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Human
Capital

We see ourselves as one, diverse, engaged and inclusive team and consider it our Human Capital. We listen to the expectations of our employees, aim to create a satisfactory workplace and invest in their development through talent development programs.

Talent Management

Talent Management

2019 Goals
Have a more integrated Talent Management process with Performance Management, Leadership Development and International Assignments.

Renew the process which enables to focus on different talent dimensions, and a single Future Leader understanding.

Focus on tailor made IDP’s for critical position holders and successors enabling them to realize their career aspirations in line with TDF plans.
Performance
in 2019
Defined new talent dimensions in line with CCI Future Competencies.

Created one single tool which enables the transparency and objectivity of the assessments used across CCI.  
Structured IDP’s of the critical position holders and revisited successors
Status: Achieved
2020 Goals
Re-design and enhance “Career Navigation Journey” at CCI.
2019 Goals
Manage the process more integrated with other HR systems including Learning and Development, Compensation and Benefits, etc. Start the pilot studies for transforming our performance management system into a more innovative, up to date process
Performance
in 2019
Finalized pre-work like benchmark studies, consultancy inputs, engagement survey outputs, designed an online platform for the pilot study and created a project team to kick off the piloting Designed Upward Feedback Survey and 360 Degree Survey to support continuous feedback initiative.
Status: Achieved
2020 Goals
Integrate Continuous Performance Model Platform at Group Office Conduct Upward Feedback and 360 Degree Surveys across all CCI operations
2019 Goals
Raise the Talent Readiness Index (TRI) from 46% to 55% until the first Talent Development Forum (TDF) in May and from 53% to 60% by the second TDF at year-end
Performance
in 2019
Increased Talent Readiness Index (TRI) from 46% to 53% during mid-year TDF session and sustained the result at the year-end TDF session as 53%
Status: Partially Achieved
2020 Goals
Raise the Talent Readiness Index (TRI) from 53% to 57% in 2020
CCI Talent Management Strategy
We ensure to create high performing one team culture that enables each employee in the organization to get involved in talent management processes standardized across CCI. All employees are committed to CCI values with a willingness to undertake a variety of functional roles and/or responsibilities in different geographies we operate and demonstrate IMPACT leadership behaviors to sustain business results and future growth.
Talent Segmentation Tool
In 2019, we continued to “objectively identify and diversify talents” and introduced “Talent Segmentation Tool” that enabled us to identify “talents” according to their different development needs and career aspirations as “Core Talent”, “Extending Talent”, and “Future Leader”. During the identification, standardized mechanisms and assessment processes have been used across CCI to maintain the process in a transparent, objective and equal way.
Talent Development Forum
One of the core parts of our Talent Management System at CCI, Talent Development Forum (TDF) also continued in 2019. We conducted two forums in May and October respectively and reviewed our talent pools, bench strengths and requirements to fill the critical positions with the right people accordingly. Talent Readiness Index (TRI), which is a customized index to show the usage of internal talent pool ratio, and to trace and track the overall succession readiness (indexing bench strength) across CCI continued in 2019. We achieved an index level of 53% - with seven points increase - and in 2020 we aim for 57% for critical positions and for all successors across CCI.
One People Technology
Platform
We strengthened employee experience by integrating talent management processes into our new “One People Technology Platform” initiated in 2019. One People Platform provides end-to-end information and is a one-stop solution to a career at CCI and is supported with mobile and interactive applications. This platform helps CCI employees to follow up their performance objectives, Individual Development Plans (IDP’s) and talent profiles. Another e-talent source integrated into system has been the online Talent Profile, where our employees create their own personal career pages including their educational background, internal and external professional experiences, critical assignments/projects, key achievements, career aspirations, language skills and mobility preferences.
Individual Development
Plans
In 2019, we continued to monitor Individual Development Plans (IDPs) of all our critical position holders and successors in line with their short and long-term career aspirations, future capability building needs and competency development requirements. In 2020, we aim to measure their development progress through 360 Degree Feedback Evaluation Survey that was revisited and restructured with the usage of IMPACT Leadership Behavior Model in 2019 and Upward Feedback Survey that was introduced also in 2019 to foster reverse feedback culture by providing direct feedback of the employees to their managers through a user-friendly and practical tool. Both surveys will be utilized in 2020 with the kickoff Performance Management System. The CCI Performance Management Process continues to facilitate both business objectives and people objectives that are aligned with CCI’s vision and secures that our organization delivers successful results by improving the skills, capabilities and competencies of the teams and the individuals.
Plans for 2020
In 2020, we will be focusing on promoting feedback culture in CCI, by utilizing newly introduced “Upward Feedback Survey” and “360 Degree Survey” redesigned in line with our IMPACT Model, piloting continuous feedback driven Performance Management System and re-designing and enhancing “Career Navigation Journey at CCI”.
Talent Acquisition
To upgrade our standardized talent acquisition process, we launched workshops across CCI. During these workshops, global trends were reviewed. The key focus was to leverage technology in all processes and automating end to end talent acquisition process across CCI.
In addition, various social media channels were used more effectively to extend our reach to young external talents. Campus recruitment and holding career fairs at key universities continued in 2019 as well.
CCI Next Talent
In 2019, we designed the management trainee program called “CCI Next Talent” that aims talent intake at early career stages and to enhance CCI’s employer branding. Next Talent is designed for 4th-grade university students to gain part-time experience in Finance, Sales, Human Resources, Marketing or Supply Chain Departments.
Also, during their 18 months next talent process; they can gain project management experience with CCI mentors. We received about 2,000 applications on CCI’s job application page and candidates attended English Proficiency Test, General Ability Test, Video Interview, Real Time Gamification and prepared project presentations as assessment.
Next Talent is the program that uses real-time gamified assessment for the first-time selection. Therefore; it creates real impact and excitement for all stakeholders of this program. At the end of the selection process, 14 Next Talents joined CCI and started their journeys in December 2019. During their part-time period, they focused on different projects for CCI.
With Next Talent Program; on one side CCI finds an opportunity to inject young talents who have the potential to promote to the managerial roles in a short time, and on the other, university students find the opportunities the gain corporate experience as part-time and can enjoy their full-time job offers even before their graduations.
In 2019, we designed the management trainee program called “CCI Next Talent” that aims talent intake at early career stages and to enhance CCI’s employer branding. Next Talent is designed for 4th-grade university students to gain part-time experience in Finance, Sales, Human Resources, Marketing or Supply Chain Departments.
Learning and Leadership Development
2019 was a year focused on creating differentiated learning and capability development interventions to cater our diverse workforce in our geographies. While the goal is to strengthen leadership skills to enable business continuity and future growth, it is equally important to create platforms through which employees can take charge of their own skill development and remain ahead of the curve.
Goals and Commitments
2019 Goals
Building Internal Coaching Capabilities
Performance
in 2019
“Leaders as Coaches” included as a key content in all capability and leadership development program. Participants of accelerate 2.0 and Women in Leadership received coaching and applied their learning by coaching internally. Spent 1000+ hours for coaching
Status: Achieved and on-going
2020 Goals
Launch Internal Coach Pool Introduce a technology platform to automate the process. Provide external coaching to employees. Continue providing coaching skills training and refreshers to strengthen continuous coaching mindset.
2019 Goals
Launch Accelerate 2.0 for all country LT team and ELT for Group, Kazakhstan, Pakistan & Turkey
Performance
in 2019
78 leaders from all CCI countries attended Accelerate 2.0 in four groups.
Status: Achieved
2020 Goals
Organize Accelerate Homecoming for all attendees to capture learning into action.
2019 Goals
Launch Women in Leadership
Performance
in 2019
22 delegates attended the program and successfully completed the curriculum.
Status: Achieved
2020 Goals
Launch 2 more cohorts
2019 Goals
Design and implement leadership development for younger workforce
Performance
in 2019
U30 Strategy Camp executed for 49 young leaders from all CCI countries.
Status: Achieved
2020 Goals
Design and implement U30+ Building Leaders of Tomorrow Program.
The Learners Hub
This platform is designed for the modern learner, with a purpose of making learning more accessible, enabling on the go, curated and customized learning pathways to up-skill and re-skill CCI’s workforce. It has been setup and launched. CCI e-library pilot, in partnership with an online publishing company of audio and e-books was initiated. Within a short span of four months, 7,000+ books were downloaded and 80% of the beneficiary employees recommended its continuation.
Operating in frontier markets requires us to develop creative solutions to build our future talent and leaders. In 2019, one such example is “Leadership Capability Development Project” for Iraq, which was developed based on the feedback obtained in the focus group with selected local talents. Not only this program received appreciation and recognition at the Board level, but also was identified as a best practice, to be replicated in 2 more CCI countries.
Building business English proficiency was a key priority in 2019. We took firm actions across all CCI countries to further strengthen linguistics and communication capabilities by running multiple workshops and virtual learning solutions.
Average Hours of Training per Employee
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*Turkey operations include factories and sales offices.
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*Other includes competencies, PAC and general trainings.

Employee Engagement

Employee Engagement

Goals and Achievements
2019 Goals
Execute 2019 CCI Employee Engagement Survey within all CCI countries.
Performance
in 2019
Executed CCI Employee Engagement Survey (“Voice of CCI)
Status: Achieved
2020 Goals
Acquire and pilot a pulse check survey tool for the immediate needs in addition to the engagement surveys done in two years’ time.
Since people are one of the key pillars of our vision, employee engagement is a fundamental focus area to effectively manage our human capital and create value. We continuously run systems and programs that offer support to our employees, improve their skills, knowledge, competence, and raise their work and living standards. Our aim is to provide a pleasant workplace and a balanced work life for our employees.
At CCI, we are advancing decisively towards our goal of making CCI “A Great Place to Work”. Therefore, we conduct periodical engagement surveys and focus group studies in order to solicit employees’ ideas about and suggestions for their CCI experience. Through these surveys we are able to determine our key strengths and opportunities for improvement and to take measures as needed to support our company’s sustainable development. In 2019, CCI Employee Engagement Survey “Voice of CCI” was executed with 85% participation rate. The engagement score of CCI is increased nine points in comparison to 2016 survey.
New Hires by Age
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*Turkey operations include factories and sales offices
Turnover by Age
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*Turkey operations include factories and sales offices
Local Senior Managament Employment Rate by Location
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Human Rights
Community Development