Human Rights Management
Kordsa operates in compliance with the Universal Declaration of Human Rights, OECD Guidelines for Multinational Enterprises, International Labor Organization Fundamental Conventions, International Labor Organization Declaration on Fundamental Principles and Rights at Work, and all local laws and regulations in all countries it operates in and strives to ensure all rights of employees by embracing the international declarations, fundamentals, conventions, and principles that Türkiye is a party to. Kordsa approaches all employees honestly and fairly and offers a non-discriminatory working environment for all, ensuring that the staff enjoy their rights fully and properly. We supervise suppliers and subcontractors in our value chain to protect human rights through the Supplier Sustainability Evaluation Survey and the scope of our contracts.
Our Policy
Kordsa's Code of Business Ethics serves as our guiding policy in terms of human and labor rights. In addition, in 2018, we prepared the Kordsa Human Rights Policy to support the Code of Business Ethics. The implementation of this policy is applicable to all Kordsa companies, facilities, and suppliers. The policy is reviewed as needed by the Ethics Committee, and any potential changes are made with the approval of the Board of Directors. The coordination of the policy falls under the responsibility of the Global Ethics Compliance Advisor.
At Kordsa, our main suppliers provide the raw materials for production. Our priority criterion in the selection of suppliers is the provision of products that meet our production quality expectations. Before we start purchasing from a supplier, the raw material it provides must be approved by our R&D Department. After this product approval, the supplier assessment process starts.
After the selection process, we conduct supplier evaluations for our approved global suppliers by each site annually. We aim to reach every supplier at least every five years, regarding on-site evaluations.
BUSINESS UNITS
Employment
Kordsa approaches all employees honestly and fairly and is committed to creating a non- discriminative, safe, and healthy working environment for all. We make sure our people enjoy their employee rights fully and properly, and we invest in their personal development. We respect their work-life balance and support the volunteer work they do for appropriate social causes acting with social responsibility. To maintain these tenets in a rapidly changing social and economic context, we adopt the ethical principles of Sabancı Holding, a principal shareholder of Kordsa, and we train our people about our Code of Ethics, which includes principles on human rights protection so that they can exercise their rights and responsibilities within this framework.Responsibility
Our Human Resources Department oversees creating and executing our global HR strategy. We undertake activities such as recruitment and placement, wages and fringe benefits, performance management, organization and human resources review and succession planning, leadership and employee development, overseas assignments, strategic operations related to the organizational climate and similar processes in line with the corporate sustainability targets of the company.
We organize various activities to expedite the orientation of our new recruits and to promote relations with their coworkers, managers, and the upper management. Some of these activities and actions that aroused from focus group discussions following the employee engagement survey include breakfasts with operations directors, a welcome gathering once a year to bring together the upper management and new recruits, roundtable meetings with the CEO and ELT where they listen to employees’ opinions and receive their feedback, and white-collar / blue-collar interaction meetings.
All practices under rewards and benefits management are regularly reviewed and updated through market analyses and benchmarking studies. If the Board needs to monitor market analysis deeply or to develop new compensation tools, an advisor shall be hired to attract and retain key executives.
Our Human Resources Department oversees creating and executing our global HR strategy. We undertake activities such as recruitment and placement, wages and fringe benefits, performance management, organization and human resources review and succession planning, leadership and employee development, overseas assignments, strategic operations related to the organizational climate and similar processes in line with the corporate sustainability targets of the company.
We organize various activities to expedite the orientation of our new recruits and to promote relations with their coworkers, managers, and the upper management. Some of these activities and actions that aroused from focus group discussions following the employee engagement survey include breakfasts with operations directors, a welcome gathering once a year to bring together the upper management and new recruits, roundtable meetings with the CEO and ELT where they listen to employees’ opinions and receive their feedback, and white-collar / blue-collar interaction meetings.
All practices under rewards and benefits management are regularly reviewed and updated through market analyses and benchmarking studies. If the Board needs to monitor market analysis deeply or to develop new compensation tools, an advisor shall be hired to attract and retain key executives.
Employee Satisfaction
We monitor employee satisfaction through employee engagement surveys, roundtable meetings with the CEO and ELT where they listen to employees’ opinions and receive their feedback, and with interaction meetings. We conduct employee engagement surveys biennially through an independent organization.
Employee engagement survey results were 44% in 2014, 62% in 2016, 68% in 2018 and 62% in 2021.
The results of our employee engagement survey guide our improvement actions, and actions are implemented with focus group studies and platforms that ensure employee involvement. Results and actions followed closely by the management team are included in the action plans with country-based targets. We continue to plan and implement new actions within the scope of our Future of Work vision to enhance employees’ engagement.
We monitor employee satisfaction through employee engagement surveys, roundtable meetings with the CEO and ELT where they listen to employees’ opinions and receive their feedback, and with interaction meetings. We conduct employee engagement surveys biennially through an independent organization.
Employee engagement survey results were 44% in 2014, 62% in 2016, 68% in 2018 and 62% in 2021.
The results of our employee engagement survey guide our improvement actions, and actions are implemented with focus group studies and platforms that ensure employee involvement. Results and actions followed closely by the management team are included in the action plans with country-based targets. We continue to plan and implement new actions within the scope of our Future of Work vision to enhance employees’ engagement.
Performance Evaluation
All Kordsa employees are subject to regular performance and career development evaluations. Kordsa supports career development plans of all employees, measure the leadership styles of the managers, and evaluate the organizational climate regularly. With international assignments all over 5 countries, we provide employees with the opportunity to work with different cultures and support them. We measure the success of our employees with different incentive systems and reward and recognize them in a fair way.
All Kordsa employees are subject to regular performance and career development evaluations. Kordsa supports career development plans of all employees, measure the leadership styles of the managers, and evaluate the organizational climate regularly. With international assignments all over 5 countries, we provide employees with the opportunity to work with different cultures and support them. We measure the success of our employees with different incentive systems and reward and recognize them in a fair way.
Internal Career Opportunities
We provide overseas assignments to ensure the development of a common culture across all Kordsa sites. Currently, 17 of our employees are positioned at abroad locations for long term assignments.
We provide overseas assignments to ensure the development of a common culture across all Kordsa sites. Currently, 17 of our employees are positioned at abroad locations for long term assignments.
Equal Opportunity And Diversity
Kordsa mainstreams equality from recruitment to retirement providing an equal environment for men and women. We support our approach complying with the principles of international initiatives.
Kordsa is signatory to the Equality at Work Declaration introduced to the business world by the Platform’s Co-Chair Ms. Güler Sabancı, under the auspices of United Nations Women’s Empowerment Principles (www.weprinciples.org) and the Ministry of Family and Social Policies.
Both platforms work to fight against gender inequalities, encourage women’s participation in business life, empower women in decision-making mechanisms, and ensure that women enjoy opportunities and resources equally.
At Kordsa, we provide equal opportunities for all our employees. We practice absolute equality in recruitment and placement based on our recruitment and placement procedure. We do not allow discrimination in job postings, and we prioritize women when we evaluate applications and make job interviews.
Besides the fair working environment for hiring, working, and career planning for women, we also offer private health insurance that covers childbirth, and lactation rooms for their convenience.
Kordsa mainstreams equality from recruitment to retirement providing an equal environment for men and women. We support our approach complying with the principles of international initiatives.
Kordsa is signatory to the Equality at Work Declaration introduced to the business world by the Platform’s Co-Chair Ms. Güler Sabancı, under the auspices of United Nations Women’s Empowerment Principles (www.weprinciples.org) and the Ministry of Family and Social Policies.
Both platforms work to fight against gender inequalities, encourage women’s participation in business life, empower women in decision-making mechanisms, and ensure that women enjoy opportunities and resources equally.
At Kordsa, we provide equal opportunities for all our employees. We practice absolute equality in recruitment and placement based on our recruitment and placement procedure. We do not allow discrimination in job postings, and we prioritize women when we evaluate applications and make job interviews.
Besides the fair working environment for hiring, working, and career planning for women, we also offer private health insurance that covers childbirth, and lactation rooms for their convenience.
Human Rights Management
Kordsa operates in compliance with the Universal Declaration of Human Rights, OECD Guidelines for Multinational Enterprises, International Labor Organization Fundamental Conventions, International Labor Organization Declaration on Fundamental Principles and Rights at Work, and all local laws and regulations in all countries it operates in and strives to ensure all rights of employees by embracing the international declarations, fundamentals, conventions, and principles that Türkiye is a party to. Kordsa approaches all employees honestly and fairly and offers a non-discriminatory working environment for all, ensuring that the staff enjoy their rights fully and properly. We supervise suppliers and subcontractors in our value chain to protect human rights through the Supplier Sustainability Evaluation Survey and the scope of our contracts.Our Policy
Kordsa's Code of Business Ethics serves as our guiding policy in terms of human and labor rights. In addition, in 2018, we prepared the Kordsa Human Rights Policy to support the Code of Business Ethics. The implementation of this policy is applicable to all Kordsa companies, facilities, and suppliers. The policy is reviewed as needed by the Ethics Committee, and any potential changes are made with the approval of the Board of Directors. The coordination of the policy falls under the responsibility of the Global Ethics Compliance Advisor.
At Kordsa, our main suppliers provide the raw materials for production. Our priority criterion in the selection of suppliers is the provision of products that meet our production quality expectations. Before we start purchasing from a supplier, the raw material it provides must be approved by our R&D Department. After this product approval, the supplier assessment process starts.
After the selection process, we conduct supplier evaluations for our approved global suppliers by each site annually. We aim to reach every supplier at least every five years, regarding on-site evaluations.
Risk and Impact Assessment for Suppliers
Kordsa Code of Business Ethics and Human Rights Policy are attached in the contracts with main suppliers. All employees of subcontractors are informed by Kordsa officers on the codes of work and ethics on their first day at work.
Since there is no article that limits subcontractor employees to join a union, all employees are free to associate. Kordsa audits whether the subcontractor employees have social insurance, they are older than 18, and their wages and social insurance contributions are paid in full. In case of a complaint, our employees conduct on-site audit with the supplier.
Kordsa Code of Business Ethics and Human Rights Policy are attached in the contracts with main suppliers. All employees of subcontractors are informed by Kordsa officers on the codes of work and ethics on their first day at work.
Since there is no article that limits subcontractor employees to join a union, all employees are free to associate. Kordsa audits whether the subcontractor employees have social insurance, they are older than 18, and their wages and social insurance contributions are paid in full. In case of a complaint, our employees conduct on-site audit with the supplier.
Measurement and Evaluation
Employees who feel or suspect a violation of the fair working environment must notify their line managers, a member of Executive Team, the Local Code of Ethics Consultant, the Global Ethical Compliance Officer, or the Ethics Committee through the ethics line. In addition, human rights risks and complaints in the company are audited both internally and externally by third parties.
Employees who feel or suspect a violation of the fair working environment must notify their line managers, a member of Executive Team, the Local Code of Ethics Consultant, the Global Ethical Compliance Officer, or the Ethics Committee through the ethics line. In addition, human rights risks and complaints in the company are audited both internally and externally by third parties.
Audit and Reporting
The Internal Audit Department conducts human rights and ethics policy compliance audits integrated in process audits. When there is a declaration regarding the violation of Kordsa Code of Ethics, all necessary controls and audits are handled with the help of the local ethical compliance officers.
After determining one or two topics regarding human resources each year, all our companies are audited by Sabancı Holding Audit Committee and Kordsa Audit Committee. A report is presented to the CEO and Board of Directors annually which includes ethics, human rights, and human resources topics.
Audit findings are fed into the Internal Audit Task Management (IATASK) system, and supervisors receive task assignments on the system. At the end of a year, the audit team conducts a follow-up visit to audit findings from the previous year and the actions taken. If the audit is successfully completed, all actions are closed in the system by audit team approval.
The Internal Audit Department conducts human rights and ethics policy compliance audits integrated in process audits. When there is a declaration regarding the violation of Kordsa Code of Ethics, all necessary controls and audits are handled with the help of the local ethical compliance officers.
After determining one or two topics regarding human resources each year, all our companies are audited by Sabancı Holding Audit Committee and Kordsa Audit Committee. A report is presented to the CEO and Board of Directors annually which includes ethics, human rights, and human resources topics.
Audit findings are fed into the Internal Audit Task Management (IATASK) system, and supervisors receive task assignments on the system. At the end of a year, the audit team conducts a follow-up visit to audit findings from the previous year and the actions taken. If the audit is successfully completed, all actions are closed in the system by audit team approval.
Consultation and Training
Kordsa offers ethics training to all new employees. Like all employees, the security staff is also trained on code of ethics, which cover the human rights policies that become applicable upon recruitment. These trainings are conducted through the KEEP (e-learning) platform in Türkiye, Thailand, and Indonesia. In Brazil and USA, the ethics trainings are provided in classrooms. Our CEO delivers awareness messages across all organizations when an issue is spotted against the ethics code. These messages aim to enhance the awareness of employees and may vary in scope depending on the nature of the incident.
Kordsa offers ethics training to all new employees. Like all employees, the security staff is also trained on code of ethics, which cover the human rights policies that become applicable upon recruitment. These trainings are conducted through the KEEP (e-learning) platform in Türkiye, Thailand, and Indonesia. In Brazil and USA, the ethics trainings are provided in classrooms. Our CEO delivers awareness messages across all organizations when an issue is spotted against the ethics code. These messages aim to enhance the awareness of employees and may vary in scope depending on the nature of the incident.
Occupational Health and Safety
The health and safety of our employees comes first among our company’s strategic sustainability priorities. The common and only goal of all units in charge of occupational safety is to attain zero occupational accidents and diseases.We implement “The 10 Golden Rules of Occupational Safety” across all our sites to prevent employee injuries. There have been no fatal accidents in any of our sites or sub-contractors.
Our Policy and Management System
Kordsa Occupational Health & Safety, Environment & Sustainability (OHSES) Policy, which is applicable across all our sites, is reviewed and updated every three years. This policy, which is approved by our CEO and details our relevant commitments, is associated with the ISO 45001-2018 (former OHSAS 18001) Occupational Health and Safety Management System. Our Occupational Health and Safety Management System covers our employees and our subcontractors.
Kordsa Occupational Health & Safety, Environment & Sustainability (OHSES) Policy, which is applicable across all our sites, is reviewed and updated every three years. This policy, which is approved by our CEO and details our relevant commitments, is associated with the ISO 45001-2018 (former OHSAS 18001) Occupational Health and Safety Management System. Our Occupational Health and Safety Management System covers our employees and our subcontractors.
Responsibility
All employees are responsible for their own and their fellow colleagues’ occupational safety. The CEO and Chief Operating Officer bear the responsibility for occupational safety on behalf of the management. The Global OHSES Manager is responsible for the coordination. The. management at each site is responsible for OHSES implementations in their locations. The total number of employees in OHSES Departments at our global sites is 35.
All employees are responsible for their own and their fellow colleagues’ occupational safety. The CEO and Chief Operating Officer bear the responsibility for occupational safety on behalf of the management. The Global OHSES Manager is responsible for the coordination. The. management at each site is responsible for OHSES implementations in their locations. The total number of employees in OHSES Departments at our global sites is 35.
Performance Indicators
Occupational safety targets range from strategic to individual and are evaluated within the Kordsa Performance Evaluation System. The occupational safety performance of each site is evaluated based on the number of injury-free hours, severity rate, frequency rate, PSRM (Process Safety and Risk Management) and OHSES’s leading indicators.
Occupational safety targets range from strategic to individual and are evaluated within the Kordsa Performance Evaluation System. The occupational safety performance of each site is evaluated based on the number of injury-free hours, severity rate, frequency rate, PSRM (Process Safety and Risk Management) and OHSES’s leading indicators.
Monitoring Mechanisms
Mechanisms used to monitor the effectiveness of the company’s management approach include internal occupational safety inspections, external ISO 45001, and ISO 14001 Management Systems certification audits, TPM SHE Pillar Committee and insurer audits, second-party occupational safety inspections across companies of Kordsa, and performance benchmarks between our own sites. We issue monthly global OHS reports to communicate our performance.
At Kordsa sites, we take all the precautionary actions to manage the risks of potential occupational hazards. For example, employees working in areas where hazardous chemicals are used are subject to periodic medical screening at the Occupational Diseases Hospital depending on the chemicals used and the working conditions. To identify early on the potential effects of chemicals, medical screening is done annually. During these screenings, we have not identified any occupational diseases on any of our employees.
We have Management-Worker Health and Safety Committees in all facilities with the same operating structure. The total workforce represented in these committees is 100%. Committees at each site are composed of the site manager, line manager, production engineer-supervisor, clinic staff, and union representatives.
Mechanisms used to monitor the effectiveness of the company’s management approach include internal occupational safety inspections, external ISO 45001, and ISO 14001 Management Systems certification audits, TPM SHE Pillar Committee and insurer audits, second-party occupational safety inspections across companies of Kordsa, and performance benchmarks between our own sites. We issue monthly global OHS reports to communicate our performance.
At Kordsa sites, we take all the precautionary actions to manage the risks of potential occupational hazards. For example, employees working in areas where hazardous chemicals are used are subject to periodic medical screening at the Occupational Diseases Hospital depending on the chemicals used and the working conditions. To identify early on the potential effects of chemicals, medical screening is done annually. During these screenings, we have not identified any occupational diseases on any of our employees.
We have Management-Worker Health and Safety Committees in all facilities with the same operating structure. The total workforce represented in these committees is 100%. Committees at each site are composed of the site manager, line manager, production engineer-supervisor, clinic staff, and union representatives.
Production Process
Lean manufacturing and 6 Sigma are tools that are widely used within the Operational Excellence process management of Kordsa. Lean manufacturing studies are carried out under TPM (Total Productive Management) framework. The eight pillars of TPM are used to develop activities for Kordsa's operational excellence targets. Kaizen, 5S, Poka Yoke, Value Stream Mapping, SMED and similar lean tools are used in improvement studies. Regression, ANOVA, DOE and similar statistical tools are applied in these improvement studies by the black belts and green belts.
With agile projects in which the Scrum framework is used, solutions to complex problems are developed with cross-functional teams, and the efficiency of projects are increased with the use of the agility approach.
In order to increase production quality and efficiency, data analytics projects are implemented that enable the processing and analysis of big data produced in Kordsa processes.
Lean manufacturing and 6 Sigma are tools that are widely used within the Operational Excellence process management of Kordsa. Lean manufacturing studies are carried out under TPM (Total Productive Management) framework. The eight pillars of TPM are used to develop activities for Kordsa's operational excellence targets. Kaizen, 5S, Poka Yoke, Value Stream Mapping, SMED and similar lean tools are used in improvement studies. Regression, ANOVA, DOE and similar statistical tools are applied in these improvement studies by the black belts and green belts.
With agile projects in which the Scrum framework is used, solutions to complex problems are developed with cross-functional teams, and the efficiency of projects are increased with the use of the agility approach.
In order to increase production quality and efficiency, data analytics projects are implemented that enable the processing and analysis of big data produced in Kordsa processes.
Education and Development
As the Human Resources Department, with our training and development teams at all Kordsa facilities, we implement various practices to align training and education activities, to meet local requirements and needs, and to support employees in realizing their career goals as they perform their duties safely and effectively.We use performance and competency evaluation results, employee development and career plans, and similar resources to identify employees’ training needs and to devise training plans. We always consider company needs and legal requirements besides employees’ individual requests.
Measurement and Evaluation
We use the Training Management System Measurement and Evaluation Module to assess the effectiveness of training programs. Through this system, we measure the contribution of training programs on the business results by improving the knowledge, competency, and behavior of participants. We monitor training data monthly in all Kordsa sites. Among the tools and platforms used to acquire feedback for improving our training and development processes are the employee engagement survey, training assessment results, post-training development evaluations, trainer feedback, and performance evaluations.
2019 Performance Data
The total hours of training provided to our employees reached 236 thousand hours in 2019. 66% of all trainings focused on topics related to career development. We invested over 3 million Turkish Liras for the training and development of Kordsa employees and sub-contractor employees.
We use the Training Management System Measurement and Evaluation Module to assess the effectiveness of training programs. Through this system, we measure the contribution of training programs on the business results by improving the knowledge, competency, and behavior of participants. We monitor training data monthly in all Kordsa sites. Among the tools and platforms used to acquire feedback for improving our training and development processes are the employee engagement survey, training assessment results, post-training development evaluations, trainer feedback, and performance evaluations.
2019 Performance Data
The total hours of training provided to our employees reached 236 thousand hours in 2019. 66% of all trainings focused on topics related to career development. We invested over 3 million Turkish Liras for the training and development of Kordsa employees and sub-contractor employees.
Global Development Programs
Kordsa offers various talent management and lifelong learning programs to improve the competencies of employees in the talent pool and to facilitate long-term employability. Alongside internal global development programs, trainings, and mentorship, we also provide financial support, as specified in our procedures, to our employees for MA/MBA, PhD, and certification programs they wish to attend depending on the type and institution of training.
Generation Next
Generation Next is a program that aims to develop our employees in their present roles and future career steps by focusing on their developments. It is designed for specialists and engineers at Kordsa.
Global Alignment
The Global Alignment is designed to create and maintain a common leadership language among all managers across the globe.
Reverse Mentoring
The Reverse Mentoring program focuses on easing the relationship between generations and increasing information flow where the mentee is a senior and experienced employee and mentor is younger and junior in rank.
Global Mentoring
In this global program, we bring together experienced and successful employees with junior and less experienced employees. Our aim is to provide support to our mentees in career planning as well as physical and social issues by our mentors.
Kordsa offers various talent management and lifelong learning programs to improve the competencies of employees in the talent pool and to facilitate long-term employability. Alongside internal global development programs, trainings, and mentorship, we also provide financial support, as specified in our procedures, to our employees for MA/MBA, PhD, and certification programs they wish to attend depending on the type and institution of training.
Generation Next
Generation Next is a program that aims to develop our employees in their present roles and future career steps by focusing on their developments. It is designed for specialists and engineers at Kordsa.
Global Alignment
The Global Alignment is designed to create and maintain a common leadership language among all managers across the globe.
Reverse Mentoring
The Reverse Mentoring program focuses on easing the relationship between generations and increasing information flow where the mentee is a senior and experienced employee and mentor is younger and junior in rank.
Global Mentoring
In this global program, we bring together experienced and successful employees with junior and less experienced employees. Our aim is to provide support to our mentees in career planning as well as physical and social issues by our mentors.
Community Development
The “Our Inspiration is to Reinforce Life” vision drives our social responsibility projects in all geographies we operate in. We initiated the “Reinforcing the Future Project”, which sets the framework for our educational projects based on the quality and equality in education article in the United Nations Sustainable Development Goals, in 2016 in İzmit, where our main plant is located, and began deploying it in Türkiye and other countries.Project Scope
Through our regular visits every year in Izmit district, we identify a school that require support in terms of infrastructure and educational equipment, and we provide them with a heating system, sports arena, educational equipment, science lab, library, dining hall, and nursery classroom. We make renovations each year in January in which our volunteer staff are actively involved in all stages of projects from idea, project setup, equipment purchasing and setup, logistics to physical activities on the renovation day such as painting.
Through our regular visits every year in Izmit district, we identify a school that require support in terms of infrastructure and educational equipment, and we provide them with a heating system, sports arena, educational equipment, science lab, library, dining hall, and nursery classroom. We make renovations each year in January in which our volunteer staff are actively involved in all stages of projects from idea, project setup, equipment purchasing and setup, logistics to physical activities on the renovation day such as painting.
Voluntary Involvement
The “School Renovation Project” starts just after Kordsa’s Global Leaders’ Summit to ensure that volunteers from the premises around the world can participate in the project. This project offers our employees opportunities to form cultural collaborations with each other, as well as giving teachers and students at the renovated schools the opportunity to meet people from various cultures. Around 250 Kordsa employees voluntarily participate in the project every year. Besides providing education and learning in better physical conditions for students at renovated schools, we also reinforce the volunteers’ loyalty and engagement in our company. Thus, employee satisfaction enhances due to their volunteer contributions in society.
The “School Renovation Project” starts just after Kordsa’s Global Leaders’ Summit to ensure that volunteers from the premises around the world can participate in the project. This project offers our employees opportunities to form cultural collaborations with each other, as well as giving teachers and students at the renovated schools the opportunity to meet people from various cultures. Around 250 Kordsa employees voluntarily participate in the project every year. Besides providing education and learning in better physical conditions for students at renovated schools, we also reinforce the volunteers’ loyalty and engagement in our company. Thus, employee satisfaction enhances due to their volunteer contributions in society.
Teacher Training Sessions in Collaboration with ÖRAV
A Teacher Training session entitled "The Learning Leader"
In 2020, we collaborated with the Teacher’s Academy Foundation (ÖRAV) for training teachers at a primary school we had renovated. ÖRAV is a foundation that develops training programs to support teachers’ personal and professional development and offers its programs to teachers free of charge with a team of 250 educators. The “Learning Leader Teacher” program aims to develop teachers into teachers who teach how to learn rather than transferring content knowledge, through a set of group studies and workshops where teachers learn about methods and techniques they can take back to their classrooms. This training program supports the development of teachers and school administrators who shoulder the responsibility in training individuals who possess the mental, social, emotional, and digital skills the 21st century demands. We helped this program reach 25 teachers in total, 17 of which from the renovated school and 8 from the schools nearby.
In 2020, we collaborated with the Teacher’s Academy Foundation (ÖRAV) for training teachers at a primary school we had renovated. ÖRAV is a foundation that develops training programs to support teachers’ personal and professional development and offers its programs to teachers free of charge with a team of 250 educators. The “Learning Leader Teacher” program aims to develop teachers into teachers who teach how to learn rather than transferring content knowledge, through a set of group studies and workshops where teachers learn about methods and techniques they can take back to their classrooms. This training program supports the development of teachers and school administrators who shoulder the responsibility in training individuals who possess the mental, social, emotional, and digital skills the 21st century demands. We helped this program reach 25 teachers in total, 17 of which from the renovated school and 8 from the schools nearby.
A training session on thinking skills
Our employees took part in “Runatolia” to raise donations for ÖRAV, as part of the running activities organized by Kordsa’s Social Responsibility Club since 2015. The collected revenue was used to provide funding for 14 teachers to join the training session on “Thinking Skills”.
Our employees took part in “Runatolia” to raise donations for ÖRAV, as part of the running activities organized by Kordsa’s Social Responsibility Club since 2015. The collected revenue was used to provide funding for 14 teachers to join the training session on “Thinking Skills”.
Interactive Course Design in Online Education
We collaborated with ÖRAV once again to support our teachers during the transition to digital education after the COVID-19 pandemic. We provided funding for 70 teachers in Izmit, where our headquarters are located, to join the course entitled “Interactive Course Design in Online Education”, hence helping our teachers to adapt to the new conditions and reinforcing the future for our children.
We collaborated with ÖRAV once again to support our teachers during the transition to digital education after the COVID-19 pandemic. We provided funding for 70 teachers in Izmit, where our headquarters are located, to join the course entitled “Interactive Course Design in Online Education”, hence helping our teachers to adapt to the new conditions and reinforcing the future for our children.