Stakeholder Engagement

Strategic Stakeholder Engagement Management

Stakeholder Engagement is a method that has formed the basis of Doğuş Otomotiv's sustainability strategy for many years and is integrated into the process in regard all its brands and operations. However, given that the Company represents 12 brands in Turkey and deals with more than 8000 direct or indirect employees and the management of over 550 sales and aftersales service locations, different expectations of numerous stakeholders arise in various environments. Stakeholder expectations may also vary depending on different regions and cultures or different industries. Therefore, Doğuş Otomotiv defines its key stakeholders as “individuals, groups and organizations with direct impact on the Company’s operations”. In the key stakeholder study conducted in accordance with this definition, the key stakeholders of the Company, whose operations involve sales and aftersales services, have been identified as the employees, customers and the manufacturers of the products imported directly.

Our stakeholder engagement strategy is designed to create a responsive and transparent dialogue environment with all key stakeholders, to inquire about stakeholder expectations openly and regularly, and to develop solutions to meet these expectations or to set goals.

Stakeholder Map

 

 

Doğuş Otomotiv Stakeholder Engagement Process

Employees

Why do we engage?

  • Doğuş Otomotiv believes that highly motivated and happy employees are the basis of its corporate success.
  • We intend to establish accurate, timely and open communication with our employees.
  • We make arrangements to increase the productivity of our Company with feedback from our employees.
  • We raise the awareness of our employees and inform them on sustainability related issues.

How and how often do we engage?

DinamİK, D-Human Performance and Development Management System related with Human Resources Practices, Information Meetings and Events organized on-demand within the scope of Human Resources Communication Plan (regular programs throughout the year), Bir’iz Employee Committee (every second month) Internal Bulletins (quarterly), Employee Satisfaction and Loyalty Surveys (biannual), Suggestion System ‘I have an idea’ Platform, Vision and Strategy Meetings (annual), Management Briefings (twice every year), CEO Messages (ten times a year on average), Trainings, Picnics, End of year Dinners, Seniority Encouragement Awards, Birthday Gifts, Birth Gifts, Women’s Day Celebrations, Holiday Celebrations, Intranet System, Turkuaz System, Request Management System, Corporate Information Letters (ten times a year on average), Daily News Report, Happy Hours

Engagement Topics

  • Corporate strategies, developments, objectives
  • Rewarding and collecting suggestions
  • Trainings and development programs
  • Performance management
  • Innovation and change
  • Sustainability focus areas
  • Occupational health and safety
  • Loyalty, satisfaction and motivation
  • Leadership programs

How do we measure Engagement?

  • Employee turnover
  • Employee loyalty and satisfaction surveys
  • Training measurement and evaluations
  • Score cards
  • Performance interviews

 

 

Subsidiaries and Affiliates

Why do we engage?

  • We aim to grow in line with common corporate strategies and objectives within the Doğuş Otomotiv value chain and to become the best service provider.
  • We ensure that our customers have access to all necessary services within the automotive value chain by creating new business opportunities.
  • We reinforce our collaborations.

How and how often do we engage?

Information Meetings (at least once every year), Presentations (at least once every year), Website, Online Reporting Systems, Daily News Coverage Reports

Engagement Topics

  • Growth targets
  • Strategic management
  • Need and expectation analysis
  • Organizational changes and information meetings
  • Sales and marketing support

How do we measure engagement?

  • Annual reports
  • Meetings and feedback

 

Authorized Dealers and After-sales Service Centers

Why do we engage?

  • Authorized Dealers and After-sales Service Centers are in direct contact with Doğuş Otomotiv’s customers, and therefore our most important business partners that ensure customer satisfaction.
  • We carry out joint activities with Authorized Dealers and After-sales Service Centers to ensure that they represent Doğuş Otomotiv with excellence by supporting their organizational development as well as their quality and efficiency.
  • By increasing the quality of services provided by our Authorized Dealers and After-sales Service Centers, we help our business partners, which have an important position in our value chain, to grow healthily, and to contribute to economic development.
  • We support them in raising their sustainability awareness, and developing consciousness for transparent corporate reporting.

How and how otfen do we engage?

Authorized Dealer Meetings (annual), Audits (annual), Visits (quarterly), Web-based Communication Portal, Annual Authorized Dealer and After-sales Service Center Satisfaction Survey (DSS - annual), Information Meetings (five times a year), Trainings, Top Team competition, Spare Parts and Logistics Department, Letters from CEO and Chairman, Communication Bulletin (monthly), Regular Visits (monthly)

Engagement Topics

  • Quality processes
  • Authorized Dealer and After-sales Service Center satisfaction
  • Sales and marketing support programs
  • Authorized Dealer and After-sales Service Center human resources support program
  • Vehicle sales targets
  • Logistical support

How do we measure engagement?

  • Authorized Dealer and After-sales Service Center satisfaction surveys
  • Visits and expectation analyses

 

Customers

Why do we engage?

  • We develop our products and services in line with our customer oriented corporate strategies to further improve the satisfaction of our customers every day.
  • We improve our service quality by regularly evaluating customer feedback.
  • We create new opportunities.
  • And we also improve our customers’ awareness of sustainability.

How and how often do we engage?

Fairs and Shows, Website, Customer Satisfaction Surveys (monthly), Customer Relations Management Department (CRM), Secret Customer Research (NPS – once or twice every year), Lost Customer Study (monthly), Customer Lifecycle (CLC) Studies (continuous, project-based), e-bulletins (monthly), email Announcements, Test Drives, Round the Clock Information and Assistance Lines, Free Mobile Service, Mobile Assistance Center, Warranty Services, Market Research (five times a year), Safe and Economic Driving Techniques Trainings, Young European Truck Driver Competition, Seasonal Maintenance Campaigns, Loan Campaigns, Certified Advanced Driving Techniques Trainings, Auto-Fix Express Service Points, Vehicle Insurance Services, Spare Parts and Logistics, Insurance Services, Advertising and Announcements, Brand Websites, Doğuş Otomotiv Value and Care Center (DIM), Authorized Dealers and After-sales Service Centers, DOD Service Points

Engagement Topics

  • Product and service quality, value improvement and innovation
  • Product availability
  • Customer satisfaction and loyalty
  • Offering timely, full and correct solutions for customer expectations
  • Obtaining and evaluating feedback
  • Sustainability
  • Providing complete and accurate information

How do we measure engagement?

  • Customer satisfaction surveys
  • Seminars, events, launches
  • Monitoring and evaluating website and social media

 

 

 

Investors

Why do we engage?

  • We work toward creating a positive and trusting investment environment that is fully informed on all the operations, achievements and objectives of Doğuş Otomotiv.
  • We establish systems to communicate all company related information to investors accurately, fully, and in a timely and transparent manner.
  • We develop risk management mechanisms to mitigate our financial and non-financial risks, and constantly monitor audit processes.

How and how often do we engage?

Investor Presentations (monthly/annual depending on presentation), Website, Annual Reports, Corporate Governance Compliance Reports (annual), Information Meetings (twice a year), Conferences and Roadshows (on demand), Showroom and Logistics Center Visits, Investor Relations Department, Special Announcements (whenever needed), Media Tools, Ratings

Engagement Topics

  • Annual performance of the Company
  • Corporate strategies and expectations of the Company
  • Economic, societal, environmental risks and opportunities
  • Developments achieved by the company in terms of key performance indicators defined according to stakeholder expectations and market requirements

How do we measure engagement?

  • Doğuş Otomotiv Stock Value
  • Annual General Assembly Meetings
  • Investor Presentations and feedback

 

Suppliers

Why do we engage?

  • Doğuş Otomotiv, as an automotive distributor and service provider, is a part of the supplier chain of globally respected brands.
  • Doğuş Otomotiv’s suppliers provide products and services in the same high quality, and play a key role in further improving the quality and exceptional service performance in the Doğuş Otomotiv value chain.
  • Raising awareness of sustainability in our supply chain improves our service quality while mitigating risks.

How and how often do we engage?

Information Meetings (annual), Annual Reports, Website, Supplier Quality Regulation, and Supplier Visits (at least five times per month)

Engagement Topics

  • Improving quality of products and services
  • Risk management approach to sustainability-related areas
  • Developing capabilities to produce effective, efficient and timely solutions

How do we measure engagement?

  • Supplier satisfaction surveys

OEM (Original Equipment Manufacturers)

Why do we engage?

  • Since inception, we operate as the distributor of global automotive brands, and provide after-sales services.
  • We strive to apply the quality and service approach of OEMs in highest standards.
  • The expectations of OEMs from our Company elevate our performance and improve our innovative capabilities.

How and how often do we engage?

Information Meetings (monthly), Website, Visits (monthly), Spare Parts and Logistics Department, Collaboration Platform

Engagement Topics

  • Product supply
  • Distributorship services
  • Quality processes
  • OEM standards
  • Sales and marketing processes
  • Customer satisfaction

How do we measure engagement?

  • Feedback mechanisms
  • OEM audits and evaluations

Local Community

Why do we engage?

  • We strive to generate permanent and sustainable solutions for local and national priorities in the regions where we operate.
  • We are a leading company in social development both in terms of the quality employment we provide, our Authorized Dealer and After-sales Service Center network, and also our contribution to the local economy.

How and how often do we engage?

Direct Communication Activities through sponsorships, Promotion Events in Anatolian Provinces, Local Automotive Fairs (three-five times a year), Traffic is Life!, Collaborations with Vocational High Schools, Conferences and Seminars in Universities (eight times a year on average), Participating in Career Days (fifteen times a year on average)

Engagement Topics

  • Road safety
  • Support programs for Vocational High Schools
  • Equal educational opportunities
  • Employee Volunteering

How do we measure engagement?

  • Regular feedback on programs
  • Employee surveys
  • Various surveys and feedback mechanisms
  • Brand perception surveys

 

Stakeholder Expectations, Dialogue Platforms and Doğuş Otomotiv’s Responses

Stakeholder engagement, which is a cornerstone of Corporate Sustainability, is also a major part of the approach that we call “social affirmation”. It refers to how all of our stakeholders, and primarily our key stakeholders, approve that we are doing our job correctly and driving our company to the future. The rapid transformation and change observed in technology, innovation and digitalization of the automotive industry over the last five years both in the Turkish market and in global scale demonstrates the necessity for companies like Doğuş Otomotiv to assume very serious responsibilities in the context of impact. At the heart of the United Nations Sustainable Development Goals’ efforts to ensure the economic and social development of communities with particular focus on the private sector lies this impact. Doğuş Otomotiv believes that inquiring about the social, economic and environmental expectations of its stakeholders and consequently improving its responsiveness, determining future strategies based on these expectations and predicting risks and opportunities by accurately analyzing these expectations are crucial in terms of sustainability.