june - july 2010
The Strong Ring
Issue : 16
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ADMINISTRATIVE AFFAIRS COORDINATION COMMITTEE:

“We are waiting for suggestions that will contribute to creating a productive working environment.”

Taking employee satisfaction as a priority following the move of our offices to the new premises, the Administrative Affairs Coordination Committee is in the process of formulating solutions for various issues. The goal is to provide a more effective, productive and modern working environment.



Halit Ziya KOT / TAV Istanbul External Administrative Affairs Chief, Levent AKDAĞ / Havaş General Management Logistics Manager, Ömer Bülent Kutlu / TAV Istanbul Administrative Affairs Manager, Oğuz KRİSTAL / TAV Construction Administrative Affairs Manager

The Administrative Affairs Coordination Committee was formed in March 2010 prior to the move to the new premises. The Committee, consisting of Omer Bulent Kutlu (Administrative Manager, TAV Istanbul), Oguz Kristal (Administration Manager, TAV Construction), Halit Ziya Kot (External Administration Chief, TAV Istanbul) and Levent Akdag (Logistics Manager, Havas Head Office), planned the move to the new premises in two stages and commenced work accordingly. The first stage was removal and settlement, followed by the creation of a better office arrangement as well as a living area in the second stage. Following the completion of the first stage, the Committee continues their work at the second stage, which is to be finalized over a longer period. The aim at this stage is to create a well-designed, open-plan office plan which will result in maximum employee satisfaction.

FRESH SOLUTIONS FOR NEW REQUIREMENTS
With regard to the work being carried out, Omer Bulent Kutlu, Administration Manager, TAV Istanbul, says “The top priority for TAV employees is to achieve unconditional customer satisfaction. Therefore, the first priority of our committee is to provide employee satisfaction (i.e. internal customer satisfaction). We set out to determine employee needs and to create a more efficient and modern office environment. Our employees moved from the terminal building--a small city that is awake 24/7--to this new building. Time is needed to adjust. During this adjustment period, new requirements arise. We established this committee to offer solutions for these requirements in the most effective way.”

FACILITIES TO PROVIDE EMPLOYEE COMFORT
The Committee points out that TAV employees used to work spread throughout the terminal building, but now enjoy the advantages of working more closely together. The Committee also highlights that internal communication is now more efficient and cost-effective. The new premises have two features that affect the working lives of the employees in a positive way: 14 meeting rooms of various capacities and a staff dining hall to allow employees to dine together and have a chance to chat. It will soon be possible to take bookings via e-mail for the meeting rooms of which the technological infrastructure is already complete (i.e. they will be in full operation within the IT infrastructure). A postal service is already in place for outgoing mail. Tea and coffee service is provided. A Garanti Bank ATM is now located within the building with an IsBank ATM soon to follow.

INTERNAL COMMUNICATION CHANNELS
Oguz Kristal, Administration Manager, TAV Construction, comments that they are open to all suggestions for improving the quality of office life. He continues: “We are here to evaluate the feasibility of implementing suggestions submitted to us through the Committee. During the formation of the Committee, all TAV employees have been informed via email about the committee members including their names, email addresses, mobile and desk numbers. They can reach us through these channels and offer their complaints and suggestions. Our IT Department created a new e-mail group for all staff working in our new premises, which is called the TAV Management Building. In this way, we are able to reach all our employees through the TAV Management Building address when we need to notify them with regard to the ongoing operation.”


NEW RULES FOR THE OPEN OFFICE
Levent Akdag, Logistics Manager, HAVAS, says they are receiving requests from employees such as breakfast at the “Terrace Cafe” and tea-biscuit facilities. These requests are being accommodated one at a time by BTA Catering. There is already a biscuit vending machine provided at the “Terrace Cafe” and a coffee vending machine is to follow. Akdag, who says they are working in coordination with BTA regarding food and drink requirements, continues “We are considering various alternative solutions for our employees’ satisfaction and are putting these solutions into action when approved.”

ACCESS TO STAFF TRANSPORT SERVICE
One of the problems TAV employees have following the move is the departure points of the staff coaches still being outside the terminal building. Halit Ziya Kot, External Administration Chief, TAV Istanbul points out that due to the large number of employees still on duty at the terminal building, and the availability of a car park there, the staff coaches will continue to depart from the same place for the time being. However, solutions are being devised for transportation to the coaches.

HUGE EFFORTS FROM THE EMPLOYEES
The open-plan office arrangement entails some rules for working together. The Administrative Affairs Coordination Committee are trying to establish basic common-sense rules such as making private phone calls in dedicated small rooms and keeping voice levels down during phone conversations. Problems which occurred after the move relating to air-conditioning and heating are being looked into by the mechanical department. Another modification needed at the new premises is the renewal of TAV ID and meal cards. Electronic card readers at the entrance of the premises control the check-in and out of the employees, which is an important aspect for security.
The Administrative Affairs Coordination Committee emphasizes that the staff have been very accommodating and supportive while problems were being dealt with. They also point out that with this support they will continue to produce solutions and work to create a more productive working environment.




Yavuz AYTIŞ / Marketing Specialist / Business Development Directorate, TAV Airports Holding

Yavuz Aytış, Marketing Specialist/Business Development Directorate, TAV Airports Holding, says that an effective marketing strategy is underway for TAV Airports based on extensive research and analysis.

Since January 2010 I have been working as a Marketing Specialist in the Business Development Directorate at TAV Airports. This came following my position beginning in 2007 in the Terminal Operations Department at TAV Istanbul. The Marketing Department, which reports to the Business Development Directorate, was established in January, 2010. Until now, there hasn’t been a department within TAV Airports that coordinates marketing for the airports we operate. Management teams at each airport were carrying out marketing tasks individually by putting together data, acting in concert with airports and operators, and trying to gain assistance from local authorities. The Marketing Department, which soon became an integral part of our operation chain, coordinates the marketing tasks of the airports we operate. Our first goal is to reach the goal of “100 million passengers” as pronounced by the CEO of the TAV Group. I believe that we will be one of the most important departments involved in achieving this goal. We now attend international exhibitions more actively. One of the most significant factors of marketing is to have accurate data in hand. I believe we will soon start seeing the results as we work hard to obtain and analyze this data.
WE ARE AN INTEGRAL PART OF OUR OPERATION CHAIN
While working in the Terminal Operations Department in 2008, I attended a 6 month Management Training Program held by TAV Academy. We were provided with extensive knowledge of airport operations in this program, which was attended by 17 people. We also received invaluable information with regard to problem solving, potential improvements and, of course, individual development, as well as the operating systems of different divisions within an airport. This all took place in an environment which looked like a small village, through which approximately 80,000 passed daily.

WE ARE LOOKING AT THE BIG PICTURE
The work I did at the Terminal Operations Department required direct involvement with operations. We had to find solutions to problems immediately. For example, a 10-15 minute breakdown of the luggage belt during the summer period may lead to serious complications for the whole operation. You need to be in a position to know how to handle a situation like this, which departments you need to liaison with and how to re-direct the passengers. You need to learn how to control a potential panic situation amongst passengers who may think they will miss their flights. In the Marketing Department on the other hand, my position requires me to be able to see the big picture and analyze situations. In the long run, I believe we will be achieving great results with a wider perspective.
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