The leaders of Sabancı Group are expected to be individuals that embody Sabancı values, focus on growth, are adaptable to a high-performing culture, who are innovative, team-driven and can integrate with different cultures. They are also required to be in constant search for challenging, resilient and flexible opportunities, embracing a proactive approach to pioneering their best practices and who are can work effectively in ambiguity and within complex structures. These are individuals who can view crisis situations opportunistically, believe in innovation, produce value together, mobilize and inspire their teams, monitor the global economy and wonder about the impact of their business outcomes.
The Young TALENTS OF Sabancı
In 2016, 39 young employees within the Group companies who had demonstrated high-potential graduated from the Young Talents of Sabancı program after participating in networking opportunities and being exposed to company management via simulation.
During the year, 16 managers graduated from the SA LAB program, which launched in 2016 for mid-level executives. The program will enable them to focus on business intelligence issues that will raise awareness of value-driven management and to see their contribution in the bigger picture.
A total of 11 managers consisting of Executive Managers and Directors participated in the fourth edition of SA-EXE. This program helps executives make effective leadership choices in uncertain and complex situations thereby improving strategic decision-making skills, all supported by simulation.
The Sabancı Leadership Team (SALT) training program is a significant threshold training for all business leaders who have excelled to the top management levels. This successful program includes participation by managers of the general headquarters and higher positions. During the program, managers confront and face themselves and their leadership qualities which are expected to be shaped by the expectations of Sabancı.
The Future Forums program, launched 10 years ago, aims to support a mental transformation that will enable the Sabancı Group to think beyond the sector and market boundaries by adopting a market and customer-focused approach that will support the sustainable growth objective of each activity. The Future Forums, in which the Group companies actively participate, celebrated their sixth term graduation year in 2016.
Community Mentorship Program
The Community Mentorship Program, launched nine years prior, was re-initiated once more in 2016. This type of activity in particular is believed to contribute to the individual development of experienced managers and employees as well as to the formation of the “coaching culture” that helps form the “community that contributes to each other’s success.”
28th Floor Conversations
During the year, the high-potential staff of the Group companies convened with the Holding’s top management during specified lunch breaks. Both their talents were introduced while senior management answered their questions and received employee feedback. This was the 14th session of the widely popular luncheons in which 116 talented personnel were hosted.
The Sabancı Golden Collar Awards
Sabancı Holding and the Group companies play an important role in many domestic and international projects with regards to incorporating women into the economy and fostering equality in the workplace. The Sabancı Golden Collar Award program, held for the seventh time, addresses the communication of issues that are critical to the community. These issues ranged from equality at work and human capital investment to digitalization and innovation, enterprise and corporate entrepreneurship to market focus and productivity-value-creating categories that should be granted to all employees. Best practices are emphasized and appreciated and awarded as priority targets.
Developing and Reinforcing the Organization
The organization, human resources, systems and processes are constantly reviewed and restructured based on evolving needs in order to maintain the Group’s success. The performance of high potential employees is monitored and evaluated in line with the Group’s current and future needs. Importance is placed on assignment, transfer and rotation applications for the development of personnel and the organization.
Total Reward Management
By using competitive reward management applications to attract a quality workforce to the Group and increase employee loyalty, personnel are encouraged to take responsibility for the results of their own work. The contribution, success and high performance of staff members are recognized with employees rewarded for the responsibility they bear and the value they add to the organization.
Boosting Employee Motivation and Loyalty
Retaining personnel at the Company, fostering loyalty and, most importantly, creating a passion and excitement for the work increases our competitive edge. One of the most important elements of motivation is employee understanding of the added value they have created and seeing the big picture. The goal is to take note of the suggestions and expectations of the staff and constantly develop loyalty boosting approaches while providing a safe, healthy work setting where ethical values are practiced and the balance between professional life and private life is taken into consideration.