2014 SUSTAINABILITY REPORT
Employees
Regarding its employees as the architects of its banking business sustainability, Ziraat Bank fulfills its obligations towards its personnel by compensating them appropriately and equitably and by providing them with modern working conditions and with opportunities for professional and personal progression.
Believing that its employees should be individuals who are capable of keeping pace with the demands of the day and are open to change and improvement and who have an affinity for teamwork and an advanced sense of responsibility, Ziraat Bank supports its personnel throughout their careers in line with its philosophy of constant progress.
In its recruitment processes, Ziraat Bank always focuses on seeking out and getting the right people for the right jobs and this principle informs every aspect of those processes. The rights and opportunities that the Bank offers its personnel also enable them to view the future with confidence.
Every year Ziraat Bank conducts a review of its staffing requirements. Available positions and the qualifications required for them are published in the human resources sections of nationally circulating newspapers and they are also announced on Ziraat Bank’s corporate website.
Recruitment exams are conducted by a specialist organization working under contract with the Bank in order to identify potential candidates for employment. Anyone who satisfies the minimum requirements to sit for these exams may apply to do so. Those who receive at least a passing grade are called in for an interview that is conducted by experienced Ziraat Bank personnel. Those who pass the interview successfully are hired. Signing the Ziraat Bank Code of Ethics is one of the requirements of hiring.
Although no new personnel were hired in this way in 2014, the application and testing procedure was initiated and completed during the year in order to identify a large number of people who are to be recruited and hired in 2015.
In keeping with its principle of hiring locally where possible, in 2014 Ziraat Bank asked candidates during the recruitment process to specify which province (city) they preferred to work in.
A total of 1,596 Ziraat Bank employees left the Bank for various reasons in 2014. The Bank’s employee turnover rate last year was 7%.
Seeking to increase employees’ company loyalty by motivating them and to reward employees for their individual contributions to the company’s success, Ziraat Bank has introduced a performance management system whose scope is steadily being expanded to embrace all units of the Bank, including those at its headquarters.
Work is also being conducted on projects to make information more generally available more quickly and more economically through e-learning and mobile training methods. The aim of these projects is to ensure that employees have access to information whenever they need it.
Explicit and transparent notifications about job descriptions and assignments and about performance and reward criteria are sent out by email and published so as to be accessible to all via the Ziraat Bank internet portal. All instances of suspected or alleged irregularities, abuse, etc concerning such matters are investigated by appropriate headquarters units.
The Ziraat Bank Individual Performance Management System is a system for measuring at regular intervals the individual success and ranking of employees based on objective, quantifiable, and previously-specified criteria and information. This system was designed and introduced in 2013 in order to reward superior performance. Its primary function is to enhance the effectiveness of sales personnel.
The Ziraat Bank Individual Performance Management System has been set up so as to allow personnel to be rated in two different ways based either on their numerical performance or else on their competencies. Numerical performance is an expression of the degree to which an employee’s performance conforms to the Bank’s strategic targets as measured by objective criteria associated with each one, the indications of an employee’s competencies (such as their ability to be customer-focused, profitable, and efficient and to manage risk) can significantly raise or lower their numerical performance score.
In the implementation of this system, a current bonus budget was allocated taking the Bank’s profitability and operational results in 2014 into account with the proviso that their total amounts not exceed 8% of the Bank’s aggregate monthly salary payments. This allocation is paid out to recipients as an individual performance bonus at three-month intervals along with their February, May, August, and November salaries based on objectively defined and numerically expressible specific criteria. In this system, which has been set up to focus mainly on marketing in line with the Bank’s strategies and targets, bonuses are calculated so as to enhance the earnings of those who contribute more to the realization of those strategies and targets and paid to employees according to:
The different coefficients that are used when calculating bonuses are determined jointly by business units according to branch segment and scale, individual performance ranking, and job position criteria.
Under a new procedure introduced for the third quarter of 2014, marketing group personnel bonuses were calculated in direct proportion to the numerical performance points in each section. Beginning with the fourth quarter of that year, the bonuses of counter personnel were calculated based on the performance of the counter to which they were assigned.Performance management and career progression highlights at Ziraat Bank
As of the last quarter of 2014, 80.92% of all Ziraat Bank personnel had been brought into the Bank’s individual performance evaluation and management system.
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A review of the Ziraat Bank field personnel who were subject to the Bank’s individual performance evaluation and management system as of the last quarter of 2014 shows that: |
A review of the Ziraat Bank headquarters personnel who were subject to the Bank’s individual performance evaluation and management system as of the last quarter of 2014 shows that 45% of them were male and 55% of them were female.
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52% were employed in marketing group and 48% were employed in operations group positions |
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63% of marketing group field personnel were male and 37% were female.
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56% of operations group field personnel were male and 44% were female.
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Performance evaluation results are used as input when determining employees’ assignments and promotions as well as their performance bonuses. Field personnel who are subject to numerical-based performance evaluation consist of those who are employed in coordinatorships and regional offices and in branches and those who are employed in portfolio and operations units. Headquarters personnel who are subject to the system consist of those who are employed in Company Analysis, Project Analysis, and Operations Center units.
In the case of Competency-Based Performance Management, position- and unit-based competency specifications together with most of the evaluation system design and software work had been completed as of end-2014. Ziraat Bank plans to have its Competency-Based Performance Management System up and running some time in 2016.
The Bank will also continue to enrich career path opportunities both through in-position advancements and through promotions to higher positions.
Personnel who have reached the Authorized level and whose participation in the Ziraat Bank Management Trainee Program in 2015 is successful will continue to be appointed to branch manager positions as needs arise.
A project is currently being conducted to allow requests and opinions concerning changes in employees’ job assignments and locations to be submitted online covering the periods of June-July and December-January.
The Bank plans to update its HR rules and revise some of its HR processes in order to bring them into accord with changes and practices introduced by the collective bargaining agreement that was signed with the Öz Finans-İş trade union on 31 December 2014.
The Ziraat Bank Secret Customer Program was introduced in 2014 in order to obtain additional performance evaluation input by determining such issues as:
The results of the coordinated quarterly (three-monthly) Secret Customer Program performance evaluations that were conducted during 2014 were compiled in reports that were sent out to appropriate units of the Bank for their information. Authorized Branch, Regional Department, and Headquarters users are now able to display polling result details from the web reporting page.
This program will continue to be conducted at three-month intervals until the end of 2016.
As a requirement of its people-focused HR policy, it is very important for Ziraat Bank that people be employed in positions that are compatible with their competencies. Similarly, the Bank also endeavors to fill its management position vacancies in-house from among its own staff.
In keeping with this, Ziraat Bank has moved away from a vertical, title-based organizational structure in favor of a more horizontal structure that is based on job descriptions. With this changeover, the concept of “job position” has also been incorporated into the Bank’s career management processes. Besides holding a title that defines their place in the professional hierarchy, every employee is also associated with a “job position” that describes what they do, what customer segment they do it for, and whether they are involved in marketing or operations.
A Management Trainee Program has been started in order to meet the Bank’s need for management personnel. The training provided under this program focuses on creating the managers of the future.
In the conduct of its promotions program in 2014, 25.16% of Ziraat Bank employees took part in written examinations and/or interviews determine their readiness to be promoted to a higher position. A total of 4,006 employees received promotions as a result of their successful performance during these exams.
The salaries and compensation paid to Ziraat Bank personnel undergo a year-end annual review for each coming year.
Ziraat Bank’s remuneration system was reviewed during 2013 and a number of changes that were identified in light of existing needs went into effect on 1 January 2014. One of these is a supplementary payment that is made in lieu of promotion to personnel who have satisfied the minimum seniority requirement for promotion to a higher position than their current one but are not promoted. This payment is made in addition to their regular salary.
Remuneration Committee
The Ziraat Bank Remuneration Committee is responsible for monitoring and supervising remuneration practices on behalf of the Bank’s Board of Directors. This committee reviews and assesses remuneration policies and practices in order to determine their compatibility with the Bank’s code of ethics, strategic objectives, and risk management principles and it makes recommendations concerning them to the Board of Directors at regular intervals.
The remuneration that is paid to the Bank’s CEO and to the members of its board of directors is decided upon at each year’s general meeting. Such payments are determined in line with a proposal that is made by the representative of the Treasury Undersecretariat.
All salary compensation and other emoluments at Ziraat Bank are paid to employees exclusively on the basis of their job titles and duties without consideration being given to gender or any other distinction.
Collective Bargaining Agreement
A number of provisions applicable to remuneration policy and contained in the collective bargaining agreement with the Öz Finans-İş trade union went into effect as of 1 January 2015.
The Öz Finans-İş trade union was authorized to negotiate collective bargaining agreements with Ziraat Bank under letter 75014829/103.03/16164 dated 7 September 2014 from the Ministry of Labor and Social Security (General Directorate of Labor). Negotiations, which were conducted pursuant to article 47 of Statute 6356, were concluded as of 31 December 2014 and resulted in Ziraat Bank’s signing the first collective bargaining agreement in its history.
Under this two-year contract, which went into force on 1 January 2015, Bank personnel who are members of the Öz Finans-İş trade union enjoy a number of additional rights that include supplementary payments in their monthly salary and leave time.
70.2% of Ziraat Bank’s employees are union members as a consequence of the Bank’s respectful and protective attitude to employee rights.
The contract also specifies notice periods that must be complied with when work agreements are to be terminated by the employer or by an employee.
70.2% of Ziraat Bank’s employees are union members.
Pensions and Retirement Benefits
A group pension scheme to which the employer also contributes went into effect for Ziraat Bank employees as of 1 January 2013. This scheme is being managed by Ziraat Hayat ve Emeklilik AŞ, Ziraat Bank’s life insurance and pension provider subsidiary. Under the original terms of the agreement, Ziraat Bank agreed to pay an employer’s contribution of not more than 3% of a participating employee’s gross monthly salary, provided that the employee did the same, except that in neither case could the contributions be less than TL 50 a month.
Effective 1 January 2014, the employer’s monthly contribution was fixed at a flat-rate TL 50 while the matching employee contribution requirement was abolished. The employer’s contribution was increased to TL 100/month as of 1 January 2015. Under the terms of the same pension scheme, Bank employees and their relatives who sign up for the plan do not have to pay entrance or administrative fees and they also qualify for a management fee discount.
Overtime
In principal, employees are expected to complete a regular day’s work within regular working hours. In 2014 a system was introduced at the Bank that enables the overtime that branch and regional unit personnel put in to be tracked methodically. Besides standardizing payments for overtime throughout the Bank and making them more transparent, this system has also made it possible to determine units’ staffing requirements more effectively.
Attention is given to units and personnel claiming large amounts of overtime, the reasons for excessive overtime are investigated, and measures are taken to reduce it.
Healthcare and benefits
Ziraat Bank employees who are not civil servants and their family members qualify for regular Social Security Agency healthcare and benefits. Principles and procedures have also been laid out that allow additional healthcare benefits to be paid to them out of Ziraat Bank’s budget subject to allocations authorized by the Board of Directors. Bank personal who are members of the TZHVakfı Health & Pension Fund receive payments from its budget.
The Bank has also entered into special agreements with healthcare providers such as hospitals, medical imaging centers, and doctors’ surgeries where its employees qualify for discounts. Information about such places is accessible to all employees via the Bank’s internet portal.
Employee leave
Ziraat Bank employees’ paid annual leave entitlements are subject to general provisions of labor law governing such matters. Union-member employees who have been working for the Bank for less than five years qualify for fourteen rather than sixteen days of paid annual leave. Ten days of this leave must be taken as a single, uninterrupted block of time. Announcements concerning this rule are made regularly. Employees’ use of their leave time is tracked closely.
Ziraat Bank conducts many different training programs in its ongoing efforts to ensure that its employees have the knowledge and skills they need to perform their jobs effectively.
Training activities in 2014 were conducted under the following headings:
During 2014, training was provided to 14,719 employees. Average training time per person was 15.46 hours.
Owing to the dimensions and reach of its service network, Ziraat Bank makes extensive use of e-learning in the conduct of its training activities in support of regular classroom training. Besides making it possible to provide more training to more people in less time and without interrupting work schedules, e-learning also means that people can access training materials and resources whenever and wherever it is convenient and also proceed at their own pace. By reducing the need to travel to and from training venues, e-learning even makes its own indirect contribution to environmental wellbeing. 118,277 employees took part in the Bank’s e-learning programs in 2014.
During the year, Bank employees were also provided with training on issues related to the prevention of money-laundering and terrorism financing. Detailed information about this training is provided in the accompanying chart. 97.97% of all Ziraat Bank personnel have taken part in this training.
Ratio of training recipients/total employees (%) |
Headquarters |
Classroom |
0.84 |
97.97 |
Distance |
93.33 |
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Branches/Agencies |
Classroom |
0.46 |
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Distance |
98.42 |
Male |
Female |
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Position |
Individual Trainees* |
Average Training Time/Person |
Individual Trainees* |
Average Training Time/Person |
Managerial |
6,353 |
1.84 |
1 |
0.67 |
Other |
30,600 |
15.40 |
12 |
12.09 |
Total/Average |
36,953 |
17.23 |
17,064 |
12.76 |
* Individual trainee: This term is used in the Bank’s training statistics. If one employee takes part in three different training programs during a year, he counts as three “individual trainees” even though he is only one person.
Other training activities
Professional skills training was provided to 970 vocational highschool and 20 university students in 2014 while 2,080 university students received training under the Bank’s internship program.
“Ziraat’e Hoşgeldiniz” (“Welcome to Ziraat”) is a booklet which has been prepared and is distributed to newly-hired personnel as a handy source of information to introduce them to the Bank and its corporate culture and to ease them into their jobs.
1) The Ziraat Bank Learning Management System will be commissioned. This system will allow:
2) Distance learning modules based on the findings of the New Auditing Model
These modules will allow the New Auditing Model’s findings to be used in order to formulate training that is entirely needs-based and even personalized. Distance learning modules will be designed so as to ensure that such training is made accessible to bank employees faster. This will have the additional benefit of allowing an individual to complete identified training requirements as well.
3) Mobile training materials for managers and authorized personnel
Training materials in the form of mobile apps will allow these personnel to do their training whenever and wherever it is convenient. Designed to be succinct and brief, such training can be supported by means of video, audio, visuals, and text without any need for additional infrastructure investment.
4) Use of performance management data to analyze training requirements
The Bank plans to organize training and development programs that target areas in which its employees need to improve their basic, functional, and managerial competencies.
Ziraat Bank ensures that it is in full compliance with the Occupational Health & Safety Act (Statute 6331). The Bank is classified as a “low-risk workplace environment”.
As required by that act, a Ziraat Bank Occupational Health & Safety Coordination Committee has been set up and is charged with fulfilling its occupational health and safety duties and responsibilities as an employer. This committee is presided over by the Assistant General Manager for Financial Coordination. It members consist of relevant department heads, workplace physicians, safety officers, and employee representatives.
The duties and authorities of the Ziraat Bank Occupational Health & Safety Coordination Committee include:
As mandated by law, the Ziraat Bank Occupational Health & Safety Coordination Committee convenes regularly at least once every three months. During these meetings, participants discuss issues applicable to their duties and authorities such as Bank employee H&S training, first aid training, regular health checkups, regular tests and care, risk assessment reporting, drills and evacuation procedures, and issues involving subcontractors.
During 2014, 3,752 people were provided with occupational health & safety training at Ziraat Bank.
No Bank personnel are employed in jobs that expose them to high risk of accident or of contracting particular illnesses.
During 2014, no workdays were lost at the Bank for such reasons as workplace-related injuries, occupational illnesses, strikes, lockouts, natural disasters, or building destruction or collapse.
Similarly neither were there any fatal workplace accidents at Ziraat Bank in 2014.
The collective bargaining agreement between Ziraat Bank and the Öz Finans-İş trade union also contains occupational health & safety provisions governed by Statute 6331 and its applicable regulations and directives.
Because it gives great importance to employee communication, Ziraat Bank makes use of a variety of channels in order to ensure the effectiveness of such communication.
Ziraat Bank Employee Suggestion System
Adhering to and supporting innovative approaches in employee communication, Ziraat Bank regards its employees’ suggestions and feedback as opportunities to constantly make improvements.
In 2014 Ziraat Bank introduced an employee suggestion system which is actively used by all Bank employees and which ensures that their suggestions are directed quickly to appropriate persons and dealt with. The objectives of the Ziraat Bank Employee Suggestion System are to involve employees in decision-making mechanisms, to have the benefit of employees’ knowledge and experience, to encourage employees to come up with improvements, and to constantly enhance service quality and efficiency.
Thanks to this system, it is possible for employees’ suggestions to be received and acted upon immediately by the units concerned with them. During 2014, 7,205 suggestions were sent through the Ziraat Bank Employee Suggestion System and acted upon as deemed necessary.
Transfer Request System
In 2014 a new system for receiving and handling employees’ transfer requests was introduced. Under this new system, employees wishing to be reassigned to a different place may forward their request to the Human Resources Department at designated times of the year and with the approval of their supervisor.
This system includes a scoring module that allows these requests to be evaluated objectively. Another feature of this system is that it allows managers to contribute to the employee career progression process by recommending changes in an employee’s job assignment based on their own assessment of the individual’s abilities.
In situations where such changes would have an impact on an employee’s entitlement rights, the individual is notified in writing and given six business days in which to accept or reject the changes.
A breakdown of below mentioned positions at Ziraat Bank by gender, age group, and educational level is presented below.
Table 1 (Gender breakdown)
| Position/Gender | Male (%) | Female (%) | Total (individuals) |
| Assistant General Manager | 100 | 11 | |
| Group Head | 85.71 | 14.29 | 7 |
| Department Head | 95.45 | 4.55 | 44 |
| Regional Coordinator | 100 | 9 | |
| Regional Manager | 100 | 38 | |
| Total | 97.25 | 2.75 | 109 |
Table 2 (Age breakdown)
| Position/Age | 30-40 | 41-50 | 51+ | Total (individuals) |
| Assistant General Manager | 9 | 2 | 11 | |
| Group Head | 4 | 3 | 7 | |
| Department Head | 16 | 28 | 44 | |
| Regional Coordinator | 3 | 6 | 9 | |
| Regional Manager | 2 | 26 | 10 | 38 |
| Total | 18 | 70 | 21 | 109 |
Table 3 (Educational level breakdown)
| Position/Education | Associate degree (%) | Bachelor’s degree (%) | Master’s degree (%) | Doctorate (%) | Total (individuals) |
| Assistant General Manager | 81.82 | 18.18 | 11 | ||
| Group Head | 85.71 | 14.29 | 7 | ||
| Department Head | 56.82 | 36.36 | 6.82 | 44 | |
| Regional Coordinator | 11.11 | 66.67 | 22.22 | 9 | |
| Regional Manager | 73.68 | 23.68 | 2.63 | 38 | |
| Total | 0.92 | 67.89 | 27.52 | 3.67 | 109 |
A breakdown of Ziraat Bank human resources by gender, age group, and educational level is presented below.
Table 1 (Breakdown by gender)
| Gender | # individuals | % |
| Male | 14,235 | 60.27 |
| Female | 9,382 | 39.73 |
| Total | 23,617 | 100.00 |
Table 2 (Breakdown by age group)
| Age | # individuals | % |
| 30 - | 7,858 | 33.27 |
| 30-50 | 13,816 | 58.50 |
| 51+ | 1,943 | 8.23 |
| Total | 23,617 | 100.00 |
Table 3 (Breakdown by educational level)
| Educational Level | # individuals | % |
| Middle school | 65 | 0.28 |
| Highschool | 3,009 | 12.74 |
| Associate degree | 2,961 | 12.54 |
| Bachelor’s degree | 15,484 | 65.56 |
| Master’s degree | 2,064 | 8.74 |
| Doctorate | 34 | 0.14 |
| Total | 23,617 | 100.00 |
Table 4 (Breakdown by assigned unit)
| Unit | # individuals | % |
| Regional | 281 | 1.19 |
| Headquarters | 4,530 | 19.18 |
| Branch | 18,714 | 79.24 |
| International | 92 | 0.39 |
| Total | 23,617 | 100.00 |
Employee assignments to positions in Ziraat Bank’s organizational structure and broken down by gender are shown below.
| Unit | Male (%) | Female (%) | Total |
| Headquarters Office | 62.05 | 37.95 | 4,530 |
| Regional Coordinator’s Office | 68.63 | 31.37 | 51 |
| Regional Office | 76.96 | 23.04 | 230 |
| Corporate Branch | 52.6 | 47.4 | 384 |
| Entrepreneurial Branch | 59.9 | 40.1 | 1,778 |
| Branch | 59.67 | 40.33 | 16,552 |
| International | 73.91 | 26.09 | 92 |
| Total | 60.27 | 39.73 | 23,617 |
The data related to parental leave at Ziraat Bank in 2014 is as follows:
| In 2014 | Female | Male |
| a. Number of employees entitled to parental leave (according to gender) | 842 | 856 |
| b. Number of employees taking parental leave (according to gender) | 842 | 856 |
| c. Number of employees returning to work at the end of parental leave (according to gender) | 840 | 846 |
| d. Number of employees returning to work at the end of parental leave and were still working for the Bank twelve months later (according to gender) | 839 | 842 |
| e. Rates at which employees who take parental leave return to and remain in their jobs (according to gender) | 99.6% | 98% |
The breakdown of employees who took part in exams to be promoted to a higher position in 2014 at Ziraat Bank is as follows:
| Job category | Male | % | Female | % | Total |
| Attorney | 3 | 33.33 | 6 | 66.67 | 9 |
| Engineer | 7 | 100 | - | 0 | 7 |
| Service Chief | 1,432 | 59.79 | 963 | 40.21 | 2,395 |
| Service Officer | 1,210 | 68.25 | 563 | 31.75 | 1,773 |
| Specialist | 100 | 56.82 | 76 | 43.18 | 176 |
| Assistant Specialist | 63 | 49.22 | 65 | 50.78 | 128 |
| Assistant Manager | 407 | 53.62 | 352 | 46.38 | 759 |
| Support Assistant | 657 | 94.4 | 39 | 5.6 | 696 |
| Total | 3,879 | 65.27 | 2,064 | 34.73 | 5,943 |
Ziraat Bank’s organizational structure and personnel turnover based on age breakdown is shown below:
| Unit | 2014 New Hires | 2014 Terminations | Personnel Turnover Rate | ||||||||||||
| Male | Female | Total | Male | Female | Total | Male | Female | Total | |||||||
| Headquarters | 264 | 73 | 337 | 10 | 5 | 8 | |||||||||
| 19-30 | 45 | 16 | 61 | 6 | 3 | 5 | |||||||||
| 31-40 | 28 | 17 | 45 | 3 | 3 | 3 | |||||||||
| 41-50 | 33 | 25 | 58 | 5 | 7 | 5 | |||||||||
| 51+ | 158 | 15 | 173 | 39 | 23 | 36 | |||||||||
| Coordinator’s Office | 246 | 174 | 420 | 2 | 1 | 3 | 4 | 5 | 4 | ||||||
| 19-30 | 124 | 83 | 207 | 1 | 1 | 0 | 8 | 4 | |||||||
| 31-40 | 98 | 81 | 179 | 1 | 1 | 7 | 0 | 5 | |||||||
| 41-50 | 24 | 10 | 34 | 1 | 1 | 11 | 0 | 10 | |||||||
| 51+ | 0 | 0 | 0 | ||||||||||||
| Regional Office | 26 | 13 | 39 | 7 | 8 | 7 | |||||||||
| 19-30 | 3 | 1 | 4 | 1 | 2 | 2 | |||||||||
| 31-40 | 2 | 3 | 5 | 2 | 4 | 3 | |||||||||
| 41-50 | 4 | 4 | 8 | 7 | 19 | 10 | |||||||||
| 51+ | 17 | 5 | 22 | 77 | 167 | 88 | |||||||||
| Corporate Branch | 1 | 1 | 1 | 4 | 5 | 1 | 3 | 2 | |||||||
| 19-30 | 1 | 1 | 3 | 3 | 0 | 5 | 3 | ||||||||
| 31-40 | 0 | 0 | 0 | ||||||||||||
| 41-50 | 1 | 1 | 2 | 9 | 7 | 8 | |||||||||
| 51+ | 0 | 0 | 0 | ||||||||||||
| Entrepreneurial Branch | 3 | 2 | 5 | 27 | 17 | 44 | 3 | 3 | 3 | ||||||
| 19-30 | 1 | 1 | 10 | 6 | 16 | 3 | 2 | 3 | |||||||
| 31-40 | 2 | 1 | 3 | 3 | 4 | 7 | 1 | 2 | 1 | ||||||
| 41-50 | 1 | 1 | 2 | 3 | 5 | 2 | 4 | 3 | |||||||
| 51+ | 12 | 4 | 16 | 59 | 100 | 65 | |||||||||
| Branch | 41 | 21 | 62 | 853 | 301 | 1,154 | 8 | 4 | 7 | ||||||
| 19-30 | 25 | 13 | 38 | 129 | 90 | 219 | 3 | 3 | 3 | ||||||
| 31-40 | 13 | 6 | 19 | 53 | 25 | 78 | 2 | 1 | 2 | ||||||
| 41-50 | 3 | 2 | 5 | 105 | 82 | 187 | 5 | 6 | 6 | ||||||
| 51+ | 566 | 104 | 670 | 41 | 42 | 41 | |||||||||
| International | 2 | 1 | 3 | 3 | 4 | 3 | |||||||||
| 19-30 | 0 | 0 | 0 | ||||||||||||
| 31-40 | 0 | 0 | 0 | ||||||||||||
| 41-50 | 0 | 0 | 0 | ||||||||||||
| 51+ | 2 | 1 | 3 | 44 | 33 | 40 | |||||||||
| Total | 291 | 197 | 488 | 1,175 | 410 | 1,585 | 8 | 4 | 7 | ||||||
* Because of closing or segment changing of Commercial Branches (conversion into Corporate Branch, Entrepreneurial Branch, Branch) in the beginning of 2014, 378 Commercial Branch employees are not included in the average personnel number.
** The 11 employees who resigned from Commercial Branches in 2014 are not included in the number of total personnel.
55%
45%