DOCSLIB.ORG

2013 Annual Report 2 3 We Turn Great Fabrics Into Work of Art with Aesthetic Touches, Since the First Day That We Founded

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2013 Annual Report 2 3 We Turn Great Fabrics Into Work of Art with Aesthetic Touches, Since the First Day That We Founded 2013 Annual Report 2 3 We turn great fabrics into work of art with aesthetic touches, since the first day that we founded. While celebrating our 40th year, today, we enjoy the pride of being among the top five fabric manufacturers in the world. 4 5 fashion ART OF WOOL. FOR 40 YEARS! 6 7 CONTENTS AGENDA 09 Agenda 40-41 Research and Development AGENDA OF ORDINARY GENERAL ASSEMBLY MEETING ON MARCH 28, 2014 12-13 Letter from the Chairman 42-43 Environmental Policy 1. Opening and election of Chairman’s Panel. 14-15 Board of Directors 44-45 Sales 2. Reading and discussing the Annual Report of 18-19 Letter from the General Manager 46-47 Activities Board of Directors for the year 2013. 3. Reading and discussing the Auditors’ Report 20-21 Top Management 48 Risk Management and Internal Control Mechanism for the year 2013. 22-23 Management 4. Informing General Assembly about donations 49 Committees and aids provided during 2013. 24-25 Yünsa Time Tunnel 5. Approval of profit distribution policy. 50 Policy of Remuneration for Board of Directors and Top Level Directors 6. Reading, discussing and approval of the financial 26-27 Mission – Vision statements of the year 2013. 51 Other Issues Related with the Activities 28-29 Auditors’ Opinion on the 7. Releasing Members of Board of Directors due to their activities in 2013. Annual Report 52 Profit Distribution Policy and Proposal for Profit Distribution 8. Determination of the method, distribution and 32-33 Art of Being Leader In Every Corner earning share rates of the profit of the year 2013. of the World 53-59 Corporate Governance Principles 9. Determination of the limit of the donations to be Compliance Report made by company in the year 2014. 34-35 Yünsa in the World 60-124 Independent Auditor’s Report 10. Election of Auditor. 38-39 Products 8 9 ART OF BRANDING! 10 11 LETTER FROM THE CHAIRMAN Dear Stakeholders, 2013 was a year during which Turkish economy slowed down, the stagnation in Europe resumed and correspondingly, the competition heightened in wool fabric industry. Despite of such negative economic conditions, Yünsa has doubled its profit and achieved an important success. As our company especially increased his share in A and A+ upper segment as "ART OF well as achievements of important savings through operational efficiency incentive is important factors behind this success. GROWTH Celebrating its 40th year, our company is one of the most dynamic companies of our "Innovative and Entrepreneurial Industry Group". In 2014, while competitive market conditions continues WITH SOUND to prevail, Yünsa targets at furthering its turnover and profitability to upper levels especially by launching new strategic business STRATEGIES!" collaborations and business excellence incentives. On behalf of our Board of Directors, I'd like to thank and present my respects to our employees who raise the added value and claim of Yünsa in the industry with their commitments, to our customers, suppliers and all stakeholders due to their confidence in our company. Mehmet Nurettin PEKARUN 12 13 Mehmet Nurettin PEKARUN Finance Director and CFO, respectively. In 2011, appointed as BOARD OF DIRECTORS Chairman of the Board Of Directors H.Ö. Sabancı Holding Finance Director, since 2012, Oran has Mehmet Pekarun received his Industrial Engineering degree been the Head of H.Ö. Sabancı Holding Planning, Reporting from Bogazici University, and later obtained his MBA, with and Financing Department, Members of Brisa, Enerjisa Finance and Strategy Specialization, from Purdue University. Production, Teknosa and Temsa Board of Directors. Mr. Pekarun started his career in 1993, at General Electric’s (GE) Transportation Systems division in the USA. Between Hüsnü PAÇACIOĞLU 1996 and 1999, he worked as a Finance Manager responsible Member of the Board of Directors for Turkey, Greece, and Eastern Europe at GE’s Healthcare Hüsnü Paçacıoğlu earned his BSC in Industry Management division in Europe. Between 1999 and 2000, He worked as from Middle East Technical University (Ankara, Turkey) in the General Manager of GE Lighting Turkey. Between 2000 1963. Between 1964-1968 he served as the Investment and 2005, he moved to GE Healthcare’s Europe, Middle East, Specialist in Karabük Iron and Steel Works Enterprises and and Africa headquarter, first working as General Manager, as Public Relations and Ankara Region Manager, Public Sector Business Development, and then as General Manager, Sales Director, Professional and Technical Services Manager Medical Accessories. Mr. Pekarun was appointed as the Chief and Deputy General Manager in charge of Marketing, Sales, Executive Officer of Kordsa Global on March 1, 2006, and Products and Services (in chronological order) at IBM Turk as the President of Sabancı Holding’s Tire, Reinforcement between 1968-1996. Materials, and Automotive Strategic Business Unit on 20 September 2010. Tire, Reinforcement Materials, and Mr. Hüsnü Paçacıoğlu took over the position of General Automotive Strategic Business Unit was restructured as of Secretary in Sabancı University in 1996 and held this position March 1, 2011 and he is currently the President of Industry until 2005. Between 2006 and 2011, he served as Vice Strategic Business Unit. President of Board of Trustees and General Manager of the Hacı Ömer Sabancı Foundation (Sabancı Foundation). Mehmet GÖÇMEN Vice Chairman of the Board of Directors He is currently members of Sabancı Foundation Board of Born in 1957, Mehmet Göçmen completed his post graduate Trustee and Executive Board since July 1, 2011, except his degree in Industrial Engineering and Operational Research General Manager duty. at Syracuse University in the USA after completing his BA Degree at METU Industrial Engineering and his High Paçacıoğlu is the founding member of Safranbolu Culture "ART OF School education at Galatasaray High School. He began and Tourism Foundation, Hisar Education Foundation and his professional career at Çelik Halat ve Tel San. AŞ in 1983. member of Board of Trustees of Spastic Children Foundation Mr. Göçmen later worked as General Manager at Lafarge of Turkey (TSÇV) and Chairman and CEO of TSÇV and member TEAMING, IN AN Ekmel Beton AŞ and Business Development and Public of Information Foundation of Turkey. Affairs Vice Chairman position at Lafarge Turkey between 1996 and 2002. Between June 2003 and July 2008, Mehmet KAHYA IMPECCABLE Mr. Göçmen served as General Manager at Akçansa and Member of the Board of Directors he was appointed as Executive Vice President of Human Received his double major BS, with Cum Laude in Chemical Resources of Sabancı Holding on August 1, 2008. In addition Engineering and Economics from Yale University Mehmet HARMONY!" Mr. Göçmen has been appointed as The President of Cement Kaya has MBA on Finance, Marketing and Operations Strategic Business Unit as of July 20, 2009. In 2010, he Research, with honor, from Kellogg Graduate School of resigned from Executive Vice President of Human Resources Management. position and he is currently the President of Cement Strategic Business Unit. Began his career as Sasa Management Services Chief in Sabancı Holding, Mehmet Kaya founded and presided MKM Mevlüt AYDEMİR Inernational (Netherland) and Sibernetik Systems. Again Member of the Board of Directors joined as Vice President of Automotive Group, Mehmet Kaya Born in 1948 in Erzincan, Mevlüt Aydemir graduated from served as Temsa Vice President and President, Toyotosa Vice İstanbul University, Faculty of Economics. He worked for the President as well as Member of Sabancı Holding Planning Ministry of Finance as a Public Accountant between 1972 and and Direction Council and Board Members of Temsa 1981. He has carried out various functions at Sabancı Holding Toyotasa, Susa and Sapeksa. since 1981, and served as a member of board of directors in the group companies. He has been a member of the Board of Mehmet Kahya served as Managing Member and Vice Directors of Sabancı Holding since May 2010. Chairman of CarnaudMetalbox and then President of Uzel Machinery and Executive Board Member of Uzel Holding, Barış ORAN Vice President of DYO General Directorate and Paint Member of the Board of Directors Group, Member of Executive Board of Sarten Packaging, Graduated from Bogazici University Business Administration Vice Chairman of Gierlings Velpor and President of Assan Department, Barış Oran has a MBA degree in University of Aluminuim. Georgia. Began his career as an auditor in Price Waterhouse Coopers in 1995, Oran carried out functions in first audit He is currently providing services in the fields of strategies, and finance and treasury/capital markets in Sara Lee Corp. restructuring, profitability cycle, growth, acquisition and Chicago IL between the years 1998 and 2003. Between 2003 merger projects in the KRONUS company founded by him as and 2006, he served as Senior Manager at Ernst and Young well as serves as independent member of Board of Members responsible for first Minneapolis, MN, then in Europe, Middle of Yaşar Holding, Altınyunus, DYO, Viking Kağıt, Çimsa, Sasa, East, Africa and India Regions. In 2006, he began his career in Yünsa and as consultant in Board of Directors and Executive Kordsa Global and served as Internal Control Director, Global Boards of Farplas Group. 14 15 ART OF DEVELOPING INNOVATIVE IDEAS! 16 17 LETTER FROM THE Dear Valuable Stakeholders, For our company, the year 2013 was a year during which Another important issue we experienced in 2013 is the operational productivity and business processes are improved strike period during August. Due to the failure of reaching GENERAL MANAGER and reinforced and under the challenging competitive agreement on collective bargaining between Turkish Textile conditions, competitive advantages are heightened to turn Employers Union, in which our company is a member, and these conditions into opportunities. Growing by creating Turkish Textile Knitting and Clothing Employees Union, strike alternative markets and segments in line with changing has been an issue in 28 textile companies including our market conditions and growth trends ranked at the top priority company.
Load more

Recommended publications
  • Annual Report
    01.01 - 31.12.2012 ANNUAL REPORT GENERAL INFORMATION CONTENTS A. GENERAL INFORMATION • Corporate Profile 3 • Our Vision, Our Mission, Our Values 4 • Ray Sigorta from Past to Present 5 • Main Indicators 6 • Letter of Chairman of The Board of Director 8 • Letter of The General Manager 9 • About Vienna Insurance Group 10 • Review of Ray Sigorta in 2012 12 • Ray Sigorta Research and Development Studies 14 B. BOARD OF DIRECTORS AND SENIOR MANAGEMENT • Board of Directors and Board Management 18 • Statutory and Internal Auditing Department 24 • Organization Chart 25 • Agenda of The Ordinary General Assembly Meeting of Ray Sigorta A.Ş. 26 • Ray Sigorta A.Ş. Dividend Distribution Policy 27 • Corporate Governance Principles Compliance Report 28 • Human Resources Practices 40 • Compliance With The Legislation on Laundering of The Proceeds of Crime and Prevention of Terrorism Financing 41 • Internal Audit 42 C. FINANCIAL INFORMATION AND RISK MANAGEMENT • Risk Management and Internal Control Activities 46 • Risk Management Policies Information on Risk Types 2 and Implemented Risk Management Policies 47 • Statutory Auditors Report 49 D. FINANCIAL STATEMENTS • Balance Sheets 55 • Income Statements 61 • Cash Flow Statements 65 • Owners’ Equity Statements 66 • Explanatory Footnotes Related to Financial Statements 67 • Appendix 1 - Statements of Profit Appropriation 124 CORPORATE PROFILE Leaving 54 years behind in the insurance industry, Ray Regional Headquarters / Branches: 3 Sigorta generated 304,400,258 TL premiums in 2012 and was ranked as the 17th among the companies operating in Istanbul Anatolian Regional Office the elementary branch, with 1.77 market share. Sahrayıcedid Mah. Halk Sokak No: 33 Golden Plaza İş Merkezi F Blok Kat: 1 Kozyatağı 34734 As of end 2012, Ray Sigorta runs its operations with seven Kadıköy / Istanbul Regional Directorates, one Regional Representative, one Phone : (+90) 216 411 16 06 call center and 246 employees.
    [Show full text]
  • CATALOGUE of INVESTMENT OPPORTUNITIES Republic of Croatia
    CATALOGUE Of INVESTMENT OPPORTUNITIES Republic of Croatia IntroductIon Zagreb, June 2013 Dear Prospective Investor, We are delighted to present you with the Catalogue of Investment Opportunities, an overview of various investment projects in the Republic of Croatia. By bringing this Catalogue to your attention, we wish to introduce you to the remarkable investment potential Croatia has in various economic sectors - potential that can bring numerous rewards to our interested international partners. Collecting noteworthy projects in one brochure and presenting them to a wider audience is a part of Croatian Government’s dedicated efforts of attracting investment and improving business climate in Croatia. This glimpse of Croatia’s current investment potential entails some of the most interesting projects offered in Croatia and promoted by relevant institutions working in the field of attracting investments, i.e. Ministry of Regional Development and EU Funds, Ministry of Foreign and European Affairs, Ministry of Economy, Ministry of Entrepreneurship and Crafts, Ministry of Maritime Affairs, Transport and Infrastructure, Agency for Investments and Competitiveness, Center for Monitoring Business Activities in the Energy Sector and Investments, Croatian Agency for SMEs and Investments and Croatian Chamber of Economy. Aware of the importance of foreign direct investments for a dynamic and sustainable growth of the economy, the Croatian Government recently considerably increased incentives for launching investment projects and has been continuously implementing new regulations to encourage investors to expand their business operations to the Republic of Croatia. Our goal is for Croatia to become one of the most attractive investment destinations in Europe. To this end, the Croatian Government will continue to further develop our business environment and the already existing high quality services Croatia offers to foreign investors.
    [Show full text]
  • Journal of the Faculty of Law of Gazi University Gazi Üniversitesi Hukuk
    Gazi Üniversitesi Journal of The Hukuk Fakültesi Faculty of Law of Dergisi Gazi University Cilt. XIII, Haziran-Aralık 2009, Sayı 1-2 Vol. XIII, June-December 2009, No. 1-2 2010 GAZİ ÜNİVERSİTESİ HUKUK FAKÜLTESİ DERGİSİ Gazi Ünversitesi Journal of The Faculty of Law of Hukuk Fakültesi Dergisi Gazi University Sahibi : Owner : Prof. Dr. İhsan ERDOĞAN Prof. Dr. İhsan ERDOĞAN Sorumlu Yazı İşleri Müdürü Responsible Chief Editor Prof. Dr. İhsan ERDOĞAN Prof. Dr. İhsan ERDOĞAN Editörler: Editors : Prof. Dr. Vahit DOĞAN Prof. Dr. Vahit DOĞAN Doç. Dr. İlhan ÜZÜLMEZ Assoc. Prof. Dr. İlhan ÜZÜLMEZ Yrd. Doç. Dr. Hayrettin ÇAĞLAR Assist. Prof. Dr. Hayrettin ÇAĞLAR Yayın Kurulu : Editorial Board : Prof. Dr. Vahit DOĞAN Prof. Dr. Vahit DOĞAN Doç. Dr. İlhan ÜZÜLMEZ Assoc. Prof. Dr. İlhan ÜZÜLMEZ Yrd. Doç. Dr. Hayrettin ÇAĞLAR Assist. Prof. Dr. Hayrettin ÇAĞLAR Yayın Yönetmeni : Publishing Manager : Prof. Dr. İhsan ERDOĞAN Prof. Dr. İhsan ERDOĞAN Bu dergi yılda iki defa yayınlanır This Journal is published two times a year ISSN-1302-0013 Gazi Üniversitesi Hukuk Fakültesi Dergisi 1997 yılından itibaren yılda 2 sayı olarak yayınlanmakta olan hakemli bir dergidir. Basım Tarihi: 20.05.2010 DANIŞMANLAR KURULU Prof. Dr. Şahin AKINCI Selçuk Üniversitesi Hukuk Fakültesi Prof. Dr. Bahtiyar AKYILMAZ Gazi Üniversitesi Hukuk Fakültesi Prof. Dr. Enver BOZKURT Kırıkkale Üniversitesi Hukuk Fakültesi Prof. Dr. Anıl ÇEÇEN Ankara Üniversitesi Hukuk Fakültesi Prof. Dr. Aydın GÜLAN İstanbul Üniversitesi Hukuk Fakültesi Prof. Dr. Fırat ÖZTAN Çankaya Üniversitesi Hukuk Fakültesi Prof. Dr. Adem SÖZÜER İstanbul Üniversitesi Hukuk Fakültesi Prof. Dr. Cemal ŞANLI İstanbul Üniversitesi Hukuk Fakültesi Prof. Dr. Süha TANRIVER Ankara Üniversitesi Hukuk Fakültesi Prof.
    [Show full text]
  • Area-Wide Management of Insect Pests: Integrating the Sterile Insect and Related Nuclear and Other Techniques
    Third FAO/IAEA International Conference on Area-Wide Management of Insect Pests: Integrating the Sterile Insect and Related Nuclear and Other Techniques BOOK OF ABSTRACTS Organized by the 22–26 May 2017 Vienna, Austria CN-248 Organized by the The material in this book has been supplied by the authors and has not been edited. The views expressed remain the responsibility of the named authors and do not necessarily reflect those of the government of the designating Member State(s). The IAEA cannot be held responsible for any material reproduced in this book. Table of Contents Session 1: Operational Area-wide Programme .............................................................................. 1 Past, Present and Future: A Road Map to Integrated Area-wide Systems and Enterprise Risk Management Approaches to Pest Control ......................................................................................... 3 Kenneth BLOEM Technological Innovations in Global Desert Locust Early Warning .................................................... 4 Keith CRESSMAN Area-wide Management of Rice Insect Pests in Asia through Integrating Ecological Engineering Techniques .......................................................................................................................................... 5 Kong Luen HEONG Exclusion, Suppression, and Eradication of Pink Bollworm (Pectinophora gossypiella (Saunders)) from the Southwestern USA and Northern Mexico............................................................................ 7 Eoin DAVIS
    [Show full text]
  • Brisa Bridgestone Sabanci Lastik Sanayi Ve Ticaret A.Ş
    BRİSA BRIDGESTONE SABANCI LASTİK SANAYİ VE TİCARET A.Ş. 01.01.2018 – 31.12.2018 ANNUAL REPORT BRİSA BRIDGESTONE SABANCI LASTİK SANAYİ VE TİCARET A.Ş. BOARD OF DIRECTORS ANNUAL REPORT PREPARED AS PER THE CAPITAL MARKETS BOARD NOTIFICATION NO II-14.1 Reporting Period January 1, 2018 - December 31, 2018 Name of Partnership / Commercial Registry No. Brisa Bridgestone Sabancı Lastik Sanayi ve Ticaret A.Ş . / 126429 – 73647 İzmit Factory Plant Alikahya Fatih Mahallesi, Sanayi Caddesi, No:98, 41220 İ zmit-Kocaeli Phone : (262) 316 40 00 Fax: (262) 316 40 40 Aksaray Factory Plant Erenler OSB Mahellesi, Recep Tayyip Erdoğan Bulvarı, No:21/1, Taşpınar-Merkez-Aksaray Marketing and Sales Office Küçük Çamlıca Mahallesi, Ş ehit İ smail Moray Sokak No: 2/1 34662 Altunizade, Üsküdar, İ stanbul Phone : (216) 544 35 00 Fax : (216) 544 35 35 Web Address www.brisa.com.tr Corporate e-mail Address [email protected] i BRİSA BRIDGESTONE SABANCI LASTİK SANAYİ VE TİCARET A.Ş. BOARD OF DIRECTORS ANNUAL REPORT PREPARED AS PER THE CAPITAL MARKETS BOARD NOTIFICATION NO II-14.1 CONTENTS Chairman’s Message 1. Briefly Brisa ................................................................................................................................... 1 1.1. We Drive On With Courage .......................................................................................................... 1 1.2. Capital and Shareholding Structure ............................................................................................. 4 1.3. Organizational Chart ....................................................................................................................
    [Show full text]
  • Integrated Annual Report 2018
    A LEADING BRAND HIGH TECHNOLOGY STRONG PRODUCTION 2018 INTEGRATED ANNUAL REPORT CONTENTS 01 FROM THE MANAGEMENT 04 WORK ENVIRONMENT AND RISKS 4 Message from the Chairman of the Board of 42 Economic and sector overview Directors 46 Risks, opportunities and Çimsa’s Approach 6 Message from the General Manager 10 Board of Directors 05 2018 PERFORMANCE 11 Senior Management 52 Economic Performance 54 Investments 02 ABOUT ÇİMSA 55 R&D and Innovation 14 Corporate Profile 59 Corporate Development and Human Resources 16 Çimsa At A Glance 67 Occupational Health and Safety 18 Domestic Facilities 70 Climate and Energy 19 International Terminals 74 Environmental Management 20 Milestones: Çimsa’s 46 Year Journey Of 78 Corporate Communication Success 06 BOARD OF DIRECTORS ANNUAL REPORT 03 STRATEGY AND STAKEHOLDERS 82 Prepared With Respect To Communiqué No: 24 The Strategy of Çimsa and Value Creation Series: II-14.1 Process 1 January - 31 December 2018 Annual Report of the 28 The Business Model of Çimsa Board of Directors 30 The Values Produced by Çimsa and Objectives 32 The Business Model - 2018 Performance 07 FINANCIAL STATEMENTS&INDEPENDENT AUDIT REPORT 34 Stakeholders, Priorities and Communication 122 Independent Auditor Report and Consolidated Financial Channels of Çimsa Statements 36 Prioritization Analysis and Matrix 124 Profit Distribution Suggestion and Results 38 Sustainable Development Goals and Çimsa 39 Sustainability Management at Çimsa 08 APPENDICES 214 Performance Tables for Çimsa 2017-2018 220 Independent Assurance Declarations 224 ÇİMSA - GRI Standards Index 231 UN Global Compact - 2018 Communication on Progress COMMUNICATION To access the PDF copy of Çimsa’sT2018 Integrated Annual Report, scan the QR code in your browser.
    [Show full text]
  • Rising Powers' Humanitarian Diplomacy Practices
    European Integration - Realities and Perspectives. Proceedings 2018 International Relations in the Contemporary World. Geopolitics and Diplomacy The Changing Nature of Diplomacy: Rising Powers’ Humanitarian Diplomacy Practices Ceren Urcan1 Abstract: In this study, the ways of how the sample rising powers conduct their humanitarian diplomacy are analyzed since there is heterogeneity such in the other fields of foreign policy implementations. Rising powers’ foreign policies and their soft power tools are a debatable issue in general. However, this study goes into much detail within the scope of humanitarian diplomacy and humanitarian aid as a part of it. The case study includes the sample countries which are Turkey, Brazil and China. The official reports, official foreign policies and their implementations are considered in the analysis. Turkey’s perception on humanitarian issues is based on the idea of humanity and international responsibility with its historical and cultural history. Brazil’s focus on humanitarian issues is mostly related to both its foreign policies and multilateralism tendencies. China has deep philosophical thoughts and some long-term goals. Even the policies of case countries seem in this way in principle and humanitarian issues are universally accepted issues, when the implementations are analyzed, there are some differences that inhibit us to reach a general conclusion and prove the heterogeneity in the practices. Thus, this study is an important contribution for such privatized diplomacy theme regarding the sample rising powers. Keywords: humanitarian aid; foreign policy; emerging powers; responsibility; humanitarian report 1. Introduction The general definition of power is to ability to influence and effect the behaviours’ of other to get what you want.
    [Show full text]
  • A Leading Brand High Technology Strong Production
    A LEADING BRAND HIGH TECHNOLOGY STRONG PRODUCTION 2018 INTEGRATED ANNUAL REPORT CONTENTS 01 FROM THE MANAGEMENT 04 WORK ENVIRONMENT AND RISKS 4 Message from the Chairman of the Board of 42 Economic and sector overview Directors 46 Risks, opportunities and Çimsa’s Approach 6 Message from the General Manager 10 Board of Directors 05 2018 PERFORMANCE 11 Senior Management 52 Economic Performance 54 Investments 02 ABOUT ÇİMSA 55 R&D and Innovation 14 Corporate Profile 59 Corporate Development and Human Resources 16 Çimsa At A Glance 67 Occupational Health and Safety 18 Domestic Facilities 70 Climate and Energy 19 International Terminals 74 Environmental Management 20 Milestones: Çimsa’s 46 Year Journey Of 78 Corporate Communication Success 06 BOARD OF DIRECTORS ANNUAL REPORT 03 STRATEGY AND STAKEHOLDERS 82 Prepared With Respect To Communiqué No: 24 The Strategy of Çimsa and Value Creation Series: II-14.1 Process 1 January - 31 December 2018 Annual Report of the 28 The Business Model of Çimsa Board of Directors 30 The Values Produced by Çimsa and Objectives 32 The Business Model - 2018 Performance 07 FINANCIAL STATEMENTS&INDEPENDENT AUDIT REPORT 34 Stakeholders, Priorities and Communication 122 Independent Auditor Report and Consolidated Financial Channels of Çimsa Statements 36 Prioritization Analysis and Matrix 124 Profit Distribution Suggestion and Results 38 Sustainable Development Goals and Çimsa 39 Sustainability Management at Çimsa 08 APPENDICES 214 Performance Tables for Çimsa 2017-2018 220 Independent Assurance Declarations 224 ÇİMSA - GRI Standards Index 231 UN Global Compact - 2018 Communication on Progress COMMUNICATION To access the PDF copy of Çimsa’sT2018 Integrated Annual Report, scan the QR code in your browser.
    [Show full text]
  • Stalinism Revisited Stalinism Revisited
    CYAN MAGENTA YELLOW BLACK Stalinism Revisited Stalinism Revisited Stalinism Revisited brings together representatives of multiple generations to create a rich examination The Establishment of Communist Regimes in East-Central Europe of the study and practice of Stalinism. While the articles are uniformly excellent, the book’s signal contribution is to bring recent research from Eastern European scholars to an English-speaking audience. Thus the volume is not just a “state of the discipline” collection, in which articles are collected to reflect that current situation of scholarship in a given field; instead, this one includes cutting edge scholarship that will prompt more of the same from other scholars in other fields/subfields. I would recommend this book highly to anyone interested in understanding the technology of Stalinism in both StalinismStalinism thought and practice. Nick Miller Boise State University The Sovietization of post-1945 East-Central Europe—marked by the forceful imposition of the Soviet- type society in the region—was a process of massive socio-political and cultural transformation. Despite its paramount importance for understanding the nature of the communist regime and its RevisitedRevisited legacy, the communist take-over in East Central European countries has remained largely under- researched. Two decades after the collapse of the communist system,Stalinism Revisited brings together a remarkable international team of established and younger scholars, engaging them in a critical re-evaluation of the institutionalization of communist regimes in East-Central Europe and of the period of “high Stalinism.” Sovietization is approached not as a fully pre-determined, homogeneous, and monolithic transformation, but as a set of trans-national, multifaceted, and inter-related processes of large-scale institutional and ideological transfers, made up of multiple “takeovers” in various fields.
    [Show full text]
  • Board of Director's Activity Report As of 31 December 2013
    Çimsa Çimento Sanayi ve Ticaret A.Ş. SERIAL NO: II ACTIVITY REPORT OF THE BOARD OF DIRECTORS PREPARED IN ACCORDANCE WITH COMMUNIQUE NO. 14.1 01 JANUARY 2013 - 31 DECEMBER 2013 ACTIVITY REPORT OF THE BOARD OF DIRECTORS INDEPENDENT AUDIT REPORT ON ANNUAL ACTIVITY REPORT Çimsa Çimento Sanayi ve Ticaret Anonim Şirketi To Board of Directors 1. As part of our independent audit, we have evaluated whether the financial information provided in the annual activity report prepared as of 31 December 2013 by Çimsa Çimento Sanayi ve Ticaret Anonim Şirketi and assessments and comments from the Board of Directors are consistent with the independently examined financial statements of the same date. 2. It is the responsibility of Company management to prepare the annual activity report in compliance with the Communiqué on Determining the Minimum Content of Annual Activity Reports of Companies. 3. As an independent audit institution, the responsibility that we bear is to express opinions on the consistency between the financial information provided in the annual activity report and the independently reviewed financial statements which are the subject of the independent auditor report dated 04 March 2014. Our evaluation has been carried out in accordance with procedures and principles on preparation and publication of annual activity reports put into effect pursuant to Article 6102 of the Turkish Commercial Code ("TTK"). These regulations foresees the planning of execution in a way to ensure reasonable assurance on whether there is an important mistake regarding the consistency between the financial information provided in the annual activity report and the independently reviewed financial statements as well as information obtained by the independent auditor during audit.
    [Show full text]
  • Yugoslavia and the Cold War
    COLD WAR INTERNATIONAL HISTORY PROJECT BULLETIN 10 111 Yugoslavia and the Cold War Co-editor’s note: During the early years of the Cold Soviet and Yugoslav documents on the meetings. Csaba War, Yugoslavia became one of the focal points of the Békés, a research fellow at the Institute for the History of East-West rivalry. As part of its “containment” strategy, the 1956 Hungarian Revolution, offers an interesting the United States tried to promote fissures within the snapshot of both Stalin’s thinking about the establishment Communist world that would undercut Soviet expansion- of the Communist Information Bureau (Cominform) as ism and eventually lead to the disintegration of the Soviet well as Yugoslav (and Hungarian) perspectives on the empire. As recent studies have shown, the break between organization in 1947. By contrast, the document found Joseph Stalin and Josip Broz Tito was hailed as a major and published by the Russian historian Dmitrii success of this “wedge strategy” and influenced U.S. Volkogonov throws new light on one of the more bizarre policy towards Moscow’s Eastern European and Asian efforts in the late Stalin years to eliminate the Yugoslav allies in the ensuing years. After the split became evident leader. Documents obtained from the Russian Foreign in 1948, the Truman administration adopted a policy of Ministry Archives by former CWIHP fellow Andrei “keeping Tito afloat” by extending military support and Edemskii illuminate the difficult process of Soviet- economic aid to Tito. Efforts to promote Tito’s influence Yugoslav rapprochement in the mid-1950s. Gibianskii’s among the satellites and to entice Tito to join NATO, second essay, as well as the documents concluding this pursued by both the Truman and the Eisenhower adminis- Bulletin section, explore the evolution of Soviet-Yugoslav trations, however, failed.
    [Show full text]
  • Project Kupari
    PROJECT KUPARI Project Kupari, Kupari POTENTIAL TRANSACTION: The main goal of this potential transaction is to contribute The project is on one of the most attractive locations in to further development of high-end tourism in Dubrovnik- the region which covers a land area of 14 hectares Neretva County through the completion of the state foreseen for building/reconstruction of hotel owned real estate project Kupari. accommodation capacities with approximately 1,500 beds. OBJECTIVE: To develop the Project by investing in the construction of a new tourist resort, including new facilities and amenities, and introducing modern destination management practices. TRANSACTION MODEL: January 16th - call for expressions of interest (dur. 30 days) March 2014 - the international invitation to tender in order to select the best tenderer for contracting the rights to build and usufruct. CURRENT STATUS OF THE REAL ESTATE INCLUDED IN THE PROJECT: The Kupari Tourist Complex is a former military resort, Today a part of the resort (Kupari I) includes five non- situated in the village Kupari, near the Old City of operating hotels. The total accommodation capacity of Dubrovnik (11 km) and Dubrovnik International Airport all five hotels, situated near the waterline, was 1,626 (16 km). beds. At the beginning of the 1990s the whole complex was All facilities are in a very poor condition and need destroyed and no investments have been made in significant reconstruction or rebuilding. reconstruction of existing or building new capacities since. PORTFOLIO OF EXISTING FACILITIES: Grand Hotel: built in 1920, renovated in 1979, with a Goričina II Hotel: built in 1980, with 352 beds, net 2 total of 139 beds and net developed area of 6,102 m .
    [Show full text]