Throughout 2012, İşbank migrated all of
its member merchants to the revamped
member merchant platform. With simplified
and accelerated POS processes at İşbank
branches, this initiative enabled faster
delivery of innovations to the market and
customers, and will secure the Bank’s
competitive edge in the area of POS.
PROCESS-BASED APPLICATIONS ADD
TO OPERATIONAL EFFICIENCY.
Adopting the “lean management”
perspective, İşbank aims to streamline
its operational and service processes via
eliminating any steps that do not contribute
value.
With the launch of the Operational
Excellence Program in 2012, İşbank targets
to back processes with new technologies
in an effort to perfect the central operation
business model, and thus achieve greater
productivity across the Bank.
To ensure end-to-end improvement in
treasury operations, İşbank migrated
these operations to a new platform. Under
the new application, business processes
were simplified, the accounting links of
transactions were integrated, and reporting
capabilities were enhanced.
Major infrastructural improvements were
made at the Bank in both management
accounting and financial management in
2012. The multidimensional profitability
project was implemented, and enabled
profitability and volume analyses on the
customers, product and channel levels. In
the latter stages of this initiative, product
and service pricing will be addressed
based on a holistic perspective covering
technology, channel and organization, and
will be redesigned accordingly.
The supply management process is
another area targeted within the scope of
operational efficiency. İşbank invested in
new technology to increase its efficiency in
supply management processes. The relevant
efforts are slated for completion during
2013.
JOINT SERVICE CENTER ALLEVIATES
WORKLOAD AT BRANCHES.
Conducting its activities under ISO 9001
quality certification, İşbank’s Joint Service
Center provides quality-focused services
aimed at enhancing customer satisfaction
and alleviating the operational workloads of
the Bank’s branches.
In keeping with objectives to increase
productivity, a comprehensive operational
infrastructure of four divisions has been
created at the Joint Service Center. The
center makes it possible for İşbank to provide
its services through a productive, low-cost
structure that fortifies İşbank’s standing
as a pioneer and innovator in the area of
operational centralization.
As a result of Joint Service Center activities,
the following operations and activities have
been centralized:
•EFT and transfer orders, social security
premium and contractor staff salary
payments
•Cheque and promissory notes processing
•Foreign trade operations and FC
transactions
•Commercial loans
•Credit card operations
•Overdue receivables monitoring and
tracking
•Bancassurance-related operational
processes in connection with Anadolu
Sigorta insurance policies in which the
bank branches act as insurance agencies,
and monitoring overdue payments on
policies.
WITH THE LAUNCH
OF THE OPERATIONAL
EXCELLENCE PROGRAM IN
2012, İŞBANK TARGETS TO
BACK PROCESSES WITH
NEW TECHNOLOGIES IN
AN EFFORT TO PERFECT
THE CENTRAL OPERATION
BUSINESS MODEL.
INTRODUCTION
ACTIVITIES
CORPORATE GOVERNANCE
FINANCIAL INFORMATION AND RISK MANAGEMENT
57
İŞBANK
ANNUAL REPORT 2012
1...,49,50,51,52,53,54,55,56,57,58 60,61,62,63,64,65,66,67,68,69,...300