Building a better working world · Building a better working world. 3 ... which is expressed in the...

EY Turkey Sustainability Report for the period 1 July 2013 to 30 June 2014

Building a betterworking world

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i4 1 About this report01 A note from the EY Turkey Country Managing Partner03 A note from the EY Turkey Climate Change and Sustainability Leader04 EY Turkey at a glance05 Determining report content and materiality 09 Stakeholders and mechanisms of engagement

10 2 About EY12 Purpose12 Strategy 12 Performance13 Awards and recognition

14 3 Marketplace15 Exceptional client service18 Investing in EY services20 Applying an industry focus21 Promoting sustainability as a global leader in professional services23 Instilling professional values

30 4 People31 EY Turkey 2014 highlights33 Creating the highest-performing teams35 Developing and supporting our people through world-class learning38 Celebrating and supporting diverse talent41

44 5 Community46 Supporting our communities47 Supporting entrepreneurship51 Increasing opportunities for women in business52 Supporting the workforce of the future53 Demonstrating environmental stewardship

56 6 How EY Turkey is organized57 EY Turkey organization structure5859 Appendix 1. GRI G4 Content Index for ‘’In accordance: Core’’62 Appendix 2. Data overview65 Contacts

Contents

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About this report

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ur e is p e se to present its rst sustainability report that has been prepared in accordance with the GRI G4 Reporting Guidelines or the ur ey scal year ro

uly 3 to 3 une 4

his report is one o the rst GRI G4 reports to be published in Turkey and covers all EY Turkey legal entities and o ce buildings It is the intention of EY Turkey to continue to report annually to its stakeholders starting fro the current year

ee the GRI G4 Index towards the back of this report for the full list of EY Turkey legal entities

u ta a a l aEY Turkey Country Managing Partner

A note from the EY Turkey Country Managing Partner

iscal Year 3 covered the period uly to 3 une 3

Our aim, which is expressed in the motto that accompanies our logo, is – Building a Better Working World.

markets and in economies across the world. We help organizations operating in Turkey to reinforce their efforts to invest in transparency and prevent corruption, thus improving the business environment and making the country more attractive to investors.

Today’s business world is complex and fast-paced. Globalization, technological advances and demographic shifts have brought opportunity to many — empowering and connecting people and creating a vibrant and diverse world. But these trends also have created complexity. As the pace of change continues to accelerate,

professional services organization in creating social, economic and environmental value. This value needs to be sustainable value, something that cannot be achieved in isolation. Every strategy, every initiative, every action has to be considered through the lens of sustainability.

sustainably; employment rises; consumers spend; and governments invest in their citizens. A better working world also develops talent in all its forms and encourages collaboration. From core assurance, tax, transaction and advisory services, to our community investments that focus on supporting entrepreneurs, developing future leaders and championing the role of women in business, this purpose underpins everything EY member

innovation are at the heart of creating enduring and sustainable growth.

experiences of some of the world’s largest companies, evidence is mounting that the reconnection of business strategy to delivering social and environmental progress is critical to long — term success.

Old-world corporate social responsibility was about giving something back. It said, “We contribute to society because we are successful.” New-world sustainability is about creating shared value. It says, “We are successful because we contribute to society.” EY’s commitment to Sustainability became even more solid with

2 . It established our strategy and our position for building a better working world, focusing on the leadership of our business segment. Here in Turkey, we have further demonstrated our commitment and passion for sustainability by establishing our own local Climate Change and Sustainability Service line that delivers a range of advisory and assurance services to clients in Turkey.

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® Core and

® Commercial Interiors Rating System criteria.

In addition, as part of our global commitment to supporting entrepreneurs, we run the Entrepreneur of The Year program in Turkey where we also involve Endeavor within the global agreement between our organizations. Our Entrepreneur Of The Year® program recognizes and supports entrepreneurship in more than 140 cities in 50 countries and has been running in Turkey for 10 years.

Our goal is based on Vision 2020 and on the purpose of building a better working world, our clients will feel

and long lasting growth for all. We want to express our gratitude and recognition to all EY Turkey people, clients, suppliers and other publics that have helped us obtain our great achievements in the last year and to understand

put into practice our commitments for next year.

Mu ta a a l aEY Turkey

Country Managing Partner

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A note from the EY Turkey Climate Change and Sustainability Leader

eyne kuyan ky l aEY Turkey Climate Change and

u tainability er i e eading Partner

3 orld Resources Institute orld usiness Council for ustainable evelop ent s The Greenhouse Gas rotocol A Corporate Accounting and Reporting tandard Revised Edition

4 or the C Turkey 2 4 Report please see http cdpturkey sabanciuniv edu sites cdpturkey sabanciuniv edu les photos C 2 Turkey 2 Cli ate 2 Change 2Report 2 2 4 pdf

5 or infor ation on the EY Turkey ustainability Co ittee please see page

The reporting year covered by this report represents our base year against which we will look to build on and improve in future reporting periods. Through the process of producing this report, EY Turkey has calculated its

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water consumption and waste generation. In addition, EY Turkey was the CDP Report Sponsor in Turkey for the 4.

In order to develop this GRI G4 report, EY Turkey established a Sustainability Committee5 with senior

EY Turkey’s Climate Change and Sustainability experts, with the implementation of actions agreed by the

to continue to build on this in future periods by improving our performance and reducing our environmental footprint. Our Sustainability Committee will convene in the near future to discuss and agree targets for the coming periods.

undertaking in our commitment to, and passion for, sustainability. EY, locally and internationally, is working with its clients to help transform them into leaders in climate change and sustainability with a range of assurance and advisory services across all sectors.

eyne kuyan ky lmaEY Turkey

Climate Change and Sustainability Services Leading Partner

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EY Turkey is a e ber r of Ernst Young Global i ited a co pany li ited by guarantee EYG EY Turkey represents 4 legal entities that are listed in the GRI G4 Index in this report In this report we refer to ourselves as EY Turkey we or us or our EY refers collectively to the global organi ation of e ber r s of EYG

At a glanceEY Turkey

o u ndu trie or 8

• Auto otive• Consu er roducts• Cleantech• inancial ervices

includes ealth Asset anage ent anking Capital arkets and

Insurance• Govern ent ublic ector• ife ciences includes

ealthcare iotechnology Medical Technology and

har aceutical

• Media and Entertain ent• Mining Metals• il Gas• ower tilities• rivate E uity• Real Estate ospitality

Construction• Technology• Teleco unications er i e line 6

• Assurance Financial Accounting Advisory

ervices Financial tate ent Audit Fraud Investigation ispute

ervices Cli ate Change and

ustainability ervices 7

• Tax Accounting Co pliance and Reporting

usiness Tax AdvisoryInternational Tax AdvisoryGlobal Co pliance and Reporting

u an capital obility servicesegal ervices

Tax olicy and ControversyTransaction Tax

• Transaction Advisory ervicesead Advisory

Transaction upportaluation usiness Modelling

• Advisoryerfor ance I prove ent

RiskIT Risk Advisory

Our service offerings

Headquarters esstanbul urkey 4

People Annual Growth %4 24%

Country overview

For the EY Turkey ervices detailed infor ation please see http www ey coTR en ervices

Cli ate Change and ustainable ervices CCa operates under Assurance ervice ine and provides range of ustainability Assurance and Advisory ervices

Focus industries selected by EY global co panies are the sa e as the focus industries for EY Turkey

trategi Growth Markets initiati es

• Entrepreneurship• Mid arket and fa ily business• rivate e uity E• o en business leaders

5

Bursa

North America

EMEIA

APAC

Oceania

Japan

Far East

South AmericaAnkara

Assurance Tax Advisory Transactions

urkey• ne of the biggest professional services r s• ver e ployees and 4 partners in Turkish cities• rofessional services in 4 service areas

otes (1) Europe Middle East India and Africa (2) Asia asi c

Determining report content and materiality

EY Turkey has developed this report in accordance with Global Reporting Initiative GRI G4 Core ustainability Reporting Guidelines EY Turkey was advised on the

content of its report by its in house Cli ate Change and ustainability ervice line tea In addition at a global level EY designed and i ple ented a syste atic approach to understanding the issues that EY e ber country GRI G4 ustainability reports should cover The lead expert fro the EY Turkey Cli ate Change and

ustainability ervice line is a e ber of this global EY pro ect working group for sustainability As a result the approach followed by EY Turkey had regard to the global EY approach to ensure standardization where applicable to those areas where all EY country practices follow the sa e approach

MaterialityIn developing the 2 4 sustainability report EY listened to our people clients and

e bers within our own service areas and to stakeholders fro various EY e ber r s including Turkey

The sustainability working group engaged local stakeholders as a eans to identify the perfor ance indicators that stakeholders consider aterial and relevant globally

About this report

urkey and basi a ts

u ber of staff

1 4

u ber of clients app

2

offices

4

6

To deter ine the ateriality of the sustainability related issues our stakeholders raised the following sources have been considered

• EY s ision 2 2 purpose to build a better working world and the strategy to deliver on this vision

• orking group research analysis and observations

• takeholder survey results that span current and target clients our people fro senior leaders to new recruits to alu ni and our co unities entrepreneurs trade associations stock exchanges and regulators nonpro ts with which we collaborate within our co unities and key vendors fro our supply chain

• Co petitor global sustainability reports available in the public do ain

nce the data was aggregated EY developed a ateriality atrix that ranked the various sustainability issues

against stakeholder interest and relevancy to our business i pacts takeholder survey results fro all participating countries were weighted e ually even though the nu ber of participants varied fro country to country Internal and external stakeholders were also given e ual weighting Aspect ratings were deter ined using a syste where 5 re ects a baseline level of i portance e uals i portant and 2 e uals very i portant ased on the ratings EY identi ed the top aspects aligned to Global Reporting Initiative GRI G4 Core

ustainability Reporting Guidelines to report on

To deter ine the i pact to EY EY Global surveyed its e ployees clients and facility service providers using the sa e rating syste described above with each response being given e ual weighting EY Turkey s ustainability Co ittee analyzed the global EY results against the feedback received fro our internal and external stakeholder groups during the reporting period and used these results to calibrate the globally aterial aspects to EY Turkey

ased on these results EY Turkey plotted the issues of ost i portance to EY Turkey and its pri ary stakeholder groups on a atrix EY Turkey then categorized the issues by three seg ents that re ect the EY rating syste

• High materiality There were the issues/aspects that stakeholders and EY Turkey s ustainability Co ittee classi ed as very i portant EY Turkey deter ined these issues to be the ost aterial to the business and the issues on which EY Turkey would produce a full isclosure of Manage ent Approach MA as well as at least one indicator for each aspect

• Medium materiality EY Turkey classi ed these issues/aspects as being i portant or elective in ateriality These

ay include so e MAs for which a full MA or indicator list ay not be reported

• ow materiality EY Turkey classi ed these issues/aspects as being less i portant These were the issues that stakeholders and our ustainability Co ittee dee ed to be less aterial As a conse uence It was elected not to report a MA or indicators for these issues

The ateriality chart that follows shows the selected G4 aspects according to both stakeholder i portance and i pact to EY Turkey

The identi ed GRI G4 aterial aspects indicators and boundaries are su arised in the GRI G4 Content Index towards the back of this report

Sustainability impact on EY Turkey

What’s important to you is important to us

Sustainability-

included in employee training

Occupational health and safety

Employee

Employeeretentionrates

Governance

Environmental impacts of transportation

Volunteering

Labor relationships

Materials used

ComplianceWaste

Supplierhuman rights

Anti-corruption

Employeetraining anddevelopment

Embeddingsustainabilityinto our services

remuneration

Marketshare

Customersatisfaction

Environmentalimpacts of products and services

Climate change and energy

Customer privacyResponsibleprocurement

Publicpolicy

ow otential i pact High

owI

port

ance

to s

take

hold

ers

Hig

h

The issues highlighted in yellow were dee ed aterial both inside and outside EY Turkey s boundary whilst those in grey were dee ed aterial inside the organisation

Stakeholders and mechanisms of engagement

EY Turkey s approach to the FY 4 sustainability report re ects the global EY a bition to strengthen globally but e power

e ber r s locally to e bolden stakeholder relationships everywhere and to beco e the ost favored e ployers in the professional services industry To achieve these a bitious goals it is absolutely vital that EY Turkey listens to stakeholders clients people and co unities e learn what is i portant to the how they view us today and the path they expect us to follow These insights have a direct i pact on EY Turkey s success They enable us to identify aterial issues including risks and opportunities; enhance our approach to risk; and i prove our perfor ance As such we need to understand their views adapt our approach or direction to re ect our understanding and co unicate the i pact of their input The diagra and table that follow indicate how we engage with our stakeholders as well as their interdependence and in uence on our decision aking process

Sustainability CommitteeEY Turkey believes that the concept of sustainability ust be e bedded throughout its decision aking echanis s and business processes to create value for its stakeholders and as a conse uence has integrated a sustainability tea structure with Co ittee Me bers representing all a or lines of business throughout its organization

The ustainability Co ittee established in 2 3 to coordinate all of the r s activities in ter s of sustainability is the highest co ittee that for ally reviewed and approved the r s sustainability report and is chaired by the C The current e bership of the Co ittee is as follows

Table Critical Concerns raised by key stakeholder groups and EY s response

Criti al Con ern takeholder Group that raised the Criti al Con ern

urkey s response to Criti al Con ern

I ple entation of ork lace of the Future concept

The concern has been discussed on any platfor s i e eetings with ervice ines eople

oard focus groups etc

EY designed the new Turkey of ce considering all the feedback obtained fro these different platfor s

I ple entation of C E Help page at country level

The concern has been raised by EY C E region in co unications with C functions

The C E Help country page has been developed in order to facilitate access of EY Turkey e ployees to ultiple business applications through one platfor

Table 3 ustainability Co ittee Me bers

Sustainability Committee Member

itle

ene a yurt COO

eynep Okuyan G ky l az Cli ate Change and ustainability ervices artner

Richard etts Cli ate Change and ustainability ervices enior

Manager

elen ak ak Head of Facilities

enan Alt n eki Head of Corporate Co unications Marketing

Marko Nikolic Marketing Manager

E re Cavuso ullar Head of HR

Nazl st n HR Expert

Eren Özden ustainability Expert

The ustainability Co ittee eets regularly in order to onitor the progress on and to provide input to all sustainability efforts The Co ittee is deliberately structured to integrate sustainability concerns and opportunities into all operations and services The ustainability Co ittee s role is to agree on strategic direction and action plans for the

r s internal sustainability pro ects sub ect to the approval of the r s Executive oard The Co ittee has et a total of 6 ti es since its inception and et twice in the reporting period The ustainability Co ittee eets to review and take decisions on reco endations raised by the ustainability Tea and functional representatives regarding sustainabilityrelated topics The ustainability Tea is co prised of 5 full ti e e bers as well as ustainability Cha pions fro all EY Turkey s service tea s that support the on a range of sustainability related pro ects and initiatives

About this report

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Further details about suppliers are provided on page 26

Table 2 Engage ent with EY Turkey s takeholder Groups G4 24

Stakeholder Group

ngagement Plat orms requen y o Stakeholder ngagement

aluation o ngagement in the eporting Period

Our Clients • Client Meetings and teleconferences

• Continuous co unication via e ails telephone and social

edia

• EY Turkey s clients are its pri ary focus of all activities EY Turkey eets with its clients on a continual basis as well as at key pro ect ilestone events of engage ents and on an ad hoc basis as needed within the context of our Exceptional Client ervice approach

• Corporate social edia accounts facebook twitter linkedin youtube e also have an a bassador Twitter account for EY Turkey Advisory ervices eader

• Regular content updates for Facebook Twitter inkedIn and Youtube 3 4 ti es a week

• e share Thought eaderships reports and EY news on social edia accounts e also answer the uestions arising fro social edia as re uired

• Assess ent of ervice Quality

• Throughout the year • To create a consistent client experience and eet client expectations we follow a progra called A Q Assess ent of

ervice Quality ithin this progra the EY Turkey A Q tea plans interviews and web surveys with the clients no inated by artners in order to understand clients expectations E QExpectations of ervice Quality and easure how account tea s

eet client expectations A Q

• eb site • aily content updates on ey co e bulletin sign up re uests 5 ti es a onth

• e update our website with Global/ ocal content e also receive sign up re uests for our newsletters

• Conferences/ se inars • Total nu ber of events carried out is 2

• Roundtable eetings keep our clients updated regarding legislation changes and ake the develop a proactive approach

• Newsletters • 5 newsletters sent out to our clients

• Monthly newsletters are sent out to our clients operating in anking Insurance Energy and rivate E uity industries

• rochures and Thought eadership

• Total nu ber of brochures and Thought eadership designed and/or printed in Turkish and English is 33

• Our Thought eaderships provide new perspectives on the industry and insight fro leading industry gures co entary on key issues and analysis of the latest trends

mployees My develop ent site is EY s syste used to for ally engage with EY e ployees regarding their perfor ance 36 egree Feedback

rocess eadership Acade y E ployee

atisfaction urvey

Varies depending on the type ofengage entAll e ployees receive an interi and a year end appraisalIn addition the HR tea sends e ail noti cations and news bulletins to e ployees as re uired

Our e ployees are the r s ost valuable assets and EY Turkey is a leading e ployer in Turkey for the training support and e ual opportunities it provides to its e ployees

egulatory bodies/ Publi institutions

yste atic reportingMeetings foru sConferences

eriodical Auditsress releases

One to one eetings

Varies depending on the type of engage ent

EY Turkey takes the ut ost care to co ply with all laws and regulations including The aw on Occupational Health and afety No 633 that i pact our business

Media ress conferencesress releases

InterviewsArticles

5 ress eetings and press gatherings organized 4 ress releases launched

4 pecial news interviews articles published on edia

EY Turkey establishes dialogue with national andinternational edia and undertakes efforts with the ob ective of raising awareness about our r and services

Communities hilanthropy events engage ent activities workshops advertise ents launches

eekly EY Turkey establishes dialogue with local co unities to raise awareness about EY and to understand the needs and concerns of local stakeholders on a regular basis

Suppliers aily business cycle• Meetings• E ail co unication

Continuous as general course of business e g by e ailMeetings as re uired

EY s global agree ent policy is applicable to all e ber r s and includes re uire ents for evaluating the i pact of suppliers as well as a separate Code of Conduct for suppliers including a wide range of topics such as environ ental risk anage ent co pliance with hu an rights and zero tolerance to any types of corruption extortion bribery or e bezzle ent9

99

EYTURKEY

1

2

3

Sust

aina

bilit

y su

rvey

cont

aining GRI Indicators and EY-speci

c Indicators to be rated.

• Act

ivitie

s and acti

ons related to customer privacy

• Gov

erna

nce p

ractices and professional values

Current clients — Target clients

• Act

ivitie

s a

nd actions re

lated to corruption

regarding EY services

• Customer satisfaction

• Compliance with laws and regulations

Our

clients count on us to deliver exceptional

Our clientscli

ent s

ervice so they can grow and thrive.

Entrepreneurs — Trade associations — Stock exchanges and regulators — Nonprot organizations — Suppliers

growth in areas w

here we have the greatest impact.

Our com

munities and suppliers

We are com

mitted to fostering sustainable

• Generated economic value an

d mar

ket s

hare

,

regular performance and care

er re

views

, by

gend

er

• Percentage of employees

rece

iving

including donations and communit

y inv

estm

ents

• Energy saved due to conservatio

n and e

fcie

ncy

impr

ovem

ents

• Generated economic value and m

arket share,em

issions and indirect energy consumption

• Initiatives to reduce greenhouse gas

including donations and comm

unity investments

• Activities and actions related to customer privacy

gender, age and minority

diverse categories, including

• Percentage of individuals in

the

EY w

orkf

orce

• Hum

an r

ight

s in

satis

fact

ion

• Cus

tom

er

• Governance, practices and

professional values

Partners and senior leaders — Client and non-cl

ient s

ervin

g em

ploy

ees

— N

ew re

crui

ts, s

tude

nts

and

inte

rns

— A

lum

ni

experience is bette

r tha

n wo

rkin

g an

ywhe

re e

lse.

We want to ensu

re th

at th

e EY

wor

k

Our peo

ple

1. How we engage with our stakeholders2. Why our stakeholders are important to us3. Key issues our stakeholders say are the most important

What’s important to you is important to us

About this report

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EY is a global leader in assurance, tax, transaction and advisory services. The insights and uality services EY member rms deliver globally help build trust and con dence in the capital markets and in economies the world over. EY member rms develop outstanding leaders who team to deliver on the promises EY makes to stakeholders. In so doing, EY plays a critical role in building a better working world for our clients, our people and communities. With a total headcount of 19 , people as at 3 une 2 14 , EY member

rms operate in more than 15 countries around the world. To learn more about EY and the collective

nancial performance of its member rms, please read our latest Global review, at ey.com/global review.

About EY

1

1111

2014 highlightsEY Turkey

1,687Ethics-related training hours

Includes anti-corruption, data privacy, values

100%of our people have signed

our Code of Conduct

Total annual growth percentage24%Figures are shown at country level

Headcount devoted to each service line Figures are shown at country level

TAS62

Advisory165

C S156

Assurance316

Tax344

Notes C S Core usiness Services; TAS Transaction Advisory Services

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PurposeWhen business works better, the world works better. This simple credo forms the basis of EY s purpose of building a better working world a purpose that re ects and respects the uni ue role EY plays as a professional services organization in the creation of social, economic and environmental value. This purpose underpins everything EY does — every service delivered, every interaction with clients and colleagues, every investment and support given to communities — should make the working world better than it was before.

EY s purpose forms part of its Vision 2 2 initiative, which sets the goal of delivering exceptional client service worldwide. EY rms are committed to bringing each client a great team — connected, responsive and insightful — and one that re ects a diverse mix of talented people who embrace this purpose, demonstrate commitment to inclusiveness and exhibit a desire to exceed expectations. EY maintains a strong commitment to its collective values, which guide its actions.

StrategyThe EY strategy, as outlined in Vision 2 2 , calls for its member rms to use their collective global advantage, while empowering teams to be responsive to local needs. To achieve this, EY is improving how its member rms operate and deliver client services. This includes

• Streamlining the EY operating model to further enhance the organization s global scale while remaining responsive to local needs.

• Supporting the delivery of exceptional client service by its member rms worldwide to help their clients succeed, strengthen the connection between service uality and market growth, and enhance public trust in capital markets.

• Helping to develop the highest-performing teams using cross-border and cross-cultural strengths.

• Supporting communities through entrepreneurship, developing the future workforce and championing diversity and inclusiveness, particularly the role of women in business.

Performance EY Turkey s annual growth percentage was 24 for the

nancial year ended 3 une 2 14.

uring FY14, EY Turkey recruited 299 full-time staff 1 graduates and 129 experienced hires and 96 interns and grew its headcount to 1, 43. Since the start of the new EY Turkey nancial year, all services lines have continued to grow strongly and recruit extra staff.

“I have the opportunity in this role to travel around and meet EY people from every corner of the world. And what I see consistently is our people working together in teams, sharing the same values, focused on delivering exceptional client service. More than that, they are proud of what they do and the role they play in building a better working world.”

Mark Weinberger Global Chairman and CEO, EY

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EY s commitment to people and workplace has been recognized through various awards. In 2 13, niversum named EY as the world s most attractive professional services organization — and second most attractive employers overall, as chosen by almost 94, business students from the world s top academic institutions in the largest 12 economies by G P. Additionally, EY was

rst among the ig Four professional services organizations in 1 of 2 individual countries.

EY was also ranked as the leading professional services organization in 6 out of 12 markets and was featured as one of the top 15 employers overall in Australia, Canada, France, Germany, India, Italy, Russia, the K and the S. Globally, EY member rms have been recognized by

• Catalyst Award, for EY s dedication to the recruitment, development and advancement of women

• DiversityInc s Top 1 Companies for iversity for seven consecutive years

• DiversityInc s Top 1 Companies for Executive Women

• FORTUNE s 1 est Companies to Work For® list for 16th consecutive year

• Great Place to Work Institute s Top 25 World s est Multinational Workplaces

• Opportunity Now and Race for Opportunity Top 1 private sector organizations for both gender and

lack and Minority Ethnic ME diversity and inclusion

• The National Association for Female Executives Top 1 Companies for 2 14

• Working Mother s est Companies for Multicultural Women

• Working Mother s Top 1 Companies for Working Mothers; 1 est Companies for Working Mothers for 1 consecutive years

EY Turkey has been recognized by

• niversum ranked EY Turkey est Employer in the professional services sector in Turkey. EY Turkey is a leading professional services organization among the top 1 .

• � Respect for Humans Award from the country s leading online HR and Recruitment center Kariyer.net. The award is presented to the companies that have the highest number of applications and the fastest response rates to ob applicants. ast year, we considered and promptly responded to approximately 28, applications.

• Chairman s Values Award CVA 2 14 Since 2 8 we have held an EMEIA CVA celebration event every year through which we have selected inspirational examples of people living EY s values1 . In the last CVA, Emre

avu o ullar HR irector , Can Alt nta Assurance Senior Manager and Serdar Sumay Tax Executive

rector were nominated by our people as the CSE Values Champion for their service line in 2 14 from 24 nominees.

Awards and recognition

About EY

1 Our Values, http //www.ey.com/TR/en/About-us/Our-values

espite some signs of improvement in the global economy, businesses today continue to face an environment of uncertainty and ambiguity. Economies around the world are recovering, but they are growing at different speeds. Technological innovation — cloud computing, data analytics, social media, mobile technologies — is accelerating. It is disrupting existing business models, creating new industries and challenging business leaders to think about how they can transform their own organizations to suit this digital era. Rising global demand for commodities and natural resources has led to energy security concerns and volatile pricing, but it is also driving innovation in green energy and cleantech and there is growing demand for sustainability data to be reported from a wide range of stakeholder groups.

Marketplace

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In a world that s more complex and dynamic than ever before, clients expect to be served by the right team of professionals, regardless of service line or geography. It is not enough to be technically excellent — EY member

rms clients want professional service providers who are connected to their business, responsive to their needs and insightful about their sector and the challenges they face.

To deliver on this, EY people are united around the concept of exceptional client service. Exceptional client service is about EY professionals being the most connected, responsive and insightful in the marketplace.

• Connected means bringing the right people in the right locations, to build trust and enrich client relationships.

• Responsive means the desire and commitment of every person in EY to be proactive, visible and timely.

• Insightful means using EY experiences and a point of view tailored to the client situation to advance their thinking.

Exceptional client service is a fundamental part of how EY member rms operate, both strategically and tactically.

To support exceptional client service, EY is

• Embedding exceptional client service attributes into how member rms measure uality

• Revising training programs and performance evaluations to incorporate exceptional client service as a minimum baseline expectation for EY people

• e ning exceptional client services as one of the six critical metrics for managing its business

Exceptional client service

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Client composition

• arge global businesses These companies need advisors that can match their expanding reach and meet their exacting standards. They seek EY s help to evaluate new business opportunities, expand into and out of emerging markets, comply with regulatory rules across numerous countries, coordinate a global workforce and interact with governments.

• Middle-market companies The middle market comprises many mature, stable and pro table companies, often private and intending to remain so. These companies face many of the same issues as EY s largest clients — but without the in-house resources to tackle them. They need EY s support to execute transactions to drive growth and to expand into new markets around the world. All of the complex issues faced by companies in the middle market re uire high-value services that EY member rms provide.

• amily Businesses The importance of family businesses to the global economy is undeniable. According to the European Commission, they account for more than 6 of all companies in Europe and the Americas and about 5 of employment. EY is a market leader in advising and guiding family businesses. With almost a century of experience supporting the world s most entrepreneurial and innovative companies, we understand the uni ue challenges they face and how to address them. Our Global Family usiness Center of Excellence, the rst of its kind, is designed to support family businesses, their owners and their managers, wherever they operate in the world. The Center brings together advisors from the EY global network http //familybusiness.ey.com/our-global-network/ to share knowledge and insight to address family business challenges and provide seamless support to internationally based family-owned companies. In Turkey, we proudly support TA ER Turkish branch of Family usiness Network International . In 2 14 we provided general sponsorship to their annual conference for the second time in a row. We also supported Family usiness related initiatives that came from other organizations such as GY A Young usinessmen Association . In 2 13 we released the report based on the Family usiness survey with nearly 5 ma or family rms in Turkey. The aim of this research was twofold on the one hand, we wanted to learn how the main concerns and strategic goals of family businesses in Turkey are aligned with those EY identi ed in its 2 12 global study; and on the other, to understand what is it that family businesses in Turkey consider key factors behind their growth and success. Our professionals occasionally meet with a group of Ko niversity students K OFE who are interested in Family usiness topics, and we hold workshops and discussions with them.

• Entrepreneurs EY recognizes that entrepreneurs are one of the greatest sources of sustainable economic growth. For more than 3 years, EY has been dedicated to helping entrepreneurs achieve their business dreams. EY s focus has helped it develop a deep understanding of how entrepreneurial businesses grow. Collectively, EY member rms are leaders in advising, guiding and recognizing outstanding entrepreneurial talent. From start-up ventures to established companies, EY helps clients become market leaders.

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AssuranceWithin EY Turkey s Assurance practice, there are around 3 professionals delivering external audit services, as well as fraud detection and forensic services and advise on nancial accounting matters.

EY Turkey s audit professionals, in auditing companies accounts, serve the public interest and play a vital role in capital markets. The Assurance practice also includes specialist services such as Climate Change and Sustainability Services CCaSS , Financial Accounting Advisory Services FAAS ,

Financial Statement Audit and Fraud Investigation ispute Services FI S .

EY Turkey s member rms provide services across four service lines Assurance, Tax, Transaction and Advisory Services11. EY s aim is for its clients to bene t from a highly integrated global structure. This means eliminating silos and bringing the best of what the EY organization has to offer to clients through borderless teaming across service lines, industries and geographies.

The strength of EY s global reach is balanced with deep local knowledge. The EY market segment model groups together local accounts, allowing EY people to set account investments and market priorities locally, while still maintaining global consistency in terms of metrics and enablement. The model allows account teams to offer more relevant, tailored services to clients, in particular those clients who may not be global in scope, such as middle-market clients.

Investing in EY services

316Assurance professionals

11 For the EY Turkey Services detailed information, please see http //www.ey.com/TR/en/Services

TaxEY Turkey s Tax practice has more than 3 professionals helping clients understand and manage their tax compliance and reporting obligations responsibly. We help them assess, improve and monitor their tax functions processes, identify and manage tax implications across domestic and cross-border business activities and maintain effective relationships with tax authorities around the world. Tax has nine sub-service lines Accounting Compliance and Reporting, usiness Tax Services, International Tax Services, Global Compliance and Reporting, Human Capital mobility services, egal services, Tax Policy and Controversy, Transaction Tax.

We help clients to remit a growing variety of indirect taxes. We advise them on how tax affects the ef ciencies sought in global supply chains. We can also help clients attract the best talent in a highly competitive marketplace for human capital by advising them on their compensation and bene ts plans, and providing additional services to their workforce.

344Tax professionals

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Marketplace

AdvisoryEY Turkey s Advisory practice works with some of the country s and the world s largest and most complex corporations, as well as with government organizations, on their most pressing management and operational challenges.

With over 15 Advisory professionals, we can uickly deploy the right people to the right pro ects.

EY Turkey s 62 TAS professionals support a wide range of corporate, private capital and government clients to help them make stronger, more informed decisions about how they manage their capital agenda — speci cally around how they raise, invest, preserve and optimize capital in a rapidly changing world.

Whether it is buying, selling or restructuring, we have a relentless focus on our clients strategic needs across all aspects of the economic cycle.

For more information on the investments EY is making in its service lines, please read EY’s Global review 2013 at ey.com/globalreview.

165Advisory professionals

62Transaction Advisory Services professionals

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EY Turkey has access to dedicated EY global sector centers12 around the world, which serve as networks for sharing industry-focused knowledge and include the following

Applying an industry focus

• Automotive

• Consumer Products

• Cleantech

• Financial Services includes Wealth Asset Management, anking

Capital Markets, and Insurance

• Government Public Sector

• ife Sciences includes Healthcare, iotechnology, Medical Technology

and Pharmaceutical

• Media and Entertainment

• Mining Metals

• Oil Gas

• Power tilities

• Private E uity

• Real Estate, Hospitality Construction

• Technology

• Telecommunications

12 Focus industries for EY Turkey

EY s commitment of time and resources means that its member rms can anticipate market trends, identify implications and develop clear points of view on relevant industry issues.

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EY Turkey believes the biggest contribution we can make to reducing the negative effects of climate change is to support our clients and the market in moving toward a low-carbon economy. Through our Climate Change and Sustainability Services CCaSS practice in Turkey, our network of global expertise and the EY Global Cleantech Center, we can help our clients operate more sustainably.

Climate Change and Sustainability ServicesEY Turkey s Climate Change and Sustainability Service practice helps organizations to develop a sustainability strategy and improve performance. We offer leading practices to help clients address the most important sustainability factors, including managing risk in a resource-constrained economy. We also help clients report on their performance in line with international best practice and we provide external assurance of clients material sustainability data.

EY Turkey helps clients reach their sustainability goals and transition to a lower — carbon economy by providing a range of skills and services.

At the same time, we are measuring and managing our own carbon footprint as reported elsewhere in this Sustainability Report.

CleantechThe EY Global Cleantech Center comprises professionals, drawn from across the world, in assurance, tax, transaction and advisory services who understand the business dynamics of cleantech and help clients innovate in technology, business models, nancing mechanisms, cross-sector partnerships and corporate adoption.

EY professionals also advise clients on meeting energy use targets, helping them to reduce carbon emissions and enhance their corporate reputation.

Recognition for our sustainability effortsEY is proud to have been recognized externally for its sustainability services. In 2013, Verdantix, the independent analyst rm focused on energy, environment and sustainability issues for business named EY as the leading global brand for sustainability services.

Engaging in the sustainability debateAs a leading provider of sustainability services, EY rms continue to contribute to the sustainability debate globally and share knowledge with clients and the broader business community. It is through these debates that EY can positively in uence change, working closely with key regulatory bodies and industry standard setters.

At a global level, EY is among a select group of organizations supporting the International Integrated Reporting Council IIRC through its participation on the oard, the Council,

working groups and secondments with an EY person serving as deputy to the CEO . EY led the development of the Value Creation — ackground Paper for the IIRC and has built on this relationship by holding oint EY/IIRC roundtables in France and

razil.

EY also contributes to technical sustainability working groups aimed at standardizing de nitions and approaches, such as the Global Reporting Initiative GRI and the Sustainability Accounting Standards oard SAS . In addition, EY was a ma or sponsor of the Global Reporting Initiative Global Conference.

For details or to download a copy of thought leadership relating to sustainability, visit the Climate Change and Sustainability Services website at http //www.ey.com/TR/en/Services/Assurance/Climate-Change-and-Sustainability-Services.

Promoting sustainability as a global leader in professional services

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As a global organization, EY believes that it plays a vital role in promoting investor con dence in nancial reporting and the world s capital markets. EY recognizes the importance of this role and takes seriously its member rms commitment to provide high- uality professional services.

EY also understands that, apart from its people, its reputation is its most important asset. EY s shared approach, globally consistent policies and practices, independence processes and Code of Conduct strengthen EY Turkey s ability to set the bar for service uality.

Setting the tone at the topEY Turkey s senior leaders are responsible for setting the right tone at the top and demonstrating through their actions our commitment to building a better working world. We also communicate to our people that uality and professional responsibility start with them. Our shared values, which inspire our people and guide them to do the right thing, and our commitment to uality are embedded in who we are and in everything we do.

As part of the global EY organization, EY Turkey s approach to business ethics and integrity is embedded in a culture of consultation, our training programs and our internal communications. Senior management regularly reinforces the importance of performing uality work, complying with professional standards and our policies and leading by example. In addition, our uality review programs assess the

uality of professional service as a key metric in evaluating and rewarding all professionals.

EY Turkey s culture strongly supports collaboration and places special emphasis on the importance of consultation in dealing with complex or sub ective accounting, auditing, reporting, regulatory and independence matters. We believe it is important to determine that engagement teams and clients correctly follow consultation advice, and we emphasize this when necessary.

Code of conductThe EY Global Code of Conduct provides a clear set of standards that guide our actions and our business conduct. It is organized into ve categories containing principles that are to be followed by everyone at EY to guide behavior across all areas of activity

1. Working with one another2. Working with clients and others3. Acting with professional integrity4. Maintaining our ob ectivity and independence5. Respecting intellectual capital

y monitoring compliance with the Global Code of Conduct as prescribed by EY, and through fre uent communications, EY Turkey strives to create an environment that encourages all personnel to act responsibly, including reporting misconduct without fear of retaliation.

The EY/Ethics Hotline provides our people, clients and others outside of the organization with a means to con dentially report activity that may involve unethical or improper behavior and that may be in violation of professional standards or otherwise inconsistent with the Global Code of Conduct. The hotline is operated by an external organization that provides con dential and, if desired, anonymous hotline reporting services for companies worldwide.

When a report comes into the EY/Ethics Hotline, either by phone or internet, it receives immediate attention.

epending on the content of the report, appropriate individuals from Risk Management, Human Resources,

egal or other functions are involved to address the report. All matters are handled by experienced individuals, with oversight from the global Risk Management function. For those matters that are reported outside of the EY/Ethics Hotline, the same procedures are followed.

Instilling professional values

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The Global Code of Conduct provides a clear set of standards that guide each member rm s actions and business conduct. Member rms comply with applicable laws and regulations, and the EY values underpin their commitment to doing the right thing. This important commitment is supported by a number of policies and procedures, including

• Anti-bribery The EY global Anti-bribery Policy provides EY people with direction around certain unethical and illegal activities. It emphasizes the obligation of its people to comply with anti-bribery laws and provides greater de nition of what constitutes bribery. It also identi es reporting responsibilities when bribery is discovered. In FY14, EY also launched an Anti- ribery You web-based training program that is

mandatory for all EY personnel. The 45-minute course helps our people recognize, prevent and resist bribery.

• nsider trading The EY global Insider Trading Policy reaf rms the obligation of EY people not to trade in securities with insider information, provides detail on what constitutes insider information and identi es with whom people should consult if they have uestions regarding their responsibilities.

• ata privacy The EY global Personal ata Privacy Policy sets out the principles to be applied to the use and protection of personal data, including those relating to current, past and prospective personnel, clients, suppliers and business associates and social media accounts. This policy is consistent with applicable laws and regulations concerning data protection and privacy when processing personal data. It provides a foundation for maintaining the privacy of all personal data used by member rms.

• ocument retention EY member rms apply their retention policies to all engagements and personnel. ocuments must be preserved whenever any person becomes aware of any actual or reasonably anticipated claim, litigation, investigation, subpoena or other government proceeding involving a client that may relate to a member rm s work.

In FY14, no monetary nes or penalties for non-compliance with laws or regulations were imposed upon EY Turkey with respect to services we provided to our clients.

All EY Turkey business units were analyzed for risks related to corruption and all our employees received training in EY s anti-corruption policies and procedures. There were no incidents in FY14 in relation to corruption.

Annual transparency reportEY member rms comply with the re uirement of the E 8th irective that statutory auditors of European nion E public-interest entities publish an annual transparency report. EY Turkey also produces an annual transparent report13

In addition, as strong advocates of transparency, in addition to the dozens of countries that publish their own country reports, EY publishes a global report that provides an overview of EY global governance and uality standards.

IndependenceIndependence is fundamental to the audit profession and is essential in all dealings between EY member rms and their audit and assurance clients. Maintaining EY member rms independence is pivotal for achieving audit uality. For more information related to EY independence practices, please refer to the Transparency Report 2013: EY Global.

13 EY Turkey s Transparency Report can be viewed at http //www.ey.com/Publication/vw Assets/Guney YMM AS FY14 Seffa ik Raporu/ FI E/G C3 Cney 20 a C4 9F C4 1ms C4 1z 20 enetim 20ve 20SMMM 20A. C5 9E. 20 C5 9Eeffa C4 1k 20Raporu 201 20Temmuz 20- 2031 20Haziran.pdf.

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Client acceptance and service deliveryProviding the right services to the right clients is an essential foundation of EYTurkey s risk management processes.

The EY global client acceptance and continuance policy, which all EY member rms must follow, outlines principles to determine whether to accept a new client or a new engagement or to continue a relationship with an existing client. These principles are fundamental to maintaining uality and independence, managing risk and meeting regulatory re uirements. The ob ectives of the policy are to

• Establish a rigorous process for evaluating risk and making decisions to accept or continue clients or engagements

• Meet applicable independence re uirements

• Identify and deal appropriately with any con icts of interest

• Identify and decline clients that pose excessive risk

• Re uire consultation with designated professionals to identify additional risk-management procedures for speci c high-risk factors

• Comply with legal, regulatory and professional re uirements

In addition, the global EY Con icts of Interest Policy de nes global standards for categories of con icts of interest and a process for identifying potential con icts of interest. It also includes provisions for managing con icts of interest as uickly and ef ciently as possible through the use of appropriate safeguards. Such safeguards range from obtaining the relevant client s consent to act for two or more clients to member rms declining an engagement in order to avoid an identi ed con ict.

The EY Global Tool for Acceptance and Continuance GTAC is an intranet-based system for ef ciently coordinating client and engagement acceptance and continuance activities in line with global, service line and member rm policies. GTAC takes users step by step through the acceptance and continuance re uirements and connects to the resources and information needed to assess business opportunities and associated risks.

The client acceptance process re uires careful consideration of the risk characteristics of a prospective client and several due diligence procedures. efore EY Turkey takes on a new engagement or client, it determines if it can commit

suf cient resources to deliver uality service, especially in highly technical areas, and if the services the client wants are appropriate for the member rm to provide. The approval process is rigorous; no new audit engagement may be accepted without the approval of the rm s Professional Practice irector.

In our annual client continuance process, EY Turkey reviews service delivery and our ability to continue to provide uality service, con rming that our clients share EY Turkey s commitment to uality and transparency. The partner in charge of each engagement, together with our leadership, annually reviews the relationship with the client to determine whether continuance is appropriate.

As an example, the rm s client acceptance and client continuance decisions depend on, among other things, the absence of any perception that a company s management pressures the audit engagement team to accept inappropriate accounting and reporting or uses nancial pressures to undermine audit uality. Considerations and conclusions on the integrity of management are essential to acceptance and continuance decisions.

For more information regarding EY client acceptance and continuance policies, as well as EY s audit uality review process, please refer to the Transparency Report 2013: EY Global.

Data privacyEY Turkey knows that the trust our clients place in us is vital. We view data privacy and information security as fundamental components of doing business. We are committed to protecting information assets, personal data and client information. We believe that a solid data privacy and information security program is an essential component of a leading professional services organization.

The EY Global Code of Conduct stipulates that all member rm personnel must respect and protect the personal and

con dential information received from or relating to their member rms, EY, clients or third parties.

uring the reporting period, there were no data breaches or customer privacy or data loss incidents at EY Turkey.

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The EY Global ata Privacy Policy addresses the issues raised by modern data management tools and systems. EY Turkey applies a common set of personal data management principles applicable to all EY member rms, providing a framework for processing personal data in compliance with local privacy laws and professional standards, as well as internal policies.

The following are the principles of the EY Global ata Privacy Policy

• We protect personal data using appropriate physical, technical and organizational security measures.

• We process, store and disclose personal data only for legitimate business purposes. We make sure our contracts with third-party processors contain terms that con rm data is managed according to the same standards we implement across the enterprise.

• We give additional attention and care to sensitive personal data, making sure we respect local laws and customs.

• We ve established appropriate measures to help ensure personal data remains accurate, complete, current, ade uate and reliable.

• Where applicable, we provide notice to individuals with whom EY member rms engage, advising them of the purpose for which we are processing their personal information.

Globally, EY has adopted binding corporate rules CR , in addition to the existing global personal data privacy program, to legitimize international data transfers among our member

rms in compliance with European data protection law. The CR policy is available on EY s global website as a public statement of its commitment to good data management practices.

As part of our CR implementation and demonstration of EY s commitment to protect personal data, EY has developed a global data privacy and information security training course which is being rolled out across member rms worldwide.

Additionally, EY s S member rm is registered with the .S. epartment of Commerce for the Safe Harbor certi cation, which

aims to harmonize data privacy practices in trading between the S and the stricter controls of E nion irective 95/46/EC.

Internally, EY Turkey understands the importance of data privacy and information security awareness among our practitioners. Raising awareness of threats to data privacy and information security is an ongoing and dynamic process for us. It is an issue that EY Turkey takes very seriously, and it is re ected not only in specialized formal training for personnel in each of our service lines, but in numerous other activities to raise awareness in the entire global EY population.

For more information regarding EY s commitment to protect personal data, please refer to Protecting your data: EY’s approach to data privacy and information security.14

Supply chain and procurement As a professional services organization, EY purchases goods and services that enable its people to perform their work and deliver uality services to clients.

EY Turkey s main groups of suppliers are for cleaning, car rental, transportation and printed paper and stationery.

The EY Global Procurement Policy applies to all EY member rms. In addition to re uiring compliance with independence

rules and the rules of doing business in a responsible way, the Global Procurement Policy also re uires that all member

rms, including EY Turkey, evaluate the impact of procurement decisions and encourage suppliers to support our sustainability initiatives.

14 http //www.ey.com/Publication/vw Assets/EY Protecting your data-EYs approach to data privacy andinformation security/ FI E/EY Protecting 20your 20data.pdf

2

Global agreement policy EY has a Global Agreement Policy applicable to all member

rms. In addition to re uirements for compliance with the rules for doing business in a responsible way and ensuring our independence when dealing with suppliers, this agreement policy also re uires that we evaluate the impact of our decisions and encourage suppliers to support our sustainability initiatives.

Our agreement policy includes a separate Code of Conduct for our suppliers which includes environmental risk management; compliance with human rights; e ual opportunities policy; occupational health and safety; and the highest ethical standards and zero tolerance to any types of corruption, extortion, bribery or embezzlement. The code also recommends that our suppliers increase their cooperating with local communities to promote these communities social and economic development. In investment agreement clauses, we fully comply with international treaties, legislation and regulations involving human rights. However, we have not yet adopted explicit clauses on this sub ect, nor have we made post-agreement evaluation on critical investments to check compliance with regulations on human rights. We are currently reviewing all agreement drafts and clauses on human rights will be embedded as a standard.

The EY Global Procurement Policy provides a separate Supplier Code of Conduct and includes

• Environmental risk management EY member rms expect suppliers to have an effective environmental policy that mitigates environmental risks; sets ob ectives for minimizing the use of energy, water and raw materials and using renewable resources where possible ; reduces waste and maximizes recycling efforts; measures and monitors performance; and considers the environmental credentials of vendors within their own supply chains. EY Turkey currently does not have the mechanisms in place to capture data relating to the number or percentage of suppliers that were screened using environmental criteria. However, it is something Procurement is committed to exploring and hopes to implement in the future.

• Compliance with human rights We expect suppliers and their contractors to respect the rights of their employees and to comply with all relevant legislation, regulations and directives in the country in which they operate. This includes wages, bene ts and working conditions. Any exploitation of child labor or any other vulnerable groups is completely unacceptable. EY Turkey currently does not have the mechanisms in place to capture data relating to the number or percentage of suppliers that were screened using human rights criteria. However, it is something Procurement is committed to exploring and hopes to implement in the future.

• iversity and inclusiveness Our sourcing decisions, contracts and management of supplier relationships re ect and promote the principles of EY s iversity and Inclusiveness I policy incorporating e ual opportunities . Suppliers must have actionable policies that protect against victimization, harassment or discrimination against any employee or party to the contract due to their sex, gender reassignment, marital or civil partnership status, race, ethnic or national origin, disability, religion, sexual orientation, age or part-time status. Suppliers are re uired to meet the re uirements of any applicable discrimination legislation.

• Occupational health and sa ety Suppliers must abide by all local laws, directives and regulations relating to health and safety in the workplace or in any other location other than the workplace where production or work is undertaken.

• Ethics We expect our suppliers to act with the highest standards of integrity in all of our business dealings. We strictly prohibit any and all forms of corruption, extortion, bribery and embezzlement are strictly prohibited and EY will take immediate action to terminate the contract and seek legal recourse in the event of an offence.

• Monitoring EY member rms expect suppliers to actively audit and monitor their day-to-day management process for compliance with this Code of Conduct.

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EY Turkey currently does not have the mechanisms in place to capture data for screening suppliers impacts on society. However, it is something Procurement is committed to exploring and hopes to implement in the future.

As part of a global EY initiative, EY Turkey runs a program for clients of all service lines called Assessment of Service Quality, which seeks input on how EY Turkey consistently delivers uality service. It also helps us build strong, mutually respectful relationships at all levels and across all the sectors of our clients businesses. It enables us to monitor the uality of service and to act on feedback received.

The program seeks uantitative and ualitative information through

• Face-to-face interviews with key people in the business, including audit committee chairs and board members where relevant, conducted by senior partners who are independent of any service delivery to that client.

• Questionnaires that are used to gather ob ective feedback about speci c engagements or the overall client relationship.

Contributing to the public discoursey engaging with stakeholders, including governments,

policymakers, regulators and standard setters, EY Turkey and member rms around the world play a part in building a better working world and promoting transparency and trust. EY thereby encourages improvements in corporate governance,

nancial reporting and other matters that affect the world s capital markets.

In a better working world, trust increases, so capital

decisions. Businesses grow sustainably, employment rises, consumers spend and governments invest intheir citizens.

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As a global organization, EY engages with a number of groups and initiatives at global, regional and local levels, including

• Audit Committee eadership Network EY is an active member of the Audit Committee eadership Network in Europe and North America. This brings together audit committee chairs from the boards of more than 300 large public companies. The Network provides a key forum for business leaders to discuss critical market, regulatory and governance developments.

• nternational Corporate Governance Network ( CGN) EY is an active member of the ICGN. Member rms participate in a number of investor groups in different countries.

• inancial Stability Board, the nternational orum o ndependent Audit

Regulators and the Basel Committee on Banking Supervision We engage with these stakeholders and others to promote transparency and trust around the world.

• Global Auditor nvestor ialogue This global dialogue is an informal network of leading global institutional investors and ma or global auditing networks to exchange views on current nancial reporting and auditing issues; EY is proud to be part of this dialogue.

• nternational ntegrated Reporting Council ( RC) EY is among a select group of organizations supporting IIRC by participating on the oard, the Council, working groups and secondments with an EY partner serving as deputy to the CEO .

• Transparency nternational EY participates and contributes tens of thousands of dollars to Transparency International s Global Corporations for Transparency International initiatives.

• United Nations Global Compact (UNGC) EY is a proud member of the NGC. At a global level, EY annually communicates its progress on upholding the NGC s 10 principles.

• United Nations Women s Empowerment Principles (WEP) EY is a signatory of

N WEP.• World Economic orum Partnering Against

Corruption nitiative (PAC ) EY is a signatory to PACI, the leading anti-corruption initiative in the world. EY s Global Chairman and CEO is a member of the PACI oard.

• World Economic orum (WE ) EY has been a Strategic Partner of the WEF for 15 years. Its involvement in the WEF enables EY to help shape future economic development and share its insights with the world s most in uential business leaders, politicians, academics and the global media.

Memberships and associationsEY Turkey holds memberships with the following associations and institutions

• Public Company Accounting Oversight oard

• The Institute of Internal Auditors T E• Turkish Industry and usiness Association

T S A• Young usinessmen Association GY A• Turkish Finance irectors Association

F NANS K P• Turkish People Management Association

PERYÖN• Independent Assurance Association • Corporate Governance Association of

Turkey TKY• Private Sector Volunteers Association

ÖSG• Transparency Association • International Investors Association

YASE• Turkish-French Commerce Institution CCI

France Tur uie• Institution of Risk Management Risk

Y neticileri erne i• American usiness Forum in Turkey• Institute of Financial Management FE• Turkish Accounting Professionals

Association TM• German-Turkish Chamber of Industry and

Commerce AHK• Management Consulting Institute Y• Ethics and Reputation Society TE• �Independent Industry and usiness

Association M S A• Women Entrepreneurs Association of

Turkey KAG ER• International Fiscal Association• ritish Chamber of Commerce Turkey• Foreign Economic Relations oard E K• Common Purpose Turkey

AssociationsExternal initiatives EY endorses

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People

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EY Turkey works hard to attract people who are curious and entrepreneurial, who thrive in international teams and who have a global mindset. We want the time people spend at EY Turkey to be more valuable than time spent with any other employer.

If and when people choose to leave EY Turkey, we don t see this as an end to the relationship, ust the next stage. Whether they go on to work with a client or a competitor, start their own business or retire, they will be a welcomed lifelong member of EY Turkey s alumni network.

51%Total female

49%Total male

33,774Hours

Formal learning hours

Headcount

Work orce by Region and Gender

Overall gender breakdown


31

EY Turkey Of ce ocations Male Female

Istanbul 430 448

Ankara 44 45

zmir 28 32

ursa 10 6

1,043EY Turkey

Our values de ne who we are and remain the bedrock of our culture. They are the fundamental beliefs of our global organization. They guide our actions and behavior. They in uence the way we work with each other — and the way we serve our clients and engage with our communities. Instilling them in everything we do is one of the most important sources of our organizational strength.

ValuesWe are

• People who demonstrate integrity, respect and teaming

• People with energy, enthusiasm and the courage to lead

• People who build relationships based on doing the right thing

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Creating the highest-performing teams

EY Turkey is proud of EY s culture of teaming. We know from experience and research that our best-performing teams are made up of highly engaged individuals from a diverse range of backgrounds. These teams excel by being adaptable and

exible without losing focus and by welcoming diverse views. They consistently use best-in-class approaches, tools and methodologies; undertake learning, experience and coaching; and are always focused on delivering the best results, rather than on where, when or how the work gets done.

To support these teams, we are committed to continually providing our people with training that develops their skills, challenging client opportunities, a diverse workplace, exibility and choice, and a framework to guide their career development.

“Building diverse, high-performing teams that cultivate a culture of inclusiveness is key to delivering exceptional client service. Differences matter — whether they’re cultural, generational, gender-related or otherwise — and empowering our people to bring their varied experiences to work every day ultimately leads to better outcomes for our teams and our clients.”

Nancy Altobello Global Managing Partner, Talent, EY Global

People

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Total new employees Employee breakdown by age

Male Female

No. No.

Partners, principals, directors 3 100 0 0

Management 15 56 12 44

Staff 141 55 11 45

Administration 1 9 10 91

Total 16 54% 1 46%

Under 5 Over 5

No. No. No.

0 0 49 82 11 18

23 14 143 85 1 1

660 88 84 11 4 1

22 32 45 66 1 2

7 5 68% 21 1% 17 1%

513 49

530 51

Male Female

Male Female

No. No.



Staff 355 4 393 53


Total 51 4 % 5 51%

Employee breakdown by gender

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Helping EY Turkey s people to learn, develop and lead is fundamental to creating value for our people and our clients. At a global level, EY has a uni ue global career development framework called EY , which focuses on learning, experiences and coaching.

Monitoring and strengthening performanceEY links to EY s global Performance Management and

evelopment Process PM P . PM P helps EY people monitor and direct their performance and align their efforts to the global organization s strategic priorities. One of the most important element of PM P is the conversations EY people have with their counselors as they build their careers.

Tailored trainingEY Turkey provides our people with access to high- uality formal learning through a structured organization-wide curriculum that contains technical content. It is accessible in a variety of formats, including

• Face-to- ace through case studies, lectures and simulations• On-the-job training

• irtual through web-based videos and webcasts

EY s web-based global learning management system enables EY people to exibly organize their learning. They can use it to search for content, to identify where gaps in their learning might exist and to develop a learning map to meet future needs.

In FY14, professionals in EY Turkey were provided with 2 ,106 hours of classroom learning and 6,668 hours of e- earning at an average of approximately 32 hours of learning per employee.

Formal learning plays a crucial role in development. EY Turkey delivers a rich, focused curriculum for our people, recognizing the different roles they play and the variety of experiences and learning they need throughout their development. Furthermore, we continue to increase our focus on coaching and experiences alongside formal learning.

Through EY Turkey s formal learning programs, training activities and other informal learning opportunities, we expose our people to a broad range of sustainability issues. From the EY Global Code of Conduct and anti-bribery and insider-trading policies, to diversity and inclusiveness training and networks, to the skills development opportunities in local communities, we make sustainability a fundamental component of our people s careers and their growth, within and beyond EY. uring the reporting period, health and safety and anti-bribery training were provided to 100 of EY Turkey employees of EY Turkey.15

This year, EY launched World Class, a learning program that enables EY people to receive the same baseline level of high-

uality learning across the globe. One global team is now responsible for developing a learning curriculum that is relevant across the entire organization, as well as speci c programs for each of the service lines. The program blends classroom, mobile, electronic and social learning.

EY Turkey also has tools to capture and manage continuous feedback as well as midyear and annual reviews. We encourage all of our people to re uest real-time feedback. It not only encourages continual improvement, but also informs mid-year and annual performance reviews that all of our employees receive. In FY14, 100 of our EY Turkey people received a formal performance review.

Developing and supporting our people through world-class learning

People

15 The aw on Occupational Health and Safety No. 6331 aw No 6 1 , which governs the health and safety standards to be adopted by employers in Turkey and was published on 30 une 2012.

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CoachingIn addition to technical content, EY Turkey people develop through coaching. We encourage as many coaching conversations as possible throughout the year, and our coaching curriculum enables people to develop their coaching skills as they progress.

Developing leaderseveloping leaders is fundamental to EY Turkey s future

success. EY Turkey is committed to developing our people and nurturing lifelong relationships creating outstanding leaders who bring their vision and skills to EY Turkey and who may then go on to other roles in industry, government and academia, oining the EY alumni network of more than a million EY brand ambassadors.

16 EY runs a gender-speci c eadership Programme and therefore annual training provided to women was higher than for men in senior positions.1 1,140 employees including core business services and client-facing staff received training in FY14.18 There were 33, 4 Classroom and E- earning hours in total.

Total

15,77018

hours for females

Total

18,00418

hours for males

Table 5. Classroom and E- earning hours by gender16

Gender Female Male

Title Number of

Female

Total earning Hours

Number of

Male

Total earning Hours

Partners, principals, executive directors, directors 19 586 38 648

Management 53 1,3 1 96 2,659

Staff 355 10,81 353 11,025

Classroom Training Total 427 12,774 487 14, 2

Partners, principals, executive directors, directors 16 159 34 23

Management 62 3 0 93 663

Staff 328 2,420 310 2, 66

Administrations 28 4 8 6

E- earning Total 4 4 2, 6 445 ,672

Overall, 1,140 employees participated in learning hours17

Classroom learning hours and E-Learning

3

Organize milestone events Those who are newly promoted to senior, manager, senior manager or executive director ranks are invited to milestone events. These face-to-face events follow a global format and combine a mixture of learning and celebration. Members of the leadership team, right up to the EY Global Chairman and CEO, play an active role at these events. For example, more than 2,600 new EY senior managers participated in milestone events in their Areas last year.

The program for newly promoted managers and assistant directors brought together more than 2,300 participants at last year s EMEIA event in the Netherlands and at the Americas event in Orlando. Other events took place across Asia-Paci c and apan.

People

The table below shows the attendance of EY Turkey staff to milestone events in FY14.

Implement strong leadership programsEY delivers tailored programs to develop our leaders, including

• Global NextGen is a two-year program that gives potential member rm partners the opportunity to respond to a series of challenges that will develop their leadership and entrepreneurial skills. It prepares them for their role as partners in a motivating and structured way and provides transparency around the partner promotion process.

• Global Exchange Program provides high-performing seniors and managers the opportunity to go on 18- to 24-month international assignments before returning to share their learning with colleagues.

• New Horizons gives high-performing seniors the chance to undertake a three-month period of employment in another country.

Table 6. EY Turkey staff attendance at milestone events in FY14.

Milestone Events Total

ACR Senior School 4

Advisory Senior School 26

EMEIA Assurance New Senior Program 63

Global New Partner Program 14

New Executive irector Program 9

New Manager/Assistant irector Program 41

New Partner Orientation Program 14

New Senior Manager/Associate irector Program 24

TAS New Senior School 11

Tax Senior School 34

Welcome to EY Campus-hire FY14 Istanbul 149

Total 389

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Celebrating and supporting diverse talentEY Turkey works hard to build a culture that celebrates and encourages diversity and inclusiveness I , and our senior leaders set a positive tone from the top.

iversity has to include the right mix of people within our workforce, including differences in gender, ethnicity, national cultures and subcultures within countries, sexual orientation, disability and generation, among others.

Inclusiveness is the way EY member rms make that mix work. Put simply, it is about creating an environment where each person feels valued, is part of the community and is able to perform at their best.

Inclusive leadershipEY member rm leaders take overall responsibility for I within the country practice. They are accountable for driving this through the business — through hiring, succession planning and promotion — and in leading by example. EY has produced a toolkit to help member rm leaders communicate the importance of leading inclusively to our people, which shows how to turn the diversity of the global EY organization into competitive advantage and how working inclusively will help them build vital leadership skills.

In addition, the eadership Matters Program develops the inclusive leadership capabilities of most senior executives. The program explores the impact of unconscious bias, develops inclusive behaviors and inspires our current and future leaders to practice inclusive leadership.

The workforce has never been more diverse. To build upon our positive momentum, EY is undertaking

Training Globally, EY offers enhanced cultural intelligence training that works across cultural borders on a day-to-day basis. This training explains the importance, and advantages, of greater I. Everyone brings social stereotypes and cultural experiences into how they make decisions, but it is possible to improve decision-making by recognizing the possible unconscious biases that might be at play. To help EY people do this, EY has developed an unconscious-bias toolkit and related training, which more than 11,400 EY people globally have completed to date.

Diversity recruitment EY was the rst organization among the ig Four to assign full-time, partner-level leadership to diversity recruiting. EY is committed to embedding I into the recruiting practices of its member rms.

Active support of internal and external networksEY has networks that help encourage and support different groups of member rm employees. These include women s networks, G T networks, EY parents networks, disability working groups, faith networks, as well as networks that support caregivers and people affected by illness.

Sponsorships and collaboration EY was proud to sponsor the rst G T global summit held by the Out E ual organization. This event brings together delegates from the world s largest businesses to discuss making workplaces safe and e uitable for G T people and to share ideas for the future.

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Providing tools EY provides its member rms with tools that support I at work. These include GlobeSmart®, which provides business-related cultural information on more than 65 countries, helping people in their day-to-day interactions with colleagues, clients and others from other countries.

Enabling mobility and cross-border opportunities Many EY Turkey people undertake international assignments or transfers in order to ll a business need and to develop their careers.

At a global level, EY has also developed programs and networks to help high-performing women achieve their goals. These programs include

• Career Watch program Senior leaders act as advocates for high-potential women and minorities of either gender. They work to ensure participants receive mentoring and are given challenging client assignments and opportunities to network with other senior leaders.

• Navigator program EY developed the Navigator program, which creates opportunities for female managers to develop their networks and have dialogue around the issues they face in advancing their careers.

• Creating internal networks Networking is one of the best ways women can overcome barriers to success. The EY women s networks exist to share best practices, successes and ideas; create opportunities to connect with sponsors and role models; and bring a sense of community to participants. “Inclusive leaders try to understand what the world

looks like to someone else, and they integrate that diverse perspective into their decision-making.”

Beth Brooke-Marciniak Global Vice Chair, Public Policy, EY Global

Tracking progressSetting targets and tracking progress helps keep EY s focus on increasing I. Re ecting this, the leaders of each geographical area look at the I metrics and actively evaluate leadership and partner pipelines and promotion processes for member rms around the world.

Identifying incidents of discrimination As an organization that celebrates and encourages diversity and inclusiveness, EY is a rm supporter of non-discrimination and would take immediate action to resolve any incidents that arose. In FY14, there were not any reported incidents of discrimination and the rm did not have to take any action in response to an incident of discrimination.

People

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iversity and programs oriented towards diversity in EY Turkey.

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51 of our employees in EY Turkey were female at the year-end. As of FY14, 35 of our partners directors and 38 of managers were women and this represents a strong achievement by the rm when compared to many peer companies in Turkey and other EY companies in the region. As EY Turkey, putting aside our diversity focused working environment, our recruitment and development programs offer many opportunities for women in business.

Some examples from programs we provide for our female employees are given below

EME A Woman eadership Program An overseas program that supports the career plans and personal development of our high-potential female employees who aim to be the leaders of the future.

Navigator Program This program is designed towards strengthening the social connections of women in the company, as well as discussing the potential problems they may face as their careers develop.

Sponsoring Program Our partners are chosen as sponsors to middle management female employees who have high potential, preparing and mentoring them in the process for the next stages of their careers.

EME A iscover Your Potential Program An overseas program for female partnership nominees to represent themselves better during the promotion process.

ecision Processes

• All EY managers go through a training program for effects of insensible/unconscious pre udices in the decision making process.

• Additionally, female male comparisons are done in all recruitment and performance evaluations and importance is given to a fair female male ratio.

• Our female employees ratio of assignments to top priority clients is reviewed. EY Turkey also monitors, and if necessary, intervenes to help ensure a fair female male ratio.

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People

EY Turkey wants our people to receive compensation that is highly competitive with prevailing employment market circumstances and business conditions19. We work hard to drive business results so that we can provide competitive remuneration packages to our people. Compensation packages for all full-time employees include

• ife and disability insurance

• Health insurance

Although compensation is an EY Turkey matter, we take advantage of a global compensation administration tool EY has deployed to 80 countries to enable a more accurate comparison of pay data. This is a signi cant step forward in how EY member rms maintain a fair and ef cient reward process for their people. y housing all of its employee reward data in one place, the tool allows EY Turkey to reward professionals and managers, and to determine and apply salary increases and bonus payments more ef ciently than in the past.

Of course, we acknowledge that reward isn t ust about money; it s about colleagues, the career opportunities, the learning experiences, the culture and the working environment.

High-performance teaming relies on creating the right environment for EY Turkey people — one that encourages collaboration and is exible enough to meet the demands of the modern workforce, allowing people to work seamlessly across borders and manage their time effectively.

In response, EY Turkey is developing a trust-based, work-anywhere environment introducing new IT and communications technologies, redesigning and repurposing our of ces, and supporting the health and well-being of our people. These activities fall under the EY Workplace of the Future WOTF initiative and help us improve the way we team, connect and perform across teams and borders.

ltimately, these changes will help EY Turkey to continue to deliver the uality service that our clients deserve and support a culture of exibility and empowerment that helps to attract and retain great people.

19 EY Turkey respects the constitutional right regarding unionization and collective labor contracts. All employees are free with respect to union membership and act of their own free will. uring the reporting period, EY Turkey had no dealings with any supplier who, to the company s knowledge, was in violation of their employees union rights, which is to say of their employees right to oin or not to oin a trade or labor union.

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Maternity leave and return to work and retention rates a ter maternity leave

10Total number of female employees who took maternity leave �

7Total number of female employees who completed their maternity period and returned to work in the reporting period

87.5%Retention rate of employees having returned to work after completion of their maternity period

Flexibility and choiceFlexibility is an increasingly important issue for EY Turkey people and potential recruits — speci cally the ability to combine a career with other aspects of their lives such as family commitments, volunteering in the community or with sports, for example.

Seamlessly connecting our peopleProviding EY Turkey people with exible work practices re uires us to support them with the right technology — and the Messaging and Collaboration program is doing ust that.

y accessing new and exciting technological capabilities, our people can connect with each other more easily than ever before. For example, video-conferencing is possible from individuals laptops or mobile devices with ust a few clicks of a button, and cloud technology is supporting enhanced and instant access to global information, networks and knowledge. This means EY Turkey s people have increasing exibility around where and how they work and a greater ability to adapt their working patterns to meet their client and personal commitments.

Supporting health and well-beingHealth and well-being programs are not ust about keeping

t — they are designed and implemented to cover broader issues relating to work-life balance. EY Turkey offers assistance programs that provide counseling and lifestyle support.

SafetyWherever our people are located — at our EY Turkey of ces or at a client site — their safety is our priority. Our EY Turkey s dedicated team oversees our rigorous and clear policies, which have been developed to protect our people and assets against reasonably foreseeable threats that might result in in ury, loss, damage or impairment.

New Ways of Working - EY WorkFitWorkFit may be described as energetic and the well-being of mind, soul, body, and relationships. In short, it means a healthy and balanced lifestyle. Special discounts have been provided for EY Turkey employees in 4 health and beauty centers, 5 gyms, 3 SPA s and 2 weight loss centers. Additionally the gym in our new building offers special discounts for EY Turkey employees.

CSE WorkSmart Program was implemented in Turkey. This is a region-wide program that aims to give employees more exibility in how, where and when they work. For the

rst time, all employees in CSE s Central and South Europe 21 countries can now access the same exible working opportunities and are embracing a workplace of the future in accordance with Vision 2020.

CSE offers a variety of exibility options, and exible working doesn t ust mean part-time working. We offer occasional

exibility, formal exible working arrangements, unpaid leave and social responsibility leave.

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People

43

EY Turkey is committed to fostering sustainable growth in areas where we can have the greatest impact. EY Turkey believes the most signi cant impact we can have on society is by supporting economic stability and growth, which addresses some of the ma or issues that the world is facing.

Community

44

Entrepreneur O The Year™

47 Finalistsin the last 10 years of the

program.

Greenhouse gas emissionsFigures are shown at country level

24%Scope 1

irect fuel usage533 tCO2e

2,217Total GHG emissions

tCO2e 20

56%Scope 3

usiness travel1,236 tCO2e

20%Scope 2

Of ce energy consumption 448 tCO2

Community investment value contributedFigures are shown at country level

US$ 25,000Annual investment


4520 See the e ning the boundary of the report section for the detailed

description of scope boundaries.

46

Supporting our communities At the heart of EY s purpose of building a better working world is the belief in enlightened self-interest that EY is successful because our EY member rms collectively contribute to society and shared value. Over the past 15 years, EY has been a strategic collaborator of the World Economic Forum WEF , working to shape future economic development and share its insights with the world s most in uential business leaders, politicians and academics. EY is also proud to be a signatory to the nited Nations Global Compact and has pledged to uphold its 10 universally accepted principles in the areas of human rights, labor, the environment and anti-corruption. Each year EY reports on its progress to that end (Our vision, values and impact: UN Global Compact 2013)21 . The table below shows social responsibility and social events supported by EY Turkey since the start of the reporting period.

Table 6. Social responsibility and social events

Name o Event Purpose o Event Timing

Koruncuk Foundation Employees made donations by purchasing tickets for our gift lottery made in our Christmas party.

ecember 2013

TEMA 5,000 trees were planted and EY Memorial Forest for EY Turkey s 30th Year Anniversary was created.

ecember 2013

600 makeup bags were purchased to give as a gift for our women employees on International Women s ay.

March 2014

Le Divas Concert Ticket All our executive assistants were invited to e ivas Concert that took the stage for the 10th Year Concert of daily H rriyet s campaign against domestic violence on International Women s

ay.

March 2014

Corporate Games Corporate Games is one of the World s largest multi-sport festivals for businesses and organisations. As EY Turkey, 64 of our employees competed in different sports such as

asketball, Football, Tennis, Swimming and Running.

May 2014

Dragon Fest 2014 Istanbul ragon Festival took place in mrahor Park, Hali / Istanbul on 21 - 22 September. The Festival is one of the three largest festivals in the world. Our EY team competed with our 16 rowers with 1 drummer and 5 backup competitors.

September 2014

Intercontinental Istanbul Eurasia Marathon

Intercontinental Eurasia Istanbul Marathon took place, which is the most important marathon race in Turkey.

November 2014

21 http //www.ey.com/G /en/Issues/ usiness-environment/uilding-a-better-working-world-upholding-the-united-nations-global-compact-principles

In addition to EY s broad efforts to make a contribution to social and economic progress, EY s member rms concentrate on areas that are most relevant to key stakeholders, services, and skills and competencies. y leveraging the deep sub ect matter knowledge of EY s member rms talent, we can make the greatest difference. For example

• EY focuses on entrepreneurs because they drive innovation and economic growth, and create obs. As a global organization, EY has long recognized the potential of entrepreneurs, who continue to drive growth in many markets. Over the past three decades, EY member rms have been working with entrepreneurs, adapting and modifying their experiences, industry capabilities and resources to work for entrepreneurial, fast-growth companies.

• EY focuses on the future workforce, from employees to young entrepreneurs, because EY member rms know that the next generation is critical to global progress. This ranges from the many thousands of traineeships we offer every year, the work experience opportunities or the support in developing work readiness skills, through to the contribution to the debate and wider solutions development EY member

rms can make.

• EY focuses on diversity and inclusiveness because it s essential to a better, more resilient, working world. In particular, EY supports the role of women in business because of the economic and social contribution they can make. EY is also a signatory to the nited Nations Women s Empowerment Principles, a set of principles for business

4

that offer guidance on how to empower women in the workplace, marketplace and community. This enables EY member rms to put their skills to good use in addressing global challenges, such as youth employment.

Community

Empowering Women to Power EconomiesTAS Partner and EY Entrepreneur of the Year Country

eader emet Özdemir from Turkey led a conversation about the economic importance of gender diversity and potential at the World Economic Forum Special Meeting on nlocking Resources for Regional

evelopment in Istanbul on 28-29 September 2014.

Addressing women empowerment at the WEF was so inspiring and exciting. Meeting so many people from different parts of the world with different socio-economic backgrounds, who understood the importance of discussing this topic gave me great hope. And what excited me more was seeing that the ma ority of the audience at the most panel discussion were men

If a nation wishes to prosper, or if a company wants to deliver sustainable success, then that means that the whole world needs to be included, not ust half of it. It s the only way to succeed in today s changing global economy. A lot of research strongly supports the need for gender diversity to generate stronger business results. This research also shows that the leadership behaviors that are more fre uently applied by women improve organizational performance and are most effective in addressing the global challenges of the future.

EY s internal analysis has validated the external research available. We re committed to diversity, and as a result we ve seen better retention, stronger revenue growth and higher pro tability. Together these components are key to delivering the best approach for our clients.

We can all observe more women in leadership roles in EY now. This ourney and awareness has pushed me personally to step forward and sponsor some of my female colleagues and provide support for their careers.

Supporting entrepreneurship Entrepreneurs drive innovation, imagine new business models, develop new products and services, and create obs and wealth for their communities, which results in broader economic growth and other social bene ts in the marketplace. It is for this reason that EY Turkey wants to help entrepreneurs — big or small — achieve their potential.

EY Entrepreneur Of The Year™

As the rst and only truly global award of its kind, this EY program celebrates those who are building and leading successful, growing and dynamic businesses, recognizing them through regional and national award programs in over 145 cities in more than 60 countries. Each nation s winner then competes for the title of EY World Entrepreneur Of The Year .

The program s continued expansion to new cities and countries demonstrates the importance of entrepreneurship around the world. The EY Global Center for Entrepreneurship and Innovation s annual survey for 2013 highlights the impact of the winners on local and global economies. Two hundred winners from 35 countries shared their plans for ob creation — with 0 of respondents planning to hire in their domestic market and 4 intending to hire abroad.

In addition to creating employment and opportunity, many EOY entrepreneurs are creating goods and services that directly improve the lives of their customers and local communities.

Managing Partner,‘EY Turkey is proud to be a part of the Entrepreneur of the Year program and to reward the visionaries with creative minds through a program that help accelerate Turkish brands and entrepreneurs in the global arena while the enthusiasm of the organization will be supporting the program in the coming years.

This year s Turkish Entrepreneur Of The Year was ayd ner.

2014 marked the 9th Entrepreneur Of The Year held in Turkey. The winner, which was chosen by udges consisting of distinguished members of media and the business world, was

ayd ner , whose goal is to introduce the traditional Turkish d ner to the global fast-food market.

ayd ner president event Y lmaz and vice president Feridun Tun er represented Turkey in the World Entrepreneur of the Year program which was held between 4-8 uly 2014 in Monte Carlo.

Spotlight on Communities

48

EY centers and academiesEY has created centers and academies that draw on 30-plus years of experience of working with the world s most dynamic and ambitious companies — from start-ups and emerging enterprises to rapid-growth companies and market leaders. The centers serve both established entrepreneurs and those ust starting out, and include our

• Global Center or Entrepreneurship and nnovation This online platform provides guidance to entrepreneurs and innovators on planning for the future and growth and how best to access funding. The platform includes details of entrepreneurial programs, conferences and forums, and it provides access to an extensive global network. Fast-growing companies can also use the platform to connect and share perspectives and experiences.

•

• Global Family Business Center o Excellence esigned to support family businesses, their owners and their managers, this center of excellence brings together advisors from around EY to share knowledge and insights for family-owned companies, wherever they operate in the world.

• EY unior Academy Program This is a uni ue one-week training event — held at differing locations around the world — designed for young successors to family businesses. To succeed through generations, family businesses must instill the values shared by those who established the business in the generations that follow. Now in its sixth year, with more than 250 alumni, the unior Academy helps young people from family businesses accelerate their potential and develop as visionary leaders.

Read more from the EY Global Center for Entrepreneurship and Innovation, ey.com/thecenter.

Programs for entrepreneursEY Turkey believes in supporting entrepreneurs at their many stages of development through programs delivered by our people, and in some cases designed by them. These programs support small and medium-size entrepreneurs, including the smallest micro-entrepreneurs, high-impact entrepreneurs in emerging markets, and even budding student entrepreneurs.

The bene ts of these programs ow both ways. y sharing their time, experiences and skills, our people help entrepreneurs to make a difference to their businesses and their communities. At the same time, we recognize that our support of medium- and small-scale entrepreneurs enables our people to develop new skills and experience how a business operates in its entirety.

EY Vantage Program www.endeavor.orgThe EY Vantage Program works with non-pro t organizations that develop high-impact entrepreneurs in emerging markets, enabling EY member rms to help accelerate entrepreneurs growth in countries where their presence can provide particular value. For example, businesses supported by global non-pro t Endeavor experience a compounded average growth rate of 68 in the

rst two years of engaging with the organization, making these entrepreneurs a force for positive economic and social change as they create obs, drive innovation and revitalize their communities.

It also enables EY member rm people to spend up to seven weeks with entrepreneurs, developing their business their skills and ac uire a global mindset. EY member rm people have supported entrepreneurs in Turkey, Argentina, razil, Chile, Colombia, Egypt,

ordan, ebanon, Mexico, South Africa and ruguay.

In accordance with the global sponsorship agreement signed between EY and Endeavor Global, EY and Endeavor is closely operating in the entrepreneurship ecosystem in emerging markets. EY support also extends to Endeavor s International Selection Panels and in addition, Endeavor is a designated supporter of, and helps to identify potential nominees for, EY s Entrepreneur of the Year program in countries where both organizations operate.

The 55th Endeavor International Selection Panel ISP took place on October 22nd-24th 2014 in Istanbul22

. At the end of the ISP, 42 high-impact entrepreneurs leading 23 companies from 12 countries were welcomed into the Endeavor network. Endeavor now supports 990 High-Impact Entrepreneurs from 629 companies across 21 countries.

EMEIA Strategic Growth Markets eader Andrea Vogel was a member of the udging committee and the Country

eader for EOY Turkey, emet Özdemir, has taken the role as observer at this recent ISP.

The selected Endeavor entrepreneurs from Turkey were the following

• Entrepreneur s arbaros Serdar Özbugutu, Tahsin Isin Company Iyzico

• Entrepreneur s Hande ilingir, Serhat Soyouerel, Arda Koterin, Sinan Toktay

Company Insider• Entrepreneur Murat ahin Company Secure rive• Entrepreneurs Ahmet M. Han er, urak Y celyi it Company Enocta

After their selection into the Endeavor network, the entrepreneurs are given access to customized world-class services, including introductions to local and international mentors and volunteers from Fortune 500 consulting rms who will help them address key business needs. Since 199 , Endeavor Entrepreneurs have created thousands of obs and built sustainable and transformative growth models in their home countries. In turn, they become crucial role models for future generations of entrepreneurs.

The stories shared by the entrepreneurs were inspiring and the whole atmosphere during the ISP was amazing. I was very glad to meet such high potential and dynamic entrepreneurs from different parts of the world. - emet Özdemir, Country eader for EOY Turkey

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Community

22 http //www.endeavor.org/blog/42-high-impact-entrepreneurs-from-12-countries- oin-the-endeavor-network-at-the-55th-international-selection-panel-in-istanbul/

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Junior Achievement www.jaworldwide.org

unior Achievement is one of the largest global nonpro t organizations dedicated to addressing fundamental social and economic challenges facing young people.

Through its programs in over 120 countries it delivers experiential learning in nancial literacy, work readiness and entrepreneurship. It aims to enrich young peoples ability to both engage in their own economic development as well as contribute to the strength of their families, communities and economies.

EY member rm people give their skills and their time in a number of countries in Europe, the Middle East and the Americas to help A deliver its programs.

Network For Teaching Entrepreneurship www.nfte.comEY supports the Network For Teaching Entrepreneurship NFTE , an organization that has, over the past 25 years,

provided entrepreneurship education to more than 500,000 young people worldwide at risk of dropping out of school. NFTE helps students see the relevance of their studies through a series of fun and engaging activities that teach the concepts of entrepreneurship and business. Mentored by EY people, students create business plans for their ideas and take part in classroom, city-wide and national competitions.

EY people volunteer their time — whether mentoring students, supporting teachers by acting as guest speakers, udging business plan competitions or participating on the NFTE board.

51

The total income generated by women around the world increased by nearly S 4 trillion to S 9.8 trillion between 2002 and 200 . y 201 , women s income will ump by almost S 6 trillion to S 15.6 trillion, according to EY s own research23.

EY Turkey is proud to support and convene inspiring women through collaboration, sponsorship and networks, covering the public and private sectors. Even before women begin their career, we are helping them access the right skills so that they can become inspiring young women and future leaders.

Globally, and in Turkey, EY helps increase opportunities for women in business in a number of ways.

Worldwide Women Public Sector Leaders Network Women are now seen as the next big emerging market — and one that governments around the world need to account for. However, EY s research shows that, despite women constituting a signi cant part of the overall public sector workforce in many countries, they are signi cantly underrepresented at leadership levels — with only 20 of cabinet positions worldwide held by women. Given that public sector leaders make decisions affecting the welfare of millions of citizens, it is imperative that women hold these positions and are an integral part of this decision-making process, and in a way that re ects the gender balance within society.

EY is helping to address this gender imbalance through

• A Worldwide Women Public Sector eaders Network, which gives women leaders in the public sector visibility of each other, enabling them to connect with other women in similar positions at a global level, and facilitates exchange on leading practices.

• The Worldwide ndex o Women as Public Sector eaders has identi ed certain actions that, when taken together, seem to lead to greater representation of women in leadership roles.

Increasing opportunities for women in businessGlobal Women in Business Advisory Council

EY s GW AC is a network that helps to promote, support and better understand women in business. Women business owners and leaders are able to bene t from

• Access to capital

• A forum to exchange ideas and experiences

• Mentoring opportunities

• One-to-one coaching

• Access to a wide network of peers and thought leadership relevant to them

Entrepreneurial Winning Women™

Created in 2008 by EY, the program identi es women entrepreneurs with established, successful businesses and clear growth goals. It then connects them to an in uential network of entrepreneurs, corporate leaders, investors and advisors, as well as potential partners, strategic alliances, customers and suppliers who can help them think bigger and scale their companies. Now rolled out in several countries, the program has made a signi cant difference through its strategic support of women entrepreneurs.

The Women Athletes Global Business NetworkElite female athletes possess uni ue leadership traits and skills learned through sport that enable them to move successfully into the business world. Through EY s new Women Athletes Global eadership Network, EY helps to harness the potential of female athletes after they retire from sport, connecting them with business leaders and entrepreneurs around the world to mentor, open doors and create next-chapter opportunities.

Community

23 http //www.ey.com/G /en/Issues/ riving-growth/Growing- eyond---High- Achievers---Women-make-all-the-difference-in-the-world

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Supporting civic and business organizationsEY supports a wide range of organizations and initiatives that work to improve opportunities for women around the world. For example

• At WEF, EY hosted a high-pro le event celebrating women s leadership in the world economy, attended by several of the people named on the Forbes 100 Most Powerful Women list 2012 .

• As a supporter of the Clinton Global Initiative, EY announced its participation in a new multi-stakeholder commitment in 2013 to support the development and advancement of women-owned businesses. The initiative supports the development of 15,000 women entrepreneurs outside the S and an increase in corporates supply chain spend with women-owned businesses by at least S 1.5 billion annually. EY will help prepare women for entering into large corporate supply chains through initiatives such as mentoring and providing access to networks.

• EY is strengthening its ongoing relationship with the Women in Parliaments Global Forum WIP , which aims to advance society by using the collective strength and ability of more than 9,000 female Parliamentarians across the world.

• As a founding member, EY has supported the expansion of WE-Connect International — an organization committed to helping women entrepreneurs around the world gain access to global supply chains.

• EY supports Vital Voices, a nonpro t that works alongside government, corporate and NGO executives to train and mentor emerging women leaders from more than 144 countries in Africa, Asia, Eurasia, atin America, the Caribbean and the Middle East.

Supporting the workforce of the future EY Turkey s people act as mentors, coaches and buddies helping young people stay on track and raise their aspirations.

EY Turkey also supports entrepreneurs in Turkey. ocally, EY Turkey supports the workforce of the future. Our efforts focus on ensuring that all young people have the opportunity to be included in the working world. In some cases, our people volunteer their time to coach, mentor or teach young and underserved students. EY Turkey is a proud supporter of diversity and inclusiveness, including the role of women.

53

Community and EnvironmentDemonstrating environmental stewardshipMeasuring our energy consumptionAt EY Turkey, we are constantly challenging ourselves to work in a more environmentally sustainable manner and to nd new ways to reduce our energy consumption, carbon footprint and waste stream. The table below shows the direct and indirect energy consumption G of EY Turkey in the reporting period. The consumption data relates to EY Turkey s 4 of ces of which c. 90 is from the Istanbul Head Of ce.

Community

FY14 energy consumption

7,253

882

Heating Natural Gas

Electricity consumption Mixed Electricity

3,071

Fuel for leased car eet

65% 8%

27%

Total energy consumption

11,2 6

53

54

Measuring our carbon footprintAt a global level, EY published its global carbon footprint for the rst time, which will allow EY Turkey and other member rms to set meaningful goals and reduction targets in the future. We know that nearly all of our carbon output comes from two sources of ce energy consumption and business travel. We now have a baseline against which we can compare our performance year-on-year. The table below shows the carbon footprint of EY Turkey during the reporting period, which has been measured for the

rst time. The greenhouse gases included are principally CO2 with minor uantities of CH4 and N2O. Where relevant, emissions were converted to tCO2-e uivalent. 100 year global warming potentials of gases other than CO2 are taken from the IPCC 4th Assessment Report.

Emissions were calculated in accordance with the World Resources Institute / World usiness Council for Sustainable evelopment s The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard.

Energy consumption and the resultant emissions resulting from electricity consumption of the of ce common areas shared with other tenants elevators, AC, etc. is only based on the Istanbul of ce due to limitations in the availability of data during the reporting period.

See the ‘ e ning the boundary of the report section for the detailed description of scope boundaries.

Direct emissions***

Scope 1Emissions from fuel use leased cars and natural gas for heating

Indirect emissions***

Scope 2Of ce electricity consumption

Scope usiness travel

533 tCO2e 448 tCO2 1,236 tCO2e

FY14 carbon ootprint

Total emissions 2,217 metric tonnes o CO2e

Air travel , mileage reimbursement,and taxi

55

Spotlight on the Environment

EY Turkey has signi cantly increased the energy ef ciency of our of ces through the relocation after the reporting period to a new energy-ef ciency head- uarter building in Istanbul. EY Turkey Istanbul head uarters and of ce areas will be awarded the certi cation level in EE corresponding to its high environmental performance. In parallel to the change of EY Turkey of ce space, the business also renewed its Workplace of the Future program to provide exibility for working areas and support different working styles re ecting the diversity of business and cultural atmosphere. In addition, although travel is critical to our business, we are investing in travel alternatives, like Cisco videoconferencing and enhancing our Worksmart program.

Additionally, by globalizing many core business functions, such as IT, real estate and travel procurement, EY is enabling EY Turkey to follow more consistent operational practices that will help reduce our environmental impacts. In addition, EY member rms are increasingly able to share insights and progress around the world through a newly created global sustainable operations network and environmental scorecard. These global initiatives help EY Turkey to improve the environmental sustainability of our operations by leveraging leading practices.

Community

Business travel EY Turkey professionals travel extensively — by automobile and plane — to deliver exceptional client service. usiness travel is responsible for EY s biggest environmental impact. Yet it is the most challenging issue to address given that travel is essential to the EY service delivery model.

We are taking a number of small, concrete steps to help conserve natural resources and reduce our carbon footprint.

For example, any ights to internal meetings have to be approved by the head of the appropriate business unit and any ights to see clients are carefully assessed and discussed with the client.

56

How EY Turkey is organizedEY s central entity, EYG, coordinates the member rms and promotes cooperation among them. EYG does not provide services, but its ob ectives include promoting the provision of exceptional, high- uality client service by its member rms worldwide. Each member rm is a legally distinct entity.

5

How EY is organized

EY Turkey organization structureEY Turkey is part of the EMEIA Area, which comprises EYG member rms in 99 countries in Europe, Middle East, India and Africa. Within the EMEIA Area, there are 12 Regions. EY Turkey is part of the CSE Region. EY EMEIA imited EMEIA imited , an English company limited by guarantee,

is the principal governance entity for the EYG member rms in the EMEIA Area. EY Turkey has numerous Committees and information on the structure and composition of its oard of

irectors within G ney a ms z SMMM A. . can be found in the latest Transparency report that the rm publishes each year which is accessible from the web link in the footnote below 24.

EMEIA imited facilitates the coordination of these rms and cooperation between them, but it does not control them. EMEIA imited is a member rm of EYG and has no nancial operations and does not provide any professional services.

For country practices under the control of Ernst Young Europe P

In Europe, a holding entity, Ernst Young Europe P EY Europe was formed in con unction with the EMEIA Area. EY Europe is an English limited liability partnership, owned by partners of EYG member rms in Europe. It is an audit

rm registered with the ICAEW the Institute of Chartered Accountants in England and Wales but it does not carry out audits or provide any professional services. EY Europe is a member rm of both EYG and EMEIA imited.

Europe ExecutiveThe Europe Executive effectively operates as the board of EY Europe. It has authority and accountability for strategy execution and management of its operations. It comprises the Europe Managing Partner; the Europe eputy Managing Partner, the leaders for Accounts, Talent, Risk Management, the service-line leaders for Assurance, Advisory, Transaction Advisory Services and Tax and all European regional managing partners.

24 Transparency report is publicly available through EY Turkey webpage http //www.ey.com/Publication/vw Assets/

Guney YMM AS FY14 Seffa ik Raporu/ FI E/G C3 Cney 20 a C4 9F C 4 1ms C4 1z 20

enetim 20ve 20SMMM 20A. C5 9E. 20C5 9Eeffa C4 1k 20Raporu 201 20Temmuz 20- 2031 20

Haziran.pdf

58

Environmental boundaryOur carbon footprint is calculated according to the World Resources Institute/World usiness Council for Sustainable

evelopment s The Greenhouse Gas Protocol A Corporate Accounting and Reporting Standard, Revised Edition. EY Turkey has taken the Operational Control approach to account for its greenhouse gas GHG emissions. irect and indirect emissions sources are included in the scope of our carbon footprint, for which we gathered and analyzed information fromScope 1 irect fuel usage from company-leased car travel and natural gas for heatingScope 2 Of ce electricity consumptionScope usiness travel air travel, mileage reimbursement and taxiEmissions associated with fuel combustion and company-leased car travel are incorporated into Scope 1 since the Operational Control approach has been applied. Emissions related to the use of purchased electricity are incorporated into Scope 2, regardless of the lease agreement. Emissions resulting from business travel, which includes air and land transport are incorporated into Scope 3. Emissions from vehicles used for business travel that are not owned or leased by the company employee owned car travel for business purposes and taxi are also included in Scope 3.

Boundary limitationsFor purposes of the carbon footprint calculation, employees from EY member rms outside Turkey who were assigned to work on pro ects within Turkey were excluded from the scope as their physical location is in a different region. Also excluded from our boundary are companies that have a relationship with EY but have no nancial ties to EY Turkey.

59

Appendix 1. GRI G4 Content Index for ‘’In accordance: Core’’This report is developed in accordance with GRI G4 ‘ core re uirements, and succesfully completed the GRI Materiality

isclosures Service.

This index table lists our standard and speci c disclosures with reference to G4 categories, aspects and indicators, and refers to the pages where these issues are addressed in this report. Aspects that were assessed as material both within EY Turkey and in our broader value chain are shown on page 6 G4 20, G4-21 .

G4 general standard disclosure

General standard disclosure description Page/link External assurance

STRATEGY AND ANALYSIS

G4-1 Statement from the country managing partner. 1 No

ORGANIZATION PROFILE

G4-3 Name of the organization. 4 No

G4-4 Primary brands, products, and services. 4 No

G4-5 4 No

G4-6 Number of countries where the organization operates, and names of countries where either the

covered in the report.

4 No

G4-7 Nature of ownership and legal form. 4 No

G4-8 Markets served. 4 No

G4-9 Scale of the organization. 4 No

G4-10 Breakdown of workforce. 34 No

G4-11 Percentage of total employees covered by collective bargaining agreements.

41 No

G4-12 Describe the organization’s supply chain. 26 No

G4-13period regarding the organization’s size, structure, ownership, or its supply chain.

4 No

G4-14 Addressing precautionary approach or principle. 23-28 No

G4-15 External charters, principles, or other initiatives endorsed.

27-28 No

G4-16 Memberships of associations and advocacy organizations.

29 No

60

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

G4-17statements.

No

G4-18aspect

58 No

G4-19 5-6 No

G4-20 For each material Aspect, report the Aspect Boundary within the organization.

5-6 No

G4-21 For each material Aspect, report the Aspect Boundary outside the organization.

5-6 No

G4-22 The effect of any restatements of information provided in previous reports.

No

G4-23in the Scope and Aspect Boundaries.

No

STAKEHOLDER ENGAGEMENT

G4-24 List of stakeholder groups engaged by the organization.

8 No

G4-25 7 No

G4-26 Approaches to stakeholder engagement. 7 No

G4-27 Response to key topics and concerns raised. 7 No

REPORT PROFILE

G4-28 Reporting period. i5 No

G4-29 Date of most recent previous report. i5 No

G4-30 Reporting cycle. i5 No

G4-31 65 No

G4-32 ‘In accordance’ option, the GRI content index and external assurance.

i5 No

G4-33 Policy and current practice regarding external assurance

59-61 No

GOVERNANCE

G4-34 Governance structure of the organization. 56-58 No

ETHICS AND INTEGRITY

G4-56 Values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.

23-28 No

G4 general standard disclosure

General standard disclosure description Page/link External assurance

61

Material aspect DMA and indicators Indicator detail Page/

linkExternal assurance

CATEGORY: ECONOMIC

CATEGORY: ENVIRONMENTAL

Materials G4-EN1 Materials used by weight or volume. 62 No

G4-EN2 Recycled materials used. 62 No

Energy G4-EN3 Energy consumption within the organization. 53 No

G4-EN5 Energy intensity. 62 No

Emissions

G4-EN15 45 No

G4-EN16 45 No

G4-EN17 45 No

G4-EN18 62 No

G4-EN23 Total weight of waste by type and disposal method. 62 No

Impact mitigation G4-EN27 Mitigation of environmental impacts of products and services. 54 No

Transport G4-EN30 54 No

CATEGORY: SOCIAL. SUB-CATEGORY: HUMAN RIGHTS

Training G4-HR2 Employee training on human rights policies or procedures 35-36 No

Human rights G4-HR3 Incidents of discrimination and corrective actions taken. 39 No

Freedom of Association and Collective Bargaining G4-HR4 Freedom of association and collective bargaining In operations and

suppliers 41 No

CATEGORY: SOCIAL. SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK

G4-LA2 temporary or part-time employees. 41-42 No

Parental Leave G4-LA3 Return to work and retention rates after maternal leave. 42 No

Training and educationG4-LA9 Average hours of training per year per employee by gender, and by

employee category 36 No

G4-LA11 Percentage of employees receiving regular performance and career development reviews. 37 No

opportunity G4-LA12 Composition of governance bodies and breakdown of employees. 18-19 No

G4-LA13 Ratio of basic salary and remuneration 41-42 No

CATEGORY: SOCIAL. SUB-CATEGORY: SOCIETY

Anti-corruption

G4-SO3 Total number and percentage of operations assessed for risks 24 No

G4-SO4 Anti-corruption training 11, 23 No

G4-SO5 Incidents of corruption and actions taken 24 No

CATEGORY: SOCIAL. SUB-CATEGORY: PRODUCT RESPONSIBILITY

Customer satisfaction G4- PR5 Results of surveys measuring customer satisfaction 8 No

Customer Privacy G4-PR8 Total number of substantiated customer privacy complaints. 25 No

Compliance G4-PR-9 24 No

62

EnvironmentPaper consumption by weight Kilograms

FY14 FY13

Of ce Paper 26,499 22,409

Paper waste produced by weight Kilograms

FY14

Of ce Paper 6,508 25

Energy intensityFY14

Total energy consumption in G oil, gas, electricity 11,206

Headcount 1,043

Energy consumption per capita in G 10. 4

GHG emissions tCO2e

FY14

Scope 1 Emissions from fuel use leased car eet and natural gas for heating 533

Scope 2 Of ce electricity consumption 448

Scope 3 usiness travel Air travel, mileage reimbursement, and taxi 1,236

Total emissions 2,217 GHG emissions related to natural gas heating include CO2 and minor amounts

of CH4 and N2O gases. Global Warming Potentials of CH4 and N2O were taken

from the IPCC 5th Assessment report CH4 34, N20 298

EconomicGrowth in annual revenue

FY14

EY Turkey Annual Revenue Growth 24

Appendix 2. Data overviewThis section presents an overview of all of the uantitative KPIs discussed within this report.

SocietyPercentage and total number of business units analyzed for risks related to corruption

FY14 FY13

% %

usiness units analyzed for risks related to corruption 100 100

Percentage of employees trained in organization’s anti-corruption policies and procedures

Number

FY14 FY13

Employees trained in organization s anti-corruption policies and procedures

100 100

Human rightsTotal number of incidents of discrimination

Number

FY14 FY13

Total number of incidents of discrimination 0 0

Product responsibilityCustomer privacy and protection of customer data

Number

FY14 FY13

Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data

0 0

25 Paper waste data reported for recycling of con dential documents.

63

Employee breakdown by age

Under 30 30–50 Over 50

% Tot. % Tot. % Tot.

Partners, principals, directors 0 0 82 49 18 11

Management 14 23 85 143 1 1

Staff 88 660 11 84 1 4

Administration 32 22 66 45 2 1

Employee breakdown by gender

Male Female

% Tot. % Tot.



Staff 4 355 53 393


Labor

New employees

Male Female

% Tot. % Tot.



Staff 55 141 45 11


Total 54% 16 46% 1

Employee turnover

Male Female

% Tot. % Tot.


Management 10 9 12

Staff 18 64 29 105

Administration 0 0 13

Total 14 3 23 120

Classroom hours by gender

Gender Female Male

TitleNumber

of Female

Average earning

Hours per person

Total earning Hours

Number of

Male

Average earning

Hours per person

Total earning Hours

Partners, principals, directors

19 30.84 586 38 1 .05 648

Management 53 25.8 1,3 1 96 2 . 0 2,659

Staff 355 30.4 10,81 353 31.23 11,025

E-Learning hours by gender

Gender Female Male

TitleNumber

of Female

Average earning

Hours per person

Total earning Hours

Number of

Male

Average earning

Hours per person

Total earning Hours

Partners, principals, directors

16 9.94 159 34 6.9 23

Management 62 5.9 3 0 93 .13 663

Staff 328 .38 2,420 310 8.92 2, 66

Administration 28 1.68 4 8 0. 5 6

Percentage of employees receiving regular performance and career development reviews, by gender

FY14 FY13

Male% Female% Male% Female%

Employees receiving regular performance and career development reviews

100 100 100 100

65

Contacts

For more information, please visit ey.com/tr

eynep Okuyan G ky lmaz Climate Change and Sustainability Services eading Partnerzeynep.okuyan tr.ey.com

Richard BettsSenior Manager, Climate Change and Sustainability Servicesrichard.betts tr.ey.com

Eren zden Senior, Climate Change and Sustainability Serviceseren.ozden tr.ey.com

66

EY | Assurance | Tax | Transactions | Advisory

About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and uality services we deliver help build trust and con dence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member rms of Ernst Young Global imited, each of which is a separate legal entity. Ernst Young Global imited, a K company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.

2015 EY Turkey. All Rights Reserved.

This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for speci c advice.

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