CORPORATE SUSTAINABILITY REPORT - DOĞUŞ OTOMOTİV 2017 - Doğuş Otomotiv
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DOĞUŞ OTOMOTİV
CORPORATE SUSTAINABILITY REPORT
2017
Product and Service
Responsibility
ABOUT
After the inclusion of vdf Servis ve the public in a transparent
Ticaret A.Ş. in the 2014 report, manner.
Doğuş Teknoloji and ŠKODA
Türkiye (Yüce Auto Motorlu Araçlar Since 2015, Doğuş Otomotiv
THE REPORT
Tic. A.Ş.) have been added to the includes its affiliates, authorized
GRI 102-45, 102-49 scope of the report in 2015. Since dealers and aftersales service
Community
first including the performances of centers as well as suppliers in
three pilot Authorized Dealers and limited scope in the Corporate
Aftersales Service Centers in the Sustainability Reports. With this
Corporate Sustainability Report in practice intended to raise
2012, this number has risen to 21. awareness and building reporting
Doğuş Otomotiv’s 2017 Corporate Sustainability Report is the Furthermore, with the addition of habits regarding sustainability, the
ninth report that the company has issued under this title. The four more suppliers, the Company aims to develop its
report, which provides detailed and comprehensive performances of seven suppliers in business partners within its sphere
Employees
information about the social, environmental and economic total are now included in this of influence.
performance of key stakeholders of Doğuş Otomotiv Servis ve year’s report.
Ticaret A.Ş. and Doğuş Oto Pazarlama ve Ticaret A.Ş. in material Doğuş Otomotiv’s 2017 Corporate
issues, has been issued in accordance with the Global Doğuş Otomotiv discloses the Sustainability Report also includes
Reporting Initiative (GRI) Standards: Comprehensive option in Company's corporate sustainability the United Nations Global
Turkish and English. The Company’s financial statements and strategies, the performance Compact Progress Reporting
delivered and goals set out in 2017 Index since 2010. In 2017,
operational performance data have been disclosed in the 2017
in line with the Company’s focus Doğuş Otomotiv added the United
Doğuş Otomotiv Annual Report.
Environmental
Responsibility
areas and the developments in Nations Sustainable Development
stakeholder engagement and Goals (UN SDG) Index to the report
sustainable supply chain for the first time, disclosing to the
management through the stakeholders its performance and
Corporate Sustainability Report to goals under 17 headings
of UN SDG.
Economic Development
Since 2015, Doğuş Otomotiv has disclosed its
Performance
sustainability performance in a dedicated section of its
FURTHER INFORMATION corporate website at www.dogusotomotiv.com.tr
in order for the Corporate Sustainability Report to reach
more stakeholders and to ensure the reported
information and data are easily understood with links
providing easy access to relevant headings. Further
information on GRI Index, UN Global Compact Index, UN
Corporate Sustainability
SDG Index or the performance of affiliates, Authorized
Approach
Dealers and Aftersales Services as well as suppliers are
also available in the same section.
01 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 02
01
Product and Service
Responsibility
REPORTING
Doğuş Otomotiv has issued its ninth and check the accuracy of the data
Corporate Sustainability Report presented in the report and
covering its 2017 performance disclosure in compliance with
according to GRI Sustainability standards in a limited capacity.
PROFILE
Reporting Guidelines. Calculation methods recommended
GRI 102-46
Doğuş Otomotiv regularly reports its within the GRI Standards Reporting
Community
Corporate Responsibility and framework have been utilized to
Sustainability performance calculate the data disclosed in the
annually. GRI 102-50, 102-52
report. Non-consolidated data have
been described in footnotes. We
The 8th Corporate Sustainability continue to work toward reaching
Since 2009, the contents, scope and Report was published in healthier data every year, and to
June 2017. GRI 102-51 include all the organizations in
overall structure of Doğuş Otomotiv’s Doğuş Otomotiv’s value chain within
Employees
Corporate Sustainability Report are Doğuş Otomotiv’s 2017 Corporate the reporting scope. GRI 102-48
Sustainability Report has been
prepared in accordance with the GRI prepared in accordance with the
Sustainability Reporting Guidelines. GRI standards “comprehensive
reporting” option, and has not been
GRI 102-56
externally assured. It should
Global Reporting Initiative (GRI) Standards Content Index
be noted that Doğuş Otomotiv’s
is made available online along with this report.
Corporate Sustainability Reports are
Environmental
Responsibility
GRI 102-54, 102-55, 102-56
prepared by an independent
consulting firm. The consultant
http://www.dogusotomotiv.com.tr/en/sustainability/corpora
firm’s officials, consisting of experts
te-sustainability/sustainability-home
in their respective fields, monitor
Economic Development
Please send questions and comments
Performance
CONTACT about Doğuş Otomotiv’s sustainability
performance to:
Çağla Gül Şenkardeş
Corporate Brand Manager
e-posta: cgul@dogusotomotiv.com.tr
Corporate Sustainability
Pınar Tuncer Doğanç
Approach
Assistant of Corporate Brand Manager
e-posta: PTuncer@dogusotomotiv.com.tr
02 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 03
Product and Service
Responsibility
INDEX OF SYMBOLS USED
IN THIS REPORT
Community
The material issues covered in Doğuş
Otomotiv 2017 Corporate Sustainability
Report are indicated with different symbols
Employees
when they correspond with GRI Standards Topics where Doğuş Otomotiv’s
GRI performance complies with GRI
and United Nations Sustainable
Standards
Development Goals (UN SDG). These
symbols, described below, are intended to
Topics where Doğuş Otomotiv’s
provide quick and detailed information to BM
Environmental
Responsibility
SKH performance complies with
the reader and point to key topics. UN SDG
Topics that link to Doğuş Otomotiv’s
website and include detailed
Economic Development
information
Performance
Information disclosed in the
FR Doğuş Otomotiv Annual Report
Corporate Sustainability
Approach
04 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 05
About this report 01
Product and Service
Reporting Profile 02
Responsibility
Index of Symbols Used in this Report 04
Chairman’s Statement 08 Employees
CEO’s Statement 12
Dialogue with Employees 62
Corporate Profile 16
Employee Trainings 68
Strategic Approach 18
Performance Management 69
Risk Management and Sustainability in Employee Health and Safety 70
the Operational Value Chain 18 Diversity and Equal Opportunities 72
Community
Human Rights 73
Community
CONTENTS
75
Corporate Sustainability Community Engagement Activities
Traffic is Life!
75
75
Approach 22 Supporting Vocational High Schools 77
Sustainable Risk Management 23 New Graduate Programs 78
Employees
Business Ethics 25
Product and
Corporate Sustainability Strategy and
Material Issues 26
Service Responsibility 83
Product and Service Quality Standards and
Doğuş Otomotiv Material Issues
Trainings 83
Performance Criteria 27
Value and Care Center (DİM) 84
Corporate Sustainability Management 36 Authorized Dealer and
Environmental
Responsibility
Aftersales Service Center Development Activities 90
Economic Development
Performance 45 Corporate Sustainability Performance by Brands 93
New Authorized Dealer and
Sustainability Awareness within the Sphere of
After-sales Service Investments 46
Influence 97
Economic Efficiency and Quality Activities 49
Economic Development
Corporate Sustainability at Affiliates 97
Doğuş Otomotiv Suggestion System 52
Doğuş Oto 97
Performance
Community Development 53
Doğuş Oto General Manager’s Statement 98
Doğuş Teknoloji 102
Environmental Gebze Scania Aftersales Service 104
Responsibility 55 Skoda
vdf
106
108
Energy Efficiency 55
Water Consumption 55 Corporate Sustainability at Suppliers 110
Corporate Sustainability
Waste Management 56 Corporate Sustainability at Authorized Dealers and
Environmental Awareness Among Employees 59 Aftersales Service Centers 120
Approach
Doğuş Otomotiv 2017 Corporate Sustainability
Performance in Numbers 136
GRI Content Index 149
Doğuş Otomotiv Corporate Sustainability Team 150
06 01 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 07
02
Product and Service
Responsibility
Community
Esteemed Stakeholders,
Looking back, we will most likely and efficient sales targets in spite of
remember 2017 as a year of the drop in vehicle sales and adverse
uncertainties and instability market conditions overall.
exacerbated by geopolitical risks for
the industry and economy as well as The fact that market conditions have
Employees
our company. We felt the impact of direct impact on our industry due to
volatile exchange rates and interest various reasons once again brought
rates on the economy throughout the up the necessity of addressing risks
year as the importance of risk from a more comprehensive angle.
management in terms of adapting to Accordingly, we at Doğuş Otomotiv
changing global balances grew continued to transform our strategic
significantly. sustainability management approach,
which we have followed since 2009,
Environmental
Responsibility
We noted the most interesting result into a more systematic one in 2017.
in the automotive industry, which has
been growing steadily worldwide in Aiming to spread the sustainable
the recent years, in the sales of electric management and growth approach
vehicles that exceeded one million more extensively across Doğuş
CHAIRMAN’S
units for the first time. The expectation Otomotiv’s value chain, we continued 102-14, 102-15
that this figure might reach 1.4 million to share important information
particularly with our suppliers and
Economic Development
S TAT E M E N T
in 2018 was among the important
messages we needed about the authorized dealers and aftersales
Performance
transformations anticipated in the service centers throughout 2017. This
market. year we also added key sustainability
factors to supplier selection criteria
Light commercial vehicles segment and introduced risk categorization. We
continued to grow despite the organized the first Supplier Days event
narrowing in the Turkish market, in 2017 as well to inform our suppliers
which saw 2.8% year on year decrease about Doğuş Otomotiv's sustainability
Corporate Sustainability
in total vehicle sales. Even so, we at strategy and communicate our
Doğuş Otomotiv attained profitable expectations from them in this
Approach
08 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 09
respect. Furthermore, on this special day we awarded three developments in line with production and sales plans of
suppliers that aspired to report their own performance by OEMs, designing future strategies according to these plans.
Product and Service
Responsibility
contributing to the Corporate Sustainability Report.
As issues such as human rights and equality gain more
Doğuş Otomotiv believes that the United Nations prominence on the sustainability agenda, Doğuş Otomotiv
Sustainable Development Goals, one of the major kept its focus on increasing women’s participation in
indicators of prioritizing sustainability not only for the economic life and enabling gender parity in the workplace.
private sector but also for governments and public Doğuş Otomotiv is among the active and leading
institutions, can only be reached by investing in the right members of the ‘Equality at Work’ platform formed within
channels through public and private sector partnerships. In the scope of the World Economic Forum’s “Closing the
this respect, we at Doğuş Otomotiv were able to achieve Gender Gap” program. Coaching and mentoring programs
Community
results that added value and enabled progress; and on this topic will continue in 2018.
included our performance in Sustainable Development
Goals in this year’s Corporate Sustainability Report. In 2017, Doğuş Otomotiv continued to provide trainings on
Code of Ethics, which makes up the building blocks of
Corporate governance practices have long been at the Business Ethics while nearly 81% of our employees
forefront of the issues we have focused on for sustainable completed the face-to-face trainings.
process management. With the activities carried out to
achieve development ahead of our peers every day, we The activities we have carried out within the scope of the
Employees
were able to see very valuable outcomes. In 2017, Doğuş ‘Traffic is Life!’ platform seamlessly since 2014 continued to
Otomotiv’s corporate governance compliance score in raise awareness of traffic safety significantly as we became
Borsa Istanbul was rated as 9.63. With best practices one of the pioneering companies in this field. The ‘Traffic is
internalized and corporate governance significantly Life!’ platform will go on with various programs in 2018,
complied with, the Corporate Governance Association of reaching more children, young people and families to raise
Turkey ranked our Company second among the top three awareness.
Companies with Highest Corporate Governance Rating
Scores. As always, Doğuş Otomotiv will keep investing toward
Environmental
Responsibility
improving social welfare in our country, all the while
We continue to work in a planned and systematic manner upholding its universal and corporate values. In 2018, we
with the awareness that sustainability also means reducing will draw our roadmap by identifying the risks and
our impact on the ecological environment. We succeeded opportunities associated with our new updated material
in reducing our water consumption 65% with the practices issues as we continue to improve ourselves and contribute
implemented since 2009. With waste management to the community of which we are a part in line with the
applied since 2008, we saved around 8 million kWh in United Nations Sustainable Development Goals and other
Economic Development
energy, which corresponds to the annual energy international frameworks.
Performance
consumption of approximately 2,800 households.
I would like to extend my gratitude to all of our
Speaking of attaining tangible results, 2017 was also a year stakeholders, and particularly executives and employees of
when we saw major transformation in the global Doğuş Otomotiv for their efforts, valuable contribution and
automotive industry. With several countries declaring their cooperation and express my heartfelt confidence that
vision for zero-emissions, along with the changes in together we will continue to achieve even greater success
automotive technology and restrictions imposed on diesel in the coming years.
Corporate Sustainability
vehicles due to environmental norms, leading to increased
manufacturing costs, many companies have already Sincerely,
Approach
stopped production of diesel engines. As in the case of
Volkswagen’s Jetta model, the fact that diesel engine Aclan Acar
options are no longer offered in some models has reflected Chairman
directly on the 2017 sales figures. Doğuş Otomotiv adapts
to changing conditions and closely follows all the
10 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 11
Product and Service
Responsibility
Esteemed Stakeholders,
In this journey that we embarked stakeholders expect from us to
on a decade ago with the mission decrease our own risks and also to
Community
of becoming the leader of systematically contribute to social
sustainability in our industry, we and economic development. We
have achieved significant progress. have always valued international
We are proud and happy to partnerships in all our business
present our 9th Corporate processes that we have shaped
Sustainability Report, knowing based on corporate sustainability
that we continue to fulfill our strategies and policies. As the
mission by enhancing our pioneer of our industry in social
sustainability performance year on development in Turkey, we at
year. Doğuş Otomotiv continue to take
Employees
action in order for the private
As well as publishing our reports in sector to fulfill its responsibilities.
compliance with the Following the United Nations
internationally accepted Global Global Compact, which we
Reporting Initiative (GRI) reporting undersigned in 2010, we have
standards, the fact that we have included the United Nations
established sustainability practices Sustainable Development Goals
throughout our business processes (UN SDG) Index for the first time in
and have built a sustainability this year’s report, disclosing our
Environmental
performance and targets under a
Responsibility
management system in
international standards within our number of UN SDG headings to
organization also demonstrates our stakeholders.
that we are advancing with firm
and confident steps on this long We formed the Corporate
road ahead. We also continue to Governance and Sustainability
CEO’S include all the stakeholders within Committee, of which I am a
102-14, 102-15
our sphere of influence in our member, reporting to our Board of
process. In addition to the three Directors to ensure that
Economic Development
S TAT E M E N T
affiliates featured in our report, the sustainability practices are
managed like all the other
Performance
number of Authorized Dealers and
Aftersales Service Centers processes within the organization
included in this year’s Corporate and targets are monitored by all
Sustainability Report rose to 21 the Company operations. The
and suppliers to seven, Committee meets regularly during
respectively. We visit these the year to follow development
stakeholders to provide corporate areas and opportunities in the
sustainability advice and support field of sustainability. On the other
hand, the Early Detection of Risk
Corporate Sustainability
them to ensure that they can
integrate sustainability into their Committee, which also reports
directly to the Board of Directors,
Approach
own business processes.
assesses the risks that the
We at Doğuş Otomotiv embarked Company might face, considering
on this journey to grow together economic, environmental and
with the community of which we social issues.
are a part, learn what our
12 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 13
For Doğuş Otomotiv, 2017 was a year when we implemented in line with the suggestions of our and spread modern human resource and Supporting Vocational High Schools are
reached our targets in all operational areas. As the employees, we were able to save TL 3 million in 2017. methodologies across our Authorized Dealers and ongoing in line with this strategy. The community
Product and Service
Responsibility
brands we represent in Turkey attained all the goals Doğuş Otomotiv and Doğuş Oto received a total of Aftersales Service Centers as another key investments we made for this purpose amounted
set at the beginning of the year, they also captured 1,849 suggestions from the employees and 604 of stakeholder within our sphere of influence, visited to TL 1,680,973 in 2017.
the forecast levels of market shares. Doğuş Otomotiv these were implemented. 120 Authorized Dealers of the eight brands we
maintained its strong position in the industry with represent 319 times throughout 2017. Doğuş Otomotiv, as a driver of the national
total sales of 182,199 vehicles, including heavy Always aiming to be the best employer toward economy, will continue to manage its processes
commercial vehicles and 18.9% retail market share in higher targets every year, we strive for ultimate As we continue to carry out activities to add value within the framework of Sustainability strategies
2017. We also sold 22,009 used vehicles. Total service employee satisfaction through health and safety to the community through efficient and and policies in the coming years, adding value to
entries totaled 1,295,626 with 280,122 by Doğuş Oto practices in particular, as well as professional and sustainable business strategies we also spread all its stakeholders within its sphere of influence. I
and 1,015,504 by the other Authorized Dealers and lifelong education support programs, career them across our base and apply deepening would like to wholeheartedly thank all of our
Community
Aftersales Service Centers. development and performance appraisal system and strategies in our spheres of influence. The stakeholders, as the builders and supporters of our
mother-child policy. As a result of these efforts, we community engagement programs ‘Traffic is Life!’ success, for their continued support in 2017.
We believe in the importance of leveraging were deemed worthy of the “Best Employer” award
particularly the benefits of technology to ensure the at the 2017 Aon Best Employers program. Sincerely,
sustainability of the company and its resources. We
prioritize digital transformation to make technology From the launch of face-to-face code of ethics E. Ali BİLALOĞLU
and digital opportunities a part of our business trainings in 2015 through 2017, a total of 2,037 Doğuş Chief Executive Officer
processes, to offer different services through the use Otomotiv and Doğuş Oto employees received code
Employees
of technology and to further improve our service of ethics trainings. Doğuş Otomotiv continued to be
quality. To address this topic, which has been among an active and leading member of the ‘Equality at
the top items on our agenda for five years, we took a Work Platform,’ established within the scope of
concrete step and appointed a Chief Digital Officer ‘Closing the Gender Gap’ project, which the World
(CDO) in 2017 by forming the Digital Transformation Economic Forum launched to promote women’s
Department to carry out the organization’s digital participation in economic life and to ensure gender
transformation more efficiently and rapidly. parity in the work environment. The number of
female employees, which was 165 in 2013, rose to 261
Environmental
Responsibility
Furthermore, as Turkey’s leading automotive in 2017 through equal opportunity programs for
importer with a broad product portfolio consisting of women, with female employment ratio reaching
approximately 85 models and the representative of 34.4% at Doğuş Otomotiv.
12 international brands, all leaders of their respective
segments, we continue to expand our indirect We base our core business philosophy on customer
economic impact every day. Our suppliers are satisfaction and carry out all activities with our
among the top stakeholders that benefit from this quality-focused service approach. Responding to the
Economic Development
indirect economic impact. The local procurement of expectations of OEMs, sustaining the same service
Doğuş Otomotiv Group amounted to TL 839.9 Million quality as the Turkish representative of these leading
Performance
TL, excluding Doğuş Group companies. Since 2014, brands and maintaining constant dialogue are the
we have been carrying out activities within the building blocks of our stakeholder engagement
framework of the Doğuş Otomotiv Sustainable strategy and corporate perspective. Annual customer
Automotive Supply Chain Model to improve the satisfaction measurements are conducted by OEMs
sustainability performance of our suppliers. In 2017, to assess sales, aftersales and DIM. The average
we took one more step to raise awareness by adding Customer Satisfaction survey results for Doğuş
Corporate Sustainability
sustainability to supplier selection criteria. We also Otomotiv were rated as 4.93 for sales and 4.73 for
organized a Doğuş Otomotiv Supplier Day aftersales. Meanwhile, DIM showed great progress in
Approach
stakeholder meeting in 2017 to learn the 2017, becoming a finalist at the Contact Center
expectations and suggestions of our suppliers and World Awards and winning the Best Customer
improve supplier satisfaction further. Experience award.
Our nearly 2,500-strong workforce constitutes our Our Authorized Dealer Human Resources
most important asset in order for us to operate more Development Department, or Drive, which supports
efficiently. With 85 lean management projects and helps to sustain the organizational processes
14 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 15
Doğuş Otomotiv Value Chain 2017
CORPORATE PROFILE GRI 102-1, 102-2, 102-3, 102-4, 102-5, 102-6, 102-7, 102-10
Product and Service
Responsibility
VALUE CHAIN 2017
About Doğuş Otomotiv REPLACEMENT
IMPORTS AND OTHER
RETAIL PARTS AND USED VEHICLES FİNANCE
DISTRIBUTORSHIPS AFTERSALES SERVICES INVESTMENTS
Doğuş Otomotiv, with approximately 2,500 employees, is a Replacement
Parts and Logistics
major player in the Turkish automotive industry. With a Automotive Financing*
TÜVTÜRK*
dynamic service approach focused on ultimate customer
Community
satisfaction, which the Company has sustained without Quick Fix for
All Brands Sales and Purchase Insurance*
of Used Vehicles
compromise since its founding, Doğuş Otomotiv ranks among
Doğuş Otomotiv
the most admired and trusted brands in Turkey according to YÜCE
AUTO*
Independent
Authorized Resellers
Insurance*
*Affiliates
corporate reputation surveys.
Doğuş Otomotiv 2017 Authorized Dealer and Aftersales Service Network
Employees
In 2017, the 23 of its operations, Doğuş
rd
satisfaction in all its services, operating with one
Otomotiv has maintained its position as of the largest authorized dealer and aftersales
Turkey’s leading automotive importer and one service networks in Turkey. With nearly 550
of the largest automotive distributors. points serving customers across the country,
Doğuş Otomotiv prepares its business plans Doğuş Otomotiv provides wide-ranging and
with the vision of providing creative services seamless services including sales, aftersales and
beyond expectations and builds its corporate spare parts. Meanwhile, the Value and Care VW
strategy on the objective of working to deliver Center (DIM) launched in 2014 to enhance Audi
Environmental
Responsibility
SEAT
ultimate customer satisfaction. customer satisfaction provides 24/7 road Škoda
assistance. Porsche
Scania
Doğuş Otomotiv boasts the industry’s widest Thermo King
brand portfolio and the largest service network Doğuş Otomotiv, with approximately 2,500 Scania Den. ve End. Motorları
in Turkey. As the representative of 12 employees, is a major player in the Turkish
international brands, each one a leader in its automotive industry. With a dynamic service Material changes in scale, organization or ownership
respective segment, including passenger cars, approach focused on ultimate customer
The material disclosure posted to KAP on to take this merger off the agenda with the
Economic Development
light commercial vehicles, heavy vehicles, satisfaction, which the Company has sustained
November 6, 2017 stated: “Our main possibility of revisiting the issue at a later date.
industrial and marine engines, and cooling without compromise since its founding,
Performance
shareholder Doğuş Holding A.Ş. has resolved to Since both parties to the merger are part of the
systems, Doğuş Otomotiv offers its customers Doğuş Otomotiv ranks among the most
merge with Doğuş Araştırma Geliştirme ve Doğuş Group, this cancellation will not lead to
and corporate clients a wide brand portfolio admired and trusted brands in Turkey
Müşavirlik Hizmetleri A.Ş., another of our any changes in the shareholder structure and
consisting of Volkswagen Passenger Cars, according to corporate reputation surveys. shareholders, together with all the latter’s management control of our Company.”
Volkswagen Commercial Vehicles, Audi, SEAT, Initially offered to the public in 2004, assets and liabilities. Since both parties to the
Škoda, Bentley, Lamborghini, Bugatti, Porsche, Doğuş Otomotiv shares are traded on Borsa merger are part of the Doğuş Group, there will Doğuş Otomotiv’s final status including 2017
and Scania brands, along with a combined Istanbul (BİST) with the “DOAS.IS” ticker code. be no changes in management control of our financial indicators, ownership and legal
product portfolio of over 85 models. The
Corporate Sustainability
Company. With the finalization of the merger structure is explained in detail in the 2017
Company operates in the marine engines Doğuş Otomotiv is a member of Doğuş Group, process, the direct share of our controlling Annual Report.1 102-5, 102-7
For Doğuş Otomotiv’s
Approach
market with Scania Engines brand, and in the which operates in seven core industries shareholder Doğuş Holding A.Ş., excluding the vision and mission statements, strategy,
cooling systems market with Thermo King including automotive, construction, media, floating shares of our Company, will increase commitments and values, 102-16
please visit
brand. Doğuş Otomotiv furthermore serves tourism and services, real estate, energy and from 35.21% to 65.5%.” However, a material the corporate website:
customers in the used vehicle market with its entertainment, growing through new disclosure posted to KAP on January 3, 2018
DOD brand. investments in the fields of technology, sports stated: “after considering the changes in www.dogusotomotiv.com.tr
and entertainment. business conditions, it has now been resolved
Doğuş Otomotiv prioritizes ultimate customer
1
For further information: Doğuş Otomotiv 2017 Annual Report:
FR https://www.dogusotomotiv.com.tr/en/investor-relations/investor-relations/reports-and-presentations/annual-reports
16 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 17Strategic Approach Sustainable Supply Chain Management
Product and Service
Responsibility
Ultimate Sustainability Doğuş Otomotiv carries out its activities within the scope of distributorship and
Customer Digital and Business Employees Stakeholder
Transformation Engagement aftersales services agreements with the leading brands of the world and is
Satisfaction Ethics obligated to meet the sales and aftersales service standards of these brands at
OEM
the highest level. Implementing and improving the manufacturers’ practices in
Doğuş Otomotiv Adopting the We highly value As an At Doğuş (Manufacturer)
global standards across the entire value chain in the regions the Company
prioritizes ultimate operational the importance organization Otomotiv, we
operates is among the most important responsibilities of Doğuş Otomotiv.
customer excellence of integrating the that places build all of our
Community
satisfaction in all its approach, Doğuş Doğuş Otomotiv human activities on the
services with the Otomotiv started its Ethical Principles resources above basis of ethics, At Doğuş Otomotiv, we act with the awareness that we are part of economic
largest Authorized organizational and Code of all other assets, transparency development together with all of our suppliers that we procure products and
Dealer and restructuring Ethics into all of we consider and services from to sustain our activities in the organizational lifecycle. We assess
Aftersales Service process with the our business being close to accountability Suppliers the direct impact of the products and services we procure from our suppliers in
network in Turkey. aim of shaping the processes while employees and and act in line our lifecycle at each stage of our operations and for this purpose manage the
future by defining achieving our improving with the same necessary awareness-raising, organizing and audit activities.
customer targets. We employee management
expectations address and loyalty one of culture in our Ensuring the sustainability of our Authorized Dealers and Aftersales Services
according to manage the Company’s relations with that constitute the most important part of Doğuş Otomotiv's operational
Employees
contemporary sustainability priority topics. our lifecycle is among our most important development goals in this topic.
trends and with a holistic stakeholders. Authorized Therefore we monitor and manage the progress of our activities under the
redefining the value approach in all of Dealers and headings of awareness, development, evaluation and transparency.
chain, and our business Aftersales Our Authorized Dealer Human Resources Development department (Drive),
established the strategies and Services working to support the organizational processes at Doğuş Otomotiv Authorized
Digital policies. Dealers, to ensure the sustainability of their organizational success and to
Transformation spread modern human resource methodologies, paid a total of 319 visits to 120
Authorized Dealers of the eight brands we represent in 2017.
department in 2017.
At Doğuş Otomotiv, we set up, manage and monitor all the systems needed to
Environmental
Responsibility
ensure that the services we provide do not fail and logistics management is
Logistics achieved at global standards. We fulfill our responsibilities at every stage to
Risk Management And Sustainability In The Operational make sure that all of our products and services are delivered to our customers
Management
Value Chain 102-15 in the right and healthy manner within our logistics management, which we
regard as the most important factor that provides social, environmental and
Doğuş Otomotiv works with a strong the subsequent stages after our products and economic efficiency in our organizational lifecycle.
sustainability management philosophy, aiming services are delivered to the customer.
to create value across the entire value chain by Adopting integrated risk management
Economic Development
managing its social, economic, ethical and approach, we continue to move forward by Customer Relations Management
Performance
environmental risks at every stage of identifying our responsibility areas within the
operations. Our commitment to Corporate lifecycle of all our operations as well as
Sustainability requires addressing all determining our approach and goals in these At Doğuş Otomotiv, we value the importance of digital transformation to
incorporate technology and digital opportunities into our business processes,
stakeholder expectations in a timely manner areas.
create different services by using technology and improve our service quality.
from the very beginning of our operations to all Digital Our top priority in this topic will be to improve the quality and efficiency of
Transformation services at every customer touch point and to reassess the infrastructure and
processes of our Authorized Dealer and Aftersales Service network across
Corporate Sustainability
Turkey from a digital transformation perspective.
Sustainable Supply Customer Relations Transparency and
Approach
Meeting the needs and expectations of Doğuş Otomotiv customers is the most
Chain Management Management Accountability
important building block of our organizational lifecycle. DIM (Value and Care
DİM Center), which was launched for this purpose, supports our brands at every
OEM Corporate Governance and (Vale and Care
Digital Transformation touch point across the customer lifecycle. The DIM operation aims to bring
Suppliers Sustainability Management
Center) service and quality standards to customer touch points and provides instant
Authorized Dealers and Business Ethics
and transparent monitoring of consumer expectations and opinions with the
Aftersales Services DİM Compliance with Laws and reporting features available for our brands and Authorized Dealers and
Regulations Aftersales Services.
Logistics Management
18 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 19Transparency and Accountability
Product and Service
Responsibility
Corporate Activities are carried out, evolving every year, to manage sustainability topics in
Governance and line with stakeholder expectations and strategic corporate priorities within our
operational lifecycle, to set targets and make it a way of doing business for all of
Sustainability
our employees.
Management
Implementing business ethics practices in world standards across Doğuş
Otomotiv’s entire lifecycle and ensuring that they are adopted and applied by
Community
Business Ethics
all parties while awareness is raised every day along with related audit and
management processes make up an important part of risk management at
Doğuş Otomotiv.
Compliance with Doğuş Otomotiv acts and continues to operate with a corporate sustainability
Laws and approach within its organizational lifecycle and Code of Ethics, exceeding the
Regulations requirements of laws and regulations.
Employees
Environmental
Responsibility
Corporate
Economic Development
Performance
Sustainability
Approach
Corporate Sustainability
Approach
20 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 21CORPORATE SUSTAINABILITY APPROACH Sustainable Risk Management 102-15
GRI
Product and Service
Responsibility
In its operations, Doğuş Otomotiv employs a Finalizing the Business Continuity Plan,
management approach with the aim of fully assessing the risks as a result of the analyses
Our corporate strategy is based on driving a with all our business partners and our
meeting the expectations of its stakeholders carried out on the basis of critical business
strong and sustainable organization forward contributions as a community to a healthier
and implementing the Company's strategies in processes and updating the risk inventory are
through world-class operations focused on environment.
the most efficient manner. This approach also among our 2018 targets.
development and efficiency. We follow the
requires an integrated risk management
values of Doğuş Otomotiv in all our activities, Accordingly, we integrate social, environmental Conflicts of Interest
perspective. For this purpose, feedback
knowing that our success depends on the and economic risks and opportunities into all
Community
mechanisms, reporting and research models No conflicts of interest and disputes regarding
health and safety of our employees, the business processes across our entire operation the companies, which provide Doğuş Otomotiv
are utilized along with regular internal and
continuity of efficient and honest cooperation within the following framework: with such services as investment consultancy,
external audit processes. The Doğuş Otomotiv
Doğuş Otomotiv Integrated Corporate Sustainability Framework Risk Management Approach is explained in rating and other similar topics, were identified
detail in the dedicated Sustainability section of in the 01.01.2017-31.12.2017 reporting period. In
the website and under the relevant heading in the agreements executed in accordance with
the annual report: the Company’s Code of Ethics, as well as in the
DOĞUŞ
OTOMOTIV
http://www.dogusotomotiv.com.tr/en/sustainabil internal workings of our Company, due
PRODUCTS
Employees
AND ity/corporate-sustainability/governance-risk-man diligence is exercised to avoid conflicts of
SERVICES
agement-ethics/risk-management interest.
For the sustainable Risk Management Model, For detailed information on the Remuneration
MANAGING
ECONOMIC,
CORPORATE
Doğuş Otomotiv's social, environmental and Policy of the Board and the relationship
STRATEGIES AND
SOCIAL AND
MANAGEMENT economic aspects were identified as part of the between the fees paid to senior executives and
ENVIRONMENTAL
APPROACHES
EXPECTATIONS
material issues study carried out in 2009. Due to directors and the performance of the
OPPORTUNITIES organization, please see:
Environmental
Responsibility
the changing business dynamics, the study was
AND reviewed in December 2017 and material issues http://www.dogusotomotiv.com.tr/en/investor-re
RISKS were updated. lations/investor-relations/corporate-governance/
policies/remuneration
Doğuş Otomotiv will share the results of the
study in which the key stakeholder expectations
and institutional priorities were compared and On-the-Job Training program and
SUSTAINABLE POLICIES
Economic Development
RISK AND the AA1000SES Standard methodology was Government Incentives GRI 201-4
MANAGEMENT TARGETS
applied under the relevant headings in the 2018 On-the-Job Training Program, as the name
Performance
Corporate Sustainability Report. suggests is a learning program aimed at
improving the professional knowledge of
Financial Risks 102-15
unemployed people registered with the
In line with market assessments and the topics
employment institution in workplaces also
emphasized by the Early Detection of Risk
Managing Economic, Social and Environmental Expectations 102-15 registered with the institution through practice
Committee, action plans for diversifying
and by personally seeing the business and
Corporate Sustainability
financial channels and securing liquidity
At Doğuş Otomotiv, we strive elevate the engagement management in international production processes. If people, older than 18
strength were detailed during the year. Along
quality of our customers’ lives at every touch standards and we regularly question our and younger than 29, complete the on-the-job
Approach
with comparative studies and coverage analysis,
point. In line with the requirements of doing stakeholders' expectations on all platforms. training programs and are employed in their
the insurance development reports were
business by fulfilling our responsibilities for a (For Doğuş Otomotiv Stakeholder Engagement own profession within three months after the
structured considering the defined scope and
modern and sustainable society, we consider Strategy and Dialogue Platforms, please visit: program’s completion, employer’s share in
priorities. The working principles of the
the social, environmental and economic http://www.dogusotomotiv.com.tr/en/sustainab social security premiums are covered by the
Information Security Steering Committee, in
expectations of all our stakeholders. Therefore, ility/corporate-sustainability/sustainability-at-d Unemployment Insurance Fund for 30 months.
which the Risk Management Department is a
we follow a strategy focused on stakeholder ogus-otomotiv/stakeholder-engagement ) Furthermore, the employee must be added to
permanent member, were determined.
the average number of insured people declared
22 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 23in the monthly premium and service technologies gaining prominence today, the
A two-phase study was launched in 2017 to update the current Business Continuity Plan
Product and Service
documents filed by the employer for the year growing volumes of data and transactions
Responsibility
prior to such person’s recruitment. cause the sufficiency of conventional audit (BCP) with a wider scope and better usability. In the first phase, action plans, risk escalation
methods to be questioned. Accordingly, levels, action stages and command-control-coordination structure were established and
In calculations, such people’s social security continuous/computer-assisted activities, as presented to the approval of the Early Detection of Risk Committee under the Board of
premium basis is taken into account. After the electronic audit processes that allow auditors Directors in December. Climate change and related developments were listed among the
application of Law No. 5510, the remaining to give reassurance have become important. threats included in the scope of this study and playing a role in determining the action
social security premium, calculated using the The process that was launched in 2016 for this stages. In the second stage consisting of fieldwork, as a first step meetings were held with
lower limit of premium base in a ratio of the purpose was finalized; and the 2017 reports the owners of the works/processes and climate change along with resulting developments
employer’s share, is covered by the Fund. Our were created in a manner that enables the were added to risk identification activities. For this purpose, 32 meetings were held until
Community
company has benefited from this incentive results to be produced over all the data in the December 2017. The plan is to continue such meetings in 2018.
since April 2016 and currently 36 people are Doğuş Otomotiv Turkuaz System instead of
employed within this scope. The incentives sampling instantly or in defined periods. In
extended in 2017 amounted to TL 4,612.82 for 2017, the weight of continuous auditing Business Ethics
Doğuş Otomotiv and TL 85,280.27 for increased in regular audits.
Doğuş Oto.
The regular audits at Doğuş Otomotiv and its Code of Ethics Trainings environment. The trainings will continue to be
Fighting Corruption 102-15
affiliates will be carried out within the scope of
GRI 205-1, 205-2, 412-2 assigned to employees regularly every year.
Employees
The Internal Audit Department, reporting to Ethical code trainings are provided with the Anti-corruption topics are also included in
the risk-based annual audit plan approved by
the Audit Committee formed under the Board aim of giving our employees a complete Code of Ethics training.
the Board of Directors and the results will be
of Directors, includes the operations of shared with the Audit Committee. The goal for picture of why Doğuş Otomotiv has published
Doğuş Otomotiv as well as its Affiliates within its Code of Ethics, when it is needed and how Face-to-face ethical code trainings at Doğuş
2018 is to conduct regular audits as the weight
the scope of the risk-based audit plan. As part to use it. In 2017, 96 Doğuş Otomotiv Otomotiv started in 2015. In the period from
of continuous audits and Information
of the regular internal audits carried out in employees received a total of 240 man/hours 2015 until the end of 2017, 713 employees at
Technology audits increases.
2017, compliance of brand and department of ethical code training. Furthermore, 360 Doğuş Otomotiv received 1,446.5 man/hours
processes with policies and procedures has Shareholder Relations employees recruited in the same timeframe of training while 1,324 employees at Doğuş
Environmental
Responsibility
been assessed in terms of both operational Investor Relations Department is responsible were informed about the Code of Ethics during Oto received 2,168.5 man/hours of training.
risks and also risks of misconduct. Risks related for regularly providing shareholders and a total of 900 man/hours of e-orientation
to bribery and corruption are also included potential investors with information related to training. The employees that took the training Ethics Hotline
within this scope. If development areas are the Company’s operations, financial position watched the viral film on Corporate The complaints received through the ethics
identified as a result of the audits, and strategies, except for information not Sustainability performances, learning “what the hotline are carefully evaluated and all are
recommendations are made to improve the disclosed to the public or considered code of ethics and ethical principles are and reported to General Directorate of Human
Economic Development
control environment regarding the process. confidential and trade secrets, in a manner not how more information can be obtained”. In Resources. The ethics hotline notifications are
Those recommendations are followed through to lead to information inequality as well as for addition to in-class training for adopting also periodically presented to the Audit
Performance
and those with high priority are reported to the responding to information requests. Investor ethical principles, Code of Ethics training has Committee and the Board of Directors.
Audit Committee and the Board of Directors. Relations Department continues its activities also been included in the e-learning
to form a bridge based on two-way
As part of the 2017 audit plan, 18 audit reports communication and trust between Doğuş
for Doğuş Otomotiv and 11 audit reports for Otomotiv's current and potential investors.
Doğuş Oto were prepared and audit results Policies and Goals
Climate Change GRI 102-15, 201-2
Corporate Sustainability
were presented to the Board of Directors in
January, April, July, September and December Climate change is defined as a risk at Doğuş The most important part of Corporate define policies and firm goals in relevant areas.
Approach
2017 by the Audit Committee. Otomotiv. In this respect, risks within the scope Sustainability Management at Doğuş Otomotiv The activities carried out to determine policies
of climate change, as with social, is determining the corporate policies and and the 2023 targets in line with the material
Audits GRI 102-15
environmental and economic risks, are related goals in line with material issues. issues redefined in December 2017 are
Considering the growing need for Information integrated into business models together with Accordingly, all processes are reviewed to expected to be finalized in 2018.
Technology Audits, a comprehensive corporate sustainability strategies and
information technology audit was conducted managed proactively.
in 2017. Furthermore, with information
24 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 25Corporate Strategies and Management Approaches Corporate Sustainability
Product and Service
Responsibility
ECONOMIC COMMUNITY
ENVIRONMENT EMPLOYEES HUMAN RIGHTS CUSTOMERS
DEVELOPMENT ENGAGEMENT
Corporate Sustainability-related areas and reporting on global standards every year. (For
goals at Doğuş Otomotiv are managed directly further information on Doğuş Otomotiv’s
by an official committee under the Board of Corporate Sustainability Strategy and Financial Sustainable Customer Health
Water Discrimination Traffic Safety
Directors. A Sustainability Council, reporting to Management and Governance structure Efficiency Employment and Safety
Economic Waste Management Employee Freedom of Customer
this committee and consisting of managers GRI
,
102-18, 102-22, 102-23, 102-24, 102-27, 102-28, 102-29, 102-31, 102-32, 102-33
Business Ethics
Volatility Energy Satisfaction Association Satisfaction
representing all departments of Doğuş please refer to:
OEM Employee Health Child Labor and Training and Community
Otomotiv, has also been working on these http://www.dogusotomotiv.com.tr/en/sustainab (Manufacturer) Logistics and Safety Forced Labor Information Development
Community
topics for nine years. The Sustainability Council ility/corporate-sustainability/governance-risk-m Suppliers Environmentally Rights of Local Responsible Cooperation and
Friendly Products Equal Rights Communities Marketing Dialogue
is responsible for improving Sustainability anagement-ethics/corporate-governance-and- Dialogue with
performance across all business units and compliance)
Employees
Traffic
Strategy and Management Is Life!
Doğuş Otomotiv Material Issues Performance Criteria GRI 102-15
Doğuş Otomotiv Products and Services
Topic 2016 2017
Doğuş Otomotiv’s Integrated Corporate fully meet the expectations of all key
Employees
ECONOMIC DEVELOPMENT
Sustainability Framework provides various stakeholders. (For detailed information on
Net Sales (TL Million) 11,925 13,220
options for managing the potential negative Doğuş Otomotiv Products and Services, please
impacts arising from the Company's operations see: Number of Suppliers 736 554
and transforming them into opportunities as http://www.dogusotomotiv.com.tr/en/about-us/ Local Procurement Amount (TL Million) 2 921.6 839.9
well as offering tools to ensure that we dogus-otomotiv/brands) Local Employment Ratio (%) 7.27 8
continue to deliver products and services that
ENVIRONMENT
Environmental
Responsibility
Water Consumption Amount (m3) – Per Vehicle Sold 0.48 0.51
Amount of Packaging Recycled Through ÇEVKO (kg) 473,225 374,799
CORPORATE SUSTAINABILITY STRATEGY AND Battery Recycling Ratio (%) 101.2 106.7
MATERIAL ISSUES 102-47, 103-1, 103-2 GRI
Electricity Consumption (kWh) 5,427,821 5,610,089
Natural Gas Consumption (kWh) 445,079 497,283
CO2 Emission per Vehicle Sold (kg) 121 122
Economic Development
Doğuş Otomotiv has defined the scope of the Doğuş Otomotiv uses the methodology
2017 Corporate Sustainability Report according recommended by AA1000SES (AccountAbilitiy
EMPLOYEES
Performance
to the results of the material issues Workshop, Stakeholder Engagement Standard) to Number of Employees 2,488 2,492
which was held with wide participation in determine its material issues while the Employee Satisfaction Rate (%) 75 Surveyed every
2009. However, with stakeholder expectations workshop is moderated and results analyzed other year
and conditions changing since 2009, material by an independent consultancy firm, Workplace Accident Ratio (%) 0 0
issues study was repeated in December 2017. specializing in this field. (For more information
Employee Representation Ratio in OHS 4.87 4.41
The results of this workshop, which the Doğuş on Doğuş Otomotiv Material Issues and
Committees 3 (%)
Corporate Sustainability
Otomotiv Chairman and CEO opened and Determination Methodology, please refer to:
contributed with their opinions, will be Female Employment Ratio (%) 4 23 22.4
http://www.dogusotomotiv.com.tr/en/sustainab
Approach
published in the 2018 Corporate Sustainability ility/corporate-sustainability/sustainability-at-d Number of Suggestions Received
Report. ogus-otomotiv/dogus-otomotivs-key-impacts-a by the Suggestion System 2,348 5 2,506 6
nd-material-issues
2
Domestic procurement amount excluding vehicle imports and purchases from Doğuş Group companies.
3 Pertains to Doğuş Otomotiv alone. Other ratios have been provided in detail in relevant sections of the report.
4 Doğuş Oto and Doğuş Otomotiv average figure.
5 Cumulative figure of Doğuş Otomotiv, Doğuş Oto and Škoda.
6 Doğuş Otomotiv, Doğuş Oto, Doğuş Teknoloji ve Skoda toplam rakamıdır.
26 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 272016 2017 Corporate Sustainability Goals and Progression Model GRI 102-15
Product and Service
Number of Suggestions Implemented 789 7 736 8
Responsibility
Training Provided for Employees (man/hours) - 35.9 29.9 Doğuş Otomotiv’s goals related to material
at Doğuş Otomotiv issues and progression model are explained in http://www.dogusotomotiv.com.tr/en/sustainab
HUMAN RIGHTS the following table. Performance details of ility/corporate-sustainability/sustainability-at-d
Rate of Employees Trained on Human Rights 100 100 ogus-otomotiv/dogus-otomotivs-key-impacts-a
each material issues are covered in the report’s
nd-material-issues
Number of Authorized Dealers Informed 17 21 relevant sections and on the website.
on Human Rights
Rate of Suppliers Informed on Human 100 100
Rights (%) Target attained Ongoing Target to be Revised BM
SKH
UN SDG
Community
CUSTOMERS
Customer Satisfaction Rate Sales Sales
average: 109.7 average: 4.93 Economic Progres-
(over 5 since 2017) Development Summary
Aftersales service Aftersales sevice Development sion
Material Issues Status
average: 103.6 average: 4.73
Authorized Dealer Satisfaction Rate Sales: 4.64 Sales: 4.64 With 85 lean management projects launched in 2017, we
Service: 4.74 Service: 4.84 Financial
anticipate TL 3 million in savings. Doğuş Otomotiv continues its
COMMUNITY ENGAGEMENT BM operations with a vehicle park of over 1.9 million, approximately
Efficiency SKH
2,500 employees and nearly 550 customer-facing service points
Employees
Number of Employees trained on Code of Ethics 188 96
Number of Authorized Dealers informed 17 21
8 by adapting to the changing conditions in the automotive
industry.
on Code of Ethics The retail passenger car and light commercial market in Turkey
Number of Suppliers informed 3 7 showed some slowing due to foreign exchange rate fluctuations
on Code of Ethics and new SCT regulations in 2017, with total sales amounting to
956,194 units, decreasing 2.8% year on year. Despite the
Amount of Investments for Community 14.372 1.680
Economic negative outlook, Doğuş Otomotiv maintained its strong
Development Purposes (TL Million) Volatility presence in the industry in 2017, with a total sales of 182,199
vehicles including heavy commercial vehicles and an 18.9%
Environmental
Responsibility
retail market share. We also sold 22,009 used vehicles in 2017.
Doğuş Otomotiv has social, economic and Since 2009, Doğuş Otomotiv assesses its social, Meanwhile, service entries were recorded as 280,122 at Doğuş
environmental impacts as a result of its growth environmental and economic impacts, and Oto and 1,015,504 at other Authorized dealers and Aftersales
oriented activities, which are considered as shares its related sustainability performance in Service, amounting to 1,295,626 in total.
material. In line with stakeholder expectations, material areas with the public. Doğuş
Doğuş Otomotiv aims to improve its Otomotiv, while distributing world’s leading Doğuş Otomotiv continued to enable the world's most valuable
brands to perform successfully in Turkey and maintained its title
performance in these areas yer by year, convert brands in sustainability and providing services
as the leading automotive distributor of the country with the
the risks into opportunities, and fulfill the in Turkey, has the following topics in its agenda added value and competitive advantages brought by the
Economic Development
stakeholder expectations within the frame of as key impacts: brands represented. As the representative of 12 international
OEM
Performance
its sustainability strategy. For more info: brands, all leaders in their respective fields of passenger cars,
(Relations with light commercial vehicles, heavy vehicles, industrial and marine
https://www.dogusotomotiv.com.tr/en/sustaina
Manufacturers) engines and cooling systems, Doğuş Otomotiv is Turkey's
bility/corporate-sustainability/sustainability-at-
leading automotive importer and one of the largest automotive
dogus-otomotiv/dogus-otomotivs-key-impacts-
distributors with a wide product portfolio consisting of nearly 85
and-material-issues models of these brands. Doğuş Otomotiv maintains its relations
with the manufacturers with its value chain that best represents
OEM standards.
Corporate Sustainability
Social Impacts Environmental Impacts Economic Impacts
Since 2014, Doğuş Otomotiv has been working toward its
Traffis is Life! Water Consumption sustainability targets regarding suppliers, one of the most
Approach
Local Purchasing important stakeholders of the Sustainable Supply Chain Model.
Business Ethics
Waste Management Sustainability-related aspects were added to the supplier
Employment and Employee Satisfaction Suppliers BM
selection criteria in 2017. Risk categorization activities will be
Emissions per Vehicle Sold Supply Chain SKH
Cooperation with Vocational Highschools completed in 2018 according to plan. As of 2017, 554 suppliers
12 have been actively working with Doğuş Otomotiv’s
Procurement Department. With 21% of these suppliers audited
7Doğuş Otomotiv and Doğuş Oto’s total number of suggestions implemented as of June 16, 2017. in 2017, our audit target for 2018 is to improve this ratio to 25%.
8Doğuş Otomotiv, Doğuş Oto, Škoda and Doğuş Teknoloji’s total number of suggestions implemented as of
May 16, 2018.
28 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 DOĞUŞ OTOMOTİV CORPORATE SUSTAINABILITY REPORT 2017 29You can also read
