Competitive

Competitive financing costs available to it grant İş Leasing the capability to offer 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 and the strong synergy created is reflected in the business volume. Establishing a collaboration based on productivity principles with vendors, İş Leasing carries on with its activities aimed at the healthy development of vendor-originated transactions in its portfolio and increasing the efficiency of the channel. Questionnaires measuring the satisfaction of customers with the service process they receive will be carried on with higher effectiveness; in this context, customer feedbacks are used as input in process and customer experience designs. 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 2020 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

Recognizing that a healthy portfolio and effective risk management are essential for sustainable growth, İş Leasing makes use of technology assisted advanced risk management systems and maintains a broad-based, environmentally-sensitive and profitable portfolio with a relatively high credit quality with its lending policies bringing different disciplines together and its 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 12.7% on the basis of number of customers.

TL 13.2 billion

Having ended 2020 with TL 13.2 billion in turnover, İş Faktoring booked a net profit of TL 55.2 million in the reporting period.

İş Faktoring

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 İstoç (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 2020, İş Faktoring posted TL 4.4 billion in total factoring receivables, TL 13.2 billion in turnover, TL 4.6 billion in total assets, and booked a net profit of TL 55.2 million. In its rating report dated 15 October 2020, Saha Kurumsal Yönetim ve Kredi Derecelendirme Hizmetleri A.Ş. granted İş Faktoring a (national) long-term rating of (TR) AA- and short-term (national) rating of (TR) A+1. Both short- and long-term ratings were assigned a “stable” outlook.

 

Digitalization 

İş Leasing significantly decouples in the industry with its digitalization initiatives.

Information Technology

İş Leasing sustains its financing support uninterruptedly to the manufacturing industry, keeping an eye on the latest innovations in Information Technology, to secure productive growth of its products and services through increased speed and enhanced quality. The ongoing efforts for upgrading the technological infrastructure and for digitalization continued at a greater pace during 2020. The preparation of the infrastructure that would allow teleworking of employees after the pandemic outbreak was completed forthwith.

Realizing digital transformation with a holistic approach is a key component of the business strategy at İş Leasing. With the aim of improving the entire set 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, retrieving and reviewing data, improving business processes and modes of doing business, and enhancing its capacity to found transformation and strategic decision-making processes on flexible and precise measurements. Along this line, while numerous projects targeted at infrastructure development and improvement are being carried out regularly, additional investments are made as needed by monitoring the applications and infrastructures of the competition as well.

 

Significantly decoupling in the industry with its digitalization initiatives, İş Leasing launched a new service that allows customers to make their leasing payments on the virtual environment using any bank’s card. As this service lets customers finalize their leasing transactions more quickly and pay in installments with a credit card, it will also make it possible for İş Leasing to compose a more secure portfolio employing faster operational processes.

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 mission of human resources activities is to make the company the most preferred employer in the leasing sector, and to perpetuate employee satisfaction.

Human Resources and Training

İş Leasing implemented various measures to protect its employees, customers and all other stakeholders and to minimize the risks during the pandemic. The rapid actions taken and digital competency allowed almost the entirety of employees to telework/work from home, and the pandemic risk was minimized. In this period, importance was attached to maintain constant communication through familiar channels, taking pulse continuously, and care was taken to extend support to employees in whatever area they might need it. Project activities were carried on in 2020 with the aim of executing HR processes more effectively, and certain HR processes were migrated to the electronic environment within the scope of digitalization in 2020.

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.