Page 38 - Nurol YES Sustainability Report

The aims of the Sustainability Committee are foreseen as below: SUSTAINABILITY REPORTING PROCESS
As a part of our sustainability strategy and approach, within the scope of our Report; we aimed to provide information about our management
INTEGRATING SUSTAINABILITY WITH COMPANY’S MISSION, VISION AND STRATEGIES approach, policies, practices we have implemented, our performance and goals that are important for our company and stakeholders.
TAKING NECESSARY ACTIONS AND MEASURES TO ENHANCE COMPANY
SUSTAINABILITY PERFORMANCE, SUPPORT COORDINATION AND COMMUNICATION, PREPARATION PRIORITIES WORKSHOP ACTION, PERFORMANCE
ENCOURAGE INNOVATIVE ACTIONS AND PRACTICES AND GOAL SETTING
Research Identification of Stakeholders
PROVIDING AUTHORIZATION AND SUPPORT TO LARGE SUSTAINABILITY INITIATIVES Identification of Nurol Definition of Prioritized Issues Endorsing Sustainability
REQUIRING LEADERSHIP COMMITMENT Sustainability Teams Strategy Definition Actions
CONTRIBUTING TO THE DEVELOPMENT OF INSTITUTIONAL AND OPERATIONAL Sustainability Introducing Sustainability
Performance
STRUCTURE FOR IMPLEMENTATION AND MANAGEMENT OF SUSTAINABILITY
INITIATIVES
Preparation
PROVIDING SUPERIOR MANAGEMENT SUPPORT FOR INSTITUTIONALIZING LOYALTY TO In the first stage of the sustainability structuring and reporting activities, following the research on the characteristics of the construction
SUSTAINABILITY AND CONTRIBUTE TO EXTENSION THROUGHOUT THE COMPANY industry, projects and our stakeholders, we held a sustainability meeting by the participation of our top management. The meeting was fruitful
in terms of increasing executives’ awareness and knowledge on sustainability and identification of priorities and strategies. At this stage; the
EVALUATING AND FINALIZING POTENTIAL SUSTAINABILITY INITIATIVES AND RELATED assessment of the structure of our company and its main e ects on the sustainability completed and our Sustainability Team formed.
COSTS
ENCOURAGING AND EXTENDING INTERNAL AND EXTERNAL COMMUNICATION ON Identification of Priorities
SUSTAINABILITY INITIATIVES AND EFFORTS AND COORDINATING IN CASE OF ANY NEED For the identification of key stakeholders and sustainability priorities of our company, workshops held and the dialogue with our stakeholders
and shareholders examined. In line with these e orts, together with consultancy company and sustainability team considering the opinions of
DETERMINING BEST PRACTICES, ENCOURAGING AND SUPPORTING ACTIONS FOR key executives; sustainability strategies, key stakeholders and sustainability priorities are defined. The results of these studies: sustainability
INTERNAL AND EXTERNAL DISSEMINATION matrices and stakeholder dialogue tracking charts presented to our stakeholders within the scope of our sustainability report.
SUPPORTING THE SUSTAINABILITY EFFORTS FOR THE DISSEMINATION TO SOCIETY
Sustainability Action and Process Identification
We gathered information about our company profile, operational environment, value chain, governance, economy, environmental, social and
ethical practices, information related with performance and targets by the support of our sustainability representatives. The collected
information; compiled and transferred in line with UNGC and GRI Standards. By this purpose, in addition to studies carried out in HQ; we
conducted a field visit to our Balıkesir Motorway Project with HQ Integrated Management Systems Team and our Sustainability Consultant to
SUSTAINABILITY EFFORTS AND REPORTING PROCESS organize sustainability training, to exchange information on observations and practices, and to identify potential improvement areas.

In the current state, Integrated Management Systems Department is responsible from managing and coordinating the sustainability e orts of
Nurol Construction and projects. Sustainability Team is formed under the leadership of Integrated Management Systems Department for
sustainability management and reporting. During the process, we took support from HQ Integrated Management Systems Department and
Projects’ Sustainability Representatives.
DIALOGUE WITH LESS THAN FREQUENT FREQUENT
STAKEHOLDERS Universities, Media,
Insurance Companies, Competitors
Sectoral Associations
We identified our key stakeholders according and NGOs
to the degree which they are a ected by our
activities or they a ect our activities, in three
di erent categories and grouped them as
Nurol Construction Sustainability Team “the most a ected by our activities” or “the MORE THAN FREQUENT
most a ecting our activities” , having Customers, Financing Providers,
Nurol Construction Finance Department “moderate” and “minor a ects” on our Employees, Regulators and
activities as follows:
Sustainability Team Project Control Department Subcontractors/ Legislators,
Suppliers,
Local Community
Integrated Management Business Development Department
Systems Department (Leader) Personnel A airs Department

38 NUROL YES SUSTAINABILITY REPORT 2018 SUSTAINABILITY APPROACH 39