CORPORATE DEVELOPMENT AND OPERATIONAL EXCELLENCE

Internal Customer Satisfaction and Process Quality:

The Bank operates on the understanding that improving external customer satisfaction primarily depends on ensuring internal customer satisfaction. An “Internal Customer Satisfaction Survey” was conducted to measure the quality and efficiency of inter-departmental relations, one of the most critical factors affecting Employee Satisfaction. The participation rate in this survey, conducted in 2025, was a high 88%, and the data obtained are intended to clarify the strengths and development opportunities of the units. Based on the survey results, evaluations to be made with the relevant departments will be transformed into concrete action plans to improve process quality and the internal customer experience throughout the Bank.

Innovation-Focused Suggestion Platform:

The “Suggestion Platform” was launched within the Bank to foster a culture of innovation, increase operational efficiency, and generate solutions to existing problems with employee participation. This digital platform, through which all employees can directly share their innovative ideas, is positioned as a strategic tool for expanding organizational capabilities. The visionary ideas presented by employees to improve business processes are expected to play a fundamental role in achieving Türk Eximbank’s strategic goals and elevating its service quality to global standards.

Continuous Improvement Culture with Lean Six Sigma:

The “Lean Six Sigma” program was launched to ensure the effective use of resources, minimize errors and waste, and provide high-quality service to all stakeholders. Within the scope of this program, which aims to make the philosophy of problem-solving and continuous improvement a part of the corporate culture, comprehensive Yellow and Green Belt training was organized for employees. Employees who successfully completed the training processes and examination requirements became eligible to receive the “Lean Six Sigma Green Belt Certificate.” With the completion of the projects identified in the first phase of the program, it is planned to expand the Lean Six Sigma methodology throughout the Bank and make the increase in efficiency sustainable in the upcoming period.

Human Resources (HR) Practices

As of year-end 2025, Türk Eximbank had a total of 883 employees.

Distribution of Employees by Education

Türk Eximbank’s skilled workforce is the Bank’s primary strength in achieving its strategic goals. As of 2025, the proportional distribution of the total 883 employees by educational level indicates an organizational structure with high academic competency:

Distribution of Employees by Gender

Türk Eximbank continues to maintain its qualified workforce structure in line with the principles of equal opportunity and inclusion. As of 2025, the gender distribution of the total 883 employees is as follows:

Gender Distribution of Managerial Positions

The Bank continues to resolutely implement its sustainable human resources policies aimed at increasing the ratio of female managers and strengthening diversity in decision-making mechanisms.

In line with the vision of strengthening the career and talent management model, assessment center applications measuring employees’ leadership competencies have been implemented. In light of the data obtained from these professional measurement processes, appointments to managerial roles have been made for both our current colleagues and external candidates.

Training and Development Activities

The main purpose of the training and development activities carried out within Türk Eximbank is to equip employees with the competencies required for their positions, support their professional knowledge and personal development, and prepare them for future needs.

In line with this strategy, department and title-based training assignments were carried out in 2025 through the Exim Academy and Udemy Business platforms to develop core, functional, and leadership competencies.

With the goal of increasing operational efficiency and service quality, training in project, process, and productivity management was prioritized, thereby supporting the timely and strategically aligned completion of projects.

Compliance and legislation-focused training and workshops were organized to strengthen the level of regulatory compliance and reduce legal and reputational risks.

To ensure that employees continue to work in a safe and healthy environment, occupational health and safety training, first aid, emergency response, and fire training sessions were provided, enhancing emergency preparedness.

While active participation was ensured in certificate programs organized by the Banks Association of Türkiye, the Participation Banks Association of Türkiye, and Borsa Istanbul, the monitoring of current developments and best practices was supported through sectoral congresses and events.

To strengthen specialized competencies, specific certificate programs such as Interest-Free Banking, Compliance Management, Corporate Sustainability Reporting Expertise, and Treasury and Risk Management were completed.

Within the framework of the digitalization vision, priority was given to cybersecurity awareness and technology-focused digital competency training programs, and the Bank also participated in the Export Academy Program, implemented in cooperation with the Ministry of Trade and the Council of Higher Education (YÖK).

To keep the culture of continuous learning alive, the most popular professional and personal development content on a global scale was made available to employees monthly through the “Topic of the Month” and “Udemy Agenda” applications.

Compensation and Benefits

To manage Human Resources processes more efficiently and effectively, significant steps were taken in the digitalization process, and improvements related to manually performed tasks and procedures continued in 2025.

The digital tracking and reporting of all requests from employees continued through the Exim HR “Help Desk Module,” established to gather all questions and requests related to Human Resources service processes under a single roof.

Under Law No. 6331 on Occupational Health and Safety, the appointment of workplace physicians at all of the Bank’s branches continued. In addition, the appointment of occupational safety specialists at all of the Bank’s branches has begun.

To ensure and maintain employee satisfaction at the Bank, practices such as Nursery Assistance, Birth Assistance, Bereavement Assistance (for first-degree relatives), Marriage Assistance, Assistance for children with disabilities, and Transportation Assistance have continued. Additionally, the Duty Station Compensation and Employer-Contributed Private Pension practices are ongoing. Furthermore, following the relocation of the Bank’s Head Office building in February 2024, a meal card system was implemented for all Head Office employees, and this system is still in effect.

In 2025, “Söz Sende,” the digital platform where employees submit their questions and requests regarding Human Resources processes, continued to be actively used. In addition, “Söz Sende” meetings were initiated to enable employees to share their opinions and suggestions directly.

2026 Human Resources Plans

In 2026, the Bank’s Human Resources and Organizational Development activities were structured around strengthening a competency-based, data-driven, and qualified workforce, improving the employee experience, and digitalizing processes in line with the Bank’s strategic goals. In this context, the goal is to continue developing and sustaining current practices in the areas of recruitment, talent management, training and development, performance management, compensation, and human resources services.

In the area of recruitment and talent management, it is planned to continue implementing recruitment plans aligned with budget and headcount targets, and to make these processes more measurable, transparent, and digital by integrating the new competency model into recruitment and evaluation processes. Within talent management, the goals are to systematically monitor career transitions, evaluate employee potential using data-driven methods, and create department-based competency development maps.

Training and development activities will be conducted in line with quarterly plans to support the competencies required for employees’ positions; training programs will be implemented for identified development areas based on reports from potential tests and assessment center processes. This aims to sustainably support the professional and competency-based development of employees.

In the area of performance management, the implementation of a competency-based performance system is planned. In this context, the goals are to simplify performance evaluation processes, strengthen integration with the 9-box competency matrix, and support feedback mechanisms with a systemic infrastructure. The aim is to create a sustainable performance and feedback culture that supports employee development through regular measurement, monitoring, and action processes.

In the area of compensation and human resources services, it is planned to expand the “Yeniden Söz Sende” meetings that convey employee feedback directly to management at the Head Office, branch, and regional levels. Additionally, the goals are to institutionalize the rules on remote working within the corporate framework, digitalize the processes for sick leave certificates, and increase regulatory compliance and operational efficiency. Within the scope of occupational health and safety, it is planned to complete periodic health screenings for employees with five or more years of service.

Expanding applications that support digitalization in Human Resources processes and increasing the effective use of human resources systems are among the priority goals for 2026. The aim is to develop decision support mechanisms by strengthening data-based reporting, monitoring, and analysis infrastructures, and to continue improvement efforts to increase efficiency, accessibility, and user experience in HR processes.