COMPETITIVE
COMPETITIVE FINANCING COSTS AVAILABLE TO IT ALLOW İŞ LEASING TO PRODUCE SOLUTIONS THAT ARE ALIGNED WITH ITS CUSTOMERS’ FINANCIAL STRUCTURES AND CASH FLOWS.

SERVICES

Formulating its customer-oriented service model upon solution creation for its customers’ investment needs and the expertise of its professional team, İş Leasing enjoys a significant competitive edge in its sector.

Implementing a solid channel management strategy, the Company’s sales activities are carried out through three different channels: İşbank branches, vendors and direct marketing.

İşbank’s extensive branch network and countrywide reach present İş Leasing with a broad service geography.

The Company built a collaboration based on productivity principle with vendors; efforts to increase the efficiency of the channel are ongoing.

Competitive financing costs available to it allow the Company to produce solutions that are aligned with its customers’ financial structures and cash flows.

İş Leasing achieved a successful performance in 2019 with its service model based on fast, accurate and efficient processes and focused business strategies. In addition, the Company kept contributing to the sector and the economy by carrying further its identity as the preferred service provider.

PORTFOLIO

İş Leasing recognizes that a healthy portfolio and effective risk management are essential for sustainable growth, thus uses technology assisted advanced risk management systems and maintains a broad-based and profitable portfolio with a relatively high credit quality with its cautious lending policies and competent risk management.

Distributing its risk exposure across various sectors that it finances, the Company is noted for its balanced portfolio characterized by diverse sectors and expansive geographical distribution, and in turn, for its NPL ratio that is below the sector’s average. Reinforcing and expanding its customer base with distinctive customer experience, İş Leasing increased its market share to 12.2% on the basis of number of customers.

TL 10.8 billion
İŞ FAKTORİNG POSTED TL 10.8 BILLION IN TURNOVER BY THE END OF 2019.

 

İŞ FAKTORİNG

İş Faktoring, of which İş Leasing is the principal shareholder, was incorporated in 1993. Possessing a broad customer base composed of companies of different scales from diverse sectors, İş Faktoring delivers factoring service in domestic and international markets in financing, guarantee and collection areas via its Head Office in İstanbul and six branches operating in Ankara, Tuzla (İstanbul), Adana, Bursa, İzmir and Güneşli (İstanbul).

İş Faktoring has been a member of Factors Chain International (FCI), the most important international factoring initiative in the world, since its incorporation. This membership allows the company to support its customers’ international factoring transactions with an extensive correspondent network.

In 2019, İş Faktoring posted TL 3.2 billion in factoring receivables, TL 10.8 billion in turnover, and TL 3.3 billion in total assets. As a result of the 2019 review by Saha Kurumsal Yönetim ve Kredi Derecelendirme Hizmetleri A.Ş., İş Faktoring was granted a (national) short-term rating of (TR) A1+ and long-term rating of (TR) “AA” on 07 May 2019. Both short- and long-ratings were assigned a “stable” outlook.

SPEED AND QUALITY
İŞ LEASING CONTINUED IN 2019 TO UPGRADE ITS TECHNOLOGY TO SECURE PRODUCTIVE GROWTH THROUGH INCREASED SPEED AND ENHANCED QUALITY OF ITS PRODUCTS AND SERVICES.

INFORMATION TECHNOLOGY

İş Leasing sustains its financing support uninterruptedly to the manufacturing industry, making use of the latest novelties in information technology, and continued in 2019 to upgrade its technology to secure productive growth through increased speed and enhanced quality of its products and services.

Aiming to improve the entire portfolio of services offered to customers in line with technological changes and business requirements, İş Leasing places great emphasis on technology upgrade in a number of aspects that include increasing the data processing speed, improving business processes and modes of doing business, and enhancing its capacity to found strategic decisions on flexible and precise measurements. In line with this strategy, regular development projects are being carried out in many areas every year while technological developments are being monitored and additional investments are made as needed.

Regular development projects are being carried out in many areas every year while technological infrastructure is being monitored and additional investments are made as needed.

After-Sales Services and Disaster Recovery Center represent two key elements of İş Leasing’s customer-focused approach to service. Offering service with a call center infrastructure and aimed at rendering customer satisfaction continuous, After-Sales Services Unit is a significant service point for customers’ after-sales support requests. Updated with the latest technology, the Disaster Recovery Center is the assurance of 24/7 uninterrupted service delivery to customers under any circumstance.

PREFERRED
THE HR MISSION IS DEFINED AS BEING THE MOST PREFERRED COMPANY BY EMPLOYEES IN THE LEASING SECTOR AND TO RENDER EMPLOYEE SATISFACTION CONTINUOUS.

HUMAN RESOURCES AND TRAINING

HR strategy of İş Leasing is to manage its “human resource”, i.e. its most valuable asset, in the most productive manner in line with the Company’s vision, mission and goals. It is intended to form a high value-added team that will make a difference in the sector and maximize the Company’s competitiveness, and to develop practices that support the team’s professional and personal development, motivate them, and maximize their performance. Accordingly, the HR mission is defined as being the most preferred company by employees in the leasing sector and to render employee satisfaction continuous.

In order to assign the correct person to correct position, İş Leasing uses different assessment and evaluation tools and methods designed objectively and specific for each position based on competencies.

Training activities at İş Leasing are organized in view of business plans, need analyses and performance outputs, and in a way to promote technical and competence development for all employees.

Project activities were carried out for more effective human resource processes, technological developments were realized as part of digitalization and processes such as overtime and leave of absence were transferred to electronic platforms.