Human Values

Ziraat Bank considers its human resources as a strategic element supporting the continuity of its corporate structure and service quality in 2025; it shapes its human resources practices in line with organizational needs and changing work dynamics. The Bank adopts a human resources approach focused on developing competencies, strengthening employee loyalty, and preserving corporate knowledge.

In this context, training and development activities are structured to strengthen employees' professional knowledge and competencies, support managerial capacity, and increase corporate alignment. Training programs designed for different job and responsibility levels are based on effectively reflecting the knowledge gained in work processes.

Ziraat Bank's strong position in the face of increasing competition and transformation dynamics in the banking sector is reinforced by its human resources, supported by experience and institutional knowledge. Human resources and training investments, which will continue in 2025, are among the key elements supporting the Bank's operational efficiency and its prioritized values.

Human Resource Management Practices

Ziraat Bank focuses on implementing modern practices in human resources, creating new employment opportunities, and regularly allocating resources to employee training and development in line with its philosophy of continuous change. The Bank considers its human resources to be one of the fundamental elements supporting the continuity of its corporate structure, service quality, and organizational resilience.

In the highly competitive international banking sector, Ziraat Bank strengthens its position as a powerful national bank every year. Qualified human resources, which can offer customers value-oriented solutions at the right time and through the right channel, thanks to their unique market knowledge and corporate experience, play a decisive role in maintaining this position. The Bank continues its practices aimed at developing employee competencies within the scope of a modern human resources management system to ensure the sustainability of this structure.

In today's working life, the human resources function plays a strategic role beyond merely managing employment and administrative processes; it also ensures business continuity, provides corporate resilience in times of crisis, and makes employee loyalty sustainable. In this context, Ziraat Bank regularly conducts analysis and evaluation studies to understand the expectations, needs, and motivation factors of its employees in order to create an employee experience that can adapt to changing and uncertain conditions.

Technological developments, the digitization of business processes, and the changing expectations of the new generation regarding working life necessitate a rethinking of recruitment, career, and talent management processes with a focus on employee experience. In this regard, the Bank aims to make its human resources processes more agile to respond faster to changing needs, increase digitalization, make more effective use of data analytics, and promote practices that support employee satisfaction.

Considering the effects of employees' psychological well-being on individual performance and organizational efficiency, training and development activities aimed at increasing awareness and resilience in this area have been disseminated through digital channels. Developed based on the analysis results obtained, these applications support employees in adapting more healthily to volatile and uncertain periods.

Applications that accelerate information flow and strengthen coordination are being implemented to support effective management during times of crisis, thereby increasing decision-making, rapid action, and intervention capabilities.

Individual communication continues to be established with employees identified as having health or adaptation issues, and support mechanisms tailored to their needs are being implemented. Within the scope of this approach, the principle of reinforcing the feeling that employees are supported under all circumstances has been adopted.

In terms of occupational health and safety (OHS), the Bank provides occupational safety and workplace medical services; employees' health expenses are covered through the Health Assistance Fund and the T.C. Ziraat Bankası and T. Halk Bankası Members Pension and Relief Fund Foundation. Supportive health practices are among the elements that strengthen employee well-being and corporate loyalty.

The Bank's human resources have a dynamic and balanced profile with different levels of experience. This structure ensures the continuity of corporate knowledge and experience, while enabling new employees to quickly develop their skills through systematic training provided by the Banking School. The synergy between experienced staff and well-trained young talents is one of the fundamental elements of the human resources approach.

In addition to the employment opportunities it offers to young professionals, Ziraat Bank supports local employment, thereby providing sustainable added value to the Turkish economy. The employment of disabled employees is carried out within the framework of Labor Law No. 4857 and related legislation; the principle of equal opportunity is applied in recruitment, working conditions, and career development processes. As of 2025, the percentage of disabled employees within the bank is 3%.

Human resources indicators, particularly employee turnover, are among the key feedback mechanisms for monitoring the effectiveness of recruitment, orientation, training, performance, and compensation policies. The data obtained through these indicators contributes to identifying areas that affect employee engagement and developing human resources policies based on data.

To ensure consistency in the human resources approach across the Ziraat Financial Group, the principles of fairness, equality, and transparency are fundamental; competency-based recruitment and evaluation processes are implemented, and standard human resources practices are carried out in line with central policies and procedures. Harmony and integrity are ensured across the group by conducting performance, training, and career management processes within a common framework.

Human Resources and Demographic Structure

Ziraat Bank provides modern and reliable banking services with a qualified workforce. As of the end of 2025, the Bank's total number of employees is 25,743. As of the reporting period, the average length of service for employees is 11 years.

Remuneration and Other Benefits

Remuneration Practices

The remuneration approach at Ziraat Bank is considered as part of the corporate governance structure and is evaluated from a risk-based perspective. In this context, the Remuneration Committee, authorized on behalf of the Board of Directors, evaluates remuneration policies and practices in line with the Bank's long-term strategy, ethical principles, and risk appetite, and provides the necessary guidance to the Board of Directors.

Regulations regarding the financial and social rights of employees are maintained within the framework of the Collective Bargaining Agreement between the Bank and the Öz Finans-İş Trade Union, which is in force and valid until the end of 2026. Under this agreement, additional payments to union members and practices related to leave and personal rights continue, maintaining a unionization rate of approximately 80%, which supports the effectiveness of social dialogue mechanisms. Salary adjustments were implemented based on the provisions of the agreement. In 2025, the total benefits provided to the Bank's Senior Management amounted to TL 164,315,000.

In order to ensure the sustainability of working conditions and protect employee welfare, practices aimed at balancing workloads and working hours remained on the agenda in 2025. Monitoring mechanisms for overtime were used to strike a balance between operational requirements and employees' work-life balance. This approach aims to reflect a people-oriented management philosophy in daily work practices.

Health Benefit Practices

Ziraat Bank is diversifying its support mechanisms to provide its employees and their family members with access to healthcare services through applications that complement the existing social security structure. While employees subject to private law provisions are offered the opportunity to benefit from private healthcare services in addition to Social Security Institution (SSI) coverage, treatment assistance for Health Assistance Fund members is provided in accordance with the relevant authority frameworks. This structure ensures that healthcare support for employees with different employment statuses is managed within an institutional system.

In order to maintain a balance between quality and cost in accessing healthcare services, special agreements with healthcare providers are regularly updated and shared with employees. In this context, cooperation has been established with the Republic of Türkiye Ministry of Health to ensure that Bank employees receive health services of equal standards throughout the country, and a pilot program has been launched at Ankara Bilkent City Hospital to receive priority health services from city hospitals.

Meanwhile, special health insurance applications for employees working in subsidiaries, branches, and representative offices operating abroad have been renewed in 2025. As an extension of the social support approach, monthly education allowances were provided in 2024 within the scope determined for the year to contribute to the education, care, and development processes of the children of employees with ÇÖZGER (special requirements report for children) and the RAM (Guidance and Research Center) Report. Support in this area continued in 2025, with educational support provided to 280 children during the year.

Social Security Practices

Ziraat Bank does not view employee experience as limited to the active working period; it also considers the retirement process of employees who have contributed to the institution for many years as part of a holistic human resources approach. In line with this, the implementation of the program designed in 2022 to support the transition to retirement continued in 2025. The program aims to ensure that employees' ties to the institution are severed in a healthy manner and that they transition into retirement more prepared.

Skilled Workforce and Employment

Ziraat Bank considers its qualified workforce to be a fundamental building block in achieving the Bank's long-term strategic goals. It structures its human resources planning around sustainable growth, corporate expertise, and leadership continuity. From this perspective, recruitment, training, career management, and international assignment processes are approached holistically, complementing one another.

Recruitment and Integration of Young Talents into Ziraat Bank

The hiring processes are planned to meet Ziraat Bank's long-term human resource needs. Candidates' development potential and compatibility with Ziraat Bank's corporate culture are also taken into consideration.

Ziraat Bank organizes recruitment exams for young people who want to advance their banking careers. In this context, recruitment exams were held in June 2025 to meet the personnel needs for the positions of Assistant Auditor, Assistant Specialist, and Service Officer.

Candidates accepted as Assistant Auditors and Assistant Specialists at Ziraat Bank begin their duties after successfully completing the Ziraat Bank Banking School program, which has a 100-year-old tradition in Türkiye. A total of 223 individuals who completed the Banking School in 2025 have started working at Ziraat Bank.

In line with the principle of “Candidate Satisfaction,” Ziraat Bank organizes preparatory training and practices for new graduate candidates prior to the exam process to support them in preparing for the exams in a conscious and healthy manner. This structure aims to reduce performance differences caused by stress.

During the evaluation phase, candidates underwent a process based on structured interview techniques conducted simultaneously at different centers, ensuring that candidate competencies were measured in a consistent, transparent, and comparable manner. This approach contributes to hiring decisions being made on a data-driven and measurable basis.

The use of structured interview techniques minimizes stress-related performance differences, particularly among recent graduate candidates. This technique allows for the consistent assessment of the competencies required for the relevant position. It also increases candidate satisfaction by enhancing the transparency of the evaluation process and positively supports Ziraat Bank's employer brand. This method contributes to hiring decisions being made within a data-driven, measurable, and repeatable framework.

Career Management and Leadership Development

Career management at Ziraat Bank is structured in line with the principles of transparency and equal opportunity. Title advancement and promotion processes are carried out based on performance and competency assessments of employees through promotion exams held regularly within Ziraat Bank. Thanks to these exams and assessments, the Bank is transparent and accountable, ensuring that employees feel their career development is evaluated in a predictable and fair framework.

Developing managerial candidates within the Bank is among the primary objectives. The management pool consists of employees who are well-versed in the corporate culture and have advanced within the Bank. The programs implemented aim to increase employee motivation, strengthen corporate loyalty, and ensure leadership continuity.

International Assignments and Global Competency Development

When determining which employees will be assigned to overseas branches and subsidiaries, criteria such as professional knowledge and experience, technical skills, foreign language proficiency, performance history, international work experience, and representational skills are taken into consideration. International assignments are carried out in light of human resources policies and needs analyses, taking into account the opinions of the relevant units.

International assignments offer employees the opportunity to experience different regulations and ways of working. They contribute to the development of employees' communication, problem-solving, strategic thinking, and intercultural interaction skills. These experiences provide employees with the opportunity to take on managerial roles in the future and to aim for more comprehensive areas of responsibility in their career planning.

The human resource needs of newly opened overseas representative offices and branches are met by assigning experienced employees from within the ZFG, through rotation programs and by hiring from local labor markets.

Human Resources Management Practices in Affiliates

Human resources processes for newly restructured subsidiaries and technology-based companies are designed to ensure consistency and flexibility across Ziraat Bank.

The goal is to continuously improve the employee experience, based on compliance with regulations and ZFG values in all processes.

Talent Management and Training

Table Training Activities in 2025

Ziraat Bank positions its human resources as one of the fundamental elements of value creation. It has established a comprehensive talent management and training approach as part of its corporate culture, with the aim of strengthening the professional and personal skills of its employees with the competencies required and brought about by the times and Ziraat Bank's strategies. In line with the Bank's long-term strategic goals, it is structured with a focus on developing the right competencies, nurturing future leaders, and ensuring sustainable performance. In this regard, the Bank designs training programs that support its employees throughout their careers, promote continuous learning, and align individual development with corporate goals.

Career Training, Development Training for new products and services developed in line with Ziraat Bank's goals and strategies, and Legal Compliance Training based on legislation are offered to enable employees to effectively fulfill their duties and responsibilities. Training content is continuously updated through close collaboration with relevant business units, audit and control reports, customer feedback, suggestion system data, participant feedback, and regular needs analysis. Rapid adaptation to changing business needs is ensured. Depending on the scope of the training, informational documents, webinars, e-learning, or classroom training applications are implemented.

Encouraging Continuous Learning and Ziraat Bank's Digital Training Approach

Digital platforms and online training tools are actively used at Ziraat Bank with the aim of spreading a culture of learning. Within the scope of weekly catalog training, content specially selected for target audiences is presented to employees under the heading “Training of the Week.” These training sessions cover a wide range of topics, including leadership, coaching, feedback and motivation, team and performance management, sales, communication, artificial intelligence, sustainability, and zero waste. The effectiveness of digital learning content is monitored through participant surveys and usage reports collected immediately after the training is completed. The results obtained are used as input for developing and updating the content.

Banking School and Leadership Development Programs

The Banking School, which was first established in 1926, was previously known as the Ameli Banking School. Renamed the “Ziraat Bank Banking School” in 1989, it is a well-known, high-quality, professional training school in the sector.

Ziraat Bank Banking School is a strategic development and competency center within Ziraat Bank's approach to training qualified human resources. Aiming to train human resources with the knowledge, skills, and competencies required by the banking sector, the Banking School supports the professional and managerial development of Bank employees and provides the sector with qualified workforce.

Through its programs, the school aims to equip participants with the qualifications sought in the banking sector and to help them build their career journeys on a solid foundation of competency. Postgraduate program collaborations with universities are an important element that strengthens the academic side of the Banking School.

Developed in collaboration with Ankara University since 2021, this program has been designed with academic contributions and has been approved by the Higher Education Council as a master's degree program. Participants who successfully complete the program have the opportunity to graduate with a master's degree, certifying their expertise in banking at an academic level.

The programs enhance employees' professional knowledge and competencies, strengthening their opportunities for promotion and specialization. They increase employee motivation and loyalty to the Bank by making them feel valued. This structure is a key element at the heart of the talent management approach, supporting long-term career aspirations.

The Executive School Training Program, which focuses on leadership development, offers a comprehensive development model that plans the managerial journey of executive candidates from start to finish. As part of the program, executive candidates meet with senior management to adopt a leadership approach shaped by the Bank's vision, mission, strategies, and values. Through the Executive School, the Bank aims to develop critical leadership competencies such as financial mastery, goal orientation, customer retention, market mastery, problem solving, risk and crisis management, emotional intelligence, effective communication, leadership and team management, performance management, employee development, representational skills, and coaching.

Integration Process and Mentoring Practices for New Managers

Mentoring and coaching practices are implemented throughout Ziraat Bank to support newly appointed managers in adapting to their roles quickly and effectively. Experienced managers who have previously held the same position are assigned as mentors to new managers. A development environment based on mutual learning and knowledge sharing is created. The mentoring process contributes to healthier management of job changes and faster adaptation to new roles. In addition, the coaching support provided aims to increase managers' self-awareness, identify areas for development, and plan concrete actions for these areas.

Ethics and Compliance Training

Ziraat Bank implements a continuous training approach with the aim of ensuring that all employees embrace the culture of ethics and compliance. Ziraat Bank's ethical principles and compliance policies are communicated in orientation programs for all new employees. Ethics and compliance issues are fundamental components of corporate culture.

In addition, an e-learning course entitled “Business Ethics” is offered as a mandatory training category for all employees, with the aim of creating a common awareness and corporate culture regarding Business Ethics and Morality throughout the institution.

Ethics, information security, personal data protection, and compliance topics are integrated into employee orientation training through classroom training. Assessment exams conducted at the end of the program reinforce these topics and draw employees' attention to these areas. E-learning courses on these topics are available to all employees via the Ziraat Bank Banking School platform, allowing e,ployees to revisit and review these courses at their convenience. This structure aims to sustainably strengthen knowledge and awareness in the areas of ethics and compliance at Ziraat Bank.

External Training and Strengthening the Learning Ecosystem

In 2025, Ziraat Bank employees actively participated in external training and seminars to support their professional and personal development.

Within this scope:

• Open Banking Transactions,
• Card and Payment Systems,
• Digital Transformation,
• Sustainability,
• Risk Management,
• Audit,
• Compliance and Treasury stood out among the training programs conducted in areas directly related to the Bank's strategic priorities.

These training programs aimed to enable employees to closely follow sectoral developments and increase their ability to adapt to changing regulations.

The effects of training and development programs on employee performance, motivation, and organizational commitment are observed within the institution. With this perspective, findings from post-training surveys, suggestion system data, mentor and trainer feedback, and one-on-one interviews conducted after training are regularly evaluated.

The impact of training on the field is observed through workshops organized with the participation of employees from different regions and positions. The data obtained is used as input for the continuous improvement of learning and development processes.

Feedback obtained from training activities conducted in 2024 formed the basis of the needs analysis for the 2025 training plan. In line with these analyses, training programs have been restructured to align with the 2025 goals and strategies: The scope of practical training, case studies, and simulations has been expanded.

The e-learning catalog and classroom training programs have been enriched in line with the required topics. The relevance and effectiveness of training content has been continuously ensured through regular feedback.

• The priority focus areas of the training programs conducted in 2025 have been determined in a way that will support Ziraat Bank's long-term competitive strength.

In addition to these applications, significant steps have been taken to increase the effective use of digital learning platforms in the 2025 period. Practical screen training has been designed, and the digital training catalog has been enriched with new content in line with the cooperation and needs identification of the units.

Digital content has been integrated with internal bank applications, the manager's handbook, and e-books in the field of finance and banking. Awareness initiatives in the field of artificial intelligence have also been launched.

Performance Management

The individual performance evaluation system at Ziraat Bank is structured based on objective, measurable, and concrete criteria in line with the Bank's strategic goals and corporate priorities. The criteria used in performance evaluations are determined before each performance period with the contribution of sales and operations units and are shared transparently with field teams. This approach ensures that performance targets are pursued with a common understanding across the institution, while the evaluation process is based on measurable results

Performance evaluations are based on indicators aligned with the Bank's sustainable growth targets, primarily customer focus, profitability, efficiency, and risk management. Numerical performance scores are calculated based on target-based measurements, and individual rankings form the basis for performance bonus payments. However, a certain portion of the performance bonus is distributed based on target achievement rates, independent of employees' individual rankings; thus, both individual contribution and target alignment are balanced.

In line with objective and measurable criteria, individual performance bonus payments are made to employees every three months (in February, May, August, and November) within the budget determined by the Ziraat Bank Board of Directors. In the Individual Performance Management System, which is primarily sales-oriented, bonus calculations are made using different coefficients, taking into account the branch segment and scale, job position, individual performance ranking, and criteria-based target achievement rates. This structure allows employees who contribute more to earn higher rewards.

The Bank's performance approach is not limited to numerical results but is supported by a competency-based evaluation system. Evaluations within the scope of the Individual Performance and Competency Evaluation System are conducted under three main headings which are;

• Core competencies (behaviors and values required to be a bank employee),
• Functional competencies (knowledge and skills specific to the job position),
• Managerial competencies (leadership qualities expected from managers and management candidates)

Competency assessment results enable the identification of employees' strengths and areas for improvement; accordingly, managers and employees jointly develop individual development plans. Development plans focus on supporting the employee's potential and ensuring progress in line with business objectives; the development process is monitored by managers through regular feedback.

Performans geri bildirimleri, yetkinlik değerlendirme süreci kapsamında yüz yüze gerçekleştirilen yapılandırılmış görüşmeler aracılığıyla sunulmaktadır.

Performance feedback is provided through structured face-to-face interviews as part of the competency assessment process. These interviews provide an open, clear, and fair communication environment, and the differences between actual and expected performance are shared with concrete examples. The process is not only for evaluation but also for development and goal setting; employee motivation and commitment are supported by highlighting successes and constructively addressing areas for improvement. The set goals are regularly monitored throughout the performance period, and the process is supported by interim meetings when necessary.

While the performance and bonus system is being rolled out across domestic and international subsidiaries within the ZFG, Group standards are taken as a basis; however, a fair, objective, and effective structure is created by taking into account the specific conditions of the sectors and locations in which the subsidiaries operate. In this context, the transition to the bonus system was completed at Ziraat Leasing in 2025.

The effectiveness of the performance management system is monitored through annual regular meetings, performance workshops, and meetings conducted with regional management following each quarterly performance periods, based on standardized data and a common perspective. The clarity of performance targets and measurement criteria is analyzed based on regular feedback from field teams, and the findings are used as input for system development. Based on the experience gained from previous periods, improvements have been made in the methods of calculating individual performance scores and in determining the portfolio, operations unit, and branch performance pools.

Thanks to this holistic structure, Ziraat Bank approaches performance management not only as a measurement tool but also as a fundamental management mechanism that supports employee development, organizational commitment, and alignment with strategic goals.

Employee Well-being, Engagement, and Satisfaction

Employee Satisfaction

Ziraat Bank considers its human resources to be one of the fundamental elements of corporate success and continues its efforts to improve employee satisfaction, happiness, and experience from this perspective. In this context, the Bank adopts a holistic approach that considers not only the work-related needs of its employees, but also their individual expectations, work-life balance, and motivation.

In monitoring employee loyalty and satisfaction at Ziraat Bank, ensuring long-term employment of employees within the Bank and tracking employee turnover rates are among the key indicators. In this context, the seniority structure of employees is evaluated. Strengthening employee loyalty is considered to contribute to managing employee turnover rates and supporting organizational continuity. By the end of 2025, the total employee turnover rate was 3.67%. In line with these indicators, the aim is to better understand the factors affecting employee satisfaction and identify areas for improvement. In this context, efforts are being made to analyze employee feedback; the goal is to identify areas for improvement prioritized by employees and implement practices that will enhance the work experience. In addition, employee opinions are regularly monitored through internal communication and feedback platforms, with the aim of supporting actions to increase employee satisfaction and loyalty.

Ziraat Bank takes a holistic approach to the satisfaction, happiness, and experience of its employees, its most valuable resource. In this regard, the Bank continues to strengthen its communication channels to support its employees in effectively managing not only their career development, financial conditions, and working environments, but also their expectations and concerns about life. As part of the Happiness Barometer application, employee feedback was monitored daily in 2025; action plans for improvement were created by analyzing employee-specific needs through one-on-one interviews.

The main goal of the Happiness Barometer Application is to regularly monitor employees' daily moods and well-being to obtain early warning signals regarding the employee experience and identify potential areas of dissatisfaction in a timely manner. In this context, the daily pulse of employees is measured.

Proactive communication is initiated with employees identified as needing support, adopting a supportive approach and taking corrective steps where necessary. In this respect, the Happiness Barometer positions itself as a preventive, continuous feedback-generating, and action-oriented tool in employee experience management. It contributes to strengthening employee engagement and positively developing the corporate climate. By 2025, 50% of all employees will have participated in the program.

2026 and Beyond

Rapid technological transformation, the proliferation of artificial intelligence and advanced analytics applications, and the end-to-end digitization of business processes are strengthening the expectations of the new generation of employees for flexibility, development, and meaning. In this context, it is imperative to rethink recruitment, career, and talent management practices around the employee experience. Ziraat Bank aims to transform its human resources processes into an agile structure that can quickly adapt to changing business models and competency needs, increase employee loyalty and satisfaction, and spread employee experience-centered practices on a corporate scale.

As part of its 2026 plans, Ziraat Bank continues its efforts to deepen digitalization and integrate data analytics and AI-supported decision-making mechanisms into human resources processes. In this context, priority is given to the widespread use of personalized, data-driven, and digital solutions in talent acquisition, performance and career management, learning and development processes, and the development of a continuous learning culture geared towards the banking competencies of the future. The Bank plans to gradually implement smart human resources applications that take a holistic approach to the employee experience throughout 2026.