DOCSLIB.ORG

Çalık Holding, We Reinforce Our Successful and Stable Position in the Cotton Trade, Day by Day

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Çalık Holding, We Reinforce Our Successful and Stable Position in the Cotton Trade, Day by Day CALIK COTTON CORPORATE PROFILE 2014 CALIK COTTON PROFILE 2014 CORPORATE COTTON ÇALIK COTTON HEAD OFFICE Keresteciler Sitesi, Fatih Cad. Ladin Sok. No: 17 34169 Merter/Istanbul Tel: +90 212 459 26 26 Fax: +90 212 459 26 77 100% SUCCESS Mail: [email protected] www.calikcotton.com 12 ABOUT US 12 ÇALIK HOLDING IN BRIEF 16 OUR VISION, MISSION AND VALUES 18 FINANCIAL AND OPERATIONAL INDICATORS 20 ÇALIK COTTON IN BRIEF 22 THE YEAR 2014 AT A GLANCE 24 MANAGEMENT 24 MESSAGE FROM THE CHAIRMAN 26 THE CEO'S ASSESSMENT OF 2014 28 SENIOR MANAGEMENT 30 OPERATIONS 30 THE COTTON SECTOR IN THE WORLD AND TURKEY IN 2014 34 OPERATIONS IN 2014 34 MARKETING AND SALES 36 PRODUCT DEVELOPMENT 40 HUMAN RESOURCES 100% Success We qualified in just three months for the AQSIQ certificate, granted to only one or two out of 10 applications received each year. In 2013, we set the vision of starting to sell in China, and we achieved it. In 2014, we became a member of the Better Cotton Practices Association (IPUD), the Turkish branch of Better Cotton. In 2014, we became the first company to export Turkmen cotton to Egypt. We transported cotton from Turkmenistan to the Lloyd market in UK, under an insurance policy that also covered Iran. Capitalizing on the support of international powerhouse Çalık Holding, we reinforce our successful and stable position in the cotton trade, day by day. We believe that accessibility is of primary importance, and strive to stand by our clients whenever they need us. As such, we serve our clients with local employees in every country where we operate. TRUST As a highly-skilled and specialized, yet young and vibrant team focused on success, we have a dynamic structure. We consistently take swift action through employees who inspire trust, respect their work, and share a team spirit. We go beyond borders with our rhythm and pace, and complete our overseas operations successfully. EXCITEMENT Çalık Cotton, with cotton trade as its core business, runs its operations with a view to strengthening Turkey’s position in the world cotton market. As such, Çalık Cotton has become the first company to receive the AQSIQ certificate, required to export cotton to China, and has obtained the increasingly esteemed Organic Cotton Certificates issued by the Better Cotton Initiative (BCI) and the Control Union (CU). QUALITY We have a superior performance, as one of the companies least affected by exchange rate fluctuations. In 2014, we expanded our market share by a significant margin. By focusing solely on cotton trade, we continue to work towards our goal of finding new suppliers, countries and markets. PERFORMANCE ABOUT US MANAGEMENT OPERATIONS 10 CORPORATE PROFILE 2014 ÇALIK COTTON FOR DETAILS, CALIKCOTTON.COM ÇALIK COTTON CORPORATE PROFILE 2014 11 ABOUT US MANAGEMENT OPERATIONS ÇALIK HOLDING IN BRIEF A pioneering corporation that continues its ascent with a strong performance in a number of sectors… AMERICA TEXTILES (GAP MARKETING, ÇALIK COTTON) ENERGY FINANCE Çalık Energy Aktif Bank YEDAŞ BKT (Banka Kombetare Tregtare) ARAS EDAŞ Keds MINING TEXTILES Lidya Mining Gap Güneydoğu Textile Polimetal Mining Gap Marketing Çalık Cotton CONSTRUCTION AND REAL ESTATE TELECOMS Gap Construction Albtelecom Eagle Mobile Çalık Real Estate 12 CORPORATE PROFILE 2014 ÇALIK COTTON FOR DETAILS, CALIKCOTTON.COM RUSSIA CONSTRUCTION (GAP CONSTRUCTION) KAZAKHSTAN FINANCE CONSTRUCTION (AKTIF INVESTMENT BANK) (GAP CONSTRUCTION) FINANCE (İJARA LEASING) TURKMENISTAN 5 UZBEKISTAN ENERGY (ÇALIK ENERGY-EPC) ENERGY CONSTRUCTION (ÇALIK ENERGY-EPC) (GAP CONSTRUCTION) CONSTRUCTION TEXTILES (GAP MARKETING, Continents (GAP İNŞAAT) ÇALIK COTTON) KOSOVO ENERGY (ÇALIK ENERGY-EPC) FINANCE (BKT) ITALY GEORGIA TEXTILES ENERGY (ÇALIK ENERGY- (GAP GÜNEYDOĞU TEXTILE) EPC) ALBANIA ENERGY (ÇALIK ENERGY-EPC) IRAQ TELECOM (ALBTELECOM) ENERGY (ÇALIK ENERGY-EPC) FINANCE (BKT) CONSTRUCTION (GAP CONSTRUCTION) S.ARABIA LIBYA CONSTRUCTION ENERGY (GAP CONSTRUCTION) INDIA 6 (ÇALIK ENERGY-EPC) DUBAI TEXTILES CONSTRUCTION QATAR CONSTRUCTION (GAP CONSTRUCTION) (ÇALIK COTTON) (GAP CONSTRUCTION) CONSTRUCTION (GAP TEXTILES CONSTRUCTION) (GAP MARKETING) BANGLADESH Sectors TEXTILES (GAP GÜNEYDOĞU TEXTILE) USD 7.5 Billion A local force which Total Assets extends across 5 continents: 24,000 Çalık Holding Employees ÇALIK COTTON CORPORATE PROFILE 2014 13 ABOUT US MANAGEMENT OPERATIONS ÇALIK HOLDING IN BRIEF Established in 1981 by Ahmet Displaying a consistent growth Çalık of the Çalık family, which performance in Turkey and other has held an active track record in countries since its establishment, One of the commerce since the 1930s, Çalık the Group acquired the Albanian largest industrial Holding currently has operations telecom operator and Internet corporations in fields such as energy, mining, provider Albtelecom in 2007; construction and real estate, the Yeşilırmak Electricity in Turkey, Çalık finance, textiles and telecoms. Distribution Company (YEDAŞ) Holding provides providing electricity to five employment One of the largest industrial Turkish provinces, in 2010; the to around 24 corporations in Turkey, Çalık Kosovo Electricity Distribution Holding provides employment to Company in 2012; and ARAS thousand people 24 thousand people in around 17 EDAŞ, operating in seven in 17 countries. nations. As a pioneering Turkish provinces, in 2013. investor in Central Asia, the Balkans, the Middle East and Çalık Holding’s Energy Group, Africa, the Çalık Group has total which maintained its business annual consolidated assets of volume in 2013, due to its USD 7.5 billion. credibility in the world energy 14 CORPORATE PROFILE 2014 ÇALIK COTTON FOR DETAILS, CALIKCOTTON.COM sector and a work ethic that the first prize winners in the channels category of the sets it apart from competitors, “Best Commercial Renovation/ European Financial Management is among the most-preferred Redevelopment Turkey” & Marketing Association companies in the energy-rich category of the European (EFMA) awards. Çalık Holding’s regions of Central Asia, Middle Property Awards 2013, subsidiary BKT, which operates East and Africa. Çalık Energy among the most prestigious in Albania and Kosovo, won for continued the construction real estate awards in Europe. the third time the “Best Bank” of three power plants begun Çalık Real Estate is active in award bestowed by The Banker, in 2013 in the Turkmen cities land development and urban a highly-esteemed international of Ahal, Lebap and Mari. transformation. financial markets magazine. Additionally, the Group signed agreements for the construction Carrying out its operations In line with its strategy to focus of two new power plants in Ahal in line with proven growth on its core businesses, the Group and Derweze. Having become strategies, Çalık Holding’s divested itself of the Turkuvaz the biggest EPC contractor in subsidiary Lidya Mining Media Group. Georgia with the Gardabani increased its stake in Polimetal project in 2013, the Group Mining to 80% from 50% in Renowned for its authority, completed two more power 2013; Polimetal’s other parent strong reputation and robust plants with a total capacity of 2 company is Alacer Gold. In the financial structure due to its thousand MW in Iraq in the same same year, gold production at worldwide operations, Çalık year. In 2013, the Adacami HEPP the Çöpler Gold Mine - which Holding cooperates with the Project was also completed in belongs to Anagold, another globe’s prominent companies. the Turkish city of Rize. Lidya Mining subsidiary Çalık Holding stands out as a -increased by 43% over the prior strong leading player in its core GAP Construction has become year to exceed 270 thousand businesses for its deeply-rooted the EPC contractor of the ounces. institutional structure, rich “Turkmenbashi International corporate culture, highly skilled Seaport,” worth USD 1.5 billion, Conducting projects from human resources, pioneering and consisting of six ports and an innovative, sustainable enterprises, innovative approach one shipyard. The Seaport was perspective, Aktif Bank and sound strategies. The designed in 2013 as a logistics established Aktif Bank Sukuk Holding continues its operations hub on the route connecting Asset Lease Company in 2013 to in all business lines with the Asia to Europe. issue lease certificates. With the target of attaining sustainable “Active Point” project, Aktif Bank growth. The project “Tarlabaşı 360” shot ahead of numerous global by the Çalık Group subsidiary giants to win the first prize Çalık Real Estate, was among in the “Physical Distribution” ÇALIK COTTON CORPORATE PROFILE 2014 15 ABOUT US MANAGEMENT OPERATIONS OUR VISION To be the most valuable Turkish enterprise in three aspects: employees, management practices and business portfolio. Our Group derives its strength through its business perception shaped by courage, innovation and prudence. Drawing on this fact, the vision of Çalık Cotton is composed of three components. 1. To be the most preferred workplace, employing the best. 2. To be an exemplary Group with its management understanding and systems. 3. To own a superior and high return business portfolio. 16 CORPORATE PROFILE 2014 ÇALIK COTTON FOR DETAILS, CALIKCOTTON.COM OUR MISSION To enrich all stakeholders in Turkey and in other countries we do business in, through our innovative, courageous and prudent business understanding. OUR VALUES Çalık Group exists to enrich its stakeholders. The Group undertakes all its operations in line with this goal, with an innovative, courageous and prudent spirit. Çalık is a family, internalizing
Load more

Recommended publications
  • While Celebrating Its 27Th Anniversary, Çalık Holding Heads
    Çalık Holding Annual Report 2007 While celebrating its 27th anniversary, Çalık Holding heads forward being a regional power with its reputability and entrepreneurship in the sectors that focused on and takes giant steps forward in corporate governance. Page: 16 Steps that Shape the Future Contents Page: 18 Macro Economic Developments in 2007 Page: 4 Corporate Profile Page: 22 Developments in Çalık Holding in 2007 Page: 10 Chairman's Message Page: 24 Principal Indicators Çalık Holding Annual Report 2007 Page: 26 Fields of Operation in Brief Page:54 Financial Services Page: 28 Textiles Page: 62 Trade Page: 36 Construction Page: 68 Corporate Governance Approach Page: 44 Energy and Telecommunications Page:75 Consolidated Financial Statements together with Auditor's Report Consolidated Financial Statements Independent Audit Report 3 Corporate Profile Çalık Holding Annual Report 2007 A Credible and High Standing Regional Force... Çalık Holding was established in 1981; Çalık Holding is one of the powerful and reputable groups of companies in a wide region in which Turkey is located in the exact middle and operates on major sectors such as energy-telecommunication, finance, textile, construction and trade. • Active in 12 countries, • Consolidated assets size of USD 3,3 billion, • USD 1.3 billion turnover, • 43 companies, • 15.223 employees Çalık Holding gives utmost importance to environmental and social values, operates in line with social responsibility concept and focuses on creating more added values for its social stakeholders with the help of its rapid and effective growth model based on generalizing business lines into different regions and sectors. The Holding cemented its vision on being a reputable world company with its recent breakthroughs and based its corporate plans, strategies and targets on a “sustainability basis”.
    [Show full text]
  • Business and Politics in AKP-Era Turkey Reuben Silverman a Thesis
    Justice and Development in the Marketplace: Business and Politics in AKP-Era Turkey Reuben Silverman A thesis submitted in partial fulfillment of the requirements for the degree of Masters of Arts in International Studies University of Washington 2012 Committee: Reat Kasaba Scott Radnitz Program Authorized to Offer Degree: International Studies I. Introduction Turkey has long been a model for developing countries. As sociologist Çalar Keydar observed, “[its] political independence, coexisting with economic domination . prefigured the later histories of many a peripheral country.”1 Its subsequent economic experiences, ranging from etatism, to import-substitute industrialization, to market liberalization have likewise mirrored—or even preceded—those of similarly positioned countries. Unsurprising then that, after a decade of rapid growth, many are once again seeking to understand the roots of Turkey’s success. A common explanation is that, the Turkish government, like many of its peers over the past thirty years, “has accepted to govern on . .diminished terms.”2 Starting in the 1980s, and accelerating after 2001 when economic collapse forced Turkish leaders to adopt International Monetary Fund (IMF) requirements and European Union (EU) norms, Turkey opened up its economy, shed the heavy hand of the state, and pursued new opportunities in surrounding markets. These market-oriented, or “neoliberal,”3 reforms have been embraced by the ruling Justice and Development Party (AKP), which represents the economic interests of groups long marginalized by the state and who are, consequently, in favor of its newly restricted role. In this telling, Turkey is experiencing “a gradual movement away from a state-led developmentalism” and, in a sense, offers a counter-point to the sort of “state capitalism” practiced by countries like Russia or China.4 This paper disputes such an interpretation of events.
    [Show full text]
  • 2007 ANNUAL REPORT “Local Global” Contents
    2007 ANNUAL REPORT “local global” Contents SECTION 1 – INTRODUCTION 1.1 Profile 1.2 Our Vision 1.3 Our Mission 1.4 Our Values 1.5 Chairman’s Message 1.6 CEO’s Message 1.7 Standing in the Sector 1.8 Research and Development 1.9 Activities in 2007, Development Strategy and Goals 1.10 Financial Highlights 1.11 Changes to the Articles of Incorporation and the Reasons Therefore 1.12 Capital and Shareholding Structure 1.13 The Çalık Group SECTION 2 – MANAGEMENT AND CORPORATE GOVERNANCE PRACTICES 2.1 Board of Directors 2.2 Senior Management 2.3 Auditors 2.4 Executives Responsible for Internal Systems 2.5 Committees 2.6 2007 Board of Directors Summary Report Submitted to the Shareholders’ General Assembly 2.7 Human Resources Procedures 2.8 Transactions Conducted by the Bank within Its Own Risk Group 2.9 Persons and Organizations Providing Support Services SECTION 3 – FINANCIAL INFORMATION AND RISK MANAGEMENT 3.1 Auditors’ Report 3.2 Audit Committee Report 3.3 Evaluation of Financial Status 3.4 Risk Management Policies 3.5 Credit Ratings Issued by Rating Agencies 3.6 Five-Year Financial Highlights SECTION 4 – INDEPENDENT AUDITOR’S REPORT, FINANCIAL STATEMENTS AND NOTES ON THOSE STATEMENTS 4.1 Independent Auditor’s Report 4.2 Financial Statements and Notes to the Financial Statements Introduction 1.1 Profile stability “ dynamism performance Acquiring new subsidiaries in the region Çal›kbank was established in Çalıkbank is focused on acquiring and begin operating in at least one additional“ 1999 as the Çal›k Group’s first efficiently managing new financial country by the end of 2008.
    [Show full text]
  • Çalık Holding Anonim Şirketi and Its Subsidiaries
    Çalık Holding Anonim Şirketi and its Subsidiaries Consolidated Financial Statements As at and for the Year Ended 31 December 2020 With Independent Auditor’s Report 7 April 2021 This report includes 4 pages of independent auditor’s report and 147 pages of consolidated financial statements together wtih their explanatory notes. Çalık Holding Anonim Şirketi and its Subsidiaries Table of Contents Independent Auditor’s Report Consolidated Statement of Financial Position Consolidated Statement of Profit or Loss and Other Comprehensive Income Consolidated Statement of Changes in Equity Consolidated Statement of Cash Flows Notes to the Consolidated Financial Statements Güney Bağımsız Denetim ve SMMM A.Ş. Tel: +90 212 315 3000 Maslak Mah. Eski Büyükdere Cad. Fax: +90 212 230 8291 Orjin Maslak İş Merkezi No: 27 ey.com Kat: 2-3-4 Daire: 54-57-59 Ticaret Sicil No : 479920 34485 Sarıyer Mersis No: 0-4350-3032-6000017 İstanbul - Türkiye Independent auditor’s report To the Shareholders of Çalık Holding Anonim Şirketi Report on the audit of the consolidated financial statements Opinion We have audited the consolidated financial statements of Çalık Holding Anonim Şirketi (“the Company”) and its subsidiaries (“the Group”), which comprise the consolidated statement of financial position as at December 31, 2020, and the consolidated statement of comprehensive income, consolidated statement of changes in equity and consolidated statement of cash flows for the year then ended, and notes to the consolidated financial statements, including a summary of significant accounting policies. In our opinion, the accompanying consolidated financial statements present fairly, in all material respects, the consolidated financial position of the Group as at December 31, 2020, and its consolidated financial performance and its consolidated cash flows for the year then ended in accordance with International Financial Reporting Standards (“IFRSs”).
    [Show full text]
  • Çalik Enerji Gap Inşaat Gap Güneydoğu Tekstil
    FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FO- CUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FOCUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMI- NATION COMPETENCE COURAGE CONSULTATION CUSTOMER FOCUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLI- DARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FOCUS SENSE OF RESPONSIBILITY FAIRNESS ETH- ICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FOCUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FOCUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPE- TENCE COURAGE CONSULTATION CUSTOMER FOCUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FOCUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FOCUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FO- CUS SENSE OF RESPONSIBILITY FAIRNESS ETHICS REPUTATION RESPECT SOLIDARITY HUMAN FOCUS DETERMINATION COMPETENCE COURAGE CONSULTATION CUSTOMER FOCUS
    [Show full text]
  • Download Annual Report 2012
    ANNUAL REPORT 2012 4 17 18 Çalık Holding continues to be among BKT is the regular recipient of the “Best BKT Kosova’s strategic goals are leading Turkish investors in the Middle Bank in Albania” awards. based on continuing to be the leader East and Balkans and has a yearly in introducing new products and turnover of around US$ 3 billion. technologies in the Kosova market. CONTENTS 2 BKT in Numbers 4 Çalık Group 6 Milestones 7 Mission, Vision, Values, Work Principles 8 Board of Directors 10 Senior Management 12 Chairman’s Message 20 22 14 General Manager’s Message BKT is the leader of the retail lending and BKT continues to support the growth of 17 2012 Awards and Ratings credit cards in Albanian market. the SME’s and corporate firms. 18 BKT Kosova 19 BKT Kosova in Numbers 21 Evaluation of 2012 Activities 21 Retail Banking 23 Corporate and Commercial Banking 27 Treasury & Financial Institutions 27 Risk Management Group 29 Human Resources 31 Corporate Social Responsibility: Approaches and Practices 33 Objectives for 2013 34 Independent Auditors’ Report and Consolidated Financial Statements 26 28 BKT strives to build a bridge in BKT believes that its intellectual capital strengthening commercial and financial is the essential component of the relations in the international arena. sustainable success. 30 32 BKT donated food and other cleaning BKT is focused on the sustainable and materials for families in need. profitable growth... Banka Kombëtare Tregtare Annual Report 2012 1 CHERISHING OUR PAST AND CONFIDENT OF OUR FUTURE… The roots of Banka Kombëtare Tregtare (BKT) reach back to 1925 and the official establishment of the Bank’s Durres branch that year.
    [Show full text]
  • 639511766628.Pdf
    CONTENTS 2 Vision and Mission 3 Corporate Values and Strategic Goals 4 Key Financial and Operational Indicators 6 Çalık Holding in Brief 8 Milestones 12 Message from the Chairman 14 Message from the CEO 16 Executive Committee 18 Sectors and 2010 Activities Energy Telecom Textile Construction Finance Media Mining 95 Social Responsibility 97 Corporate Governance 98 Organizational Structure 99 Human Resources 101 Occupational Safety, Environment and Quality Policies 102 Strategy Management 103 Internal Audit 104 2010 Reflections in Press 106 Independent Audit Reports 110 Consolidated Financial Statements 180 Contact Çalık Holding; leading company which generates added value for the countries it operates in… Çalık Holding, known for its reputation, reliability and powerful financial structure in the regions where it oper- ates in, shapes its institutional plans, strategies and objec- tives on the basis of sustainability. The Group is able to boast an innovative corporate structure that renders it a trailblazer. This conclusion is based on the major projects it has launched as well as investments that ensure the future for humanity. The Group makes the best of combin- ing entrepreneurial and productive qualities of its rich corporate culture and remains among the leading actors in its primary business fields. 2 ÇALIK HOLDING VISION To be known as a reputable global company celebrated for entrepre- neurship and credibility in its primary businesses. ÇALIK HOLDING MISSION To be a group that achieves competitive edge, is able to rival other international brands, focuses on customer satisfaction, provides products and services without compromising on quality, achieves consistently profitable growth and contributes positively to society and the environ- ment.
    [Show full text]
  • Corruption and Self-Censorship in Turkish Journalism by Yavuz Baydar Joan Shorenstein Fellow, Fall 2014
    Shorenstein Center on Media, Politics and Public Policy Discussion Paper Series #D-91, February 2015 The Newsroom as an Open Air Prison: Corruption and Self-Censorship in Turkish Journalism by Yavuz Baydar Joan Shorenstein Fellow, Fall 2014 Columnist, blogger, co-founder of the Platform for Independent Journalism (P24) Licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. Table of Contents Discussion Paper ............................................................................................................................. 3 Appendix I: Incidents of pressure on journalists by Erdoğan and the AKP ............................... 26 Appendix II: History of the struggle of Turkish journalists against oppression ......................... 73 Appendix III: Government oppression of the media ................................................................... 94 Appendix IV: Media and threats to Turkey’s emerging democracy .......................................... 118 Endnotes ...................................................................................................................................... 129 2 Discussion Paper Foreword Freedom of expression in Turkey is, sadly, in a very bad state. What can I say other than that it has hit a new low? A lot of friends tell me, “He and she are fired from this or that newspaper.” I have never seen any country where so many journalists are being fired...even the journalists who are closest to the government. That’s the first point. Second, and this is the worst,
    [Show full text]
  • Calik Denim Annual Report 2019 Calik Annual Denim 2019 Report
    CALIK DENIM ANNUAL REPORT 2019 CALIK DENIM CALIK ANNUAL REPORT 2019 ANNUAL Head Office Keresteciler Sitesi, Fatih Cad. Ladin Sok. No: 17 34169 Merter, Istanbul/Turkey T: (+90 212) 459 26 26 pbx F: (+90 212) 677 41 17 www.calikdenim.com/tr Factory Calik Denim San. ve Tic. A.Ş. 1. Organize Sanayi Bölgesi 2. Cadde No: 6 44900 Yeşilyurt, Malatya/Turkey T: (+90 422) 237 54 18 F: (+90 422) 237 54 17 www.calikdenim.com This annual report is printed on 100% recycled paper. No trees were harmed during production. Contents CALIK DENIM AT A GLANCE 02 Calik Denim in Brief 04 Basic Financial and Operational Indicators 06 Our Mission, Vision and Corporate Values MANAGEMENT 08 Message from the Chairman 10 Board of Directors 14 Message from the General Manager 16 Executive Management ACTIVITIES 20 Production 24 Certifications 26 Sales and Marketing 38 Investments 42 R&D and Product Development SUSTAINABILITY 50 Sustainability Strategy 56 Human Resources 58 Occupational Health and Safety 60 Environment 62 Environmentally Friendly Production Technologies from the R&D Center 64 Energy 68 Corporate Social Responsibility and Community FINANCIAL STATEMENTS 71 Independent Auditor’s Report, Financial Statements and Footnotes Proudly produced by FİNAR. www.finarkurumsal.com TO BE CONTINUED… Calik Denim exports about 85% of its production, directly and indirectly. We raise the world’s awareness of high quality Turkish goods by continuously bolstering our presence globally. As a world class brand, we account for a 10% share in the value added global market for premium denim fabric. We continuously improve our performance to ensure that our success is long term and sustainable.
    [Show full text]
  • Investors' Note
    INVESTORS’ NOTENOV. 2015 No.41 First-and Second-Quarter Reports for Year Ending March 2016 Security code 8058 INDEX GLOBAL ACTIVITY 2 To Our Shareholders 4 Operating Results Highlights 7 Business Highlights 10 Special Feature 14 Relief and Recovery News 20 Sustainability 22 About Us 26 Mitsubishi Corporation (MC) Group is engaged U.K. in a wide variety of activities on a global scale Reached Final Close in P13 Sponsoring P25 through our domestic and overseas network. Container Shipping Fund the British Museum Expanding Business Domains by Capturing Changes in the Market Trends P16 (Electric Power Business) Enhancing Infrastructure Sponsoring the Fukushima P25 Business in Turkey and P10 Smithsonian Institute Turkey Wine and Liqueur P20 its Surrounding Countries United States Distillery Completed Japan Aichi "mozo wonder city" Supporting Friendly to People P23 P24 Improving Sanitation Low-income and the Environment Farmers GLOBAL Producing Methanol for Farming Communities P11 and Dimethyl Ether P24 Myanmar P12 Tree-planting India News Malaysia Business Agreement with World Leading Agri-business Company ACTIVITY Trinidad and Tobago In the year ended March 2012, MC Singapore Premium and Sustainable Coffee launched a global environmental Here, we introduce our projects focused P23 preservation and improvement program Global Expansion through for Consumers around the World designed to create abundant and rich forests Building Region-focused in this INVESTORS’ NOTE. together with shareholders. Indonesia Value Chains (Automobile Business) Brazil Under this program, for every shareholder who P18 consents to receive materials such as convocation About the Photo on the Cover notices for shareholder meetings and investors’ notes via e-mail, rather than by post, MC will plant 1 Container Terminal Business tree per person every 6 months in Malaysia.
    [Show full text]
  • Turkmenistan: a Model Kleptocracy
    Turkmenistan: A Model Kleptocracy Report by Crude Accountability June 2021 1 Published by: Crude Accountability Copyright © 2021 Crude Accountability This report may be quoted from or copied as long as the source/authors are acknowledged. Crude Accountability assumes full responsibility for the contents of the report. While we have made every effort to ensure the accuracy of the information presented in the report, we cannot be held liable for any errors, omissions or inconsistencies. Copies of this report are available on crudeaccountability.org Turkmenistan: A Model Kleptocracy Crude Accountability 2 Table of Contents Foreword 05 Key Findings 06 Introduction 07 Chapter 1. The Hidden Economy of Turkmenistan 11 Chapter 2. The Worst Place in the World to Do Business 40 Chapter 3. Turkmenistan Incorporated: The President’s Family 69 Chapter 4. Imprisoned Government Officials and Their Crimes 102 Conclusion 113 Turkmenistan: A Model Kleptocracy Crude Accountability 3 Crude Accountability is an environmental and human rights Who We nonprofit organization that works with communities in the Caspian and Black Sea regions who battle threats to local Are natural resources and the negative impacts on their health. Crude Accountability works on the local, national, regional, What We and international levels in partnership with active communities and organizations committed to a just and Do environmentally sustainable world. Since 2013, Crude Accountability has been a founding Prove member of the Prove They Are Alive! campaign. The campaign works to protect the rights of a large number of detainees serving long-term sentences in Turkmen Campaign prisons, about whom no information is available since their sentencing.
    [Show full text]
  • Diminishing Press Freedom in Turkey
    DIMINISHING PRESS FREEDOM IN TURKEY TURKEY TASK FORCE 750 First St., NE, Suite 1125 Washington, DC 20002 [email protected] Phone: 202-842-2026 RETHINK PAPER 18 www.retthinkinstitute.org NOVEMBER 2014 DIMINISHING PRESS FREEDOM IN TURKEY TURKEY TASK FORCE RETHINK PAPER 18 November 2014 The Rethink Institute is an independent, not-for-profit, nonpartisan research institution devoted to deepen our understanding of contemporary political and cultural challenges facing communities and societies around the world, in realizing peace and justice, broadly defined. The Institute pursues this mission by facilitating research on public policies and civic initiatives centering on dispute resolution, peace building, dialogue development, and education. Toward these goals, the Institute sponsors rigorous research and analysis, supports visiting scholar programs, and organizes workshops and conferences. © Rethink Institute. All rights reserved ISBN: 978-1-938300-24-0 Printed in the USA Rethink Institute 750 First St., NE, Suite 1125 Washington, DC 20002 Phone: (202) 842-2026 [email protected] This publication can be downloaded at no cost at www.rethinkinstitute.org CONTENTS 1 Summary 3 The Turkish Media Sector 5 Erdogan’s Media 5 Media in Loyal Hands 7 “Hello Fatih” Hotline 9 Pressure through Financial Auditing 10 Advertisements by Publicly Owned Companies 11 Penalties against Broadcasters 12 Internet and Social Media Censorship 13 Targeting Journalists 15 Presidential Elections and Public Television 16 Conclusions and Recommendations 17 Appendix A: Ownership of Major Media Outlets 18 Appendix B: Turkey’s Dailies Share of Ads by Publicly Owned Companies 19 Appendix C: Distribution of Penalties by RTUK 20 Appendix D: Journalists Fired or Forced to Resign 25 Appendix E: Selective Cases of Government Interference in the media, January-March 2014 27 Appendix F: Turkey’s Media Landscape Today Diminishing Press Freedom in Turkey Summary In the last couple of years, criticism of the government in the media has become a risky business in Turkey.
    [Show full text]