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Throughout his time at the Bank, he spearheaded many initiatives and drove transformative change. Under his guidance, the Bank achieved milestones, and he played a pivotal role in the inclusion of Türkiye as one of the EBRD's countries of operations. Until recently, Şevki served as an independent member of the boards of directors at Anadolu Efes, Migros Ticaret A.Ş. and Tekfen Holding A.S. He is currently Chair of the Supervisory Board at Sense Bank in Ukraine, where his expertise and strategic insights continue to drive growth and success. Şevki also maintains an advisory role in the EBRD’s Corporate Recovery Unit.
Reflecting on his return to the EBRD, Şevki recalls the Bank’s early days.
“That was the point at which people were starting to know about me. Of course, it was a much smaller organisation, my staff number was 674," he says.
His tireless efforts played a crucial role in convincing the Turkish government and the Bank's shareholders of the importance of including Türkiye among the EBRD’s countries of operations. With the support of President Jean Lemierre (‘08) and Secretary General Horst Reichenbach (‘20), Şevki had the freedom to do whatever it took to make this historic inclusion a reality in 2008.
Having spent a significant part of his career abroad, in Türkiye and Ukraine, Şevki 's return to the UK was driven by his desire to transition to the corporate world. He wanted to "fight our fight on the other side". President Chakrabarti was supportive of Şevki 's desire to transition from banking to board roles, a move that allowed him to translate Bank principles into practice and make a tangible impact.
After the EBRD, he continued to collaborate closely with the Bank, particularly in institutions like Ukrzaliznytsia, as chair of the supervisory board, where he fought against self-interest, political interference, corruption and favouritism.
“Bringing about change in such institutions is a long-term battle after decades and decades of undesirable practices,” he says.
Şevki was aware of the challenges he was going to face in his work, acknowledging the magnitude of the corruption, but his strength of character and unwavering commitment to his values made a difference, “even in the face of pressure from vested interests”.
Şevki 's expertise and reputation led to invitations to join various other boards, such as Ukrenergo and Oschad Bank, where he served as Chair of the Supervisory Board. These appointments showcased his ability to navigate complex governance issues and drive economic transformation.
In his latest role as Chair of the Supervisory Board of Sense Bank, formerly known as Alfa Bank, Şevki faces a unique challenge: Sergii Marchenko, Minister of Finance of Ukraine, has tasked him with transforming a privately owned bank into a state-owned institution.
Şevki’s mandate is to prepare the bank for privatisation, ensuring compliance with state policies and making it attractive to potential investors. Şevki 's career has been defined by his ability to navigate complex situations and drive transformation.
"My goal is to make this bank attractive enough for the first investor coming into the banking sector, be they domestic or foreign,” he says.
Şevki Acuner's successful journey at the EBRD was influenced by his strong risk management background and reputation. Ilir Fani (EBRD Director, Corporate Recovery Unit), with whom Şevki had worked closely in the Risk Management and Corporate Recovery department, engages with him periodically for advisory work and knowledge transfer.
“This opportunity came as a natural extension to my reputation as a strong risk management professional at the Bank,” he says. “Ilir felt that given the huge influx of assets into his portfolio because of the war on Ukraine, he wanted to have some ‘grey hair’ with strong risk management acumen on board, who could give good advice to younger bankers on his team and in the field.”
Maintaining connections at the Bank through his positions on the boards of Ukrzaliznytsia and Ukrenergo, which are linked to the EBRD, also played a role in Şevki 's consultancy and advisory work. In addition, his relationships with Bank clients such as Efes and Migros contributed to the opportunities that came his way. Şevki emphasises the importance of “nurturing a network of good friends and leveraging those connections for professional opportunities.”
Passion for the Bank is a common trait among those who have worked here, and Şevki is no exception. He believes that “joining the EBRD is a choice driven by a belief in the Bank's mandate and principles. It is not just a job but also a lifetime engagement.” This deep-rooted passion and belief in the Bank's mission keep former employees connected and motivated to contribute to its success.
Şevki believes that alumni could progress on the “path of self-fulfilment by actively reconnecting with the Bank and staying involved in their respective spheres of activity”, emphasising that for those who want active engagement, “the EBRD serves as a great anchor to continue their work”.
“By remaining loyal to the Bank's mandate, engaging with its initiatives, and promoting its values, alumni can play a vital role in furthering the Bank's mission and making a positive impact in their respective fields.”