Adel’s workforce consists of 447 employees, 112 female employees, 335 male employees. This means female employees make 25% of our total workforce. Female managers correspond to 21% of the senior management team. As we embrace all talents to be enhanced for both personal and corporate development goals, we provide equal opportunities and benefits to all employees, female or male.
As a part of our employer brand strategy for 2015-2017 periods, we take various initiatives to disseminate “high performance culture and happiness” amongst our employees. We combined all our talent development and training programs under the single umbrella program called “Adel Kampus”. In this program we provide our employees with various professional and individual skill development programs such as Development Coaches Program and DOST – Employee Behaviour Model.
During 2015, we have provided a total of 7.459 person*hours of trainings, 5.129 person*hours for field workers, 2.330 person*hours for office workers.
Corporate development is an ever-ending, proactive process where different ideas and views are extremely crucial. Thus we encourage our employees to develop new ideas contributing to the corporate development both in terms of business processes and product portfolio. For this vein, we employ Adel Recognition and Rewarding System and Bi-Fikir-Anadolu Group Rewarding System through where creative and innovative ideas of employees regarding new products, business development or process improvement are rewarded at company or group level.
Performance evaluation process stands at the core of the talent management. Adel adopts objective based management where we set targets for improvement and disseminate those to all related employee throughout the company. At annual basis we evaluate realization of targets individually and give annual performance feedbacks to 100% of the office workers.
Adel aims to create a safe work environment for both employees, contractors and visitors. We adopt a “0 accident and 0 occupational disease target” for occupational health and safety.
As for all business aspects, Adel Board of Directors is the most senior decision making body responsible for determining strategic approach with regard to occupational health and safety. The Board adopts a risk assessment based approach to define corporate strategic priorities. The General Manager is the direct responsible of putting strategic approaches into practice together with the senior management. They define performance areas and set appropriate qualitative and quantitative objective to be used during the performance evaluation process. All these practices are carried out by OHS business unit organized under the Technical Directorate. Sustainability Work Group formed in 2015 became a body where OHS issues are discussed with a cross-functional perspective which boosts coordination between related functions regarding planned initiatives. OHS system and practices are subject to internal audits and performance evaluation process, hence the outcomes are reported to the senior management regularly for their review.
All employees are responsible for placing utmost attention for avoiding unsafe behaviours. To ensure that OHS aspects of our business processes and distribution of responsibilities are defined in the process guidelines and communicated to related process managers and employees. Moreover, OHS trainings have an important role in terms of enhancing employee awareness and building a OHS culture amongst the workforce. For this reason, we provide our employees with 968 person*hours of OHS training in 2015. 2013 2014 2015
|Occupational Disease Rate2||0||0||0|
|Lost Day Rate3||255,92||207,9||171,43|
1 Total Injuries x 200,000 / Total Hours Worked
2 Total Number of Occupational Disease Case x 200,000 / Total Hours Worked
3 Total Days Lost x 200,000 / Total Hours Worked