Sabancı Prepares Employees to the Future with Over TRY 2 Million Investment in Two Years


Sabancı Holding prepares for “Adapting to the Future of Work”, one of the five main topics in its 2021-2025 strategy, with an extensive action plan covering 1,500 items. The details of the plan launched by Sabancı Holding in cooperation with Boston Consulting Group (BCG) Turkey have been disclosed at a press conference hosted by Sabancı Holding CEO Cenk Alper, Sabancı Holding Human Capital and Sustainability Group President Hakan Timur, and Boston Consulting Group (BCG) Senior Managing Partner and Country Director Burak Tansan.

The plan will cover all Group companies and will be implemented under 7 main topics. Individual roadmaps will be devised for each company under the titles “Remote Working”, “Mental and Physical Health”, “Flexible and High Performance Workforce”, “New Talent and Skill Management”, “Future Leadership”, “Purpose-Driven Organization and Culture”, and “Digital, Data-Oriented and Agile Organization”.

Once all actions are completed, Sabancı Group companies are expected to become among the global references in their industries in terms of “the future of work”. On the other hand, within the scope of these roadmaps, more than TRY 200 million will be invested in employees within two years.


Stating that “Adapting to the Future of Work” is one of the five focus areas of the 2021-2025 strategy of the Group, Sabancı Holding CEO Cenk Alper said, “The transformation of global economy in recent years have completely changed our ways of doing business. As technological developments accelerate constantly, we can no longer organize our lines of business, workforce and business areas according to the rules of the old world. As Sabancı of New Generation, we have long been monitoring this transformation. We are delighted to bring an innovative perspective to the work life and to lead Turkey in adapting to the future of work through the projects and practices we have accordingly been implementing in recent years.”

Reminding that Sabancı Holding has been one of the first Groups to launch remote working in Turkey thanks to its robust digital infrastructure, Cenk Alper added: “Our Group launched this initiative before the pandemic. And now, as one of the playmaker companies of the new normal, we are starting a new journey with an extensive plan to be prepared for future ways of doing business and to adapt our employees, who have taken us to this point as true owners of our successes, to the future that awaits us.”

Cenk Alper also said, “’Adapting to the Future of Work’ is not only about business, but also about our social lives. Therefore, we wish to set a flare in our country with such an extensive roadmap. Our main goal is to take bold steps and reinforce our mission of setting an example as a pioneer by adopting a holistic and people-oriented perspective on the ‘future of our business and ways of doing business’, the ‘future of our work environments’, and the ‘future of our workforce’ to generate a future in which all stakeholders may flourish. In the light of all this transformation, as the representatives of the business world, we must design the future and equip our employees with the skills of the future. We can only exist in a challenging future with more modern, more inclusive work life principles and can only reach the level of value-added production that our country aims.”


Stating that Sabancı Group cooperated with BCG Turkey to implement one of the most extensive plans globally for “Adapting to the Future of Work”, Hakan Timur gave details of the plan and the roadmap. Explaining that the plan covers all Group companies and is to be implemented under 7 main topics, Hakan Timur said, “There are 34 sub-topics under these 7 topics. Every sub-topic has been handled individually for each company. The position of every company was measured in reference to its own industry and in general, globally. In other words, the benchmark for our companies was not local competitors, but global best practices. Based upon the current position of each company, individual assessments were made and recipes were prepared specifically for the related company. Thanks to wide participation of employees of every role and generation, short, medium and long-term roadmaps were devised under the leadership of company general managers and HR executives.”


Underlining that the concept of “the future of work” is never considered as a means of savings, Hakan Timur made the following remarks: “It is true that certain changes in business life and most importantly remote working generate financial advantages for companies. However, we will return all such resources to our employees. We will spend this resource on their needs, physical and mental health, personal development, and trainings. Accordingly, we aim to make an additional investment of more than TRY 200 million in our employees and organizations in the next two years. Our main goal is to make sure that every Sabancı Group company becomes one of the best national and international examples in their own industries in terms of the future of work.”

BCG Senior Managing Partner and Country Director Burak Tansan said the following: “Although ‘the Future of Work’ is a topic BCG has been globally working on for many years, such practices accelerated significantly in all countries due to the pandemic. In BCG’s global surveys during the pandemic, ‘the Future of Work’ has emerged as the priority issue in the business world’s agenda. It even surpassed other priority issues of all countries and corporations, such as ‘Economic Recovery’ and ‘Competition after the Pandemic’. All our global surveys reveal that corporation and employee preferences have also changed permanently. As a natural consequence of COVID-19, remote working is the first thing that comes to mind when we say ‘the Future of Work’. However, we believe that the topic must be handled multidimensionally to build the organizations of the future. Thus, BCG has developed an extensive approach covering 7 main topics. Adapting and leading the work models of the future is a long journey requiring great dedication, time and resources. We sincerely believe that having launched a wide-scope project in this area, Sabancı Group will soon become one of the best practices globally. Hoping this important project offers benefits to Sabancı Group, I believe it will serve as a major step in becoming a society that generates greater value by preparing the teams to the future.”


Main practices within the plan are as follows:

Everyone with a suitable job description will work remotely

  • Remote working practices that were launched in the Group two years ago and that became more widespread during the pandemic will become permanent in the post-pandemic term.  
  • Defined in two different plans, namely “fully remote working” and “mixed remote working”, the model will cover 75 percent of all white and gray-collar employees within the Group.

Flexible working and workforce models will be extended in all companies

  • The scope of flexible working and workforce models offered to all employees will be extended and these models will become more prevalent in all companies.
  • A number of practices will be launched and extended to encourage Sabancı employees to share locations of various Sabancı companies, to work flexibly in working periods identified individually, to choose freelance or part-time working options.
  • A strategic workforce planning model that is based upon advanced data analytics and required future skills and that aims to substitute for such skills will be implemented in all companies.

Support for employees will be increased

  • Support for remote-working employees will be diversified. In addition to support for certain fixed costs (internet, lunch, electronic devices for work, etc.), support for ergonomic needs (office desk, chair, etc.) will be covered. Plus, other support items such as Business-Private Life Support Practices (meeting-free hours, communication rules) and Remote Working Trainings will continue with a wider scope.
  • Support programs for all employees will be enriched with physical, psychological, and mental health support packages. These packages will also include anxiety and stress management, parent-child relations support, sports-fitness-dietician support, and online psychologist and consulting seances for employees and their families.
  • Conventional office designs will be review in accordance with new work models. Creating greener, smarter, handicapped-friendly, and inclusive work areas with smaller carbon footprint will be a priority with a sustainability-focused approach. Offices will be redesigned accordingly with technological infrastructure supporting greater flexibility, greater availability within and outside the office, and better collaboration.

Human capital will be prepared for the future

  • All employees will be equipped with the competencies and skills required for the future through existing or new development programs.
  • As today, a wide variety of programs that meet various development needs, that are constantly renewed according to the need for new skills, that are easily accessible and mostly online will continue to be offered to all employees.
  • In certain areas, the programs will be open to the families of employees as well.
  • Pilot practices that have been continuing for agile work models will be extended to the company and inter-company projects without being limited to certain functions.  
  • Perfx, the mobile and flexible performance and rewarding model that is based upon instant feedback and that was launched at the beginning of the pandemic to enable project-based goals and monitoring and to clearly reveal the link between strategic goals and results will be extended to all Group companies by the end of the year.