SUSTAINABILITY REPORT 2018 - Anadolu Sigorta...CORPORATE GOVERNANCE THE FUTURE OF INSURANCE SECTOR ABOUT THE REPORT At Anadolu Anonim Türk Sigorta Şirketi, we are glad to submit

SUSTAINABILITYREPORT 2018

ANADOLU SİGORTA SUSTAINABILITY REPORT 2018

1

CONTENT

THE FUTURE OF INSURANCE

SECTOR

08

DIGITAL FUTURE

34

CORPORATE GOVERNANCE

14

WORK LIFE

42

INTEGRATING SUSTAINABILITY INTO

BUSINESS MODEL

20

BUSINESS PARTNERS

52

CLIMATE CHANGE

26

SOCIAL RESPONSIBILITY

58

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ANADOLU SİGORTA SUSTAINABILITY REPORT 2018WORK

LIFE

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BUSINESS PARTNERS

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INTEGRATING SUSTAINABILITY INTO BUSINESS

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ABOUT THE REPORT

At Anadolu Anonim Türk Sigorta Şirketi, we are glad to submit the studies we conducted in our sustainability journey to the views of our stakeholders in this first sustainability report. In this report, we are sharing our management approach and commitments based on social, economic and environmental impacts arising from our activities, the performance results we achieved, and our future perspectives with you. With this sustainability report, we aim to offer the latest and most holistic information to all stakeholders, primarily the investors and shareholders, customers, employees, business partners, universities and non-governmental organizations.

This report has been prepared in accordance with GRI Standards: “Core” option. We established the subjects that form the main framework of this report through screening studies which focus on identifying the priorities of our company during this period. While conducting these studies, we followed reporting principles suggested in Global Reporting Initiative (GRI) Standards. The content of the report includes the sustainability performance of Anadolu Anonim Türk Sigorta Şirketi during 01/01/2018 and 12/31/2018. We aim to follow the same guiding methodology in our future reporting studies, submit them annually and improve our practices based on the expectations of our stakeholders.

You can submit your views and suggestions on Anadolu Sigorta Sustainability Report via [email protected].

GRI-102-46 � GRI-102-50 � GRI-102-52 � GRI-102-54

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MESSAGE FROM THE CHAIRMAN

WE AIM AT SOCIAL, ENVIRONMENTAL AND ECONOMIC SUSTAINABILITY IN ALL OUR OPERATIONS, PRODUCTS AND SERVICES, AND SUPPORT SUSTAINABLE DEVELOPMENT AT NATIONAL LEVEL.

Dear Stakeholders,

Since our foundation as the first national insurance company in Turkey we have been striving to create a better future for everyone through the products and services we offer. We aim at social, environmental and economic sustainability in all our operations, products and services and support sustainable development at national level.

In the reporting period we conducted crucial studies to manage sustainability in the company in a more holistic and effective manner in general. In this regard, first of all, we defined our corporate priorities and updated the policies accordingly. Through these studies, we focused our activities more accurately. Subsequently, we established a Sustainability Committee which represents various directorates in addition to the Senior Management in order to take strategic decisions in our activities in regard to sustainability and to execute the targets we set. We believe that this Committee will rapidly enhance our performance through studies we will conduct in priority areas in the upcoming period.

Our vision is to become a reference company for the global insurance sector. This vision encompasses our activities in sustainability as well. Thus, we closely follow the international

agenda in sustainability in addition to the developments in insurance world. We aim to sign under world renowned best practices on the sustainable insurance field and have a voice in this area. In this context, we took into account UN Sustainable Development Goals while identifying our corporate priorities. We aim to support the journey of achieving Sustainable Development Goals through practices we conduct.

We believe that insurance sector will undertake a crucial role in combating the climate change which we regard as one of the leading global issues of our era. The key character of this role is its capacity to act as a business partner for the business world in general but particularly for industrial corporations in managing and mitigating climate change risks in the light of its unmatched risk evaluation and management culture rooted back to the history of insurance sector. At Anadolu Sigorta, we improve our activities in this regard and support our customers to manage their climate risks more efficiently through products and services we develop in addition to managing our own impacts on climate change that arise from our operations.

We observe that the industrial organization is undergoing a huge transformation towards digitalization globally. In addition to this process

experienced in production and operations besides products and services, as the consumer preferences develop based on this tendency, we believe that we will encounter a more digitalized future in the years ahead. Based on these developments, we adopted a proactive attitude and gave pace to our digitalization studies. We achieved crucial improvements in digitalizing our service processes and in our ability to meet with our customers at digital medium by conducting various practices in the reporting period.

We will continue to support the social, economic and environmental development of the society we operate in and to create sustainable value for our stakeholders through a responsible and accountable business model as we did in the past. In this regard, we would like to extend our gratitude to our shareholders, employees, customers, dealers and business partners who give us strength and never leave us alone.

Sincerely,

Caner Çimenbiçer Chairman

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MESSAGE FROM THE CEO

Dear Stakeholders,

Preserving its pioneering role in the sector by constantly renewing itself is a crucial part of Anadolu Sigorta’s corporate culture. We believe that the most effective way of achieving this is to establish a healthy dialogue with stakeholders and to shape our activities based on the expectations of stakeholders. For this aim, it is necessary to give utmost importance to the transparency and accountability and inform our stakeholders accurately about our activities and decisions. With our first sustainability report, we aim that our stakeholders reach the most accurate information on a wide range from Anadolu Sigorta’s corporate policies to business models, from products and services to social development activities and to its impacts on sustainable development.

Since its foundation, Anadolu Sigorta have made leaving a livable world to future generations its priority by supporting environmental, economic and social development. In this regard, we support sustainable development at national scale while producing value for our stakeholders through a sustainable, profitable business model respecting the nature and the people.

The main study we conducted in the reporting period to increase the efficiency of our activities in sustainability is to develop a management model that gathers our current practices under a single umbrella and that focuses on achieving targets identified according to a general strategy thanks to its specific organization. Sustainability policy we

published under this context describes the main principles, operational areas, management tools and processes we follow in activities we made in this area. As a governance body responsible for the identification of our sustainability priorities, the identification and execution of strategic targets in this area and the evaluation and reporting of the performance obtained, Anadolu Sigorta Sustainability Committee is founded with the participation of members who represent the whole organization. As the functionality of this Committee increases in the following period, we believe that our sustainability efforts will become more efficient.

In the reporting period, we conducted various studies that pioneer our sector in digitalization. We aim to break grounds in our sector by using various technologies from Internet of Things to artificial intelligence and telemetry in our product and service processes. Especially, the personal and commercial insurance product we developed against cyber risks is a first. On the other hand, we also achieved a considerable progress in paperless insurance through business processes we developed through digitalization studies. We reduced paper consumption per person from 25 kg to 22 kg compared to last year via practices we conducted throughout the year. Our agencies also achieved a similar success and we reduced the policy paper consumption per agency from 32 kg to 26 kg.

Thanks to the energy efficiency studies which constitute operational part of our climate change policy, during the year, we saved 799 GJ of energy. Thus, energy

consumption per person decreased from 13.61 GJ to 12.90 GJ. In parallel, greenhouse gas emission per person decreased from 1,963 tCO2e to 1,633 tCO2e. During this year, we gave insurance coverage to 28 facilities operating in wind energy and to 633 facilities operating in solar energy.

On the other hand, we acted jointly with local NGOs and continued our community development studies this year as well. We launched 45 different courses, organized 45 vocational trainings and gave trainings to 844 prospect masters in 9 years, especially by reviving local professions which were facing extinction thanks to our long-term project, One Master Thousand Masters.

We are proud to achieve promising results for future with all these studies we performed. We will continue to work in these areas in the future and we certainly believe that we will maintain the same success line. Hereby, I would like to extend our thanks to our customers who are our source of inspiration for this 94-year success story, our shareholders who generously trust and support us, and all of our agencies, business partners and employees for their devoted work.

İlhami KoçCEO

DURING THIS YEAR, WE GAVE INSURANCE COVERAGE TO 28 FACILITIES OPERATING IN WIND ENERGY AND TO 633 FACILITIES OPERATING IN SOLAR ENERGY.

GRI-102-14GRI-102-14


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1SBM (Insurance Information and Monitoring Center) data.2Data based on CEI and TSB (Insurance Association of Turkey)

data.

The uncertainty is the most significant obstruction for the development of economic activities. Risks arising from uncertainties interrupt the activities of individuals, investors and entrepreneurs. Insurance business, whose history goes back to 1800s B.C., is basically a financial service sector

that gathers and organizes its financial capacities of persons or institutions under certain rules in order to compensate the potential damages caused by the risks that they may be exposed.

Insurance services in Turkey have started towards the end of 19th

century primarily with the activities of foreign companies. The foundation of Anadolu Sigorta as instructed by Mustafa Kemal Atatürk in 1925 with an aim to enable a national economic development after the establishment of Turkish Republic is the milestone of national insurance sector in Turkey.

CONTRIBUTIONS OF INSURANCE SECTOR TO THE NATIONAL ECONOMY

RAISING AWARENESS OF INSURANCE

Insurance sector makes a direct, positive contribution to financial life as it is the solution partner of individuals and institutions in managing various risk groups. Thanks to insurance products, risks can be transferred with predictable and measurable costs and individuals and institutions can be assured financially. This enables resources to be allocated to other areas. In this process, insurance companies enable national resources to be allocated efficiently as they effectively identify risk levels of different areas using research & development activities, data obtained through academic partnerships and advanced analysis tools.

Another area where insurance sector creates a direct and indirect positive impact on local economy is the credit and investment economy.

It is very important that a high level of insurance awareness should be raised the market in general for the future development of insurance sector. From this perspective, Turkish market has many spots that are open to development in insurance. In the periodical researches on consumer

The capital accumulation increases as savings increase due to insurance products; this transforms into investment. In addition, insurance companies transform the capital they raise through premiums they produce into investments. On the other hand, insurance sector contributes substantially to the national economy by reducing the burden on social security system in addition to the economic value, employment and tax income it generates.

Because of all of these characteristics, insurance sector contributes directly and indirectly to the development of national economy in addition to the benefits it produces not only through its own activities but also for the healthy operation of all sectors it interacts with.

tendencies we conduct, we observe that over 50% of the market is not adequately informed about the insurance products and their benefits and fails to have a clear judgment for the necessity of products except for those that are in the compulsory insurance zone. This can be traced from insurance coverage rates. For instance, in Turkey, by the end of 2018, almost 34% of automobiles have been insured through motor own damage insurance products1, almost 20% of the residences have been insured with non-compulsory insurance products2 against fire and burglary.

In line with our identity as “the Insurance School of Turkey”, at Anadolu Sigorta, we conduct studies to raise the insurance awareness throughout the society. In this context, we primarily support studies that are performed with sector organizations. On the other hand, our primary goal in the promotional works we conduct through TV, newspapers, magazines, radios, cinemas, open-air and online media is to raise awareness of insurance. Moreover, we offer informational resources we prepared for insurance and insurance products to our stakeholders through media, websites and corporate publications. Also, in university visits we paid for various objectives, we offer the students the contents that

THE FOUNDATION OF ANADOLU SIGORTA AS INSTRUCTED BY MUSTAFA KEMAL ATATÜRK IN 1925, SETS THE MILESTONE OF NATIONAL INSURANCE SECTOR IN TURKEY.

IN LINE WITH OUR IDENTITY AS “THE INSURANCE SCHOOL OF TURKEY”, AT ANADOLU SIGORTA, WE CONDUCT STUDIES TO RAISE THE AWARENESS OF INSURANCE THROUGHOUT THE SOCIETY.

enhance their knowledge in insurance and insurance products independent from what they learn in the discipline they study.

Every week we prepare “Hint of the Week” which provides short and clear information, as well as, differentiating aspects of a service or an application, and e-mail it through sales channels. Besides, we send monthly newsletters to our customers. In addition, we send SMS alerts to the insured customers for extraordinary situations and possible meteorological hazards. We renew our product catalogues annually to make product and service contents be clearer for customers. We also support this process with detailed product brochures shared via a portal that our sales channels have access to. We publish videos to introduce the specifications of our products more efficiently to the customers.

In addition to all awareness raising activities we perform, we help potential insurance consumers reach the most accurate information easily through the web and agency channels, and we continue working to develop awareness of insurance in Turkey.

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TOPLUMSALCİNSİYET EŞİTLİĞİ

TEMİZ SU VESIHHİ KOŞULLAR

ERİŞİLEBİLİR VETEMİZ ENERJİ

İNSANA YAKIŞIR İŞVE EKONOMİK BÜYÜME

SANAYİ, YENİLİKÇİLİKVE ALTYAPI

SÜRDÜRÜLEBİLİRŞEHİR VE YAŞAMALANLARI

EŞİTSİZLİKLERİNAZALTILMASI

HEDEFLER İÇİNORTAKLIKLAR

SORUMLU TÜKETİMVE ÜRETİM

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From product development to sales, throughout all product and service processes, delivering the best experience to customers is one of our fundamental targets. Based on this aim, we primarily design our products to offer the highest level of added value for consumers. We use the knowledge and experience we obtained through customer experience journey studies we carry out together with supplier companies in identifying the improvement areas in service composition and work flows. Another tool we use in this area is the customer satisfaction research performed periodically. We constantly develop customer experience by making our products, service processes and channels meet the customer expectations and needs at the most extensive way through this knowledge. We completed customer behaviour segmentation study to better know the customers and to improve their experiences. With this study, we analyse the characteristics of our customers, their expectations, habits and behaviours towards certain

services and take new steps to provide services tailored according to their profiles.

We established Customer Satisfaction Management System in accordance with ISO 10002 Standard in order to offer communication channels in which customers can easily submit their expectations, complaints, suggestions and satisfactions and to create solutions and give responses by evaluating the complaints with a customer-oriented approach. Customers can submit their feedbacks and complaints directly through channels such as Call Centre and e-mails. Moreover, complaints received through complaint services and social media are catalogued and classified, hence responded in a predefined time frame. The solutions and responses are also recorded within the system. For us, complete registration and accessibility of all notifications is the essential. System records are reported to the Ministry of Treasury and Finance and audited by the relevant management system auditors.

We can evaluate the basic trends that shape the future of insurance sector under 2 main groups. The first is the increase in the use of technologies such as big data, blockchain, artificial intelligence, robotics and various others in the insurance sector processes. These technologies enable insurance processes to be conducted paperless, enhance the safety of process and personal data, create simple and agile processes, and enable the development of completely customized products for customers. In this context, especially the customized products will gain importance in meeting the expectations of future generations. Studies to prepare policy printouts in html format in paperless insurance are one of the innovations we performed in this area.

Assuring the quality of life and assets by using the insurance products is the right of every individual. For this, we believe that products should be diversified based on their costs as well. Thus, in order to address low-income population, we develop products which encompass basic insurance needs for lower costs. For instance, products such as “Budget Motor Own Damage Insurance” and “Full Maintenance Traffic Policy” offer additional services for customers who are unable to purchase general motor own damage policy to meet their needs for mini maintenance and repair services. On the other hand, we make our health insurances appropriate for different budget and requirement levels. For instance, Complementary Health Insurance product makes it possible for customers that have SSI insurance to benefit from private hospitals as well. In the following period, we are planning to diversify property insurance products according to different budget options. Moreover, extra coverages embedded to our property insurance policies such as free combi boiler and air-conditioner maintenance and carpet cleaning please our customers.

In regard to the motor own damage products, it is possible to track the driving skills of the insured individuals, the driving frequency and relevant individual behaviour patterns, to make real-time risk mitigating alerts and to instantly intervene in case of emergencies. Considering the developing technologies, there is no need to argue that the traditional risk parameters used in developing motor own damage products will change in the following periods.

The second trend that will directly influence the future of insurance sector is the impact of new production organizations such as industry 4.0 or circular economy or new products and service modes such as intelligent, robotic and autonomous products, primarily the automobiles and sharing economy services on the nature of insurance products. The insurance of autonomous vehicles which is

INSURANCE FOR LOW-INCOME POPULATION

currently a hot discussion topic in the sector sets a good example. In the traditional motor own damage products, basically, the vehicle owner and the driver responsibility are on the front despite the differences in practice in different countries. However, as the full autonomous vehicle technologies advance, it is possible that the software developers who developed the algorithm used in the operating system of the vehicle will become the responsible. This may transform the most common motor own damage products into product responsibility products.

Thereby, at Anadolu Sigorta, we closely follow these developments occurred worldwide and the best practices that are put into execution. We are working to develop our own technologies and applications and to be a company that has a say in the international insurance business by going beyond the existing practices through R&D studies.

CUSTOMER EXPERIENCE FOCUSED SERVICE APPROACH NEW ECONOMY AND INSURANCE

WE ESTABLISHED A CUSTOMER SATISFACTION MANAGEMENT SYSTEM WITH A CUSTOMER FOCUSED APPROACH, IN ACCORDANCE WITH ISO 10002 STANDARD, IN ORDER TO EVALUATE AND RESPOND GRIEVANCES WE RECEIVE.

THROUGH R&D STUDIES, WE ARE WORKING TO DEVELOP OUR OWN TECHNOLOGIES AND APPLICATIONS WHICH GO BEYOND THE EXISTING PRACTICES.

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As a distinguished member of insurance sector, we believe in the importance of adopting corporate governance principles just as the financial performance both for the development of our company as well as of the national and international capital markets. The application principles of our corporate governance approach that centres transparency and accountability principles consist of Corporate Governance Principles published by Capital Markets Board of Turkey. We announce our level of adherence to these principles to the public annually via Corporate Governance Compliance Report and Corporate Governance Information Form.

The shares of our company are traded at Borsa Istanbul. Besides, Corporate Governance Rating is performed and listed in Corporate Governance Index.

The Board of Directors is responsible for the management of company operations at the highest level. Based on the regulation of Capital Markets Board of Turkey (CMB), the board consists of a total of nine members, three of which are independent.

Taking into consideration that there is no real-person majority shareholder in our company, it is thought that all Board members naturally possess the advantage to act independently and therefore, to be impartial in their decisions, upholding the interests of our company and stakeholders above everything else.

Two female members take part in the Board of Directors. The CEO and the Chairman roles are performed by different individuals. The only executive member in the Board of Directors is the CEO, and all other members do not have an executive role.

Several sub-committees are established for an efficient performance in the duties and responsibilities of the Board of Directors. These committees include the Corporate Governance Committee, Audit Committee, Committee of Early Detection of Risk and Digital Insurance Committee. Corporate Governance Committee also exercises the duties of the Nomination Committee and Remuneration Committee. All committees established in line with CMB regulations, are chaired by independent board members.

The Executive Board chaired by the CEO consists of 8 members, one of which is a female member and is responsible for putting into practice the strategic targets defined by the Board.

For more information about the methods and principles of the Board of Directors and Committees, please refer to Annual Reports and corporate website.

Due to the nature of products and services, risk management has a particular importance for the insurance companies compared to the other sectors. This is because, every premium the insurance companies produce brings in some amount of risks in addition to the income. The competitiveness and success of insurance companies depend on their evaluation and management capacity of that risk. Thus, a profound sense of risk management dominates the company.

The most senior risk management body of Anadolu Sigorta is the Committee of Early Detection of Risk organized under the Board of Directors. Through this Committee, the Board defines the company’s risk policies and related practice methods. These are the

THE SHARES OF OUR COMPANY ARE TRADED AT BORSA ISTANBUL. BESIDES, CORPORATE GOVERNANCE RATING IS PERFORMED AND LISTED IN CORPORATE GOVERNANCE INDEX.

THE BOARD OF DIRECTORS SETS THE COMPANY’S RISK TOLERANCE BY TAKING LONG-TERM STRATEGIES, EQUITY CAPABILITIES, RETURNS TO BE DERIVED AND GENERAL ECONOMIC EXPECTATIONS INTO ACCOUNT.

THE BOARD AND SENIOR MANAGEMENT STRUCTURE

RISK MANAGEMENT

written standards applied by the senior management, risk management units and all business units.

In line with international practices, all risk types such as insurance underwriting risks, credit risks, market risks, operational risks and the risk of use of the company’s services for money laundering of criminal income and for financing terrorism are monitored, evaluated and controlled one by one. Risk management policies defined by the Board and came into force, are general standards that define the organization and scope of risk management function, methodologies for defining risk limits and risk calculation, procedures to be applied when risk limits are exceeded, actions to be taken in various cases and circumstances.

The asset portfolio of the company is tested by exposing to various shocks through scenario analyses and stress tests. These tests are conducted at quarterly intervals at minimum. The Board of Directors, taking into account long-term strategies, equity capabilities, returns to be derived and general economic expectations, sets the company’s risk tolerance which is then expressed in terms of risk limits. The Risk Management and Internal Control Department reports risk limit overruns to the CEO and the Board of Directors. Findings obtained as a result of risk management, monitoring and control activities are reported regularly to the Board of Directors by an authorized Board Member.BASED ON THE

REGULATION OF CAPITAL MARKETS BOARD OF TURKEY (CMB), THE

BOARD CONSISTS OF A TOTAL OF NINE MEMBERS,

THREE OF WHICH ARE INDEPENDENT.

GRI-102-18 GRI-102-11

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In accordance with “The Regulation on the Internal Systems of Insurance and Reinsurance and Pension Companies”, the internal audit activity at Anadolu Sigorta is carried out by the Board of Inspectors reporting to Board of Directors. Again, based on the same regulations, at least one audit per year is performed for all headquarter business units, regional directorates, branches and provincial organizations by the Board of Inspectors. In 2018, audit operation was performed in 100% of coverage.

In terms of auditing practices, we audit our agencies at least once per three years. Except for the banks, we prepare audit reports at least once a year for branches, provincial organizations and agencies whose low collection rate and premium production is at least 5% of total premium production and more, whereas at least triennially for all other agencies. In this context, we audited a total of 664 agencies in 2018.

The audit methodology we generated with a risk-oriented approach and an aim to produce added value complies with national and international internal audit standards.

The persistence of insurance operations depends on the trust for insurance system and its actors. To preserve and improve the trust for the insurance system which is one of the fundamental cornerstones of a resilient economy is one of the main responsibilities of insurance companies just as regulatory authorities. In this regard, insurance sector which is one of the main components of finance sector is a quite regulated business line in every aspect from professional rules rooted back to the very old times to the laws developed as a modern reflection of those rules. Laws and regulations shape most of the operations from product development to business methods. Thus, legal compliance is a highly material working area for insurance companies.

With this awareness, we conduct our activities in compliance with laws and regulations that oversee the insurance operations. Legal compliance processes are primarily in the responsibility of all business units and managed with a proactive approach as part of risk management and internal control processes. We constantly monitor binding regulations, potential amendments and our compliance status.

Legal compliance activities we conduct in Anadolu Sigorta are performed by the Directorate of Risk Management and Internal Control Compliance Unit which reports directly to the CEO. The legal compliance is closely monitored and applied by the whole organization including Executive Board members and business unit managers. The Compliance Unit notifies the relevant units and monitors the actions taken in case of any amendment in the current legislation or when a new regulation comes into force. Compliance Reports published quarterly and developments on legal compliance are reported to both the Board of Directors and our parent company Türkiye İş Bankası.

Compliance Unit does not only disclose the legal compliance requirements to business units and monitor the actions taken, but also gives consultation upon needs of business units. For instance, this unit supports the business units in identifying the precautions that should be taken for compliance to the regulations in new product, service and process development activities by controlling the relevant legal compliance. In the process of consultancy, it takes the support of Legal Affairs and Subrogation

Department when necessary or receives service from law firms depending on the context.

In 2018, no noncompliance to laws that regulate products and services or operational conditions occurred; thus no penalty was taken.

There are rules that also describes the way a company does business and its values beyond the laws in order to maintain trust and stability in insurance sector, to increase the service quality, to prevent unfair competition and any process and practice that may damage the economy and to increase social benefit. These rules defined in Anadolu Sigorta Code of Ethics and Practice Principles are binding for company employees. In this regard, Anadolu Sigorta and all its members avoid all behaviours that may damage compliance to laws and code of ethics, the values of justice, transparency, honesty and reliability in the eyes of its stakeholders, primarily the customers and the society and that may ruin the reputation of the company and the insurance sector. No employee shall be held responsible for any financial loss that company faces as a result of acting in compliance with the

LEGAL COMPLIANCE AND BUSINESS ETHICS

INTERNAL AUDIT

code of ethics such as the denial of being a party to an act of bribery or corruption.

The compliance level to the Code of Ethics is audited via internal audit processes. The practice methods of corrective actions that will be conducted when incompliance is detected, disciplinary practices that will be applied when necessary and business units and organs that will conduct these activities are defined in the corporate bylaws. We inform all employees about bylaws.

We offer trainings through in-class and e-learning methods for our employees to understand the Code of Ethics better. These trainings also include subjects arising from MASAK regulations such as obligations related to preventing finance of the terrorism and money laundering of criminal income, misconduct, bribery, corruption in addition to general principle of business ethics. The ratio of employees who received trainings on this subject as a result of the studies conducted in the previous period was greatly increased. All the relevant employees received trainings on the obligations related especially

IN 2018, WE HAVE PROVIDED 144 EMPLOYEES WITH A TOTAL OF 192 PERSON*HOURS OF BUSINESS ETHICS TRAININGS.

to money laundering of criminal revenues and preventing financing of the terrorism. Colleagues who have recently been hired by Anadolu Sigorta receive these trainings regularly. In this context, 144 employees received a total of 192 person*hours of training on business ethics this year.

Anti-corruption and prevention of misconduct are amongst the fundamental focus areas of internal audit function. Thus, we perform auditing operations over the number of samples that corresponds to 95% confidence interval in regard to binomial distribution each year according to the number of processes that are examined. Throughout this year, in the audit activities, 25 different cases were detected and examined. As a result of the examinations, several corrective actions have been taken to prevent such cases. as a result of the audits, business relations with 7 business partners who were found responsible were terminated.

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MODEL

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Our fundamental duty as a long-established company that operates in insurance and reassurance is to generate value for our stakeholders through a sustainable business model with a high level of profitability and respect on people and the environment. The main aspects of our sustainability vision is to manage the impacts of our activities on sustainable development at a social, environmental and economical scale; to manage the impacts of mega-trends that emerge in these areas on company operations; to meet the expectations of our stakeholders in this matter; and to keep transparency and accountability at front in all our activities.

Our fundamental target in sustainability management is to eliminate sustainability risks that may negatively impact company activities and to enhance our performance in aspects that have a potential to create opportunities. Besides, to become a key business partner of our customers in managing their sustainability risks with our products and services is among our targets for sustainability management.

Thus, Anadolu Sigorta adopts the principle of responding to the current needs both in its activities and products and services without preventing the capacity of fulfilling the requirements of future generations.

Anadolu Sigorta Sustainability Policy defines the key strategic principles that identify its vision in sustainability, its governance approach and focus performance areas. It is the duty of Anadolu Sigorta Sustainability Committee to perform the necessary activities based on this policy. The Committee which reports to the Executive Board is a management organ consisting of the representatives of units that represent

the whole company under the chair of an Executive Board member.

Sustainability Committee informs the Executive Board and the Board of Directors about the decisions, activities and the results achieved. This committee gives recommendations to the Executive Board about the projects that require capital investment that will influence the sustainability performance.

Anadolu Sigorta’s sustainability management focuses on material sustainability issues in social, economic and environmental aspects defined in line with systematical methods recognized by international standards. On the other hand, Anadolu Sigorta considers Sustainable Development Goals adopted by the United Nations as

To submit suggestions to the senior management on applications and investments to improve the sustainability performance,

To manage the company’s sustainability impacts that include social, financial, environmental and governance aspects according to the internationally recognized principles,

To convey the sustainability approaches, targets and the achieved performance of the company to its stakeholders by developing transparent and accountable methods.

To develop the structural aspects of sustainability management with a risk and opportunity-oriented approach,

MAIN DUTIES OF SUSTAINABILITY COMMITTEE IS;

WITH A MISSION TO LEAVE A VIABLE WORLD TO FUTURE GENERATIONS, OUR PRIORITY HAS BEEN TO SUPPORT THE ECONOMIC DEVELOPMENT BY KEEPING IN MIND ITS ENVIRONMENTAL, SOCIAL AND GOVERNANCE ASPECTS SINCE OUR FOUNDATION.

ANADOLU SIGORTA CONSIDERS SUSTAINABLE DEVELOPMENT GOALS ADOPTED BY THE UNITED NATIONS AS PART OF ITS SUSTAINABILITY MANAGEMENT.

As the first national insurance company of Turkey, we perform our operations according to the principles of honesty, transparency, responsibility and humanity values based on our vision to be the company that is being referred to in global insurance sector.

With a mission to leave a viable world to future generations, our priority has been to support the economic development by keeping in mind its environmental, social and governance aspects since our foundation. In this context, our aim is to achieve sustainability in all operations, products and services, and we support sustainable development at national scale.

SUSTAINABILITY MANAGEMENT

SUSTAINABILITY PRIORITIES

part of its sustainability management and conducts practices regarding these goals.

In the reporting period, we evaluated the impacts of Anadolu Sigorta on social, environmental and economic issues and sustainable development in addition to UN Sustainable Development Goals through a

materiality study we conducted in compliance with the principles in GRI Standards. We defined our sustainability priorities by discussing the subjects we evaluated according to the risk and opportunity potentials, their impacts on sustainable development as well as stakeholder expectations.

MATERIAL SUBJECT İLGİLİ SÜRDÜRÜLEBİLİR KALKINMA HEDEFİ





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Business Ethics and Legal Compliance

Raising Awareness of Insurance

Relations with Agencies and Business Partners

Energy and Climate Change

Digital Future

VALUE CHAIN ASPECT

Anadolu Sigorta, Suppliers, Agencies

Anadolu Sigorta

Anadolu Sigorta, Suppliers, Agencies

Anadolu Sigorta, Customers

Anadolu Sigorta

Anadolu Sigorta

Anadolu Sigorta

Integrating Sustainability into Business Model

Workplace Practices

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GRI-102-12 � GRI-102-46 � GRI-102-47

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We establish relations based on mutual trust with our stakeholders in line with the principles of transparency and accountability. According to the principles defined in Anadolu Sigorta Information Policy, we inform our

stakeholders accurately, timely and completely about company activities, the results achieved and the future perspectives. The relationships and expectations of each stakeholder group with the company have

different characteristics. Thus, we identify the method and frequency of communication we will establish based on these characteristics.

STAKEHOLDER GROUP METHOD AND FREQUENCY OF COMMUNICATION

ShareholdersGeneral Assembly (annual), Annual Report (annual), Minor Annual Reports and Financial Reports (quarterly), Sustainability Reports (annual), Public Disclosure Platform Announcements (instant), Website (continuous), Trade Registry Gazette (instant), MKK system (instant)

EmployeesAnnual Report (annual), Sustainability Report (annual), Internal Communication Portal (continuous), Employee Efficiency Survey (annual), Training (continuous), Maksimum Biz magazine (3 times a year)

CustomersAnnual Report (annual), Sustainability Report (annual), Insurance Policies (continuous), Market Research (continuous), Distribution Channels (continuous), Website and Mobile Applications (continuous), Communication Centre (instant), Social Media (continuous)

SocietyAnnual Report (annual), Sustainability Report (annual), Website and Social Media (continuous), National and Local Newspapers (instant), Social Responsibility Projects (continuous)

Governmental InstitutionsAnnual Report (annual), Sustainability Report (annual), Website (continuous), External Correspondences (instant), Committee and Sector Meetings (instant), Treasury Portal (instant), KAP (instant)

Trade UnionsAnnual Report (annual), Sustainability Report (annual), Website (continuous), Debates (continuous), Collective Bargaining Agreement (biannually)

Agencies and BrokersAnnual Report (annual), Sustainability Report (annual), Website (continuous), Agency Meetings (annual), Company Policies (continuous), Visits and One-to-one Meetings (instant), Services (continuous), Trainings (continuous), Maksimum Biz Magazine (3 times a year)

Contractual Services, Experts, Contractual Health Institutions, Suppliers

Annual Report (annual), Sustainability Report (annual), Website (continuous), Service Agreements (continuous), Company Policies (continuous), Trainings (continuous), Visits and Meetings (continuous), Audits (annual)

Employee Families Meetings (continuous), Social Activities (continuous)

Independent Audit Companies

Annual Report (annual), Sustainability Report (annual), Website (continuous), Audit Activities (annual), Meetings (continuous)

CompetitorsAnnual Report (annual), Sustainability Report (annual), Website (continuous), TSB Committee Meetings (continuous), Sector Organizations (continuous)

Injured Parties (for Traffic and Responsibility Insurances)

Website, Social Media and Mobile Applications (continuous), Process Forms (instant), Foreign Correspondences (instant)

ReinsurersAnnual Report (annual), Sustainability Report (annual), Website (continuous), International Sector Organizations (instant), Reassurance Agreements (continuous), Meetings (instant)

Banks and Financial Institutions

Annual Report (annual), Sustainability Report (annual), Website (continuous), Meetings (continuous), External Correspondences (instant)

STAKEHOLDER ENGAGEMENT

IN LINE WITH ANADOLU SIGORTA INFORMATION POLICY, WE INFORM OUR STAKEHOLDERS ACCURATELY, TIMELY AND COMPLETELY.

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GRI-102-40 � GRI-102-42 � GRI-102-43 � GRI-102-44GRI-102-40 � GRI-102-42 � GRI-102-43 � GRI-102-44

THE CLIMATE CHANGE

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Climate change which usually comes to the fore with its environmental dimension is, in fact, a multi-dimensional global issue with key social and economic impacts. Climate change produces various direct or indirect risks on social, economic and commercial life, community health, natural assets and natural life. Thus, climate change is a key issue in which all relevant actors from public institutions to non-governmental organizations, from international organizations to companies should react together.

Each institution offering products and services whether in industry or service sector produce an environmental impact when executing its operations. Some part of these impacts is related to climate change. For this, the first dimension of our combat with climate change consists of minimizing the impacts of our activities. We perform activities in various areas in order to reduce this impact. The main activity is to detect the spots that cause energy consumption throughout our operations, to calculate and monitor the amount of the consumption and greenhouse gases arise as a result.

The main process that has an impact on climate change is the greenhouse gas emissions due to energy consumption. Thereby, we develop several applications for efficient consumption of energy resources in our operations. The most crucial part of these applications occurs in building management. We develop projects to reduce energy consumption of buildings where Headquarters, Regional Directorates and Branches operate by making it more efficient. These projects target mainly fuel consumption for heating and lighting fixtures.

Our aim is to achieve sustainability in all operations, products and services, and we support sustainable development at national scale. Thus, we regard climate change and environmental issues in general as the key components of our sustainability program, and manage the risks arising from these issues with a holistic approach.

Anadolu Sigorta’s perspective for the climate change and the environmental issues can be shaped at two main scales through Anadolu Sigorta Environment and Climate Change Policy. One of these scales is the impacts caused by Anadolu Sigorta’s operational processes. These impacts are energy consumption made in various operational spots, water consumption, material consumption (primarily paper), the solid waste emerging from consumption as well as air and greenhouse gas.

As a long-established company operating in insurance and reassurance sector, our key duty is to get involved in the risk management processes of our customers as a business partner and to prevent them from any damage these risks may cause. Thus, the role of products and services provided by Anadolu Sigorta in mitigating the environmental and climate change risks both for the customers and the society in general composes another aspect of our strategic approach to these issues. In this context, we consider the protection of the environment and the climate as a continuous development area and as part of decision-making and practice processes which encompass all operational activities, product and service development studies, investment activities and social responsibility practices. We evaluate climate change and environmental risks and execute practices and precautions that will improve company’s performance. Also, we constantly monitor the performance we achieved as a result of these activities and report them to the relevant parties and the public.

All business units operating in the whole company detect environmental and climate change risks in their own responsibility areas each year and the opportunities that can be seized. These units submit their suggestions on risk mitigation and seizing opportunities to the relevant units and to the Sustainability Committee via Environment, Energy and Climate Change Work Group.

OUR AIM IS TO ACHIEVE SUSTAINABILITY IN ALL OPERATIONS, PRODUCTS AND SERVICES, AND WE SUPPORT SUSTAINABLE DEVELOPMENT AT NATIONAL SCALE

CLIMATE CHANGE AND ENVIRONMENTAL MANAGEMENT

COMBATING CLIMATE CHANGE AND ENERGY MANAGEMENT

IN 2018, WE REDUCED OUR ENERGY USE USE PER EMPLOYEE BY 5.2%; GHG EMISSIONS PER EMPLOYEE BY 16.8%.

Anadolu Sigorta Sustainability Committee is a fundamental governance body responsible for;• detecting risks and opportunities arising from environmental and climate

change issues, developing policies and strategies, business targets, management and application norms,

• integrating into corporate strategic plans,• monitoring practices and performance and • reporting to Senior Management and external stakeholders.

Sustainability Committee evaluates the investment requirements to improve the performance in environment and climate change as well and submits its suggestions to the senior management.

Environment, Energy and Climate Change Work Group which is established within the Committee and which represents all business

units is responsible for;

transforming the strategies defined by the Committee into business plans, and executing them

with the help of business units,

thus, achieving the business

goals and

evaluating the performance and reporting to the

Committee.

ENERGY CONSUMPTION PER EMPLOYEE (GJ/person)

GREENHOUSE GAS EMISSIONS PER EMPLOYEE (tCO2e/person) *

2016 2017

13.6

1

13.2

6

12.9

0

2018 2016

1,96

3

1,90

1

1,63

3

2017 2018

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* Emissions occured during the company operations are included in emissions per employee data calculations. Scope 3 emission occured during agency/branch operations are not included in this calculation. You may find more detailed information about emission calculations on p.64.

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In the reporting period, we achieved a crucial amount of efficiency through energy management and optimization system project which has been completed in Headquarters. We rendered heating and lighting management in buildings smarter and more autonomous thanks to new hardware and software integrated into the building management system during this project. We achieved approximately 30% efficiency in Headquarters which has the highest share in energy consumption when the systems work according to certain scenarios with the help of sensors.

The total amount of energy savings throughout the year reached 799 GJ. In this context, in our operations in 2018, the total energy consumption was 16,617 GJ, while energy consumption per employee was 12.9 GJ/person. Accordingly, the total amount of greenhouse gas emission was 1,633 tCO2e/person.

Throughout our operations, we prioritize supplying energy from renewable energy resources and support renewable energy production. In this regard, we support the invention of RePG company, operating under

Teknokent, Istanbul Technical University, which is at R&D phase and about producing electricity with zero GHG emissions by using the humidity in the air and solar energy together; and as a beta customer, we aim to be the first to use this device.

Another important part of energy consumption in our operations consists of the fuel used in company cars and personnel services. We benefit from several applications to reduce this impact. Thus, first of all, we prefer cars with low fuel consumption which corresponds to low emission levels when purchasing

company cars. Moreover, we significantly reduced the vehicle requirements of our sales teams through visiting programs and route optimization. This results in more visits with less vehicles in less kilometres. We apply a similar application in employee services as well. This also results in a significant amount of fuel saving.

Operating in insurance sector takes our combat in climate change to a different position. This position is to produce positive impact with products and services when combating climate change. In this

WE ACHIEVED APPROXIMATELY 30% EFFICIENCY IN HEADQUARTERS WHICH HAS THE HIGHEST SHARE IN ENERGY CONSUMPTION WHEN THE SYSTEMS WORK ACCORDING TO CERTAIN SCENARIOS WITH THE HELP OF SENSORS.

WE SUPPORT TRANSITION TO LOW CARBON ECONOMY BY DEVELOPING APPLICATIONS TO BECOME SOLUTION PARTNER OF THE ORGANIZATIONS WHICH ADOPT RESPONSIBLE BUSINESS MODELS IN TERMS OF THE CLIMATE CHANGE.

regard, first of all, we develop applications to become solution partner of the organizations which adopt responsible business models in terms of combating the climate change, that are aware of climate change risks and that are managing these risks. Thereby, we aim to support transition to low carbon economy. One of the most prominent targets we have is to be the insurance solution partner that is preferred the most by renewable energy investments. In 2018, we gave insurance coverage to 28 facilities operating in wind energy and 633 facilities operating in solar energy.

Through added-value services for such investments, we aim to increase the number of policies and premiums we produce in the following periods.

Another aspect of our services in combating climate change is the applications to provide insurance to persons and institutions who may be exposed potential risks that may arise. Especially as we feel the impacts of climate change more clearly, the need for applications against floods, hails, storms and possible alterations and similar risks at water basins and sea levels is rising.

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SOLAR ENERGY

633WIND ENERGY

28

INSURANCE COVERAGE PROVIDED TO RENEWABLE ENERGY PROJECTS IN 2018

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Material consumption and waste management is one of the key areas we deal with in environmental management. The key material we use in our operations is paper. An important part of this consumption consists of policies published according to relevant laws, while the other part of it consists of the agreements and correspondences due to the character of our sector. In addition to saving practices, we closely follow digitalization technologies and strive to reduce

MATERIAL CONSUMPTION AND WASTE MANAGEMENTThere has been a significant amount of increase in recent years in damage requests in these fields. Thus, it has become more important to include impacts caused by climate change such as meteorological risks in addition to traditional ones in selecting the risks and to integrate them into the perception of risks.

At Anadolu Sigorta, we renew our risk detection methods according to the new requirements in order to effectively manage risks in climate change for our customers. The most apparent of these applications is the project on updating risk maps that we use in managing the risks

of flood and landslides. According to this project, we developed risk maps based on scientific methods by working together with the universities. We continue to work on this project by expanding the scope of our risk mapping study. In the reporting period, we expanded the use of new risk maps to cover almost 60% of our fire portfolio as a geographical scope. During the reporting period, we achieved 92% reliability level in our risk maps using the calculations based on the damages occurred. In 2019, we aim to expand the geographical scope to 75%.

On the other hand, we encourage the use of clean technology such as Undyed Ding Repair to repair the insured asset in repairing car damages and we prefer repairment instead of exchanging in order to minimize the damage of changing the spare parts may cause on nature.

DURING THE REPORTING PERIOD, WE ACHIEVED 92% RELIABILITY LEVEL IN OUR RISK MAPS BY USING THE CALCULATIONS BASED ON THE DAMAGES OCCURRED.

paper consumption in our operational processes as much as laws permit.

Water consumption in buildings we operate consists of domestic use only. We conduct efficiency practices that will reduce our water consumption because of the increasing importance of water resources and the social dimensions. These studies generally include the selection of fixtureds that will make water consumption more efficient

and raising awareness of our employees in regard to saving.

As part of environmental awareness, although this does not result in a significant impact, we strive to separate at source and recycle all other domestic and packaging wastes in addition to paper wastes in the buildings we operate.

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DIGITALFUTURE

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DIGITALIZATION IS THE MOST PRIORITIZED MEGA-TREND THAT SHAPE THE INSURANCE SECTOR TODAY.

ANADOLU SIGORTA DEFINES ITS FUTURE WITH A DIGITAL, PAPERLESS INSURANCE APPROACH.

The impacts of the great developments in internet technologies on the consumer behaviour, the change the industry 4.0 approach causes in the way that businesses operate and the expansion of online products and services dramatically change the value generation processes of all sectors. Thanks to this character, digitalization is the most prioritized mega-trend that shape the insurance sector today. Anadolu Sigorta defines its future with a digital, paperless insurance approach.

According to digital future projections, we expand the use of digital tools and processes in our activities and play a pioneer role for our sector in integrating big data, robotics, artificial intelligence, virtual reality, telemetry and developing mobile technologies into service processes. This way, we aim to reduce the environmental impacts of our business processes. Another importance of digital future for us

is to develop products and services that comply with trends which impacts insurance services such as smart buildings, autonomous cars and sharing economy.

In addition to various advantages of digital transformation, it also brings in various cyber risks such as the safety of information. We adhere to data security regulations we subject to and strengthen this digitalization process through internationally recognized technologies, standards and safety technologies.

Technological developments and digitalization are reshaping business processes, products and services and working methods; they transform the consumption and purchasing patterns and make it an obligation to develop new sales models and channels as well as to restructure marketing activities accordingly.

While moving towards digital future, we design digitalization as a multi-dimensional, holistic strategy

in regard to products, services, channels and business models. We aim not only to maximize the efficiency of the current sales channels or business units, but also help the insured consumers receive products and services at the fastest and the most efficient manner.

In order to obtain digitalization within the company and to perform preparatory studies for digital economy requirements, we structured an organization from Senior Management to expertise units. In the reporting period, we established the Digital Insurance Committee, affiliated to Board of Directors, of which two of it’s members are Board Members. This Committee is responsible for developing policies and strategies of the company in digital insurance and for monitoring the studies that are performed. Based on the principles defined by the Committee, the relevant expertise units are responsible for executing the activities.

GLOBAL DIGITALIZATION TRENDS• We anticipate developments to occur

in risk definition and understanding, risk evaluation, risk probability calculations and misconduct thanks to Artificial Intelligence technologies. We perform studies to expand these technologies in damage processes. We develop applications in areas such as safety and first-aid via IoT (Internet of Things) infrastructure and conduct studies to minimize risks. As artificial intelligence and IoT interaction gains power, the usability of telemetric products increases even more. Thus, we closely follow the development of “pay-per-use insurances” which has not been provided in our country yet. This way, information regarding the driver behaviour, driving skills, how much time they spend in traffic can be used in products and pricing; the potential severity of accidents that may occur in traffic becomes more visible and immediate first-aid becomes possible.

• Cyber Risks which are becoming more serious every day bring in new responsibilities for the insurance companies. Insurance protection against cyber risks has become a necessity both for the individuals and companies. In future, we anticipate that Cyber Risk insurance would be among the most required products for companies and individuals such as today’s fundamental assets and responsibility insurances. Insurance companies are on the top list to take concrete precautions against cyber

risks for customer data. On the other hand, as cyber risks form a new market, they also present a new service opportunity for insurance companies. In this regard, we offer pioneer services to our customers in this sector.

• Applications developed with Blockchain Technology promise improvement and cost advantages in current processes such as non-central and safe process infrastructure, the detection of misconduct and data management. For instance, blockchain technology helps customers share their personal information including medical information more safely. In addition, it offers a more transparent and safer processing infrastructure for peer to peer (p2p) insurance products. We aim to enable damage payments with faster workflow by our current blockchain technology projects.

• Voice assistants and robotic assistants that represent insurance companies offer solutions to its customers in helping emergency damage processes and giving the right answers to most basic questions in insurance sector. We develop applications to use these robotic technologies in product and service processes as well. We get to know our customers and make the right reaction at the right time through activities in which artificial intelligence technologies such as emotional analysis, speech recognition, transcription from voice

to script and voice recognition are integrated. In addition, we perform studies to shorten policy issuance processes by employing robotics technologies. We automatized various internal processes via robotic process automation technology. The first application we initiated is ASLI. The robot of Anadolu Sigorta, ASLI started to take the workload of our agencies. We will expand the duty definition of ASLI which detects motor own damage insurances of our agencies on due date and prepares an offer beforehand using the analytical structure behind it, and we will improve it from standard processes to smarter processes.

• Autonomous and electric vehicle technologies offer early-diagnosis opportunities for insurance activities in many aspects from the way accidents occur to driver evaluation, from the potential problems on roads to anticipating the potential damages that may occur. We closely follow the developing technologies in this field and work on applications that may steer our services as autonomous cars become widespread.

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KARASALYAŞAM

BARIŞ VEADALET

YOKSULLUĞASON

AÇLIĞASON

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İKLİMEYLEMİ

SUDAKİYAŞAM

KARASALYAŞAM

BARIŞ VEADALET

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AÇLIĞASON

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İKLİMEYLEMİ

SUDAKİYAŞAM

KARASALYAŞAM

BARIŞ VEADALET

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AÇLIĞASON

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İKLİMEYLEMİ

SUDAKİYAŞAM

KARASALYAŞAM

BARIŞ VEADALET

YOKSULLUĞASON

AÇLIĞASON

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İKLİMEYLEMİ

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Digitalization is a work field which encompasses development processes that require multi-dimensional and different information and experiences. Thus, we pay great attention to developing R&D partnerships with expert institutions. For this aim, we perform joint studies with agencies to improve user experience, studies to increase visibility / accessibility in digital media and joint initiatives with new ventures. In order to reach joint initiatives in digitalization and R&D fields, we perform studies with incubation centers such as Kolektif House, Workup and ITU Çekirdek.

Paper consumption is one of the main environmental impacts of insurance sector. Thus, we conduct projects to render business processes paperless. We prioritize paperless insurance studies in damage processes, primarily for health insurances which is paper intensive business line. In this regard, we digitalize healthcare documents and damage files. We give reminders to our agencies in parallel to the regulations on policy print-outs.

We actively use digital technologies in risk evaluation processes. Riskpad platform we developed for risk evaluation processes makes it possible for risk engineers to create more extensive reports as a result of their analyses. In the reporting period, we initiated the studies of a new mobile risk analysis application. We aim to give pace to the processes by creating instant reporting and communicating with policy systems through this application. Moreover, we are also planning to use this in video calls, photographs, locations, voice records, document sharing technology and risk analyses which can be positioned as a solution in digital expertise process starting with damage control.

We use digital risk maps in managing flood and landslide risks. By using programs based on geographical information systems, we plan to monitor the distribution, classification and cumulation of risks at various layers in digital platforms.

DIGITAL RISK EVALUATION

PAPERLESS INSURANCE

Thanks to the cooperation with ITU Çekirdek, the early stage incubation centre at ITU ARI Teknokent and Hackathon initiated at 2017 and repeated in 2018, we perform studies that will contribute to insurance sector and support new business ideas and digital initiatives. We support technology-oriented initiatives that will ease the lives of the insured costumers and the agencies through these studies we combine under a program called “AStart.”

In order to conduct paperless insurance practices in a more concrete framework, we will continue to work in sending policy papers to agencies at optimum level, reusing papers left in the agencies, preventing unnecessary print-outs and enabling e-mails to be used more frequently for policy and proposal delivery in upcoming periods.

The supplier agreement processes set another focus area for our paperless insurance practices. In this regard, suppliers started to send their

service reports via digital platform. We started to use softcopies instead of signed hardcopies in damage agreements as much as the information management system allows. We examine damage files mostly on digital platform as well. As the processes digitalized, we perform studies to inform suppliers who process data about their responsibilities and to classify protocols with optical confirmation method offered in digital platforms.

SINCE THE

BEGINNINGS OF 2018, INSTEAD OF SENDING

PROPOSALS, POLICIES AND ATTACHMENTS IN A PRINTED

FORMAT, WE PREFER SENDING THEM IN E-MAILS; AND THUS,

WE SAVED ALMOST 432 TREES AND 315,000

TONS OF WATER.

PAPER CONSUMPTION IN COMPANY OPERATIONS

PAPER CONSUMPTION FOR POLICIES

2016 2017

30.5

6

37.7

3

28.0

1

2018 2016

134.

66

121.

08

112.

74

2017 2018

2732

2632 25 22

Total Paper Consumption (ton)Paper Consumption per Person (kg/person)

Total Paper Consumption (ton)Paper Consumption per Agency (kg/agency)

IN 2018, WE REDUCED PAPER CONSUMPTION PER EMPLOYEE THROUGHOUT OUR OPERATIONS BY 12%.

İKLİMEYLEMİ

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KARASALYAŞAM

BARIŞ VEADALET

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BARIŞ VEADALET

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BARIŞ VEADALET

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İKLİMEYLEMİ

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KARASALYAŞAM

BARIŞ VEADALET

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DIGITALIZATION IN AGENCIES

We consider digitalization as a journey we shall begin alongside the agencies. As part of our digital transformation, we develop applications to digitalize business processes of our agencies.

As the first insurance company who makes online sales over direct channels and agencies in insurance sector in Turkey, as a part of our digitalization practices, we design websites through which agencies can manage their sales. Thanks to Digital Agency Platform (DAP) project, we enable our agencies to sell individual insurance products over their own website via cloud technology.

We provide agencies with the opportunity to meet the daily customer-production-damage reporting requirements over a single platform thanks to Asenta application. Agencies are able to manage all processes whether they are in or out of the office by combining Asenta platform with Ofisim Cepte (My Office at my Mobile) application.

Sigortam Cepte (Insurance at my Mobile): Our customers are able to run various processes such as learning the current policy and payment information, demanding Anadolu Service applications, taking up-to-date information about damage files, calling an ambulance, submitting demands & complaints or communicating with the nearest business partner / agency thanks to Sigortam Cepte application. Through Sigortam Cepte application, it is possible to receive assistance services and make damage claims for policies based on the motor own damage and residential policies, as well as to access pdf versions of the policies and to view policy summaries,

DIGITAL SERVICE PROJECTS AND APPLICATIONS

payment plans and payment details. While customers who have motor own damage policy have access to a comprehensive digital damage service for their vehicles, they can also get an appointment from supplier companies for mini repairing processes over Sigortam Cepte application. The insured customers who have residential policies are able to receive locksmith services, water works, electricity works, window breaks and mini repairing services via Sigortam Cepte.

Damage Processes and Turbo Jet Damage Payment: One of the most striking features of Sigortam Cepte is the convenience offered by “Turbo Jet” damage payment which transfers damage processes to the digital platform. If certain conditions are met, after the invoice is installed during damage processes, Anadolu Sigorta pays damage cost immediately by wire transfer to the bank account of the customer. On vehicle insurances, insured customers can ask for a tow truck and a replacement car through Sigortam Cepte application, in addition to our suggestions for closest contracted services according to the brand of the vehicle and

location of the car to the insured person and automated damage file creation offering. Damage file inquiries can be done easily.

Health Mobile Application: With the Health Mobile project, we are developing applications that aim to give information to the current and potential health insurance customers about their healthcare status and history as well as to offer value-added services prepared with a vision on healthy living through telematic systems. With this application, currently in development phase, we aim to improve customer satisfaction by breaking grounds in our sector.

Anadolu Sigorta Business Partner (ASIO): Anadolu Sigorta Business Partner (ASIO) application prepared for experts and damage suppliers with an aim to accelerate damage expertise operations and processes enable suppliers to examine the files they are allocated to and experts to conduct business processes digitally. This application enables acceptance or refusal of damage expertise allocations instantly, expertise by mobile devices at the damage location, fulfilment of

reporting requirements and fast damage payment.

PAS: PAS which is a process management application is a digital platform which develops measurability and in which we carry various business processes conducted between agency - Regional Directorate - Technical Directorate. PAS application aims to process and conclude demands submitted by our agencies in a certain amount of time beginning from their entry and to give feedback to the agency again in a certain amount of time by transferring it to the relevant unit and person if there is no adequate information.

MIP: Customer Communication Platform (MIP) manages all non-operational demands and grievances. MIP application prevents any repeated records; helps us follow all demands, complaints, satisfaction and suggestions received from customers via different channels over a single application.

Chat Bot: We aim to interpret the contents of customer demands and direct to the most relevant units using Chat Bot application which is currently on the project phase.

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İKLİMEYLEMİ

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WORK LIFE

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ANADOLU SIGORTA WHICH IS IDENTIFIED AS THE INSURANCE SCHOOL OF TURKEY, OFFERS A SAFE, EGALITARIAN, FAIR WORKPLACE WHERE HUMAN AND LABOUR RIGHTS ARE FORSAKEN IN ORDER TO DEVELOP HUMAN FACTOR.

FEMALE EMPLOYEES ACCOUNT FOR 52% OF OUR TOTAL WORKFORCE.

The main factor of Anadolu Sigorta’s success is its talented, qualified, achievement-oriented human resources that are open to change. Anadolu Sigorta which is identified as the Insurance School of Turkey, offers a safe, egalitarian, fair workplace where human and labour rights are forsaken in order to develop human factor. In our workplace, we pay attention to fulfil the requirements of international agreements Turkey is a part of including primarily the basic principles of UN Universal Declaration of Human Rights and International Labour Organization such as labour rights, human rights and social justice.

Diversity is one of the crucial values that enrich our corporate structure. In this regard, we adopt the principle of equal opportunities for everyone and follow a fair and anti-discriminatory approach in all processes of Human Resources. We manage the main human resources processes such as hiring, career management, employee development, remuneration, performance management and cease of employment within the frame of openness, transparency, equality and fairness principles; and inform our employees about these processes. We give decisions about the employees independent of race, religion, sectarian or any kind of belief, gender, mental

We hire the most talented employees and provide them the necessary means to reach their potentials. Our company’s human resources strategy is to establish a culture of superior performance that supports employee development through the organizational climate conducive to promoting creativity and innovation. We encourage empowerment of relations and communications between individuals and groups and aim to create an employee profile focusing on constant success and open to change.

or physical disability, age, culture and social class differences. We give equal opportunities to everyone and treat equally. We pay equal salaries to all employees who perform the same duties. Fee differences between employees who perform the same duties may occur only due to objective aspects such as working hours, performance and seniority. Employees and business partners have the right to send their anonymous complaints and requests using the methods described in code of ethics when such cases occur. Possible cases are dealt and investigated by Personnel Committee and the necessary actions are taken when required. No complaint

DIVERSITY AND EQUAL OPPORTUNITIES

on discrimination is reported in our company in 2018 operating period.

As a company that supports gender equality, we aim to increase female employment, to retain female employees and support their development throughout their careers. We increased the rate of female employees to 52% as of 2018 which was 50% in 2017. We attach importance to the representation of women in management teams. In 2018, 43% of our senior and medium level managers consists of female managers.

We work on practices that will prevent having a child which is the leading factor for women to leave business life,

become a career burden. For instance, we organize the working hours of mothers who are on breastfeeding leave within the Headquarters, give them extra commuting services and help them arrive home as soon as possible. All 39 female employees who were on maternity leave during this period came back to their duties after completing the period of leave.

As part of our diversity approach, we work to increase the employment of the disabled. We work in coordination with İŞKUR to hire disabled people to open positions. As of the reporting period, there are 29 disabled employees working at Anadolu Sigorta.

We respect employees’ right of organization, unionization and collective bargaining.

We aim to attract, develop, retain talented employees and to be an employer brand in insurance sector, and perform communication studies suitable for changing trends. Hence, we started to focus more on studies to be an employer brand. In this context, we executed studies to increase brand recognition such as utilizing social media channels more actively, attending carrier days of universities and coming together with students in network meetings more frequently.

EMPLOYER BRAND

EMPLOYEES BY GENDER

EMPLOYEES BY AGE GROUP

EMPLOYEES BY EDUCATION

Female666 52%

18-30354 28%

High School776%

University and Higher1,20193%

Primary School101%

45+1189%

Male622

48%

30-45816

63%

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All employees act with free will in becoming member of trade union or taking management roles within these organizations. We establish the necessary conditions for trade unions to freely work within the company and for employees to effectively and freely use their right of participating in union activities and collective bargaining right. As of 2018, 1,160 employees who constitute 90% of our total workforce are trade union members. Employees perform their duties under a certain job assurance based on union relations. We sustain our relations with trade unions

We believe that we can make our success sustainable only through attracting new talents to our company and by retaining them. Our target is to employ candidates who have the talent we are looking for in the right positions and to help these candidates achieve their career goals by constantly

constructively at a quite good level through union representatives consisting of our employees. We take decisions based on mutual understanding in collective bargaining periods.

In line with Anadolu Sigorta Code of Ethics Principles, we certainly do not tolerate child labour, forced or compulsory labour or any other conditions that evoke such practices. We expect our business partners to adopt a similar approach and act according to our principles in their operations.

TALENT MANAGEMENT

improving their different talents and skills.

In order to create a learning culture within the organization, we encourage employees to use their talents and creativity potentials at top level through various training and development activities.

Following the orientation and vocational trainings during their recruitment stage, we offer our employees multiple training opportunities based on the skills they should have in order to advance in their career. Thus, we organized 31,312 person*hours of training for 1,084 employees in 2018.

Based on Development Centre practice which has been conducted since 2014, we invite employees who are entitled as experts and have only one year to complete the time required to be promoted to management position, to one-day evaluation centre practice in order to identify their development areas and strengths. Afterwards, we prepare a one-year customized development program, organize interim meetings with the participation of HR representatives, manager of the employee and expert consultants every three months,

and then track his/her development process after a final meeting. We support personal development of our employees through project studies, role model interviews, career coaching and competency development materials to help them reach the ideal manager profile. Development Centre practice is effective not only in creating employee efficiency and satisfaction, but in employee turnover as well. In this context, employee turnover reduced when compared to last year; it was 2.64% in female employees and 2.88% in male employees in 2018.

We regularly monitor employee performance and execute studies for improvement. Our employees are evaluated twice a year in line with specific performance criteria. The content of such evaluation varies depending on the competence requirements on the basis of job families. On the basis of the results of these performance evaluations, an employee’s training requirements are identified and a career plan is developed.

Our employees are entitled to a variety of social rights and benefits in line with current conditions. For instance, Anadolu Sigorta covers healthcare expenses of our employees and their families in accordance with Healthcare Assistance Regulations. All our employees are able to fulfil all their healthcare needs free of charge through the company’s contracted healthcare institutions. Our employees are covered by two private pension funds that have been set up in accordance with the company’s particular status. The pensions paid by these funds enable former employees to enjoy a good life standard during their retirement years.

EMPLOYEE RIGHTS

90% OF OUR EMPLOYEES WORKS UNDER COLLECTIVE BARGAINING AGREEMENT.

ALL 39 FEMALE EMPLOYEES WHO

WERE ON MATERNITY LEAVE DURING THIS

PERIOD CAME BACK TO THEIR DUTIES AFTER

COMPLETING THE PERIOD OF LEAVE.

1,160 EMPLOYEES WHO CONSTITUTE

90% OF OUR TOTAL WORKFORCE ARE

TRADE UNION MEMBERS.

AS OF THE REPORTING PERIOD, THERE ARE 29 DISABLED EMPLOYEES

WORKING AT ANADOLU SİGORTA.

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SOCIAL LIFE

We believe that the social opportunities we provide to our employees have positive impacts on their business successes. Thus, we offer activities and opportunities that will help employees socialize out of business.

Sports teams consisting of employees are performing their duties regularly. Female and male volleyball teams attend Fonex Corporate Volleyball Tournament, the football team attends BASISEN Football Tournament and

Sports at İŞ Football Tournament of Türkiye İş Bankası, and the basketball team attends CBL Corporate Basketball League. While our football club became champion of Turkey in Business Cup - Turkey Corporate Football League, it is entitled to represent our company and our country in National Team uniforms in EMF Euro 2018 - European Minifootball Championship organized by European Minifootball Federation (EMF) in Kiev,

the capital city of Ukraine. Moreover, volunteer employees ran for the charity in Vodafone Istanbul Marathon.

We get our employees together with events organized for special occasions such as 8th of March International Women’s Day and New Year, in karaoke nights called BizBize Söylüyoruz, and in activities that support team work such as dance courses in order to strengthen communication between employees.

DIALOGUE WITH EMPLOYEES

We adopt several practices which enable employees to get informed about the company and current developments, share their views and suggestions and communicate with each other. Employees are able to submit their suggestions via Intranet platform; all employees are able to score these suggestions according to Regulation on Suggestion System and relevant suggestions are rewarded. On the other hand, in line with a project executed in coordination with the

technology centre operating at Kolektif House and Human Resources and Training Directorate, we are about to develop a chatbot application which will answer all questions of our employees.

We employ various other employee communication tools such as; “What to Read?” in which employees suggest books to each other; “Team Sites” in which employees can establish groups that consist of persons they want to share information and files

with; “Orange survey” which includes monthly FAQ about the internal regulations published last month; survey prepared by directorates to learn about the level of awareness, satisfaction or views of employees on a certain subject; “Notice Board” with which employees are able to display their sales or rental issues regarding their residences, cars or mobile phones; and “3ISUD Instagram Account” which has been launched by employees to share fun announcements.

WE OFFER ACTIVITIES AND OPPORTUNITIES THAT WILL HELP EMPLOYEES SOCIALIZE OUT OF BUSINESS.

We organized the 23rd April Kids Festival in Headquarters building to introduce the children of our employees the environment their parents work and to have fun with several activities. Employees’ children at the age of 3-12 had fun with activities such as puppet show from Ata teacher of One Master Thousand Masters project, hand printing, pantomime show, face dying, sausage balloon player, air hockey and throwing ping pong balls into jars accompanied by animators.

ANADOLU SIGORTA KIDS FESTIVAL

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0.56. Absentee rate for Anadolu Sigorta employees is 6,218. In our sector, our work places are considered as “non-hazardous workplace” in regard to danger scale. During this period, no occupational disease case was observed neither in Anadolu Sigorta operations nor in business partner operations. Although an increase in occupational

health and safety records compared to the last period, the reason for this is not because of the increase in accidents nor injuries, but because of better case reporting of minor injuries and near-miss incidents due to the raise in employee awareness through trainings we organized. In this regard, we anticipate a minor increase due to

OCCUPATIONAL HEALTH AND SAFETY DATA

ANADOLU SIGORTA EMPLOYEES

BUSINESS PARTNEREMPLOYEES

Injury Rate 0.97 1.13

Lost Time Rate 3.09 0.57

Absentee Rate 6,218 -

Injury Rate: Total number of injury / total working hours * 200,000Lost Time Rate: Total number of lost time / total working hours * 200,000Absentee Rate: Total number of absence in days / total working hours * 200,000

IN ORDER TO ENCOURAGE OUR EMPLOYEES TO HAVE A HEALTHY LIFE STYLE WE PROVIDE THEM WITH SPORTS CENTRES AND ON-SITE NUTRITION SERVICE.

OCCUPATIONAL HEALTH AND SAFETY

Assuring employee health and safety is one of the fundamental values of our business culture. We constantly monitor occupational health and safety performance, make evaluations and report them periodically. Occupational health and safety units reporting to Human Resources and Training Directorate execute issues on occupational health and safety according to Anadolu Sigorta HR Policy and legal regulations.

We have Occupational Health and Safety councils organized according to legal regulations within the company with a total of 38 members, 14 of which are employee representatives. Thanks to these councils, employees engaged in the management process and support occupational health and safety practices with their suggestions at the most efficient manner.

Workplace doctors and occupational safety experts work in all operational locations regardless of legal requirements. All newly hired employees go through medical tests and examinations. They receive the basic occupational health and safety trainings in line with personnel training. These trainings and examinations are repeated in certain intervals.

We keep the workplace under control through activities conducted by risk evaluation team and constantly improve this environment. We perform thermal comfort, illumination, dust, gas and noise measurements in office ergonomics and hygiene controls which are organized annually, and examine the physical conditions of working environment. We always prioritize office ergonomics and select all office furniture according to ergonomics criteria. We supply customized ergonomics accessories according to personal needs of our employees. We organize seminars

OCCUPATIONAL HEALTH AND SAFETY TRAININGS

2018

Anadolu Sigorta Employee (number of participants)

242

Business Partner Employee (number of participants)

121

Anadolu Sigorta Employee (personxhours) 1,936

Business Partner Employee (personxhours) 968

DURING THE REPORTING PERIOD, WE PROVIDED 363 ATTENDEES WITH 2,904 PERSON*HOURS OF OHS TRAININGS.

reporting efficiency although it has a decreasing trend in the following period; however, we aim to improve our performance to the goal of zero incident through experiences we gain from these case reports and corrective actions.

In order to encourage our employees to have a healthy life style we provide them with sports centres and on-site nutrition service. In the sports centre available in Headquarters, we are organizing group lessons lead by professional trainers such as pilates, stretching, full body and hiit. In addition, two days a week, our nutritionist prepares personal diet programs after evaluating employees’ healthy life data upon request. Moreover, two days a week, we establish booth sales to enable easy access of our employees to fresh vegetables and fruits.

presented by experts on ergonomics at certain intervals and raise the awareness of employees about office health.

We organize occupational health and safety trainings at certain intervals in order to raise awareness of our employees in occupational health and safety. In addition to Anadolu Sigorta employees, agency and supplier company employees attend these trainings as well. In the reporting period, we gave 2,904 person*hours of occupational health and safety training to a total of 363 employees.

We prepare Emergency Plans for predefined scenarios in order to be ready for any case of emergency in workplaces. In line with these plans, employees in charge of this duty receive trainings on search & rescue, evacuation, firefighting and first aid. We organize a drill at least once a year to make employees get familiar with these practices.

In the reporting period, the injury rate of Anadolu Sigorta employees was 0.97 and in business partner employees this rate is 1.13; the lost time rate in Anadolu Sigorta employees is 3.09 whereas in business partner employees this rate is

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We believe that a sustainable business success can only be achieved through a continuously developing value chain. In this context, we establish close relations with agencies and suppliers, namely the business partners, perform activities in coordination with them in order to increase efficiency and performance. We primarily expect our business partners to adopt a similar work culture, code of ethics and a distinctive service quality. We pay attention to these aspects while selecting business partners. We support the development of business partners through trainings we organize.

It is our key principle to establish long-term business relations built on trust with agencies which bring together our products and services with customers. We have a total of 2,221 agencies in Turkey, 545 of which are working only for Anadolu Sigorta. In addition, we render agency services in 1,349 branches of Türkiye İş Bankası and 712 branches in 5 other contracted banks.

In order to strengthen relations with agencies which is one of the key stakeholders, we pay frequent visits throughout the year and exchange ideas in Regional and Traditional Agency Meetings. Thus, we give

AGENCY RELATIONSSUPPLIER RELATIONSinformation to our agencies about

our strategies. Moreover, we call Agency Advisory Committee for a meeting when a brainstorming session is required on a certain subject, enabling them to play an active role in decision-making processes. We try to increase motivation by creating reward system and campaigns for agencies.

Applications that will contribute to improving agency relations include being informed about their demands and increasing their satisfaction. We conduct surveys through which agencies convey their ideas, views, demands and complaints

on any subject. We take corrective actions based on the results of these practices. We conduct agency satisfaction surveys to increase their satisfaction. We learn about the issues that needs to be improved and take the necessary actions based on surveys results.

Our primary goal is to always carry agency performance to a better level. In this regard, we conduct a general performance evaluation study two times a year for our agencies. We submit the data obtained from these studies to the relevant Regional Directorate and take the necessary actions afterwards.

We monitor any contradictory actions to our working principals through audit activities conducted by the Board of Inspectors.

In order to increase business success and improve performances of our agencies, we organize comprehensive trainings and contribute to increasing knowledge and skills of agency employees through these

Supplier Selection

At Anadolu Sigorta, we believe that the first and the foremost stage in achieving an efficient development in the procurement process is to select the right business partners. We pay attention to supplier diversity in purchasing operations.

The criteria of selecting supplier companies are;

At Anadolu Sigorta, we establish close relations with suppliers whom we consider as business partners and work to contribute to their development. As of 2018, we have a total of 5,717 suppliers.

WE BELIEVE THAT A SUSTAINABLE BUSINESS SUCCESS CAN ONLY BE ACHIEVED THROUGH A CONTINUOUSLY DEVELOPING VALUE CHAIN. WE SUPPORT THE DEVELOPMENT OF BUSINESS PARTNERS THROUGH TRAININGS WE ORGANIZE.

AS OF THE YEAR 2018, WE HAVE A TOTAL OF 5,717 SUPPLIERS.

• score obtained in the evaluation form,• manufacturing at local and

international quality standards, • service capacities, • financial strength and references,• trustworthiness and ability to fulfil

commitments completely and on time,

• convenience in providing technical service, maintenance and spare parts

• problem solving capacity to avoid any disruption in service presentation.

trainings. Human Resources and Training Directorate plans these agency trainings, sets training dates in 6 month-periods in a year and announces them to agencies. These trainings are organized in two different forms such as Agency Development Training and product trainings. Through Agency Development Training Programme,

we offer trainings on production, accounting, reporting, products and screens. In addition, we help agencies obtain theoretical trainings by allocating trainings on different subjects via a training portal to agency employees. In this regard, in 2018, 1,301 agency employees received 11,709 person*hours of training.

We conduct reference interrogation for prospect suppliers who are not in the current supplier pool; organize meetings and visits to the company and control its production fields and physical conditions. Based on the evaluation, suppliers who are found eligible are included to supplier pool. We inform our new suppliers about our working principles.

WE CONDUCT AGENCY SATISFACTION SURVEYS TO INCREASE THEIR SATISFACTION.

WE HAVE A TOTAL OF 2,221 AGENCIES WORKING FOR ANADOLU SIGORTA

IN ADDITION, WE RENDER AGENCY SERVICES IN 1,349 BRANCHES OF TÜRKİYE İŞ BANKASI AND 712 BRANCHES IN 5 OTHER CONTRACTED BANKS.

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module utilization ratio. We set performance scores based on these evaluation results.

In line with scores received as a result of performance evaluation study, we perform optimization studies in each operational area and evaluate contracted services. We define new goals for those who are found open to improvement according to evaluation criteria and monitor them closely.

On the other hand, our studies which aim to increase maintenance instead of using new parts contribute positively both to our environmental performance and

national economy. Thus, “spare parts changing rate” is one of the performance criteria for contracted services. We are working with companies certified by the Ministry of Environment and Urban Planning in order to recover exchanged parts to national economy.

Monitoring the Suppliers

We routinely evaluate our suppliers to investigate supplier pool and external and potential supplier resources and to mitigate risks in supply chain. We monitor the performance of our suppliers through supplier analytics methods.

Supplier Performance Evaluation and Development Practices

We constantly evaluate performances of our suppliers and contribute to increase their work efficiency through supplier development studies. We conduct performance evaluations for suppliers each year over Electronically Integrated Management System (EYS).

We organize regular meetings and interviews to discuss development and/or corrective actions in line with the business line we conduct with suppliers. We arrange private interviews with suppliers who fail

to achieve performance indicators defined in agreements and develop methods to increase their performance.

Contracted Service Performance Study

In 2018, we launched a new multi-dimensional performance study for contracted service providers in regards to vehicle damages. According to this study, we evaluated performance of a total of 2,288 contracted services and 804 experts during maintenance operations based on predefined criteria such as file costs, audit and module evaluation score, parts-labour ratio,

We contact to suppliers when a suspicious or inappropriate case occurs.

When we detect any misconduct in supplier operations, we take the necessary action for the case type and agreement type. These actions may vary from corrective actions to termination of contract.

A new project has been initiated during this period for misconduct scoring. With this project, we aim to perform a misconduct scoring for non-motor claims and minimize these misconducts. We aim to start

this study in the first quarter of 2019.

In the following period, our goal is to enable online access to evaluations for suppliers and to increase the efficiency of interaction and communication accordingly. In addition, we aim to execute the bidding process effectively in a transparent, competitive and easily accessible platform with our suppliers when electronic bidding method is initiated.

IN 2018, WE EVALUATED PERFORMANCE OF A TOTAL OF 2,288 CONTRACTED SERVICES AND 804 EXPERTS DURING MAINTENANCE OPERATIONS BASED ON PREDEFINED CRITERIA

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WHILE DECIDING ON PROJECTS TO CONDUCT, WE UTILIZE ANALYSES ON SOCIAL EXPECTATIONS AND NEEDS THAT WILL PROVIDE POSITIVE IMPACTS ON SUSTAINABLE DEVELOPMENT.

THROUGH ONE MASTER, THOUSAND MASTERS PROJECT, WE LAUNCHED 45 DIFFERENT COURSES, AND PROVIDED TRAININGS TO 844 PROSPECTIVE MASTERS IN 9 YEARS.

Since the very beginning of our foundation, we have been continuously supporting education, academic activities, sportive organizations and cultural & artistic events. While adopting social responsibility projects, we act in line with creating additional value to the community. While deciding on which projects to apply or support, we utilize analyses on social expectations and needs that will provide positive impacts on sustainable development when put into practice.

The cities and professions covered under the project “One Master, Thousand Masters” since 2010:

2010: Karagöz (Turkish shadow play) Figuration in Bursa, Meerschaum Carving in Eskişehir, Edirnekâri Art (traditional painting and varnishing of wood or leather) in Edirne, Kutnu (traditional silk-based cloth) Weaving in Gaziantep, and Kazaziye (traditional jewelry made with threads of gold or silver) in Trabzon

2011: Kargı Cloth Weaving in Çorum, Silk Weaving in Hatay, Stone Working in Mardin, Bone Combs in Sivas and Savatlı Silver Work in Van

2012: Mother of Pearl Inlaying in Ankara, Rug and Carpetbag Weaving in Kars, Glassblowing in Muğla, Earthenware Pottery in Nevşehir and Woodblock Printing (on cotton or silk) in Tokat

2013: A Wood Carving in Kahramanmaraş, Traditional Carpet Weaving of Gördes in Manisa, Needlepoint Art of Namrun in Mersin, Hand Weaving of Karacakılavuz in Tekirdağ and Basketry in Rize

2014: Tile Working in Çanakkale, Oltu Stone Working in Erzurum, Art of Leather-Made Accessories in Isparta, Art of Felt-Made Accessories in İzmir, and Amber Working in Şanlıurfa.

2015: Local Damal Doll Making in Ardahan, Traditional Accordion Boot Making in Aydın,

Traditional Silver Threading in Bartın, Stringed Puppet Making in İstanbul, and Wooden Walking Cane Making of Devrek in Zonguldak

2016: Wood Carving in Adana, Kamancheh Making in Trabzon, Felt-Making in Konya, Hot Glass-making in İstanbul, and Weaving in Poyralı Village in Kırklareli

2017: Handmade Soap Making in Balıkesir, Local Buldan Cloth Weaving in Denizli, Local Şile Cloth Making in İstanbul, Zili Handweaving in Taşkale - Karaman, Model Ship Making in Sinop.

2018: Bagpipe making in Artvin, Book Binding in İstanbul, Evil Eye Amulet making in İzmir, Linen Weaving in Kastamonu and Tile Making in Kütahya.

One Master Thousand Masters

In 2010, we decided to celebrate our 85th anniversary with a long-term social responsibility project that is called “Bir Usta Bin Usta” (One Master, Thousand Masters). The target of our project is to focus the public attention on vanishing professions and local values, to help revive them and carry experiences of the masters of these professions to the future and thus to support small-scale local economies.

Based on One Master Thousand Masters project whose technical consultancy is done by General Directorate of Research and Education of the Ministry of Culture, we organized vocational training courses lasting for 3 to 6 months on local professions which are at risk of extinction in certain cities

and in which technical and practical expertise are conveyed. We took the support of national and local non-governmental organizations as well while executing the project.

Our goal was to train 1,000 prospect masters in 50 professions over a decade. In line with this goal which gave the name to the project, we launched 45 different courses, organized 45 vocational trainings and gave trainings to 844 prospect masters in 9 years. Graduates trainees consisting of students, teachers, sculptors, painters, art teachers, animators, researchers, officers, housewives and retirees received a participation certificate approved by the Ministry of Education. The topics of the project in the reporting period consisted of bagpipe

making in Artvin, evil eye amulet making in İzmir, book binding in İstanbul, linen weaving in Kastamonu and tile making in Kütahya. During this period, prospect masters from 5 cities and 5 professions successfully completed the trainings and received their certificates.

We collaborated with İz TV, a documentary channel, within the scope of the project, One Master, Thousand Masters. İz TV produced the documentaries of project cities and photographed the course process in each city, which are built into an archive. Accessible on the web address www.birustabinusta.com.tr, the project’s website covers various information such as photography archive of the project, course announcements, contact information for current courses.

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Turkish Marine Environment Protection Association (DenizTemiz / Turmepa)

We have been conducting a social responsibility project with Turkish Marine Environment Protection Association in order to leave a viable environment for future generations, to help them benefit from the contributions of seas within the borders of Turkey into economy, health and welfare, and to protect environment and sea habitat. Based on this project, we pay a proportion of the income received from insurance of any kind of sea vessels to DenizTemiz / Turmepa.

World Disability Foundation Motor Own Damage Insurance

We created a new product in cooperation with World Disability Foundation (DEV) which is working on raising awareness in Turkey and globally about the disabled people. DEV Motor Own Damage Insurance whose target audience is the disabled customers offers a special customer experience by giving priority to disabled vehicle owners in case of damages. This product which was launched in the reporting period enables disabled individuals to receive insurance services which are among fundamental requirements.

Anadolu Sigorta’s Contribution on Women Health

We sponsored Istanbul University’s Oncology Institute in purchasing mammography device. In addition, we have organized free mammography scan campaigns in two weeks corresponding to Mother’s Day and International Women’s Day for 3 years in order to raise awareness on breast cancer and emphasize the importance of early diagnosis.

Am I That Engineer?

We carried out “Am I That Engineer?” Program in order to introduce engineering students the insurance

sector and Anadolu Sigorta, meet with Anadolu Sigorta managers and get informed about opportunities that will steer their career. In line with this project, we organized meetings with engineering students in the Headquarters.

Sponsorship for Culture & Art Centre for the People “Without Boundaries” in Turkey

Since 2008, we have been performing activities with Culture & Art Centre for the People “Without Boundaries” of Turkey (TEKSEM). Thanks to the sponsorship we are offering, the income obtained from theatre plays of

TEKSEM all around Turkey was used to buy walking aids for the disabled girls. This enables the education of girls and prevents them from detaching from social life.

Sponsorship for the Bodrum Cup Regatta

In 2018, Anadolu Sigorta continued to be among the sponsors of The Bodrum Cup which is the only Regatta that has been going on for 3 decades in Turkey. Thousands of yacht and sea lovers raced in categories of gulet, tirhandil, cruiser and catamaran for 6 days in this race which hosted almost 5,000 sailing addicts with 150 yachts and 1,500 sailors.

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PERFORMANCE DATA

ENVIRONMENTAL PERFORMANCE

FINANCIAL PERFORMANCE

Total Pewmium Productioni (thousands TL)

4,484,060 4,671,410 5,701,355

Accident 132,021 153,170 144,366

Health 405,694 538,272 710,922

Motor Vehicles 899,455 953,043 1,090,083

Aircraft 26,322 26,964 42,567

Marine Vessels 78,783 88,823 117,804

Transportation 81,973 86,394 118,651

Fire and Natural Disasters 755,997 813,574 1,035,425

General Loses 318,983 413,927 512,653

Motor Vehicles Liability 1,580,540 1,342,497 1,550,530

Aircrafts Liability 33,702 35,655 42,427

General Liability 140,549 181,015 272,351

Credit 1,554 2,671 2,329

Bond Insurance 0 166 13,494

Financial Loses 19,226 25,490 37,455

Legal Protection 9,261 9,750 10,300

Total Assets (thousands TL) 5,974,173 7,032,315 7,904,032

Claims Paid (thousands TL) 2,236,015 2,755,951 3,373,959

Paid in Capital (thousands TL) 500,000 500,000 500,000

Shareholders' Equity (thousands TL)

1,223,180 1,639,021 1,646,206

Pretax Profit/Loss (thousands TL) 111,184 236,833 386,888

Net Profit/Loss (thousands TL) 87,867 184,197 307,574

SOCIAL PERFORMANCE

Employee Trainings (person*hours) 1,001 1,033 1,084

Female 485 504 553

Male 516 529 531

Number of Attendees in Employee Trainings

30,213 24,341 31,311

Female 14,511 12,644 16,373

Male 15,702 11,697 14,938

Number of Attendees in Agency Trainings

1,030 1,941 1,301

Agency Trainings (person*hours) 10,300 11,646 11,709

Entry Level Wage to Minimum Wage Ratio (%)

146 143 145

Injury Rate

Direct Employees 0.00 0.00 0.97

Female 0.00 0.00 1.12

Male 0.00 0.00 0.80

Contractor Employees 0.06 0.18 1.13

Female 0.00 0.00 1.72

Male 0.06 0.18 0.84

Total 0.06 0.18 1.01

Female 0.00 0.00 1.23

Male 0.06 0.18 0.81

Occupational Disease Rate

Direct Employees 0.00 0.00 0,0.00

Female 0.00 0.00 0.00

Male 0.00 0.00 0.00


Female 0.00 0.00 0.00

Male 0.00 0.00 0.00

Total 0.00 0.00 0.00

Female 0.00 0.00 0.00

Male 0.00 0.00 0.00

Lost Day Rate

Direct Employees 0.00 0.00 3.09

Female 0.00 0.00 0.37

Male 0.00 0.00 6.00


Female 0.00 0.00 0.86

Male 0.18 2.39 0.42

Total 0.18 2.39 2.45

Female 0.00 0.00 0.46

Male 0.18 2.39 4.20

Absentee Rate

Direct Employees 6,040 6,466 6,218

Female 5,668 5,802 6,440

Male 6,405 7,147 5,980

Fatalities 0 0 0

OHS Training Attandees (person) - - 363

Direct Employees - - 242

Contractor Employees - - 121

Total OHS Training Hours (person*hours) - - 2,904

Direct Employees - - 1,936

Contractor Employees - - 968

Number of OHS Committees - - 6

Total Number of OHS Committee Members - - 38

Number of Employee Representatives in OHS Committees

- - 14

Total Amount of Monetary Sanctions Due to Non-compliance to Legal Regulations (TL) 0 0 0

Total Amount of Monetary Sanctions Due to Non-compliance to Environmental Regulations (TL)

0 0 0

Total Amount of Monetary Sanctions Due to Non-compliance to Laws Regulating Provision of Products and Services (TL)

0 0 0

GRI-102-7

2016 2017 2018 2016 2017 2018

2016 2017 2018 2016 2017 2018

Total Energy Consumption (GJ) 15,712 16,497 16,617

Natural Gas 50 197 479

Gasoline 1,294 1,033 1,095

Diesel 4,348 4,556 4,827

Electricity 10,020 10,712 10,215

Specific Energy Consumption (GJ/m2)

0.73 0.79 0.85

Specific Energy Consumption (GJ/employee)

13.26 13.61 12.90

Total Energy Savings (GJ) - 400 799

Total GHG Emissions (ton CO

2e)*

2,252,651 2,379,224 2,103,006

Scope 1 392,591 397,209 434,778

Scope 2 1,292,652 1,381,888 1,317,868

Scope 3 567,408 600,127 350,360

Specific GHG Emissions (ton CO

2e/m2)

105 114 107

Specific GHG Emissions (ton CO

2e/employee)

1,901 1,963 1,633

Total Paper Consumption (ton) 158.81 165.22 140.75

Anadolu Sigorta Operations 37.73 30.56 28.01

Agency/Branch Operations 121.08 134.66 112.74

Paper Consumption per Employee (kg/employee)

32.00 25.00 22.00

Paper Consumption per Agency/Branch (kg/agency)

27.00 32.00 26.00

* Total GHG emissions data were calculated inline with DEFRA 2017 conversion factors. Scope 1 and Scope 2 emissions were calculated based on fuel and electricity consumption occured throughout the company operations. Scope 3 emissions were calculated based on emissons occured during the production and distribution of fuels and electricity used including grid losses as well as emissions occured due to paper consumption throughout the company operations and policy imprinting processes in agencies/branches.


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MODEL



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EMPLOYEE DEMOGRAPHICS

2016 2017 2018 2016 2017 2018

Total Workforce (number) 1,185 1,212 1,288

Female 587 614 666

Male 598 598 622

Employees by Contract Type

Indefinite Contract 1,185 1,212 1,288

Female 587 614 666

Male 598 598 622

Temporary Contract 0 0 0

Female 0 0 0

Male 0 0 0

Employees by Education

No Education 0 0 0

Primary Education 8 9 10

Secondary Education 79 78 77

University and Above 1,098 1,125 1,201

Employees by Age Group

Female 587 614 666

18-30 195 190 221

30-45 371 395 416

45+ 21 29 29

Male 598 598 622

18-30 151 137 133

30-45 374 383 400

45+ 73 78 89

Senior Management Structure (Number)

by Gender

Female 1 1 1

Male 8 8 8

by Age Group

18-30 0 0 0

30-45 1 1 0

45+ 8 8 9

Mid-Level Management Structure (Number)

by Gender

Female 87 95 98

Male 117 116 125

by Age Group

18-30 0 0 0

30-45 147 149 155

45+ 57 62 68

Total Number of Disabled Employees 27 29 29

Female 8 8 8

Male 19 21 21

New Hires (Number) 148 111 176

Female 71 64 102

Male 77 47 74

Lay-offs (Number) 78 85 98

Female 35 38 49

Male 43 47 49

Employee Turnover 6.78 7.09 5.52

Female 3.04 3.09 2.64

Male 3.74 4.00 2.88

Employees Working Under Collective Bargaining Agreement (Number)

813 816 875

Number of Female Employees Took Maternal Leave

38 34 39

Number of Female Employees Came Back to Work After Maternal Leave

30 42 39

Number of Female Employees Stayed at Work 12 Months After Their Return From Maternal Leave

28 40 27

Disclosures Descriptions and Page Numbers OmissionsGRI 101: Foundation 2016GRI 102: General Disclosures 2016Corporate Profile102-1 Contacts (p.69) -102-2 www.anadolusigorta.com.tr/en/homepage -102-3 Contacts (p.69) -102-4 www.anadolusigorta.com.tr/en/contact/address -102-5 Anadolu Sigorta Annual Report 2018 (p.19) -102-6 Anadolu Sigorta Annual Report 2018 (p.4, 44-45) -102-7 Performance Data (p.63, 65) -102-8 Performance Data (p.65) -102-9 Business Partners(p.54-57) -102-10 Anadolu Sigorta Annual Report 2018 (p.19) -102-11 Risk Management (p.17) -102-12 Sustainability Priorities (p.23) -102-13 Anadolu Sigorta is a member of Turkish Marine Environment Protection Association (DenizTemiz / Turmepa), Association of

Corporate Communications Professionals, Global Relations Platform, Corporate Governance Association of Turkey, İstanbul Mineral and Metals Exporters' Association.

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Strategy102-14 Message From the Chairman (p.4-5); Message From the CEO (p.6-7) -Ethics and Integrity102-16 www.anadolusigorta.com.tr/en/investor-relations/corporate-governance -Governance102-18 The Board and Senior Management Structure (p.16); Sustainability Management (p.22) -Stakeholder Engagement102-40 Stakeholder Engagement (p.24-25) -102-41 Performance Data (p.65) -102-42 Stakeholder Engagement (p.24-25) -102-43 Stakeholder Engagement (p.24-25) -102-44 Stakeholder Engagement (p.24-25) -Reporting Practices102-45 Anadolu Sigorta Annual Report 2018 (p.1) -102-46 About the Report (p.2); Sustainability Priorities (p.23) -102-47 Sustainability Priorities (p.23) -102-48 This report is the first published sustainability report of anadolu Sigorta. -102-49 This report is the first published sustainability report of anadolu Sigorta. -102-50 About the Report (p.3) -102-51 This report is the first published sustainability report of anadolu Sigorta. -102-52 About the Report (p.3) -102-53 Contacts (p.69) -102-54 About the Report (p.3) -102-55 GRI Content Index (p.67-68) -102-56 Legal Disclaimer (p.69) -Material IssuesStandards Disclosures Descriptions and Page Numbers OmissionsEnergy and Climate Change

GRI 103: Management Approach 2016

103-1 Explanation of the material topic and its boundary

Sustainability Management (p.22); Sustainability Priorities (p.23); The Climate Change (p.28-33)

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103-2 The management approach and its components

Sustainability Management (p.22); Sustainability Priorities (p.23); The Climate Change (p.28-33)

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103-3 Evaluation of the management approach Sustainability Management (p.22); Sustainability Priorities (p.23); The Climate Change (p.28-33)

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GRI 302: Energy 2016

302-1 Energy consumption within the organization The Climate Change (p.28-33); Performance Data (p.63) -302-3 Energy intensity The Climate Change (p.28-33); Performance Data (p.63) -302-4 Reduction of energy consumption The Climate Change (p.28-33); Performance Data (p.63) -

GRI 305: Emissions 2016

305-1 Direct (Scope 1) GHG emissions The Climate Change (p.28-33); Performance Data (p.63) -305-2 Energy indirect (Scope 2) GHG emissions The Climate Change (p.28-33); Performance Data (p.63) -305-4 GHG emissions intensity The Climate Change (p.28-33); Performance Data (p.63) -

Raising Awareness of Insurance



Sustainability Management (p.22); Sustainability Priorities (p.23); Raising Awareness of Insurance (p.13)

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Sustainability Management (p.22); Sustainability Priorities (p.23); Raising Awareness of Insurance (p.13)

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103-3 Evaluation of the management approach Sustainability Management (p.22); Sustainability Priorities (p.23); Raising Awareness of Insurance (p.13)

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GRI-102-7 � GRI-102-8 � GRI-102-41 GRI-102-55

GRI CONTENT INDEXFor the Materiality Disclosures Service, GRI Services reviewed that the GRI content index is clearly presented and the references for Disclosures 102-40 to 102-49 align with appropriate sections in the body of the report.

http://www.anadolusigorta.com.tr/i/content/43596_1_ANADOLU%20SIGORTA%20ENG%2018.pdf





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SECTOR

CONTACTS

LEGAL DISCLAIMERAnadolu Sigorta Sustainability Report 2018 (“Report”) has been prepared by Anadolu Anonim Türk Sigorta Şirketi (“Anadolu Sigorta”). All the information, opinions and assessments included in this report which do not carry the characteristics to be complete were provided by Anadolu Sigorta and were not verified independently for this Report.

This Report has been prepared only for informative purposes, and it does not aim to set basis for any investment decisions. The information on this report does not constitute a qualification of any bids for the sale of Anadolu Sigorta shares partly or wholly, or an invitation for such a share selling process, and publishing this Report does not imply any legal relationship in this matter.

All information contained in this Report and associated documents were believed to be accurate for the time period it covers, disclosed in good faith and based on sources believed to be reliable. However, this does not constitute a representation, guarantee, warranty or undertaking of any nature on Anadolu Sigorta. Accordingly, none of Anadolu Sigorta, Anadolu Sigorta shareholders, Anadolu Sigorta subsidiaries or their BoD members, or their respective advisors, directors or employees shall be liable for any direct, indirect or consequential loss or damage suffered by any person as a result of relying on any statement in or omission from this Report or in any other information or communications in connection with this Report.

Reporting Consultant & Graphic Design

Kıymet-i Harbiye Yönetim Danışmanlık

T: +90(212) 279 13 13

[email protected]

Cover DesignPlanAD Works

T: +90(212) 275 74 75 planad.com.tr

Anadolu Anonim Türk Sigorta Şirketi HeadquarterstAnadolu Sigorta, Rüzgarlıbahçe Mahallesi Kavak Sokak No:31 34805 Kavacık / İstanbul

T: +90(850) 724 0 850

F: +90(850) 744 0 745

For your information requests, views and suggestions about the report;

[email protected]

GRI-102-55 GRI-102-1 � GRI-102-3 � GRI-102-53 � GRI-102-56

Relations With Agencies and Business Partners



Sustainability Management (p.22); Sustainability Priorities (p.23); Business Partners(p.54-57)

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Sustainability Management (p.22); Sustainability Priorities (p.23); Business Partners(p.54-57)

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103-3 Evaluation of the management approach Sustainability Management (p.22); Sustainability Priorities (p.23); Business Partners(p.54-57)

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Integrating Sustainability into Business Model



Sustainability Management (p.22); Sustainability Priorities (p.23) -



103-3 Evaluation of the management approach Sustainability Management (p.22); Sustainability Priorities (p.23) -Digital Future



Sustainability Management (p.22); Sustainability Priorities (p.23); Digital Future (p. 36-41)

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Sustainability Management (p.22); Sustainability Priorities (p.23); Digital Future (p. 36-41)

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103-3 Evaluation of the management approach Sustainability Management (p.22); Sustainability Priorities (p.23); Digital Future (p. 36-41)

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GRI 203: Indirect Economic Impacts 2016

203-2 Significant indirect economic impacts New Economy and Insurance (p.13); Digital Future (p. 36-41) -

Legal Compliance and Business Ethics



Sustainability Management (p.22); Sustainability Priorities (p.23); Legal Compliance and Business Ethics (p.18-19)

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Sustainability Management (p.22); Sustainability Priorities (p.23); Legal Compliance and Business Ethics (p.18-19)

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103-3 Evaluation of the management approach Sustainability Management (p.22); Sustainability Priorities (p.23); Legal Compliance and Business Ethics (p.18-19)

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GRI 205: Anti-corruption 2016

205-1 Operations assessed for risks related to corruption

Legal Compliance and Business Ethics (p.18-19) -

205-2 Communication and training about anti-corruption policies and procedures


205-3 Confirmed incidents of corruption and actions taken


GRI 307: Environmental Compliance 2016

307-1 Non-compliance with environmental laws and regulations

Performance Data (p.64) -

GRI 415: Public Policy 2016

415-1 Political contributions Legal Compliance and Business Ethics (p.18-19) -

GRI 419: Socioeconomic Compliance 2016

419-1 Non-compliance with laws and regulations in the social and economic area

Legal Compliance and Business Ethics (p.18-19); Performance Data (p.64)

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Workplace Practices






103-3 Evaluation of the management approach Sustainability Management (p.22); Sustainability Priorities (p.23) -GRI: 202: Market Presence 2016

202-1 Ratios of standard entry level wage by gender compared to local minimum wage

Performance Data (p.64); Anadolu Sigorta pays equal salary for equal work. Gender is not used as a criteria for remuneration.

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GRI 401: Employment 2016

401-1 New employee hires and employee turnover Performance Data (p.65) -401-3 Parental Leave Performance Data (p.65)

GRI 403: Occupational Health and Safety 2016

403-1 Workers representation in formal joint management–worker health and safety committees

Occupational Health and Safety (p.50-51); Performance Data (p.64) -

403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities

Occupational Health and Safety (p.50-51); Performance Data (p.64) -

GRI 404: Training and Education 2016

404-1 Average hours of training per year per employee

Talent Management (p.46-47); Performance Data (p.64) -

GRI 405: Diversity and Equal Opportunity 2016

405-1 Diversity of governance bodies and employees

Work Life (p.44-46); Performance Data (p.65) -

GRI 406: Non-discrimination 2016

406-1 Incidents of discrimination and corrective actions taken

Work Life (p.44) -

Material IssuesStandards Disclosures Descriptions and Page Numbers Omissions

www.anadolusigorta.com.trE-mail: [email protected]

ISBANK Subsidiary

Documents

SUSTAINABILITY REPORT 2018 - Anadolu Sigorta...CORPORATE GOVERNANCE THE FUTURE OF INSURANCE SECTOR ABOUT THE REPORT At Anadolu Anonim Türk Sigorta Şirketi, we are glad to submit