Corporate

We have pioneered a plain and understandable individual pension system where pension savings are managed effectively and savings are secure. We aim to take our place among the most respected, innovative and reliable monitoring organizations in the world.

We are committed to increasing the welfare of individuals in their retirement years, ensuring the safe and smooth running of the system, and protecting the rights and interests of its participants to ensure the healthy growth of the individual pension system and make the maximum contribution to sustainable economic growth and financial stability by:

• Monitoring the operations of pension companies, portfolio management companies that manage pension mutual funds and individual pension intermediaries in the most effective manner;
• Actively supporting the activities of the regulatory and supervisory authorities, and ensuring coordination between these authorities and industry stakeholders;
• Becoming a center of excellence that creates value by developing advanced technologies, data- and science-based solutions for all stakeholders;
• Forging strategic alliances by supporting research and development activities and innovative initiatives;
• Safeguarding the reputation of the individual pension system and contributing to the management of perceptions in the most appropriate way.

• Independent, impartial and objective
• Open, transparent and accountable
• Solution-oriented and scientific
• Competent, innovative, and constant learner, developing and improving
• Providing a quality, stakeholder-oriented service in a participatory manner

Pursuant to the resolution of the board of directors, strategies, performance indicators and some other aspects of the plan have been removed from this document and arranged as separate documents.

The risks related to each target have been identified and analyzed in the target-setting and elaborating stages, and the measures relating to these risks have been determined. The risks that may be encountered when achieving the targets are described below with their corresponding explanations and control activities.

• Dependency: The successful completion of the targets set in the axis of warehouse use for the collected data depends on the pension companies, which are the sources and owners of the data, and other relevant data-owning organizations exhibiting the expected level of effort and concentration. This also relates to the PMC’s governance structure and is the most critical factor in determining its success in achieving the targets. It is also a risk that must be managed. This same dependency is the key to building the right data governance processes within the organization. Without these, pension companies risk failure and cannot take advantage of advanced technology.
• Cybersecurity and Protection of Personal Data: Given the size of the PMC data, increasing complexity and diversity of cyberattacks are among the most significant risks in the upcoming performance period. Possible integrations to be realized in line with the strategic plan and the use of data utilization opportunities will require the re-evaluation of vulnerabilities. The data leakage caused by a potential attack may have financial and reputational repercussions that will affect short- and long-term strategic objectives.
• Uncertainties Regarding the Content and Timing of the Reforms in the NEP – Possible Changes in the Regulatory Structure: Although there are targeted reforms in the new economic program, there is no clear information about its content and timing. A possible reform process may cause the PMC and pension companies to focus their current efforts to issues that require operational regulation in new processes. The incomplete nature of the Insurance Regulation and Supervision Agency’s (SDDK) assigned positions and new governance structure may lead to task-switching between the PMC, the SDDK and the Insurance Association of Turkey, resulting in deviations from the strategic targets.
• Talent Management: Achieving strategic goals relates to determining the competencies required for the PMC and acquiring and retaining talents. Talent management failure caused by limited resources and lack of proper organizational structure is among the most significant risks that may prevent the PMC from achieving its strategic goals.
• Third Party Risks: Unlike the PMC’s possible ways of doing business so far, it will be important to manage the “third party risks” during collaborations. These must be established to achieve the strategic targets. The success of the projects hinges on the proper management of the risks involved.

The targets in the strategic plan shall be realized within the budget.

As it is known, more than 14 million participants/employees have more than 19 million pension contracts in the system. If the reform package announced in the NEP is implemented, this number will increase exponentially. Therefore, efforts shall be made to transform the large data pool in the PMC database into services that will create value in an impartial manner. This can only be achieved through the products provided by using consolidated information and will determine the PMC’s potential to generate significant revenue in this context.

Within the scope of data monetization, similar to the practices in organizations to which the PMC can be compared (the Insurance Information and Monitoring Center, Kredi Kayıt Bürosu, the Interbank Card Center, and so on) and by using our large data pool, we aim to develop products that will provide fully utilizable economic benefits for participants, pension companies, universities and research institutions, financial institutions and public authorities.

The most significant results that will be achieved with the strategic plan include saving the PMC from depending on the service fees it collects from its shareholders through contracts; transforming into a strong, financially self-sufficient monitoring organization; evenly distributing significant dividend income to its shareholders through its value-added services; and successfully utilizing advanced technology and presenting it to the industry.

A reporting system shall be designed in which quantitative and qualitative data are collected and analyzed systematically to monitor the progress made with regards to monitoring, objectives and targets.

The strategic plan may be updated for the remaining years of the plan period. The update may include the changes made to the targets for the remaining years of the strategic plan period without changing the mission, vision or objectives. Where additional resource procurement is not possible, the amendments should be such that they do not change the total resource requirement of the plan being implemented. The strategic plan monitoring report and strategic plan evaluation report shall be consulted to determine whether an update is necessary.

The update request shall be submitted to the board of directors together with the issues to be updated prepared with an accompanying justification and based on a specific template. In this context, new determinations and needs arising from the situation analysis findings in the update request and providing justification for the update shall be identified.