human Rights
Human Rights
Human Rights
Human Rights
Core Issues
Human Rights
Core Issues
We are continuing our strategy of growth and branching according to our vision of the "To be the World's Best Participation Bank" and Albaraka brand value with our elite personnel team. Our bank has been one of the most preferred bank with its self-governing personnel who have adopted the team spirit, productivity and quality and open to change and innovation according to the corporate culture.

According to the Albaraka Turk Personnel Regulations Section IV, Article 28 Terms of Employment,

"for Entry level positions at least 18 years of age" condition must be sought. Recruitment, Transfer, Promotion procedures are implemented appropriately without any indiscrimination according to the provisions of Labor Law No. 4857. In cases of cease of employment all procedures are also implemented according to the provisions of Labor Law No. 4857.

Albaraka Turk conducts all of its works by taking human to the center, sees its employees of the Bank as the value which will take the company forward by establishing the corporate culture on solid basis and being aware that human makes the difference in the competition environment. Therefore, Albaraka Turk continues to make sustainable improvements for its employees in their performance evaluation, career planning and the educational process through the Performance and Career Directorate. Examples of improvement works during the 2015 as follows. In 2015, the first mentoring project "MAP" (Mentor Albaraka Project) has been launched. At the first implementation of the project; experienced and successful branch managers have shared their experiences and information with the newly appointed branch managers.

"Star Pool Project" has been launched which covers important processes such as discovering the stars, preparing them for the future administrator positions and keeping these talents within the company. Within the scope of the career management framework, career paths of the Bank has been redesigned and promotion processes have been revised.

In 2015, in order to encourage all personnel to work in line with the Bank's strategic objectives, works to strengthen the bound between individual performance management process and the other HR processes (pay, career, talent management, etc.) have been continued.

 

Training Planning and Applications