ADAPTING TO THE FUTURE OF OUR WORK
One of the five main areas we focus on within the scope of our “2021-2025, strategic plan” is “Adapting to the Future of Work”. Sabancı Group embarked on Türkiye’s most comprehensive project of adaptation to the future of work in 2020, in the midst of the pandemic. The results and action plans were shared with the public in March 2021. The study was carried out under seven main dimensions, covering all Group companies.
Under these 7 dimensions, Sabancı Group companies defined their aspirations, charters and roadmaps and set out a 3-year dynamic action plan to reach and lead the ever-moving global best practices. The FoW action plan sets out more than 1,500 medium-term and long-term actions crafted to meet sector needs, global best practices and global trends. 42% of these 3-year action plans were completed in 2021. Once all actions are completed, Sabancı Group companies are expected to distinguish themselves with among the global best practices in their industries in the world in terms of “the Future of Work”.
PHYSICAL & MENTAL HEALTH
The pandemic showed us of the importance of physical, mental and spiritual wellbeing. At Sabancı Group, we have enhanced and will continue to enhance our long-established employee support programs, which are intended for all our employees and their families, with additional physical, spiritual and mental support packages.
In 2021, employee assistance programs including stress-management tools, mindfulness and resilience training programs, wellbeing applications, online dietician support, coaching and expert sessions expanded in usage. We used data analytics and analysis to track the number of employees accessing the programs and address the concerns and issues raised.
In addition to that, we implement practices to ensure employee health and wellbeing such as lactation room specially prepared for nursing mothers, a medical room with a dedicated medical team, flexible and remote working options and alternative working models etc.
for more information on Future of Work and Human Rights, Equality, Diversity and Inclusion please visit 2021 Sustainability Report
LEARNING AND DEVELOPMENT
Since we know that the success of business operations is intertwined with the success of our employees, we prioritize supporting the development and lifelong learning of Group employees. We are working to improve the knowledge, skills, and competencies of our employees by organizing various training and development programs and updating existing programs according to the requirements.
Encouraging the career development of employees, developing existing talents, and increasing employee loyalty by rewarding high performance are essential part of our talent and career management approach. In this context, we support employees in their career journeys through career management processes and facilitate their involvement in different areas or higher positions within the Group. We focus on the development of all employees in the Group, regardless of company, unit, and bluecollar, white-collar or subcontractor status. We implement development programs designed by experts and organize training and development programs for all employees to gain the knowledge and skills needed in our continuously changing business. In 2021, we provided a total of 1.5 million person x hours of training to Group employees.
Reskilling & Upskilling
Reskilling and Upskilling are one of the key strategic priorities in our “Adaptation to the Future of Work” model. We continue to prepare all our employees for the future by investing over TL 200 million in the first three years of our 2021-2025 strategic plan. We aim to fill the gap between talent management and skill inventory. The Program participants’ position rotations, performance scores and motivational status are followed proactively in order to foresee their flight risks.
Sabancı Group also provide graduate level educational support such as sponsoring the education of employees, providing discounts and offering additional leave. In 2021 total of 96* number of employees were supported in their post graduate level educations.
|Group Level Programs
|Upskilling & Reskilling Objective
|Duration & 2021 Participants
|The Industry Leaders (In-Lead) Program was developed to provide professional and leadership development of high-potential technical managers and engineers in Sabancı Group’s Industrials, Building Materials and Energy Group companies.
|An interactive online academy for gaining new skills needed for the future of work such as resilience, innovative thinking, climate change, diversity & inclusion and open for all employees and their families.
~ 1000 participants
|Advanced Data Analytics Academy (ADAA)
|The program mainly supports the “Leadership in Digitalization” principle of our 2021-2025 strategic plan. The 4th cohort was executed focusing on Data Science and Data Translator technical expertise.
|This online and blended cutting-edge development program supports the “innovation” dimension of our 2021-2025 strategic plan and the competencies, which will change the ways of business with courage. The 1st cohort, which includes the Ideathon phase, has been finalized.
Leadership: Leadership Development Programs continued to be conducted across the Group in order to strengthen the diverse leadership pipeline and to extend Sabancı Leadership Models at all levels.
|Group Level Programs
|Duration & 2021 Participants
|Develop to improve the leadership skills of individuals with high potential talent who are new in their business careers as well as being new to the Group
|Developed to improve the leadership potential of Sabancı Group mid-level managers
|Designed for enriching their transformative/connected/inspiring/inclusive leadership styles of CXO and GM Level Leaders
In 2021, Sabancı Group spent TL 68 million on employee training corresponds to an average TL 1,425 per employee.
We endeavor to keep our employees up to date on business ethics as well as to develop their skills and performance. We train every new employee in the Group (including part-time and contracted employees) on Sabancı Group Code of Business Ethics (SA-ETHICS), which serves as a guide for employees. We provide annual refresher training for the current employees to keep their knowledge of SA-ETHICS up-to-date and to raise awareness. Since 2019, we have provided training on Personal Data Protection to educate employees on the importance of personal data protection.
for more information please visit 2021 Sustainability Report
PERFORMANCE, REMUNERATION AND SUCCESSION
At Sabancı Group, we form the basis of sustainable human resources with the Organizational Success Planning (OSP), and annually evaluate the elements of talent management end-to-end on a company basis. In 2021, we carried out the OSP process in line with the Sabancı Leadership Model, which reflects the vision of Sabancı of New Generation. In this context, we considered criteria such as appropriate potential assessment, succession principles, and organizational health.
With the Sabancı Leadership Model, we reveal the competency model that forms the vision of Sabancı of New Generation, and the personality traits, motives and experiences required to fully exhibit these competencies. In this context, we aim to determine the potential of employees and their readiness more accurately for higher leadership roles across the Group and support the career planning and development of employees with rational criteria.
We conducted the OSP process for the senior management of the Group with the Sabancı People Review (SAPR), used to review the potential and developments of senior managers, and created succession plans for management positions. We carried out regular follow-up of our plans. We included intra-company, inter-company, and inter-functional criteria as well as diversity and inclusiveness indicators, such as female succession rate, in our succession plans.
Another matter of emphasis and action is the Strategic Workforce Planning model. This model includes an HR planning approach that anticipates the competencies that will be required by our Group companies in the future to implement their strategic plans and aims to substitute these competencies. With this model, we use advanced data analytics applications to highlight the needs for change in our workforce well in advance and prepare our employees and organizations for these changes.
Career at Sabancı is another practice we carry out to support the career development of our employees. Our employees are the first to learn about the open positions within the Group. We continue the announcement, application and candidate nomination processes on the Sabancı Career Portal. We create opportunities for our employees to gain experience in different companies, industries and units if they so choose. While 49% of the positions opened within the Group in 2021 were filled by internal candidates, a total of 8,122 new employees joined the Group.
Continuous Performance Management
Performance culture is one of the major value-adding elements of our strategy. Performance expectations of companies and employees are clearly defined and monitored through a structured continuous performance management system by using Objectives & Key Results (OKR) and Key Performance Indicators (KPIs).
Adopted by all Sabancı Group Companies, Continuous Performance management system focuses on transparency; stays agile and flexible; supports cooperation; and is fed with open and continuous feedback dialogues. We’re using tailor made performance management software – Perfx (designed and created by Sabancı Group & SabancıDx) to manage the process.
In 2021, 100% of Group employees were subjected to a regular performance evaluation process.
Sabancı Group operates a balanced and effectively managed remuneration system that provides competitive total remuneration opportunities to attract, retain, motivate and reward employees. Remuneration at the Sabancı Group is conducted in accordance with applicable legal and regulatory requirements, as well as market developments.
The Remuneration Model for all employees, including executive positions, is comprised of fixed remuneration consisting of the base salary, employee benefits, allowances and variable remuneration consisting of short- and long- term incentive awards.
Gender equality is one of the key criteria in our remuneration model. Men and women receive equal pay with a male to female pay ratio of 1.0 in our Group. Additionally, Sabancı Group has no raw pay gap against women employees. Sabancı Holding is committed to carrying out an equal pay for equal work study with a raw gender pay gap analysis on an annual basis, maintaining equality going forward. Our action plan to maintain equality include the release of a Group-wide Policy that suggests;
- the disclosure of pay gap figures (both raw pay gap and equal pay for equal work figures) with management level breakdown
- if there are any pay gap on a company basis, each company determines a roadmap for a maximum of 2 years to ensure equality. Wage adjustments can be included in the scope of the mitigation action plan.
Remuneration policies are reviewed and updated annually in view of macroeconomic data, regular detailed salary trend reports received from independent surveys based on peer groups and general industry, the size of each company as well as corporate long-term goals, individual workloads, and in-house and external salary patterns. To support remuneration models with additional benefits, all Sabancı Group companies offer separate side benefits schemes with varying content and flexibility based on role status and requirements in line with employee expectations and needs.
Performance expectations are clearly defined and monitored through a structured continuous performance management system by using Objectives & Key Results (OKRs) and Key Performance Indicators (KPIs). Performance results are used to support remuneration decisions.
Variable Remuneration Components are;
- Short-term (one year) incentives help employees focus their performance on the achievement of key financial and non-financial objectives. (STI)
- Long Term (three-year) incentives are offered to a defined group of the most senior executive positions including CEO within the Sabancı Group, to increase share value and help them gain a shareholder perspective, and to reward long-term performance and Stability. (LTI)
- The Malus and clawback framework is established both for STI and LTI systems as a remuneration safeguard, and it applies to all STI and LTI Participants.
- Both short- and long-term performance indicatorts go beyond financial targets, and include targets such as sustainability, equality, operational excellence. Depending on the nature of business line or function, CEO and Group President sustainability targets include GHG emission reduction, diversification of sustainable products and services, increasing ESG disclosure and rating scores, enhancing climate risk assessments, issuance of policies such as equality, further embedding ESG into capital allocation decisions, development of programs to eliminate unconscious bias on women and quotas on women candidates for leadership positions
* Short Term KPIs are not limited to those included on this page, some of them are shown as samples.
** Change in market capitalization compared to peers for listed companies
*** For non-listed companies
Note: Sabancı Holding had time vesting for long term variable CEO compensation (2020-2022) and will be paid in three consecutive years.
for more information please visit 2021 Sustainability Report