At a glance Just like a snowdrop, we can overcome complexities We have left one more year behind and stepped into a new one. We already know that our world will turn around the same issues in the New Year and that we will be talking on the economical crisis and climate warming that both stand on a common denominator that is global. We also know that macro scale problems must bring along macro scale solutions for survival to continue. As matter of fact, our world is getting reorganized in order to solve these problems; both in the sense of economics and interaction with the nature... Setting out from this point, we have composed a thematic magazine to help us find a new point of view in the New Year. We belong to a corporate culture that is well aware of the fact that we cannot overcome problems without defining and thoroughly studying them. In our edition that you will be reading in the first days of the New Year, we have focused on problems, on the steps taken to solve them, examples of innovative and creative solutions, new perspectives that we believe will enhance our daily work routine and individual efforts required by these perspectives. We have started out with basic questions like what is the new state of our planet‟s economy, ecology and psychology, how prepared are we for this new status and how must we get prepared for it, chasing the “new” ideas on what needs to be done. We have listened to ELSEL‟s and MATEL Bilecik Plants‟ development stories that incorporate environment-friendly and creative management approach, from Company Manager Şafak Duran and Factory Manager Ercüment Arıcı respectively and seen how a systematic perspective straightforwardly and naturally settles in business processes when precautions are taken for solving problems. KalDer‟s 18th Quality Congress has confirmed the fact that the concept of sustainable society must be taken into vision for a life of good quality. You will find the economical approach that watches over both the nature and social equilibrium in our article where we present an extensive summary of the speech made by Peter Senge, the exclusive speaker of the Congress. We have spoken about the new customer typology that will form with the new paradigmatic change in economy and new ways of doing business with Economist-journalist Şeref Oğuz; and about evolving into a new person within the current complex conditions we live in with Psychiatrist Sibel Mercan. Prof. Dr. Süleyman Saim Tekcan has recounted our inner wealth and design, and Prof. Dr. Nihat Akkuş has told us about smart houses that stand out as an exemplary approach to emphasize on savings within the luxurious buildings segment. Business world and living conditions feature so fast a motion that it takes particular effort to keep up with this pace in private lives. The change is dazzling; in one way it is frightening, on the other hand we try to define new perspectives that enable hopeful approaches for the future. Life is full of miracles and there comes a moment when children, those beautiful minds, at the very beginning of their lives, can show the right paths to follow to us. Just like the young warriors of TEMA we introduce to you, who have undertaken big responsibilities at young ages... Or like the university students who have created projects based on low consumption and low contamination to be the pioneers of tomorrow‟s development of our country that have participated in the „New Ideas New Businesses Competition‟ and „New Dreams Innovative Ideas‟ sponsored by Elginkan Foundation... Or like Mehmet Ali Alabora, who does not merely content himself with being a celebrity and takes steps as an ideal activist for a better world... Stepping into the New Year with new hopes and knowledge will be our magazine‟s ‟Plus 1‟. We read, think, discuss and practice... We will, and we have to overcome complexities. Just like snowdrops that rise against the snow... We hope that the New Year brings new hopes and happiness to you all... Vision The formula beneath ELSEL‟s victory Natural gas counter manufacturer ELSEL has increased its market share by 10 percent when the market itself shrinked by 30 percent in 2009; thus, numerically the amount of its sales has remained equal to that of prior to the economical crisis. The global leader of gas measurement technology and appliances, German brand Elster manifested its partner in Turkey ELSEL to be the sole company whose business did not go down after the crisis. So what are the system and values that form the foundation of this success? Safak Duran, who has had a career of 23 years at Elginkan Group having undertaken the Corporate Directorate when he was 36 years old, defines the elements of Elsel‟s achievement as “Understanding the young population, supporting them for education, opening up the paths for their progress, trust, team spirit and vision”. You have become a manager at a very young age. Can you please tell us about its advantages and downsides? I have worked for companies of constant growth and development as a young manager. Therefore the advantages of my youth have followed a path parallel to the achievements of the companies I worked for. When success and professional satisfaction do not move on together, progress either slows down or comes to a halt. My approach of administration is based on this fact. A worker desperate for the future shows the same weary and negative attitude for his responsibilities. Everyone must be able to look at the future with hope and have the necessary means to achieve the targets set initially. I‟ve always believed in the key role of education and tried to open up the doors for friends with necessary assets. When you are a young director, you understand young people better and establish relationships much more easily. Besides, young directors have advantages in global economy. The director model that reaches information swiftly and uses this info conveniently at the right time, that is competitive and above all the model that foresees future trends has become widespread. Keeping up with the pace of this model is just possible with dynamism and energy. The speed granted by youth is as disadvantageous as it is advantageous. The risks that might have arisen because of my youth and little experience have been avoided by the everlasting company oriented management model and corporate culture unique to Elginkan Group. What would you say about the personal gains granted by this corporate culture? My career at Elginkan is subject to three stages: my twenties, thirties and forties... In my twenties I have got to know our culture, and had difficulties in adapting to it. I used to think to myself: “Do we need this much of procedure?” However when you get to thirties, you realize that these procedures smooth the way for a problem-free life. In forties this managerial system becomes indispensible for you. Along with financial success of the company you seek for moral satisfaction. The pleasure and motivation we get out of knowing that every penny we have earned is spent for the benefit of the society is the biggest managerial advantage of our Group. This is the reason why our employees‟ families share the great respect we have for our Group. Our employees wish that their children are educated in schools that carry our Foundation‟s title; this is a great source of pride for them. How is ELSEL positioned within the industry? In our field of expertise, we represent the highest technology in Turkey. Since its foundation ELSEL is the industry leader for all the product groups it manufactures and sells. Furthermore, its market share is bigger than the sum of the market share of its competitors. Elster Group, our 50 percent corporate partner, is the global leader of measurement appliances. Using the resources of our own country we manufacture products of standard and quality set by Elster Group. In order to sustain our position of this nature, we constantly try to keep our vision open and read the future trends correctly. We want to be the imitated instead of being an imitator. ELSEL has a certain unique position amongst Elginkan Group Holding companies. It is the only company that has a partner within the Group. Since measurement appliances are used for billing, it is of major significance that they function with precision conveniently for many many years. Thus their manufacturing criteria are tough and so the number of manufacturers is rather few in the market. Our partner company Elster is the global leader in this field. Elster with whom we‟ve initiated a joint-venture agreement in 1977 is the holder of 100 years of experience, know-how and technology. They have targeted our Group in order to achieve success in the Turkish market and they have got the result they wanted. ELSEL‟s market share is about 60 percent in all product groups. Today, our partner Elster expresses that the only partner company whose business has not gone down due to the global crisis is their Turkish partner. This is extremely important to us. ELSEL is a company where the powerful aspects of both of the companies combine. Does the structure of your partnership make a difference in your management approach to differentiate you from the other Group companies? Both groups are run with similar manage systems. They also act upon the decisions coming from management committees. Therefore, they completely and very well understand our conditions, criteria and management approach. We do not come across inconveniences. ELSEL operates with an administrative board where the partners are represented with two members. According to the establishment agreement, Elginkan Group undertakes the company management. So, management rules of Elginkan companies also apply for us. Our partner is happy with the management method of our company that portrays a successful progress. At this point, the mutual trust of the two partners in each other is naturally of extreme importance. My biggest responsibility is to make sure that this milieu of trust is not damaged. Energy is regarded to be one of the key elements in world politics. How would you evaluate Turkey‟s natural gas strategy in this sense? The government has two targets on macro basis. The first and the most important of all, is to maintain the security of energy supply. And, to make the best use of our country‟s geographical advantage located at the centre of the pathway between natural gas and oil resources of supply in the East and the consumers in the West, considering the fact that energy resources are limited in our country. On micro basis, there are many problems that keep on accumulating through the years. We talk of new pipelines to pass through Turkey, but we do not even have the legal infrastructure for transit gas. Since natural gas storage plants and their capacities are highly insufficient and that the domestic natural gas distributor Botaş has not been privatized till today, our country is subject to a serious deal of loss due to take-or-pay deals. Sudden price increases of the global market are instantly reflected on consumers. Besides, natural gas sourced energy production involves an expensive process. This must certainly be reduced and investments must be channelled to renewable energy resources. For natural gas, I believe that our dependence on other countries must be reduced to minimum by privatizing Botaş and providing the conditions for companies that will emerge consequently, to increase LNG imports and to create alternative resource capacities. Do you consider operating in other fields of energy? They are completely different fields. For instance manufacturing a turbine for wind energy requires a different electronics technology, the windmill requires casting technology, and mounting requires installation experience. These do exist within the know-how acquis of our Group. However, due to the expertise of out partner, our company has developed its expertise on measurement. Elster wants to move ahead in this field. How do you see the future of natural gas industry? In the years 2000 to 2004, the sector‟s volume has increased in a few years exponentially as a result of privatization of urban gas distribution systems within the framework of Energy Market Regulatory Authority rules and introducing natural gas to the towns in Anatolia. Yet, the government could not control the global crisis ignited cost increases in the last quarter of 2008 and the price hike has been loaded onto the citizens. This was followed by the coal endowment rush of the local elections. The consumer confidence index that has decreased for natural gas has affected the sector to a great extent in 2009. The market has shrinked by 30 percent for our main product, the domestic type natural gas-meter. Nevertheless, with the crisis fading away, the sector will recover and continue at a volume of similar size. Energy Efficiency Law will be put into practice by the end of the year. Subsequently, the use of central boilers will increase and the consumers of higher awareness will demand higher quality and efficiency products for fewer prices; this will lead to an intense and hard competition between the local manufacturers that our Group takes the lead and international manufacturers of Italian, German and French origin. Where will ELSEL stand within this competition? Our market share in Turkey is greater than that of the sum of our competitors and we cooperate with a partner that is a true leader on global basis. Our leadership will continue. This will be the same for our Group. Elginkan Group, the present leader in heating appliances group will continue its leadership when the competition will increase in radiators, combi boilers and natural gas-meters with implementing of the new law. I believe the formula for our success will be our sales and service staff of know-how, experience and dynamism, able to show the performance required to introduce innovative products to the market and manipulate customer preferences. How did the global crisis affect ELSEL? Our market did shrink by 30 percent, but we have become more competitive. We have followed each and every project on town and manufacturer basis and have completed them. All our departments, from manufacturing to sales and to service have locked on to the same target. We have achieved success working as a team, focusing on more details and searching for ways to sell more. We have increased our market share by 10 percent. Although the market has shrinked by 30 percent, numerically our sales have remained equal to that of ante-crisis. Since the sales prices are of foreign currency basis, the increase in foreign currency has affected our turnover positively. What are your targets for 2010? Maybe there will be a slight recovery from the global crisis of the last year but stringency will continue. We want to keep our market share. In 2010 we will make an investment of 1 million euros on product calibration trestles and implement our cutback project worth of 250 thousand euros. This will certainly give us the power for competition. Do you have any methods for relaxing your stress away? I am interested in aviation and aviation industry. I follow the manufacturer companies, the vessels and their performances when I have time. I want to get the Private Pilot Licence, but due to shortage of time, I limit my hobby with flight simulations of my pilot friends. And, in March I will have a baby daughter; so I guess my greatest hobby will be spending my time together with her. Şafak Duran Born in 1964, Şafak Duran has graduated from TED Ankara College and then from METU Mechanical Engineering Department in 1985. He had his post-graduate degree at Marmara University business Administration Department. Duran works for Elginkan since 1986, for 23 years in total to date. His career at Elginkan involves working for different companies of the Group in such order as VALF, VALFSEL, ELEKS Dış Ticaret, ELSEL, ELBA and back in ELSEL. In 1994, he has become the Sales and Marketing Manager at Valfsel when he was 30 years old. In 1996 he has become the Company Vice Manager and in 2000 he was assigned to be ELSEL Comany Manager. Şafak Duran speaks English and German. He will be the father of a baby girl by next March. „Plus 1‟s of ELSEL l Elsel‟s partner Elster‟s training base. The company trains the authorized personnel coming from regional countries‟ gas distribution companies at Elsel. l Elsel has broken a new ground completing its Radio Frequency Controlled Electronic Counter project that operates on GSM, GPRS basis and functions so as to be put on and off by the gas distribution company, to credit and to bill. The devices are ready for operation by next year. l Elsel carries out test and inspection operations for domestic, commercial and industrial counters at test stations accredited by the Turkish Accreditation Institute (TURKAK). l Elsel will have its test stations to inspect natural gas meters running to give independent and accredited service to all the industry by 2010, with laboratories accredited by TURKAK. l Elsel is the sole regulator manufacturer that stands as the supplier for Ankara, Başkent Doğalgaz Company. Elsel has won the bidding of 50 thousand counters opened by Başkent Doğalgaz in November. The counter park of 1 million devices of the company that is on the course of privatization is in the short term targets of Elsel. l Elsel is the sole company in Turkey to manufacture meters that regulate the measurement results according to heat variations. ELSEL‟s vision has the market from influx Reading the future trends is of extreme significance. We have foreseen that the Far East products will try to anchor tight in our market so as to create unfair competition and have protected the manufacturers not only on company basis but via an association that brings together all manufacturers. We have led the way in establishing the Electronic Counter Manufacturers Association (ESIDER). We have recounted to the Ministry of Industry the necessity to meet certain criteria and standards for measurement and billing equipments. Directors of the Far East could not meet these regulations and get the approval for entering the market. Considerable market share is taken by the Far East at Russia, Azerbaijan, Georgia and Egypt whereas not one Far East origin counter exists in our country. Natural gas counters‟ distribution to Anatolia happened to take place beginning with 2004. We have foreseen this at the right time and expanded over to all the towns in Anatolia, achieving a high market share. Our partner is extremely satisfied too, with this performance of ours. From the Foundation This year‟s award will heal the wounds „New Ideas New Businesses Competition‟ has got technology and human together. ALS patients of healthy consciousness who cannot move their body parts, paraplegics, physically handicapped people who cannot use the keyboard and mouse will overcome this barrier with the project that has won the Elginkan Foundation Technology Award. You should have been with us at Middle East Technical University on Saturday 14th November, to share the excitement, to refresh your hopes for the future and feel proud of the young ones. Absolutely creative 6 projects have competed within the final of the year 2009 of New Ideas New Businesses Competition that aims conversion of the ideas of university students to technology based businesses and entrepreneurship of young people for establishment of technology generating companies. Having left five years behind, the award ceremony of NINB Competition has accommodated the winners of earlier years‟ competitions who have established their own companies among the applauding crowd - an absolute indication of having achieved its target. Eighty-two projects have competed and six of them have been selected to compete for the final, in the Competition organized by the cooperation of METU and METU Teknokent, sponsored by Elginkan Foundation and supported by the Undersecretariat of Defence Industry and OSTİM Board of Administrators. Representatives of the supporting institutions have made their speeches while the finalists have checked up on their presentations for the last time. All speakers have completed their speech, extending their gratefulness to Elginkan Foundation. METU Teknopark Inc. Vice President Mehmet Tuncay Birand, OSTİM Chairman of the Board Orhan Aydın, Elginkan Foundation President of the Board of Trustees Prof. Dr. Halim Doğrusöz, METU Chancellor Ahmet Acar and Defence Industry Counsellor Murat Bayar have emphasized the fact that NINB competition is essentially a school, in their speeches. During the conversations, it has been further articulated that the young people encouraged for technology, innovation and creativity also gain management skills in this „school‟ and represent a great potential for Turkey. From the brainwaves and expressions to paper Then came the time for project presentations. The first presentation was made by the Garajsoft team who won the great award at the end of the day. They started their presentation with the words, “When we want to communicate, we speak or use the computer; but not everyone has this chance” and continued to demonstrate their project aimed to provide a means for communication for ALS patients who cannot move the parts of their bodies but have absolute consciousness, and paraplegics. Computer interface equipments that use MinDput software, which is a type of software that can command to the computer using brain waves and expressions of the face, relay the input of these measured waves as digital data to the computer. The users can make up sentences by choosing letters with the help of a virtual keyboard and converse in social platforms like Google or Facebook. The project can be used for moving the users‟ wheel-chair. The team has visited the Presidency of Turkish Handicapped Bureau and the Handicapped Confederation to contact the users of the invention, where they have already begun working together with a patient. They have received the approval of Paraplegia Foundation of Turkey for collaboration. Ankara University Medical Faculty Physiotherapy and Rehabilitation Centre authorities have provided the information that 140 patients out of present 200 patients in their Centre is in need of an apparatus of this nature. The team Gradient have presented a telecommunication and military oriented smart plasma antenna project which provides an alternative solution to the conventional ones, further enabling environment-friendly use. Oratel team has been the one to get the most questions during its project presentation on generating electrical energy and hydrogen from non-recyclable domestic waste and their utilisation on daily basis. The team Megomuez that competed in the general category of the Competition has presented a project on utilizing advanced visual image scanning technology. The project outlines a system for web based momentary statistical reporting used in retail and out-of-home advertising by means of face and object recognition methods. GPS Mixer has been the first project presented within the defence industry category of the Competition. Burak Kaynak, a student of Anadolu University Business Administration Faculty, has presented an innovative GPS mixer system that prevents military systems from functioning, used by GPS receivers. During his presentation, Kaynak has expressed his gratitude to the military authorities who have supported him. The project represented by the team Kuğu-İHA of two officers, has been shown great interest featuring an unmanned air-vehicle to be employed for efficient search and rescue operations. Underlining the fact that they cannot establish a company since they work for the military, the two officers have put their demand forward on financial support for the project to be concretized as a product, even if they cannot establish a company. Then it was the time for evaluation. Everyone was out of their breaths when the general and military category juries of the Competition returned to the assembly hall. The Gradient team won the OSTİM Industry Special Award of 25 thousand TL. Kuğu-İHA team won the 30 thousand TL part of the Defence Industry Undersecretariat Special Award and the GPS mixer project won its 20 thousand TL part. Gradient won the Mention Award of 10 thousand TL. Then, the jury presidents Prof. Dr. Doğrusöz and Chancellor Acar came up to the stage, to present Elginkan Foundation Technology Award. The entire assembly hall was filled with applaud when Acar said, “Our jury has elected the Garajsoft project with the agreement of majority”. While taking their award, Garajsoft team said, “We promise to use the award duly; please be assured and keep on watching us”. Everyone, as well as the winners was happy, since, the teams not only value the moment of the final but also taking place within the entire process. Speaking in Figures: Five Years of New Ideas New Businesses Competition With 1,606 online registrations in five years, 380 project submissions were made. 68 of these projects have competed in the final. A total of 553 thousand TL is awarded and 8 companies are established. Currently 33 people are employed in these 8 companies. The early established companies have achieved turnovers above million dollars and even have prepared for export. METU Chancellor Prof. Dr. Ahmet Acar: They‟ve got the virus now METU Chancellor Prof. Dr. Ahmet Acar has evaluated the NINB competition to ‟Plus 1‟: The most crucial point of the Competition is that it shows people that they can concretize their dreams and get tangible results through imagination and serious labour... This is a learning course. We shall see that some of the projects here will be converted into a company and a plus value of economical nature. On the other hand, I guess these young people have got the virus now; even if they do not get the results they want with their present projects, they will chase similar projects. This is absolutely valuable for Turkey. It surely is important to build a bridge between dreams and reality. Yet, creativity should satisfy needs and real demands, not to be a fake one. This requires recognizing the needs, and feeling what needs to be done and where there is a shortage. Therefore, I would like to express my gratefulness to Elginkan Foundation for giving their support all the way from the beginning. The Turkish economy and the private sector truly need these young people and this capacity for competitive power. We have to convert the creative and innovative spirit of our young ones to economical advantage. What we have to do for next year is to invite more students to this final presentation and even announce the event to call everyone with the motto, “You can do it too”... At the end of the fifth year, competitors answer the question: “Why NINB?” Ahmet Engin Bayrak/Garajsoft team: We had a dream; we have followed it. But support is necessary for a dream to come true. By means of this Competition, I can promote my project and reach the ones in need of this product. If I had not performed this presentation at NINB, I would have no coverage at all in the media. In my opinion, this Competition based on the triangle of innovation, financial support and promotion, is absolutely precious. Tanju Çapacıoğlu/ Gradient team: Young people get serious support in terms of entrepreneurship. Even if we do not win, or be elected for the final 10, the fact that a jury of such sophistication reads, evaluates and comments on the projects makes us more mature. It should be regarded more as an educational platform for the young people to establish business and only as a competition. Şenol Çelik /Oratel team: It is a great opportunity to make one of the moments when we say “Why not” real. It is extremely valuable also in terms of personal development. For instance, I had no idea about presentation techniques, setting up work schedule or making a budget previously; now I know. Gökhan Yaprakkaya / Megomuez team: If you have a good idea and no financial resource, if you want to put it into practice and believe that your brain works, these kinds of competitions form a fine bridge. Burak Kaynak/ GPS Mixer team: If this Competition was not held, I would not be able to get any help in any other way. Perhaps KOSGEP (Ministry of Trade and Industry Small and Medium Enterprises Development Organization) might support, but even for this support you must have established a company which again requires financial support. Serkan Akgül / Kuğu-İHA team: One of my teachers has said that this Competition will deepen and open up my vision, via communication with other people and provide a platform for me to follow up the level of technology. At this point we all think as, “The important thing is to be here”. Had I known before, I would have applied in previous years. “New Dreams” in the Bosphorus Osman Çetin Evranuz, Manager of the Elginkan Foundation, has spoken at the award ceremony of „New Ideas New Businesses‟ Project Competition held under the sponsorship of the same Foundation. He said: “Actualizing projects is as significant as dreams and imaginations. Inventions that are not put into practice render limited benefit”. Elginkan Group has had two events of happiness in one week. The first step of this happiness has been taken on 14th November with NINB Competition held at METU, in Ankara, encouraging innovative ideas to convert into technology-rich companies; the second step of this happiness has been taken at the Bosphorus University, in İstanbul. Exceptionally interesting projects have been presented within the „New Ideas Innovative Dreams‟ project competition, the second edition of which has been held this year. Organized under the sponsorship of Elginkan Foundation, by the Bosphorus University Alumni Association (BÜMED) and Bosphorus University Foundation (BÜVAK) and aiming to encourage innovative and creative thinking, the Competition has been held with participation of university students in two categories namely, „Technologically Innovative Business Idea‟ and „Social Entrepreneurship Innovative Business Idea‟. Five teams have been elected for the finals of both categories. The university students have presented their projects and the awards have been handed over to their owners. Orçun Yılmaz has won the Competition with his project titled „Smart Modem‟ and Ali Caner Türkmen with his project named „koyokulum.com‟ in categories of „Technologically Innovative Business Idea‟ and „Social Entrepreneurship Innovative Business Idea‟ respectively, each one winning an award of 10 thousand TL. The winner projects will be introduced to companies that convert future-promising ideas to investments via LabX investor network, one of the sponsors of the Competition. „Smart Modem‟ is a project that reduces energy consumption, allowing for download function even if the computer is turned off, via a memory allocated in the modem. The project „koyokulum‟ targets to meet the needs of small village schools. The needs and demands of schools can be monitored by means of the website and checked if the help donated has reached its destination. Other projects that have been elected for the final have been awarded with 2 thousand TL. Bosphorus University Chancellor Prof. Dr. Kadri Özçaldıran underlined the fact that the mission of universities still continue in knowledge generating and communicating, in his speech. Özçaldıran further drew attention to one new mission and said, “Knowledge is surely vital, yet this vitality becomes real when an idea is converted into a product by an entrepreneur. We have to educate our students, encouraging them for entrepreneurship”. Elginkan Foundation Manager Osman Çetin Evranuz stated that they are absolutely satisfied to be supporting such a competition that encourages entrepreneurship and added: “I have noted that the projects elected for the final are more mature this year compared to last year; this is very important. Actualizing projects is as significant as dreams and imaginations because inventions that are not put into practice render limited benefit. I believe the young students whose projects are elected for the final will be the ones who become entrepreneurs when they graduate and not the ones who search for a job. We are most delighted if the Competition has inspired and encouraged other young students”. From our companies/ELMOR Stylish display design for E.C.A. and SEREL products Beneath the production philosophy of E.C.A. and SEREL, the leading brands of the Turkish construction and heating sectors, lies an approach that incorporates manufacturing environmental and user friendly products, preventing unnecessary consumption of resources; thus providing energy saving. E.C.A. and SEREL products bring together the notions of economy, health, comfort and aesthetics. Displays of these elegant products will be much more stylish than ever now. With this target, all the dealers across Turkey are now making a big effort to enhance their displays. One of the dealers that have renewed its display is Yücesoy İnşaat Tic. ve San. A.Ş., which operates in Mersin. They have not only completed the hard work in their Adnan Menderes Branch but also at their Göçmen Branch. Kahramanmaraş Dealer Arkar Yapı İnş. Müh. ve Tic Ltd. Şti., Malatya Dealer Ağbaba İnş. Tic. ve San. Ltd. Şti, Gebze Kocaeli Dealer Çalışkanlar İnş. Tur. San. Ltd. Şti and Sakarya Dealer Çelebi İnş. Malz. Tic. ve San. Ltd. Şti. have also competed their new display design works in order to present E.C.A. and SEREL products to their customers with a stylish design. E.C.A. Primemix wins international design award at IF Design Famed as the Oscars of the design world, and given to products featuring the latest technology and cutting-edge design in their own fields, in different sectors, „IF Design Award 2009‟ has been presented to E.C.A. manufactured at Valfsel Factory located in Manisa, E.C.A Primemix armature has won the award in „Elements and Systems‟ category E.C.A, one of the leader brands within the global construction sector, has returned with a thriving achievement with its armature Primemix, from the International Design Competition M Technology Award 2009, organized by IF Design at Verona, Italy. E.C.A. The innovative E.C.A Primemix, manufactured at Manisa Valfsel Armature Factory, has been entitled to the award due to the comfort it presents to its user as well as its immaculate technology that enables water and energy saving, in M Technology category. Ahmet Coşan, Valfsel Armatür Sanayi A.Ş. Research & Development Manager has taken the award on behalf of E.C.A. Competition conditions called for the product to be manufactured with an innovative approach, to be in possession of design quality and not have taken place within the market for more than two years. The jury of the competition where 60 companies had participated, constituted of three members two of which were German and one Italian. As the result of the jury members Prof. Dipl. Ruth Berktold (Yes Architecture), Jens Kohlhase (Volkswagen AG) and Paolo Favaretto‟s (Favaretto & Partners) decision, 20 companies were awarded where two products won the silver and two products won the golden prize out of 60 companies. All the award winning products were further exhibited at the International Furniture Industry, Interior Design, Accessory and Equipments Fair (ZOW), the fair of architects. Smart E.C.A. Primemix is a world-wide ground breaker with its technology Engineering studies of the product were carried out by Hakan Cevat Tuncay and design work executed by Müge Göken; the product incorporates special DURO cartridge developed by E.C.A. – VDT (Valfsel Design Team). E.C.A. Primemix brings an end to one of the most common problem experienced while using water in bathrooms and kitchens: the necessity to re-adjust the water temperature after each turn off and on. Owing to a special mechanism (a cartridge), the world-wide patent of which belongs to E.C.A. – Valfsel Design Team, amount and temperature adjustment functions of the water are separated from one another. The water temperature is stabilized to a constant E.C.A. Primemix enables constant water temperature, once the temperature is adjusted. This way, water always flows at the same temperature when the tap is turned on and it is not necessary to adjust it for each use. This trait of the product provides high level comfort to its user as well as energy and water saving. Besides, E.C.A. Primemix prevents the combi boiler from unnecessary ignition while using cold water, standing out with such features as simplicity, functionality and ergonomic design. The integral aesthetic of the product is completed with a design that allows separate temperature and amount adjustment as well as direction change (outlet/shower head) provided in the same unit for bathroom armatures. Design Oscars of the Globe „IF Design‟ is globally known to be one of the most eminent competitions. It is referred to as the Oscars of design world. Products featuring the latest technology and cutting-edge design in their own fields, of different sectors are entitled to award. IF Institute is an independent association that undertakes the role of bringing design and production together, operating for many years. It aims to highlight the economical contributions made by products created at design units and to raise public awareness on design. Parallel to these targets IF Design Competition is held annually. M Technology is one of the award categories of IF Design. E.C.A. and SEREL quality far and wide Barcelona houses: Constructed by Kaman Yapı on a 12 thousand square meter area in Silivri as a brand new settlement centre, Barcelona Houses aim to present a comfortable urban life to its customers along with the elegance and aesthetics of E.C.A. armatures and SEREL sanitary ware. TOBB University Student Dormitory: TOBB, Economy and Technology University shows its sense of responsibility, providing not only education for students but also accommodation facilities where E.C.A. armatures and E.C.A. technical products are preferred. Cesars Hotel: Cesars Hotel, located and operating in Antalya, indulges its guest and increases the pleasure of holiday by choosing to employ SEREL sanitary ware of exclusive look, fine aesthetics and stylish design. Middle East Technical University: Middle East Technical University, one of the most eminent universities in our country, crowns its high level standard education of long years with its rectorate building, dormitories and campuses where tasteful and economical E.C.A. technical products and SEREL sanitary ware are preferred. Süleyman Demirel University: Isparta‟s education address Süleyman Demirel University adds health services to the education it gives. E.C.A. armatures and technical products as well as SEREL sanitary ware are utilized in the polyclinic constructed by Süleyman Demirel University; an indication of fundamental importance attached to human health. KİPTAŞ Maltepe: E.C.A. armatures, the leader armature brand of chic and economical use, along with Ar-Yak products and SEREL acrylic system products are preferred in Kiptaş Maltepe second stage residences constructed by Biat İnşaat. OYAK Renault Factory: Renault, the colossal name of the automotive industry, based in Bursa, prefers highly aesthetical and economical E.C.A. armature products for its manufacture factory that goes under a renovation. Professionals of construction industry assembled Professionals of the construction industry have come together under the leadership of ELMOR A.Ş. at Antalya and Marmaris ELMOR, functioning on sales and marketing services of E.C.A.-SEREL brands, supports its investments within the construction industry, organizing „Professionals‟ Assemblies‟. In this respect ELMOR has held a series of seminars in the period of October – December in Marmaris and Antalya, subject to participation of architects, engineers, hotel technical managers, purchasing groups and relevant sector representatives. 715 people have attended the „Professionals‟ Assemblies‟ held in 6 cities in 2009. The meetings are further crucial for improving communication within the construction sector. E.C.A. has given information on topics like „Human-and- Environment-Friendly Armatures‟ and „Perfect Solutions for Energy Efficiency‟; SEREL on „Synergic Solutions for Wet Areas‟, „Kitchen and Bathroom Closets‟ and „Ceramic Tile Collection‟; EMAR on „Environment-sensitive Services‟ during the seminars. Approved certificates for sanitary technicians The training given by EMAR A.Ş. is completed and 53 sanitary system and natural gas technicians are given their certificates. Realized by EMAR within the frame of education scheme of 2009 determined by the Ministry of Education and based on the protocol between the two institutions, supported by Elginkan Group Companies and Fırat Plastik, „Sanitary System Training Course‟ has been held on 2-6 November 2009, in Diyarbakır at Burhanettin Yıldız Industrial Vocational High School, subject to participation of 53 people. Given according to the protocol made with the Ministry of Education, the certificate program of 20 hours comprised of 16 hours of theoretical education and 4 hours of practice. EMAR and the Ministry of Education approved certificates have been given to the course participants at the end of their training with a ceremony. E.C.A. products utilized during the course have been donated to the school for students‟ use at the Industrial Vocational High School. 2.260 technicians have been given Turkish Labour Institution and Ministry of Education approved certificates in the frame of „Sanitary System Training Courses‟ realized for 26 terms between 2000 and 2009, across Turkey. E.C.A. heating products at Iran Exporting to more than 60 countries world-wide E.C.A. has become the favoured brand of Iran with its thermal products. The 8th International Heating-Cooling- Ventilation and Air-Conditioning Fair has been held with participation of 326 companies from 19 countries on 7-10 October 2009, in Tehran. The fair has welcomed 45 thousand visitors in 11 halls and E.C.A. heating products have been displayed to end-users who had the opportunity to get know the specifications of the products. Training time at Elazığ and Manisa Training programs continue on E.C.A. brand Heating products initiated by Elginkan Group. Organized mutually by E.C.A. brand products‟ domestic sales company EMAS and after-sales service Company EMAR, the training program has stopped by at Elazığ and Manisa in the period of October – December 2009. Training courses and seminars have been held with participation of dealers who supply E.C.A. brand heating products like combi boilers, room heaters, natural gas heaters, panel radiators, central heating systems, air-conditioners and natural-gas-meters to customers as well as engineers, sanitary system technicians, natural gas distribution companies and consumers. Natural gas equipments, latest technologies have been introduced thoroughly and instructions on installation systems have been given in order to generate awareness on safe burner equipment use, as well as on the issues of labour safety, installation rules, fuel economy and customer satisfaction during the courses. The number of local participation has reached 1004, the figure demonstrating the number of attendance of installation technicians, mechanical engineers and industry related people. From our companies/EMAS Ege University warms up with De Dietrich The heat exchanger of increased surface area designed by De Dietrich, provides heat transfer at maximum level; thus an efficiency rate of 110 percent is achieved with De Dietrich combi boilers Five lodging building blocks of 136 flats where academicians and the staff of Ege University live, are heated with De Dietrich MC series wall mounted condensing combi boilers that prioritize energy efficiency and comfort. The lodging blocks of different numbers and sizes of flats and administration buildings in the university campus are equipped with double or quadruple cascade applications according to the heat demand, where products of 114 kW, the highest capacity, are preferred. MC series wall-mounted condensing combi boilers operate on five different heating capacities of 35, 43, 65, 90 and 114 kW. Maximum 10 devices can be connected to each other in cascade form to provide a power up to 1.140 kW (980.000 kcal/h). It is possible to get warm water with additional boilers. The major specification that highlights MC series wall mounted condensing combi boilers amongst others is its heat exchange unit. Heat exchanger is the unit where water is heated and heat transfer is achieved. De Dietrich design heat exchangers of increased surface area allow heat transfer at maximum level; thus, an efficiency rate of 110 percent is achieved. Devices operate on the basis of identical life according to the period adjusted. Thus, sequential commutative operation is enabled for the devices, preventing the same devices from fuctioning continuously. Diematic 3 control panel is standard, integrated for all capacities; it enables fine- tuning for consumers, in order to get optimal adjustment and provides energy saving. In cases where more than one device function integrated, the present panel provides control for all devices without requiring for an additional control panel. Besides, the control panel provides four different programming. MATEL MATELsets up its FUTURE centre base MATEL Bilecik Plant Complex prepares for new investments already having its signature in all fields of our lives from the hamburger we eat, to the porcelain in our tooth, to the plate on table and to the glass in our window. „Plus 1‟ team has visited the new head office where this expansion strategy will take start. MATEL Bilecik Plant Complex located at Bilecik 1st Organized Industry Zone takes a firm stride on the path of expansion. Positioned on an open land of 135 thousand square meters, MATEL has established the infrastructure for new investments, having bought the land of 55 thousand square meters next to its area. Factory Manager Ercüment Arıcı has informed us that the brand new head office building will be the centre base of the Plant to expand with new investments five years later. We have visited the new administration and social facility building that we had announced the construction of in our previous editions. MATEL Bilecik Plant is one of the primary integrated raw material plants in Turkey for numerous fields of industry that ceramics industry plays the leading role; its new complex building of 1,800 square meters in total stands on three floors. The former administration and laboratory building of the plant will now completely serve as the Research and Development Centre. The laboratory that has played a great role in MATEL‟s quest to become a brand will now operate in a much larger area. Equipped with new machinery, the laboratory will be used for Research and Development and for practice and applications. Small scale productions made in the laboratory will be used for determining possible problems and products will be launched to the market after eliminating those problems. Ercüment Arıcı works for MATEL since 1995; for the last 10 years he is the Manager of Bilecik Factory. In the beginning of 2009 he has been assigned to be the Factory Manager of SEREL Ceramics. Currently carrying out both posts together, he has hosted our magazine team in the new building where he has explained the reason of this reorganization as: “Our target has been determined to be growth for MATEL. We will expand out to the land we have bought three years ago. In the next five years we will make new investments in metallurgy – chemistry field. We will have to strengthen up the technical staff. With new investments, the number of staff members will be 150. Therefore we have designed this building as an administrative point, able to serve that expansion”. MATEL Bilecik Plant Complex has already well proven its success in investment and growth. The amazing growth and its strategy that took place between 1998 and 2008 is our subject that Arıcı has enlightened us upon. You have started working in 1995. Would you please depict the picture of the plant of these days? We had half the laboratory we have today and a small building that now serves as the watch-box. The laboratories were almost established. The capacity of the plant was not even one tenth of the production we have today. Our only client was our own factory SEREL. When SEREL was sold in 1998 our entire turnover was expired. Consequently we have decided to expand out of the Group and initiated investments. We have prioritized product diversification, maintaining quality standards and their stability, thereby securing customer trust. And, MATEL has grown up. Now, all ceramics, sanitary ware and porcelain factories in Turkey are our customers. No matter which brand all the porcelain kitchenware you use in Turkey has MATEL raw material in its essence. If MATEL does not function in Turkey, the ceramics sector shatters. I certainly mean it. MATEL products are used in the fields that you would hardly think of. For instance kaolin, one of our products, is used in hamburgers we eat. Kaolin is a harmless material that swells up with water; it is an ingredient of many nutrition elements. How did you manage to craft this expansion in such a short period? We have benefited a great deal from Research and Development in the expansion period of 10 years between 1998 and 2008. We have developed new raw materials for the sector and created a brand in metallurgy. Our clay „Mask‟ has become a generic brand within the sector. Even when consumers ask for this very material from other companies, they use the term „Mask‟ that is our brand. Furthermore, this material of ours highly preferred and used in sanitary ware and by 30 – 35 percent in construction products, could not be imitated, since we do not use only one raw material. We blend approximately six, seven materials that we supply from this region, from İstanbul and from abroad to produce one unique product. One other step we take in the course of expansion has been changing our operational management system. Previously, we used to extract the material from the mine and sell directly. The tonnages were enormous but it was not a profitable system. From this method, we have moved on to a production system of more sophisticated raw material production. We have particularly turned towards glaze materials and later we have ground quartz and feldspar, produced and founded plants. First we have started small but when we could not meet the demand, we have grown and grown. What niches have you spotted and made use of in these years of break through? This very region is the region of ceramics; there are many factories. These factories used to supply their material from Aydın region, yet they used to experience inconveniences. For instance there were times when factories used to run out of material; the material had to be delivered straight away, but it didn‟t and could be delivered in 20 days. Therefore, they had to stock their material against these risks. Better to say either their production was delayed or they had to face stock costs. This is what we have prevented. We have followed up the factory stocks here in this region and supplied them material just before they consumed their material totally. When a customer comes up with a complaint, we do not say, “let us see, we‟ll get back to you if there‟s a problem” and take the entire truck of material back straight away to replace it with new product the very same day instead. We have shipped material to all the ceramics factories in Turkey within one day after the order. We have not left any of them without raw material. In the beginning of the 2000s this system was established. So, your laboratory and customer services have constituted your take-off point... In 1995, the system used to run as shipment of material of five units quality one day and 10 units quality the next day. We have made a difference and developed product standard and then we have been extremely meticulous to keep the same standard. After all this, we have said, “each customer‟s recipe and demand is different; let us develop custom-made products”. We have visited our customers and learned what sort of raw material they demand; with this data, we have produced new specific products exclusive to each one. So, here we have given an account of the factors that play a part in MATEL‟s success. Are there any raw materials that you have developed? Yes, we have developed a refined product. It is tested at both SEREL and at other ceramics factories... It will replace the expensive materials supplied from other countries by other companies, with its features such as lower cost, set standard and in- time delivery. We await the industrial test results. All our purpose is to make sure that products incorporate 100 percent domestic capital and to replace foreign origin raw material with our own. Do you provide training while delivering new products? No, but we are getting organized to establish an after-service department. We will go and visit the factories to demonstrate how materials are used. You are involved in a rather „dusty‟ business. How do the people of the region react to this detail? Five years ago the place was all covered in dust. We have mounted a dust filtration system to stop dust for indoor areas. We have made the project of the system and succeeded in converting into a zero-dust-production plant. This is something really hard to succeed in. Even our guests of international origin have shown great admiration to the result we have achieved. The real setback was in the field. It is very difficult to prevent dust in the field, since in the field there is dust of more than 100 thousand tons of raw material at micron size. When the wind blows, it spreads the dust around. We have mounted water jets all around the building. Bilecik Provincial Environmental Directorate has shown us as a good example to other companies, particularly to stone quarries and forwarded them to us. Just during my period more than 4 thousand trees have been planted on MATEL‟s land. The back of the land was steep; we have flattened that area and turned it into a forest. Therefore our dialogue with the citizens of Bilecik is perfect. We have solved the problems they‟ve complained about. Besides, MATEL has a specific place in the eyes of the citizens of Bilecik. When you go down town and say “I work for MATEL” you are completely different. We constantly experience the benefits of the corporate structure we have. One of us “In painting you start with an empty canvas; in photography the canvas is full at the onset” ELMOR Administrative and Accounts Manager Kayıhan Kayı belongs to a generation whose toy basket was not an example of abundance. Yet, he had the chance to grow up in a house with dark-room. So, he gave his heart to photography. Kayıhan Kayı who has started to work as the Head of Cash Proceeds and Risk Control Department in 1993, has moved on to ELMOR to be the Head of Accounting and Administrative Acts, where he has become the Manager in 1997; since then he works at the same position. Besides his professional success, Kayı is well-known to be a good photographer and a good chef. Although the two hobbies do not seem to have much in common, for Kayı their common denominator is the fact that they both provide the opportunity to share beauties. You are profoundly involved with your work and the two hobbies together. Before talking about photography and cuisine, we first would like listen to you about your professional occupation. ELMOR is a perfect school; not only your professional knowledge develops here, but also you learn management. This is because we have integration approach in our Group. Once you become a manager you are in the decision making mechanism of the Group. Since you put your signature under all decisions, you have to learn all subjects. In this manner of management you feel responsibility in every implementation and that you have a contribution in each success. The Group provides extremely high moral satisfaction for its workers. The Foundation functions in the form of limitless integrity, even when you pass away. At Elginkan Foundation we serve for this cycle. Our foremost plus is the fact that we work for a Group of such kudos. Our Group‟s principles make us more fail-proof, prudent and reasonable. What has ELMOR‟s position been with regard to the economical crisis? Would you please tell us as the Manager of Administrative and Account Manager? This crisis of foreign origin is experienced at different magnitudes and in different ways by different companies. Our Group manages to reduce the negative impacts of the crisis as much as possible owing to its powerful, well-balanced structure and to the experience of the earlier crisis. We, at ELMOR, have calculated our sector and have determined sales and marketing strategies based on anticipating the market structure. We have prioritized credit-debit control. We target to have the biggest share in the present market in 2010. In the milieu of crisis, companies want to work with more powerful and trustworthy suppliers. Our Group‟s assets in the near future will be parameters such as the integrity of its economical structure, trustworthiness, ethical values and the good quality of its workers and products. When and how is it that you were drawn to photography? My father had an interest in photography which has passed on to me and my interest has shown its fist signs in secondary school years. I had my first training and support from my father. I was very lucky, because we had a dark-room in our house. However, at the end of the 70s there was some considerable shortage in everything. Equipment was expensive and information not easy to access at all; there was no books, magazines or institutions to get know-how and training. I have learned all through trial-and-error method. My greatest source of education was the photographers in our district. In university years, I somehow loosened my tie with photography. When I restarted taking photographs, digital cameras were all around. I have remained away from the digital technology for a long time, but you cannot resist development and it is useless to do so anyway. What are your themes mostly? Actually I do not have serious preference over themes, but I‟ve always found portrays rather difficult. It‟s because you have to communicate really well with people and tell them why you take their photographs. When they get tense, I get tense and the whole thing loses its natural allure. Therefore I more like working on motionless objects. I particularly like photographing macro details from the nature, landscape and sunset. In macro photographs, you work with a tiny little flower for hours and hours; you bend down and up, you lie down on the ground. People give you a “why is he working on with a tiny flower so much” look. What process does it take to convert an image into a frame? First I decide what to photograph, then I decide on how the object will look within the frame. Then I make some trials from different angles and distances. In fact this particular feature is what makes photograph different than painting. In painting, you start with an empty canvas and fill it progressively. In photography you start at the end. You have an image before you, yet you avoid the objects that do not contribute well to your photograph; which means you complete your composition, fill in your canvas by removing things from. You do this sometimes by avoiding the element you do not want in your frame and sometimes using technical facilities. If I do not get a result that I rather dislike, I use digital retouch techniques. For instance, I very much like HDR photographs. I work on a frame for days. Here it is more like painting than taking a photograph. How much time do you spare for photography? I generally have a camera with me to be able to make use of any moment that I want to take a photograph. Sometimes you want to take a picture but the light and air conditions do not permit. At such incidents, being a photographer means to decide on not to take a photograph. I guess it‟s a bit like hunting. Even if sometimes you may come home with nothing, the fact that you had a good time is sufficient. What are the winnings of photography for you? Like other forms of art photography unwinds you. It makes you see facts and incidents from different perspectives. It increases your communication skills, selectivity and perception. In terms of business life, it just relaxes your spirit. Now we move on to a very tasty subject; food... Although gastronomy and photography seem to be far off from each other, to me they have a common point; sharing. In one I share the delight in what see and in the other I share the delight I taste. When this sharing is appreciated by others, it is satisfaction of the soul. Besides, they both carry visual factors. My interest in cooking started in my university years, when I lived away from my family. I have had my first training from my uncle who said “Let me teach you how to cook white beans; when you change the ingredients, you get a different dish”. So, I have started cooking. At fist it was something obligatory, but in time it has become a source of pleasure. This is because I like eating and different tastes. My wife also cooks perfectly well. Together we go to the kitchen and she does some of the things that need to be done for cooking and I do some of the things. Naturally all the family puts on weight together. How would you define your cuisine? I believe there is no tendency to a particular cuisine since I like to try things. Yet, I absolutely enjoy learning how to make different authentic foods and cook them. My favourite dishes belong to Gaziantep and Antakya regions due to their diversity and the fact that olive oil is used extensively. It is not simply food, but meditation... We have asked for the recipe of one of the favourite dishes of Kayıhan Kayı and he has actually cooked a very special dish that takes almost half a day to make for the readers of „Plus 1„: Noodle with Wild Mushroom. He has prepared the noodle dough, cut them and cooked the sauce. For Kayı, food is a bit like meditation. He spares a long time for it. Likewise, he has advised us to make his recipe of „Noodle with Wild Mushroom‟ in the weekend adding that „it takes fairly long time‟. You can ask for the recipe of this delicious masterpiece from your magazine „Plus 1‟. Journal PETER SENGE: “The merit is to see the entire system” Peter Senge is a specialist on management and senior lecturer at MIT, one of the reputed universities of the US. He says that complex problems of today‟s companies can be solely worked out by the method he calls „Systems Thinking‟. He gives striking examples on companies like Coca Cola, Unilever and Nike. „Systems Thinking‟ is the name of a method. This method introduces the argument that companies should study the entire system and not only themselves when they a face a problem and that a solution is not possible otherwise. The creator of the very method is Peter Senge, an American scientist and an academic member of MIT, one of the reputable universities of the US. He is the author of many books and researches on management and organization. Senge participated at the 18th Quality Congress featuring „Transformation Towards a Sustainable Society‟ theme, organized by cooperation of KalDer (Turkish Society for Quality) and TÜSİAD (Turkish Industrialists‟ and Businessmen‟s Association). We present a comprehensive summary of the speech Senge has made whilst attending the conference from the US by tele-conference system. I can define the Systems approach as such: Let us consider we have a strategic problem. Many companies primarily do not realize that this is a strategic problem. They believe that they are facing a technical problem. Therefore the problem is then tried to be solved by technical staff and is failed. Perhaps many of you have gone through such a case. Let us consider you have a quality related problem. In the course of problem solving, technical staff is involved and experts are hired to inspect the processes. However, unless people from each and very level are involved and the entire system is studied, that problem cannot be solved. Normally, every individual sees her or his work from her/his point of view. In the US, we have saying: „everyone looks into his own box‟. You get no interaction unless people look into others‟ boxes, and when there‟s no interaction, it is not possible to get deeply involved in the issue and get convenient solutions. Many executives in the US do not deal with the present problem. Generally they have only three minutes that they will for you. Within these three minutes, they instruct you on what they want you to do „this and this and this‟. They want to take decisions straight away and have them done. If we do not see the problem through „Systems Thinking‟ we see that the problems are not solved. On the contrary, we understand there are many problems instead of just one. The societies today come across problems that increase exponentially and it gets harder to ignore them. A transform that brings an end of industry For instance we want to create a sustainable world. Problems related to this issue have strong impact on our business world, sectors and the state. 10 years ago we did not have such a priority. Climate change was not a question of priority that demanded strategic perspective. But now it is... We have gone through a huge transform within the era we live. Perhaps it has been the biggest transform of the industrial society. Perhaps it is a transform to bring an end of industry. These sorts of priorities have also changed the view point of the business world towards the globe. Business world has started to collaborate with the state and NGOs. Actually, many things I mention here could have been said some years ago. Many people have been criticizing the negative aspects of industrial development. When I was a doctorate student at MIT, we used to talk about the increase in population, its side effects, wasting natural sources and carbon dioxide emission to the atmosphere. Shortly, we used to make a simulation of the planet and see that with these problems at hand, we could not go on very long. One other means of research was this simulation; the logic beneath has shown that the foundations of the industry age has started to shatter. There are several complexities against maintaining this sustainability, like sufficient and healthy nutrition, clean water, harmless energy, toxic wastes and the huge gap between the rich and the poor... We have achieved enormous growth rate in 100 years, but on the other hand the gap between the rich and the poor has become bigger. There are people who try to live on 1 dollar per day in many places around the world. This equals to 350 dollars or 250 euros yearly. Unilever spots instabilities Unilever operates in the field of food as a big company. 12 -13 years ago, company executives have spotted the instabilities in the global food system. I had spoken to the Dutch CEO of the company in 1998. Briefly, he had said the following to me: “If there are no major changes made all over the world, we will have nothing to do in agriculture and in fishing”. In fishing, it is an undeniable fact that two thirds of the world is over-hunting. Whereas there are countries that survive on fishing, which cannot perform adequate fishing due to poverty. Furthermore, we are losing significant amount of soil every year due to erosion. Every year 50 million people immigrate to cities from rural areas. Most of them live in slums or in poor condition houses. Well, why are they immigrating? Because the rural economy is collapsing. The global food system does not only harm the ecology; but due to short term, ineffective agriculture policies, the price of basic nutrients fall. You can observe this too. I can see this happening in my environs. I live in a region of cold climate. I can go to a supermarket and buy a delicious melon in the middle of the winter. And, this melon costs 1.5 or 2 dollars maximum. No one asks why this melon is so cheap. Agriculture products‟ prices keep falling continuously in the last five years. This is a positive thing for the rich ones, yet it is a disaster for all the farmers of the world... When prices go down, their income goes down. Companies like Unilever have spotted this fact 10 years ago and become concerned about sustainability. In order to bring a solution, Unilever has opted for collaboration with Oxfam. Oxfam is a NGO that is involved in poverty in the global sense. Foundations like Oxfam focus on the reasons of poverty in rural areas, that stem from the system. In 1999 Unilever and Oxfam have cooperated in a project and studied the footsteps of poverty caused by Unilever in Indonesia. Unilever has 5 thousand workers in total in Indonesia. 60 percent of these workers are permanent staff and 40 percent are contract labourers. Yet, when we add up the number of producers, sellers and all, we find out that 300 thousand people are living on the money they earn from Unilever. Unilever has organized a learning program together with Oxfam. Indonesian businessmen, companies, public institutions, NGOs and academicians have come together with a target to see and understand the entire system and follow policies accordingly. They had a great achievement in fighting against poverty; the level of education and heath services have been bettered, efficiency in agriculture has been accomplished and production has increased. What has Coca Cola learnt from its panda experience? On the same dates Coca Cola has initiated collaboration with „World Wildlife Fund‟. WWF, as you know, is one of the most well-known NGOs working on ecology, famous with its logo of panda. In 2000s Coca Cola has particularly become concerned about water. The figures were really scaring. According to the World Health Organization 1 billion people do not have clean water for drinking. This figure will be 3 billion in 2020. For Coca Cola water is one of the major ingredients. Coca Cola takes water, puts some sugar and concentrate in and sells it. A while ago, there has grown an opponent movement against Coca Cola and other soft drinks in India. They had the argument that 10 percent of drinking water was consumed for making soft drinks. There were demonstrations in the country and actually it was an enormously exaggerated argument. Coca Cola straight away got its lawyers and PR involved in the case and started defence. The company claimed that water consumption in all Indian soft drinks industry will not be more than 1 percent, and that they are very careful in consuming water. Coca Cola tried to form public awareness but could succeed. Thereupon, Coca Cola started cooperating with WWF and decided on increasing water efficiency in its plants. 1 litre of Coca Cola was produced from 3.4 litres of water previously whereas after 2003 – 2004 this amount has been decreased to 2.5 litres. Ultimately an efficiency rate of 30 percents has been achieved. In the meantime WWF was carrying out its own operations independent from Coca Cola. They had reached some very impressive results. The executives of WWF said to Coca Cola, in our opinion you are making a mistake. In order to produce 1 litre of Coca Cola you are not using 2.5 litres of water, but 250 litres instead. You can probably imagine Coca Cola‟s reaction to this. Company executives said „We are experts in this business. We surely know how much water we use. We measure everything accurately. What are you talking about?‟ WWF executives were trying to say something totally different. In short, this was what they were saying: „You only consider the amount of water you consume for bottling, and forget all about the water consumed for producing sugar‟. Truly, sugar is a product that demands a lot of water and Coca Cola executives had not considered this fact. They used to buy sugar but did not take the amount of water used into account in producing sugar, while this was a very major part of their business. Sensitivity on future of the globe increases When I think about the projects of this nature realized by different companies, I observe that sensitivity in sustainability has started to increase. In the examples I have given here we have studied the perspectives gained by Unilever and Coca Cola. In both examples we see how both companies used to limit themselves with certain fields of activity. There surely is nothing wrong with this. All thoughts are subject to limitation. No one can think of everything. The question is, are these convenient limits? I don‟t think so... They are mostly casual limits. By casual, I mean this: people or companies are limited by the area of doing for their own work. Coca Cola surely has sub institutions that they have commercial relations with; like companies that sell sugar or other products. I guess Coca Cola is one of the leading companies that buy sugar. Yet, due to the limits I‟ve mentioned, Coca Cola can not see its own basis of development in the market it operates. In the „Systems Thinking‟ you see the whole magnified picture. You start to see the system that your business is based on. You understand what is going on in a wider platform. Two years later this story I was in Geneva in 2006, attending a meeting on Global Social Agreements Project held once every three years by the United Nations. Although the CEOs of Coca Cola and Nestle are two big competitors, they have initiated the global water responsibility project. They have organized a conference on the subject that ten thousands of people have attended. This had extensive coverage in the media. The two leaders said: „We have to handle, to manage water in a different way‟. It is obvious that everything starts by seeing the bigger system. Yet, it is not very easy to see the system on a bigger scale. Eventually, Coca Cola regards sugar production as a part of its production chain. Otherwise, it would not have seen its own business completely. Right here, this is a big turning point, a fundamental transform in the frame of mind. We have to be able to think of larger scale and enhance our comprehension to higher levels. This is of great importance so as to form the foundation of continuing survival and standing upright in the fast changing world. The partnership between WWF and Coca Cola continues getting deeper and so does the partnership between Unilever and Oxfam... Today, Unilever and Oxfam carry out a project on small scale establishments. Ultimately, one of these two institutions is an NGO that defends social justice and the other is a famous food manufacturer. They have developed a strategic partnership at administrative body level and started to find the answer to the following question: How do we prevent poverty for agriculture producers while re-designing the global food chain? Wal-Mart contacts farmers Let me now tell you another story. There is a Dutch origin company called Carcho, involved in retail business. You might not have heard of it, but you possibly know about the biggest retail company in the US: Wal-Mart. Wal-Mart has bought 51 percent share of this company in 2006 and has become the new owner of Carcho. So Carcho‟s name has changed to Wal-Mart Central America. Carcho has a different way of doing business. Carcho carries out 12 projects at different places over the world. Within the frame of these projects it works on mutual schemes with retailers and intermediaries, establishes agriculture cooperatives and directly reaches food producers. Well, why does it do this? Because the directors at Carcho are aware of the fact that groups or cooperatives functioning in agriculture are getting poorer and poorer day by day. This prevents them from producing food of the quality they want. Through Carcho, Wal-Mart follows a totally different business model with a totally different perspective. Wal-Mart and Carcho (Wal-Mart Central America) first cooperate with Oxfam. Then with Oxfam‟s suggestion, it cooperates with a local NGO. The NGO, agriculture cooperative, wholesaler and Carcho representatives come together and make an extensive report on production and farmers‟ status. Within this course, the entire team visits the farmers for three days. They get to know the farmers closely, visit the schools there, monitor children. They see what needs to be done for innovations. New policies are determined at the end of these meetings, quality is bettered, costs fall and diversification increases in products. On the other hand, wholesalers create a fund for poor farmers. Out of this fund, the farmers‟ education or health expenses are compensated or they are funded directly in times when product prices fall excessively. In my opinion, a healthy global value chain can be developed in this manner. The three-legged stool Now, I want to draw a picture and make a summary. The entire learning system is actually similar to a three-legged stool. „Seeing the system‟ is the first leg of the stool. The second leg is „cooperation and overseas cooperation‟; the third leg is „new corporate culture and creativity‟. We place the „basic learning capabilities‟ in the seat of the stool. In order to be an organization of continuous learning capacity, it is necessary to form the mental models to see the systems. Besides, you have to be yearning to listen to your inner voice, to imagine and to do something new passionately. All these, structure the new learning capabilities for sustainable societies. I want to talk about Nike a little now. The administrators at Nike were not the owners of any production plant; so, they did not know much about production. They were buying their products from suppliers. All of a sudden they realized that the suppliers are a significant part of the value chain. Now I can say that Nike is one of the leading companies in terms of workers‟ rights. They have gone through a transform of 180 degrees. Yet while doing this Nike has also learned that you have to see the whole production process, not only social responsibility. If you visit Nike‟s web site, you can see how the company fights against several problems and the point they have reached today. In conclusion, international scale transforms have initiated. So we are at the beginning of a beginning and a few companies lead this course. The changes to form the sustainable industrial society must be realized in 10 to 20 years. This transform will get faster in time and great changes will take place in the period between 2020 and 2030. If not, then we will have no alternative. People have now started to understand this fact. We are damaging the ecosystem, consuming excessive water, increasing the gap between the rich and the poor. The problems are very deep. We have to measure progress in a different way. Climate change is only a symptom but a heart attack at the age of 40 is also a symptom. It is a sign for the future. The doctor tells us to change the way we live... The problem is the way you live your life, not your heart. Specialists and administration world have come together for a better world Quality Congress, one of the most influential platforms of Turkey with its discussions and speeches, has assembled the 18th time. The Congress has been held at Lütfi Kırdar Congress and Exhibition Centre on 16 – 18 November in İstanbul, with the theme: „Transformation Towards a Sustainable Society – Business Not as Usual‟. This year, 20 parallel and 4 keynote sessions, 9 workshops and 4 workshops of extensive attendance have been held with the presence of approximately 100 speakers within the frame of the Congress held under the organization of KalDer, Turkish Society for Quality. Prof Dr. Ali Rıza Kaylan, the Chairman of the Board of KalDer, has underlined the fact that economical stagnation and climate change threaten the sustainability of society today more than any time over the history, while explaining the main theme of the assembly and said, “We can bring mutual solutions to this problem of global scale only at global level with international institutions, nation states, NGOs, organizations of responsibility and individuals. Holding the mission of generating long-lasting achievements based on systematic approaches of integrity for all companies, KalDer opens up such issues as the paradigmatic changes that trigger transforms to be expected in the short and middle term and the approaches that enable us to envisage the effects of the system of rules to govern and of probable changes on companies and individuals, to discussion within the frame of the 18th Quality Congress” Quality Congress has brought the principal global names and the world of management together. On 16th November Peter Senge, one of the leaders of „learning organizations‟ and „systems dynamics‟ field, has shared his views based on his know- how on sustainable development, attending the Congress via video-conference system. On 17th November the Esko Tapani Aho, the former Prime Minister of Finland, has unveiled the obstacles and opportunities that stand before Europe in terminating the global stagnation under the title, „Innovation, Growth and Sustainable Development‟. On 18th November Dr. Bülent Başol, the holder of NASA innovation award due to his contributions to technology as the owner of more than 100 patents on the field of semi-conductive production and solar batteries, has instructed the participants. The congress has developed two-dimensionally. Policies, regulations, society and culture, economy and environment at sustainable dimension have been subject to discussion. On the other dimension, the answers to questions like what we know and what is carried out globally and what is not on national, corporate and local basis have been discussed. Elginkan Group supports Quality Elginkan Group has been one of the sponsors of the 18th Quality Congress with its E.C.A. brand, demonstrating its sensitivity in issues of quality and sustainable society. We are all responsible for sustainability in Turkey Turkish Society for Quality (KalDer) has crafted a cognitive platform, breaking new ground in the Closing Session, with participation of Congress attendants. The answers of participants who have straight away answered the questions posed by mutual collaboration of KalDer and Business Council for Sustainable Development Turkey have been projected on giant screen in graphical terms. Participation facts are: approximately 400 attendants, 50.4 percent of which were women, 41.6 percent being at the age of 30 – 40 and 30.3 percent 20 -30 years old. 65.6 percent of the participation was from the private sector, 21.1 percent from the public sector and 5.4 percent from NGOs. 38.9 percent of the participation fell in the category of specialist, 24 percent were mid-level managers and the rest of the participants were executive directors. Part of the data derived in this session, and to be reported by KalDer are as follows: Milestones in Sustainable Development KalDer Secretary General İrfan Onay has given information on the groundwork of the Congress in the Closing Session and recounted the origin and development of „sustainable development‟. He said: “We trace back for the initiation point of the concept of sustainable development until 1798. At this date the priest Thomas Malthus published his work where he casts a light on the connection between the population growth and food shortage. Later came the founding of the Club of Rome in 1972. Consisting of scientists, economists, industrialists and politicians, the Club of Rome has worked on the early projects about environmental problems and their solutions. Prof. Dr. Hasan Özbakan, one of the founders of the Club, has published a report titled, „The Emergency of Humanity‟. This report, along with many followers, has constituted the resource of the „Brundtland Report‟ highly valued by the United Nations. The report has discussed the hard conditions of humanity and proposed ways to avoid. Parallel to this report, Dennis Meadow and his friends have initiated a project called „Limits to Growth‟. The answers to questions like „What speed of global resources consumption and what speed of population increase take us to the limits of growth?‟ and „How do we get back if we cannot continue growth in a controlled way?‟ have been explored within this project. „Our Common Future: Brundtland Report‟ has been published by the UN World Commission on Environment and Development (WCED) in 1987. Issues of building a vital connection between environmental progress and economical development, and defining the nature of development as „sustainable‟, have been shown as the way out of the ever increasing environmental problems in this report. The Norwegian Prime Minister Gro Brundtland has been one of the first people to pronounce the term „sustainability‟. Then, a breakthrough has initiated with 1992 Rio UN Summit. The most significant result of the Summit has been the „Convention of Biological Diversity‟ that targeted protection of biological diversity for the benefit of future generations and their treatment in a sustainable manner. UN Johannesburg Summit has been held in 2002. In 2008 Peter Senge has written the book, „The Necessary Revolution‟. Focus “This crisis will what TEACH US CLIENT MEANS” Şeref Oğuz, the columnist Sabah Newspaper says: “We have discovered what good quality is in 1994 crisis. In 1998 we have learned about competition and differentiation. In 2001 crisis we have realized the significance of cash flow noticing that a company of 10 thousand or 10 million dollars can go bankrupt for only 100 dollars. My intuition says that this crisis will teach us the notion of client” Who is a client? How did it use to be? How will the profile of future client be considering the new global conditions? What are the ways to keep hold of them? And what would be the biggest mistakes in treating clients? The economist journalist Şeref Oğuz has outlined the term „client‟ to ‟Plus 1‟. In one of your previous articles you define the state of being a client as the „porcupine syndrome‟... How would you describe the present status of „the client‟ in a time when positive declarations are made about the crisis coming to an end? Presently the clients are in a vigilant optimism. The porcupine sticks its nose out one moment and then pulls it back. It observes the market without turning in upon itself. The initial reason of this vigilant optimism is the positive statements of representatives of several local and foreign institutions that herald the end of the crisis. The second reason is that clients are bored of turning in upon themselves and they seek for opening out, saying “what can I do”. They are cautious because no one has stood up to say “the crisis is over” officially. For how long will this situation continue in the new year? Anticipations can be made considering previous crises. Within this frame we notice something; coming out of the crisis might be the same for everyone, yet consequent conditions will be fairly different for many countries and companies. The companies that are ready for post-crisis conditions will expand at high speed. Some companies might be late in structuring the post-crisis conditions, thus they may not be able to adapt themselves to the new conditions and miss the post-crisis expansion. For instance they might have sacked workers and not employed them back in time. Or, they might not have developed a production model that complies with the new market conditions. In order to be ready for the post-vigilant optimism period, manufacturers must get organized with all their production processes. In any case, the coming-out- of-the crisis process has already begun in general. The client profile has gone through a major change in the last 15 – 20 years. Today we are experiencing another process of transform. What is the new client profile like? Previously it was the factories that had the dominance, since production was not adequate. The global production inadequacy problem has been solved with inexpensive oil prices, technological developments, redefining natural sources and the progresses in materials science. Incredible liquidity has initiated in automotive and electronics. Diversification in food and discovering new chemicals have led to replacement of factories regarded as temples of production with shops. Clients who used to queue at factory doors up to that moment, suddenly found different alternatives before them. They have been saved from queuing up for poor quality, expensive cars. Dissatisfied, unhappy clients have left the manufacturers who have led to these negative feelings, letting down the business and leaving the workers with no job. Why? Because the client had alternatives; there have been companies who have responded to the needs of the client. There have been ones that came up with the approach of fighting. It has been observed in time that the companies who value clients simply win and the ones who are not attentive to the client are eliminated. Therefore the client has been carried to a position of never-neglect. How is this evolution reflected in Turkey? Most of the companies in Turkey still regard the client as “the man who carries my money in his pocket”. They think, “I must take this money from his pocket and get rid of him as soon as possible”. This is most companies‟ approach in terms of the client. Now there are instruments developed for the companies to regard the client that they have mistreated and sold poor quality products for high prices as the benefactor. Yet, due to your culture, due to deterioration in your cultural code, those instruments developed for the new client profile remain useless. Why? Because you take the new developed system for client loyalty and try to make it work in your primitive frame of mind in Turkey (the perception of the man who carries my money in his pocket) and get devastating results. The new developed system is used for getting hold of the client at any moment possible, going into their houses, getting into their pockets, mail boxes and to abuse them. Here, the aim is not to create any value but to penny-pinch and sell the same good for three to five times. What will be the client features of the new era? The new client is very competent on technology, well informed of prices and with high level expectations. He wants his voice heard by the company he is the client of; gets angry when ignored. The new client punishes the companies that do not modify and develop their products based on his demands, that take no notice of his needs and that do not follow up the changing consumer habits, not buying their products. The most effective weapon of the new era functions as such: with the development of technology, the consumer now can see all prices at the same platform. Secondly, logistics has developed intensively. Now, the client can place an order anywhere on the world and buy products for lower cost including the cargo cost. A friend of mine had seen a suit at Akmerkez Shopping Mall; he could not make a decision and when he went to buy it the next day, it was sold, its price being 300 TL. My friend has later reached the manufacturer of the suit in the USA; placed his order and had the suit for 225 TL including the cargo price. Now, to keep a customer loyal to this shop, it has to do many other things. God help manufacturers! The companies are not aware of the new era, but they will learn. Each crisis teaches something. In the 1994 crisis we have learned about good quality. We have gone so far that we have happened to win all the European good-quality prizes. In 1998 crisis we have learned about competition and differentiation. In 2001 crisis we have realized the significance of cash flow, because we have noticed that a company of 10 thousand or 10 million dollars can go bankrupt for only 100 dollars. So this crisis has also been useful. Yet, we still do not hold the client in esteem. My intuition says that this crisis will teach us what client means. What are the plain mistakes made during the crisis period? The most vital mistake is not to see that the client goes through change and to read the signs incorrectly. The companies are not ready to cope with the new climate. Since they generally come from cultures where they learn from catastrophes, they choose to read the signals after their businesses go down. Just like in the joke where the guy who is sentenced to death says “I must make an example out of my guilt” at the gallows pole... They say, “The client has left me, I must make an example out of this” which become their last words. Secondly, they do not choose to believe that they must share part of what they have earned from their customer, with those customers again. It is sheer possession... In the near future we have the Chamber of Industry Congress; its theme will be high value added production. Turkey produces goods that cost between 1 to 10 dollars, whereas in other countries this figure varies from 10 to 100 dollars and in developed countries manufactured products that find their buyers vary between 100 to 1000 dollars. Now, within this structure when the economical crisis has emptied pockets if you come up with a proposal saying “go shopping and help liven up the economy” you make a mistake that has an implication as such: “Spend your last few Liras and finish up you limit in your credit cards to destock the goods in our shop. In return we do not make any commitment at all... Just finish these up and we manufacture the same products again”. There is no such kind of manufacturer – customer relationship. What I want to say is that companies do not want to make any compromise what so ever from their earnings for the customers to buy better quality products at more reasonable prices. Yet this is „the‟ trend now. They portrait a completely manipulative, empty destock approach playing marketing games like „buy one get one for free, or buy three get one for free‟. Here, I do not speak about the companies that work to increase quality, taking their clients‟ demands into account and reading the market well. They surely will be the most important players of the new era. What about the correct path followers? These companies strengthen their social relations with their customers instead of leaving them out in the streets during the period of stagnation. They go and visit them; they do this even though the customer does not put any money into his pocket. Once the crisis is over and everything has gone back to normal, millions will flow from those customers to them; this is obvious. There are companies who behave in this manner, but we must speak considering the entire economy. In general, the companies are small scale... The ones that invest in research and development, that are committed to institutionalizing and that reach scalar economy even by means of merger will be the rich people of the new era. Decrease in purchasing power has led manufacturers to new pursuits. Some gravitate towards more economical segments. How correct is this manner from the clients‟ perspective? Along with the crisis, companies desperately try to make use of numerous tactics from marketing communication to other means. There is a basic rule in this war: if you have no strategies, these tactics do not work. The fundamental strategy is based on setting up the value chain perfectly from the beginning to the end and to pay attention to new factors that feed it. If what you present is a necessity of the corporate strategy, then this means that it is something for the customers. But, if it is the expression of a mindset based on “my competitor has done that and has made a good deal of money; so I will do the same”, what they have done might not be suitable for your case. Furthermore, it might alienate your customer and make your business go down. On the other hand everyone‟s purchasing power has gone down; however it has been the middle class that has happened to face the greatest tragedy... Levi‟s had once made a turnover boom with its 501 model. Its market share used to water everyone‟s mouth. Then crises came, this and that happened but Levi‟s continued its strategy of expensive products no matter what the conditions were. In the meantime, many companies in the market started to manufacture low-income group oriented products. Besides, those products were at Levi‟s quality. Levi‟s did not see this development taking place in the market and went through a historical downfall. The reason for that downfall was overlooking the low-income groups and not developing a production strategy for this segment. Do companies have to keep the same distance with all their customers? Pareto, one of the great philosophers of economy says, “20 percent of your customers will be responsible for 80 percent of your profit”. We call this 20 percent “the sacred customer”. If you do not generate any value for this 20 percent and rob them thinking “whatever I earn is my profit”, you lose. That‟s right, but is there no limit to holding the customer in high esteem? There surely is a limit. Customers abuse manufacturers just like manufacturers abuse them. Companies are subject to customer terror of changing the goods they buy without any questioning. Excessive customer freedom leads to adversity for companies from time to time. However, there always exists a customer profile of this type. Just like the non-returning bank credit rates are known previously, this type of customer is also known. They are the customers that make companies lose. It is normal that a company wants to get rid of such a customer. Technology helps here. These customers are followed up. If high technology is not useful for this, what is it useful for? If you put the customer that makes you win and lose in the same basket, then what good are thousands of dollars invested CRMs... Then come different kinds of misfortunes. Does cheerful employee lead to loyal customers? You might not be able to solve your customer‟s problem. However, if you have not ignored him or her and have made them feel that you really care for their benefit, the customer may prefer not to ask for amendment of their loss and their loyalty to your company might get stronger. There is only one way this can happen: with positive and cheerful workers. If your employee is not happy and he or she is edgy, under constant mobbing, then it would be over-optimistic to expect him or her to have good communication with customers. On the contrary, your worker might tickle your customer‟s anxieties with his own worries. Therefore, it is a prerequisite to make sure that workers are happy. Who is Şeref Oğuz? Şeref Oğuz was born in 1955, in Trabzon. He has started journalism at the daily newspaper Sabah in 1971. In 1975 he has graduated from İstanbul University Faculty of Economy and completed his masters and economy doctorate in 1980 and 1983 respectively. In 1984 he has returned to journalism. He has worked at positions such as Tercüman daily newspaper Economy Service Director, Günaydın daily newspaper Regional Papers Executive Editor and Meydan newspaper Economy Director, Milliyet daily newspaper Economy Director. He is working on information economy for 15 years. Oğuz is a member of the Internet Society; he has organized the first virtual meeting held all over the world. Academic view Virtual companies in charge! Prof. Dr. Erol Eren says that the „virtual companies‟ stand out as the latest form of business while the world economy goes through a transform. “These virtual structures of 10-5 people are called „dynamic network services‟” says Eren and adds, “As the name implies, they are virtual; there is no capital, no factory and no production...” Discussions on global crisis continue at full speed. Some say that the devastating effect is left behind and some anticipate a second shock wave. Nevertheless, it is apparent and a real fact that the country‟s economy is at standstill... Although it seems that a solution to end the crisis will be only possible with global precautions and solutions, each country continues to find its own solutions with by means of its inner dynamics. We have spoken about the changes experienced, the ones that wait ahead in the future due to the crisis and consequential new ways of doing business with Prof. Dr. Erol Eren the Dean of İstanbul Beykent University Faculty of Economics and Administrative Sciences. It has been two and a half years since the beginning of the global crises. Discussions on impacts of the crisis and the quest for ending it continue. What are your opinions on this picture? What goes up must come down. Surely, it won‟t be easy to end the crisis since this crisis has first burst out in the USA, the biggest economical power worldwide. It has spread over to other countries in waves; Europe, Asia and all economies are affected profoundly. Therefore, everyone tries to end its crisis on its own. Even though the third quarter figures seem to give recovery signals for the economy of the US, it won‟t be easy. I presume Asia will be the centre of recovery for the world economies. In the world economy society it is said that the biggest responsibility of countries is to make sure that development is based on a sustainable and ecologically acceptable foundation. What does sustainable development mean for Turkey? Sustainable development is only possible through cooperation of establishments which form the biggest stakeholders of the society. Economical, political or social all sorts of developments can become sustainable if the state, companies, establishments, NGOs and individuals share duties and execute their share. That is to say, this is a multi-dimensional, multi-player and multi-parameter course. To summarize and outline the facts, like other countries, Turkey is imposed with the results below due to the global crisis: To fight against unemployment that has increased with the global crisis primarily, to increase the level of tendency for savings in all areas of life, more efficient use of resources than ever, to generate projects and investments that comply with the changing climate and environmental conditions, to create new business fields to increase employment, to make use of high level technology, to generate clean and renewable energy resources... What sort of changes has this „imposition‟ led to, or will lead to, in the business world? With the influence of the crisis, classical methods have either started to change or be questioned radically in production, distribution and consumption, in many fields from administration to organization and from employment types to employment models. That is to say, new ways of making business has started to change at high speed. What changes can we talk about in terms of the indispensible „5M Policy‟ of administration: money, management, machine, material and manpower? What would you say is the most striking development in new ways of doing business? The most radical change takes place in company management. A new era has begun in collecting and sharing information. This is called „learning organizations‟. It is based on zero hierarchy that forms of research and project groups linked to a team of directors. Everyone brings what they have found and shares it with the team of directors. This means, the old pyramid model chain of command does not exist anymore. Hierarchy is abolished. So, creativity and efficiency is increased. Lately, there is the concept of „flexible working model‟ in human resources management. What is this model, exactly? The essence of this model is determining an organizational role within the company. It has come out that strict role defining of mechanical structure proves to be ineffective and that defining imprecise roles brings success in companies of intensive research-and-development where the possibility of innovation is high. Companies that operate in innovative fields and in varied environments to maintain business development, to avoid problems and to retain individual success and satisfaction, transform from the mechanic model to organic model. In other words, flexible working hours will be adopted as a new way of working in companies of such organic nature. If a task is not expected to be executed in certain hours of a weekday and if there is no compulsion for hours and minutes, then the worker will be able to do the job whenever he wants and organize himself on his own will. Thus, the hierarchy- borne stress is eliminated and individuals work in peace; so organizational efficiency and competence increase. There is one other term called the new economy... What kind of impacts do technological progresses have on new ways of doing business in this sector? Computer technologies continue their progress at highest gear. This progress in information sector changes management systems of companies and institutes, as well as the way business is done. „e-trade‟ is a phenomenon all by itself. Now there is the concept of „virtual companies‟. These virtual structures of 10 – 15 people are called „dynamic network services‟. As the name implies, they are virtual; there is no capital, no factory and no production... These companies use information technologies and have the production, distribution and sales executed for optimal price at optimal conditions, anywhere over the world; without even touching the product, they make trade and earn money. Together with the crisis, serious discussions have begun about the role of the state over economy. Would you please tell us about your opinion? In the period ahead of us, the function of the state will be another key factor to change the business models. I believe the state has to get involved more in economical issues and that it will, for ending the crisis. Is there anything else you would like to add? As an educationist, I support investments to be made and importance attached to education, research and development more than ever now, for the economy to stand on solid ground and to finish off the crisis. Entrepreneur spirit is more active in our country that it is in the European countries. Anyone with a business, an investment or an idea for investment must be supported. And, those sorts of works have to be done within the context of a university. We call them „incubation centres‟. Ideas, inventions and patents are developed in these centres, brought up and conveniently converted to small or middle scale enterprises. Who is Prof. Dr. Erol Eren? Erol Eren was born in 1946, in Konya. In 1969 he has graduated from İstanbul University Economy Faculty where he has completed his master‟s degree in 1972 and his doctorate in 1976. He holds the professor title since 1982. He worked as an academic member at İstanbul University Business Administration Faculty until 1999 then he moved on to İstanbul Commerce University, where he has worked until 2005. In 2005 he started to work at Beykent University Faculty of Economics and Administrative Sciences. Currently he is the Dean of Istanbul Beykent University Faculty of Economics and Administrative Sciences. Eren has four books published, namely: „Yönetim Psikolojisi‟ (Psychology of Management), „İşletmelerde Stratejik Planlama‟ (Strategic Planning in Enterprises), „İşletme Yönetimi ve İşletme Politikası‟ (Administration Management and Administration Policy), „Yönetimde Otorite ile Yetki ve Sorumluluk‟ (Authority, Proficiency and Responsibility in Management). Design World “There are rich people with poor quality lives in Turkey, and there are ones that are broke yet rich” „It is necessary to have culture and acquis, life quality and riches for design education. Riches here, refers to wealth of culture; visiting a museum, reading a book... It is necessary to bring wealth and culture together. A country can only get richer through culture.‟ Işık University Fine Arts Faculty Founding Dean Prof. Dr. Süleyman Saim Tekcan has undertaken this post after his Deanship at Yeditepe University Fine Arts Faculty, also founded by his efforts. Going backwards in time, Tekcan has resigned from his Deanship at Mimar Sinan University Fine Arts Faculty in 1995, the staff of which he joined in 1975. Since 2004 he is the Founder President of the Board of İMOGA- İstanbul Graphic Arts Museum. We have spoken to Tekcan, a doyen in design education and original press techniques in our country, about the changing features of design education. What sort of changes has design education gone through the years of your occupation with the very subject? Today, the term „design‟ has become the second popular expression immediately following the term „promotion‟ in all departments of fine arts faculties; like „graphics design department‟ or „industrial design department‟... Students, who we train to become artist, now go through an education scheme to meet the needs of larger mass of people rather than one that satisfies merely their own selves. The question of breaking down the walls between disciplines and integrating them to create one discipline of common denominator in order to widen horizons and thoughts may now be on the agenda. For instance, a company that leads industrial projects comes up with a request such as, “We don‟t want an industrial designer only. Is it possible to integrate the two disciplines, graphics and industrial design in the same person?” Do you get these requests due to the demand for more aesthetic design? Every design is in fact the extension of an art form. Initiating with Leonardos (Da Vinci) after the Medieval Times, it has come up to these days as an idea. Currently, the expectancy on aesthetics of objects of daily use is rather common. Hence, we have started define fine arts education where design gains gravitation, in the age we live in. Then it is not possible to talk of pure art? Perhaps now, students are encoded for taking place within the industry with the art education they get? When children choose their professions and come here, they do not make a decision on doing pure art anyway. It is not only students‟ choice either; families also manipulate children to become designers. This is because, life is about getting hold of an economical quality. In order to acquire economical quality, it is necessary to be both an artist and a designer. This is why our students here are trained on design as well as art. We cannot define what we do as “We only give training for designers”, or “We only give training for artists”; because the two notions are now intertwined. Demands of the ones with aesthetic concerns formulate the way products are launched. If you make your design considering prerequisite facts only, not taking aesthetic factors into consideration, then you create rough products. On the other hand, what we focus on is not simply the daily use products. We regard a statue that we place in an open space also as an object that people interact with on daily basis to get wealthier visually and broaden their dimension of thinking. Does Turkey represent a plus point for designers? Sure, and more then only one plus. Because Turkey is a very big country; it has a very strong cultural infrastructure and a very rich language. Meeting the needs of a country with a population over 70 million is rather significant in terms of making design and creating product, all by itself. When there is no wealth of culture and acquis, there is no chance for design. There are traces from many civilizations like Mesopotamia, Byzance, Roma and others on this land. You are one of the leading names in original press art... Would you please tell us about your works and İMOGA – İstanbul Museum of Graphic Arts – you have founded? In original press technique, we carve figures and shapes into materials like zinc, metal, stone, linol (nylon) and wood, then we colour them and press this work onto paper or a similar material. We may call this a „duplicated artwork‟. It can be duplicated 40, 50 times, yet each one is re-coloured and printed again carrying the signature of its creator. That means each one is original and unique. Buying an original oil-paint is something that only the very rich can do. Whereas original press can be afforded by „the middle class‟ that integrates individuals who think, who have a perfect cultural background, having completed their evolution within their families and successful in their career. It is a vital point that these people‟s need to buy art is satisfied. Today, original press makes it possible for artists to communicate their works of art to many people. I am doing original press for 50 years and giving lessons on this subject. Besides I am a painter. The theme I work on is the same for the canvas and for the metal... But for my canvas, the buyer will pay 50 thousand dollars, whereas a print can be bought for 500 dollars. How did the idea of IMOGA emerge? In Turkey, „original press‟ has started with the workshop studio I have founded in 1970s. The number of creations made by professional artists who work there have reached such figures as thousands; therefore, they were looking for an exhibition wall. This course has lead to founding İMOGA six years ago. The artists who worked in the studio did not use to pay for working there, but used to leave part of their works to me. What has been left since then led to the present collection. İMOGA, located at the skirts of Çamlıca, is the first museum building constructed in Turkey. In the museum, there are about 3 thousand creations of 150 Turkish artists who have worked in our studio, 1800 works of art from 80 countries which have participated at the Graphics Biennial of İMOGA and an Exlibris (Bookplate) Museum of 10 thousand masterpieces. Unfortunately only 35 thousand people visit İMOGA yearly. However, it is possible to buy the works of prominent artist that range between 100 and 1.000 dollars. What impacts does design training have on students; how do they change? Design training can only be built upon a certain culture and acquis level. It is necessary for a designer to be a good photographer, to use the camera well, to have cinematographic knowledge and to have an idea about periodic comparisons within the history of art. If we cannot make a comparison between cultures and art movements, the students will start design with incomplete knowledge. If thinking and culture are not adequate, design cannot be convenient. At the same time, this is a quality of life. Quality of life comes with cultural richness; with thought, with the pleasure of what is looked at, with taste... Unfortunately, extremely rich people lead incredibly poor lives. Yet, people with culture can lead a life of wealth even though they do not have much money. I regard wealth, as the wealth of culture: visiting a museum, reading a book... It is necessary to bring wealth and culture together. A country can only get richer through culture. From the sector Home sweet home... and smart too! It turns the TV on and off.It calibrates the heat output of the radiators. It can adjust the electric intensity and the heat inside. It opens the door when it recognizes your eyes, your face and your finger print. No, we are not talking about some human being here. These skills might be the skills of your very home. With the technological process, our houses go under some change to be converted into „smart houses‟. Particularly through intensive use of systems designed on mechatronic basis that have the ability to sense and control and give the optimum response to problems, our daily lives are much easier besides the fact that nature and economy are protected. Prof Dr. Nihat Akkuş, the Academic Member of Marmara University Technology Faculty Mechatronic Department has recounted the facts about smart houses to ‟Plus 1‟. Now is the time people talk about smart houses instead of nice view ones. What is a smart house? We can classify smart houses in several ways: technologically controlled houses, programmable houses and houses with artificial intelligence. In the first category, features like heat and humidity are controlled solely. In programmable houses, we go one step further and lay down our conditions like “we want it to be so and so” and request the system to fulfil these conditions. For instance fine-tuning of interior heat to a certain degree... Houses with artificial intelligence optimize the given conditions and achieve the best that is the most optimum condition through shortest cut; like, it can regulate the interior heat for day and night. So, we might as well say that these houses give service to people... We want a house that gives us service. The remote control turns the TV on and off; it adjusts the electric intensity and interior heat. This is something totally comfort oriented... In fact a security efficient house is also a smart house. For instance controlling entrance and exits to the house, detecting moving objects provides particular precaution for burglary. Again, image processing is also an important technology; the camera recognizes your face at the door and automatically opens the door or does not give any response. Today, fingerprints are used in computers; this system avoids using locks and keys at the doors. Likewise, there is a similar technology where the eye is processed as a distinguishing feature like the fingerprint. This will certainly be used in houses. Is it likely that automation will be used in smart houses? Automation is an interesting subject indeed. Although what first comes to mind is factory automation, its essence is control technology. If control technology is somewhat used, it might also be used in houses just like in factories. Houses are “the” places where we spend most of our time. Naturally we seek comfort at home; the less labour for more comfort, the better. As human beings we‟ve always liked technologically advanced devices that move on their own, with or without human control and perform some actions. Transferring the progresses in electronics to computer technology has provided an incredible advantage in making use of control technologies electronically. Subsequently, a progress moving at the pace of avalanche has initiated in 1970s. Is it practically possible to reach these technologies in Turkey? Actually these technologies come into our houses, perhaps more to the extremely wealthy ones. Technologies of foreign origin brought over from foreign countries by the companies within the market are available. They first enter private houses of the elite segment of the society. The best automation application examples can now be found in the ventilation systems of high standard hotels and restaurants like Çırağan Palace. Air is controlled at each point in those systems and sensors detect the air for such parameters as humidity, heat and pressure to carry out the necessary execution for a convenient environment to live in. In this sense, houses that fall into the programmable houses category are today used in housing areas of upper middle class in Turkey. What would have been the level of energy saving if all the houses in Turkey had been illuminated the smart way? It is fairly difficult to make a calculation of this sort since there are too many parameters, yet we can make an approximation. Saving is one of the vital elements so as not to consume the entire world. To produce is surely important, but it is also very important to make good use of what we have produced. With this logic, ecological houses (eco-houses) put strong emphasis on saving. For us it is of extreme importance to save electrical energy and gas that are subject to intensive use. Some partial calculations have been done in those fields but there is no figure to demonstrate the entire picture. Today, the labels on many commercial goods denote 20 – 30 percent saving, proven by tests. This is absolutely significant. When we consider the issue from such points of view as financial, material, production and saving the nature we reach a very fine point. Therefore smart houses should not be commodities of luxury, but their use should be encouraged instead. Is there an example of common use? Lamps with sensors used in block-buildings become widespread. This system lights up the lamp of the floor when you come up to that particular floor. It gives notice when someone moves inside and opens only one lock. Let us consider a block- building of 15 floors. In the old system this building used to be divided to three and the automatic lamp used to turn itself off at every five floors, to be put on again. In this system only one fifth of the whole system was in constant use and the other four floor‟s lamps used to be on for nothing. In the new system of sensors, only one lamp that needs to be used remains on as much as needed and not more. So a saving of 80 percent is achieved without staying in the dark at all at any of the floors. Who is Nihat Akkuş Prof. Dr. Nihat Akkuş has completed his post graduate degree at Marmara University Institute of Science and Technology and his doctorate at Tokyo Metropolitan University. He has consulted many master and doctorate theses. Nihat Akkuş works and carries on his academic member at Marmara University Technology Faculty Mechatronic Department. Heating and water systems at smart houses l EcoCute System: The Japanese company Denso has converted the air-conditioner principle of using CO2 into prototypes to be manufactured as products. EcoCute systems store energy by heating carrier systems such as water etc. during the period when particularly electricity price is low and its use is limited, to be utilized in periods of high level consumption and higher cost, thus provide considerable ecological input. Its key contribution is utilization of CO2 instead of fluorine gas since fluorine gas is 1300 times more harmful than CO2. l Transparent photovoltaic glasses: Photovoltaic panels produce electrical energy via sun rays. Previously they were used solely as batteries. However, newly developed transparent glasses give the opportunity to produce direct electric current from sun rays and provide the visibility of normal glass. The feature to adjust the permeability of the glass is another user-friendly asset. These glasses are expected to make a big contribution in producing limitless and clean energy. l Part of the daily electrical energy need is met via photovoltaic cells. A system placed on to the roof in the day stores part of the excessive energy to be used at night. These systems do not prevent connection to the urban electrical network for houses. l We can use valves with heat measurement capability at hot water inlets of radiators, in order to adjust the desired water temperature. These valves accommodate sensors that detect temperature of the water and adjust the water flow according to the water temperature detected. Thus, we heat our room as much as necessary, avoiding excessive energy consumption. l Hybrid toilet flush systems are among the latest innovations. These systems employ air pressure further to water that we use the kinetic energy of, in order to accelerate the speed of water for flushing the toilet; normal flush systems consume approximately 13 litres of water whereas hybrid systems perform the same cleaning with 5 litres of water. This way, 5,760 litres is saved in 360 days. l Foot operated water valves: We do not like to touch the taps when our hands are soapy. If we make a ratio between the time period we turn a tap on and off and the period we hold out our hands under the water , see that this ratio is 0.4 – 0.6 for washing hands and brushing teeth. Foot operated water valves gives this opportunity. l Water is required to have a high flow until the tap, but to have less pressure and a large area of use while it runs from the tap. Supplying a mix of pressurized water with air and the water in a form that is separated into tiny particles provides better washing. l In new generation bath and kitchen armatures, water temperature is adjusted by means of a temperature scale located on the armature. Blissful Encounters Young warriors of the globe Young TEMA volunteers dream of a beautiful world and work toward this dream, making great effort in practice. They turn off the dripping fountain taps and collect rubbish in the streets and plant trees... And they get extremely disappointed with ignorance about protecting the nature. The scenarios about the condition of our planet earth, almost exhausted due to the global warming do not seem to be very cheerful ones. Nevertheless scientists believe that we can change our planet‟s destiny to a great extent via taking precautions now... Although it is our duty as grown-ups to make use of this alternative and leave a habitable world to our children, they proactively stake out their claim on their own future, without waiting for our action. 15 thousand young TEMA volunteers work like bees with the awareness that even one tree changes a lot. We have visited İstanbul Armoni Park for the publicity activities of young TEMA volunteers and have spoken to seventh grade students İlyas Keleş and Gamze Doğan of 12 years age as well as the 14 years old, eight grade student Abdullah Doğan who have told „Plus 1‟ about their dreams, feeling and the work they carry out. How did you get to know TEMA? İlyas Keleş: I have come across TEMA when I was three years old, through my elder sister and my teacher. Gamze Doğan: We have gone to a seminar of „the Grandfather Earth‟ (Hayrettin Karaca). He took us to Ms. Zekavet (TEMA Küçükçekmece representative Zekavet Taş) and said, “I have brought you young TEMA volunteers”. Abdullah Doğan: Last year there was a forestation campaign at Hadımköy military zone. Our teacher used to take successful students over there. She invited me too and I have met TEMA. What sort of activities do you carry out at TEMA? İlyas Keleş: We make slide shows to raise awareness for children and for grown-ups, we promote TEMA and plant trees. The number of our members increases when people become more conscious. Gamze Doğan: I have participated at acorn picking activities, forestation campaigns and promotion activities of TURMEPA established to protect our seas. Abdullah Doğan: I participate regularly at weekly meetings of TEMA held at Küçükçekmece office. We talk of what we can do on weekly and monthly basis. For instance, we have gone Silivri Dağmandıra Village to pick acorns. But unfortunately, pigs have eaten part of the acorns we have collected. How do you find the grow ups‟ approach towards nature; do you ever get angry with them? İlyas Keleş: Grown-ups do not want to do some of the things since they have to work a lot. For instance we say, “Please do not throw rubbish out on the streets”, but they do. What makes me angry most is that they spit on streets. Gamze Doğan: For instance, they do not turn the tap off and leave the water running of the fountain at Sefaköy circus. I turn it off every time I see. Because very soon we will need even one drop of water. There are things that make me happy of course; recycle bins for example... This is because a plastic bag does not decompose for millions of years. We have made an announcement; now our friends bring the empty batteries to us. Abdullah Doğan: We cannot communicate our thoughts to people on the streets, but we talk to children of the same age with us and they talk to their families. This way, we lead this activity in the form of a chain reaction and it works. How did TEMA change your feelings and the way you look at life? İlyas Keleş: I have been a TEMA volunteer for as long as I have known myself. Not me, but my sister has definitely changed. She used to consume too much water while having a shower; now she comes out of the bath more quickly. Your feelings change a great deal too; you become more sensitive and do what you can for a better future. Gamze Doğan: I was very much interested in flowers and trees before I became a young TEMA volunteer. I was using the recycle bin in our school and not wasting water; but now I have understood how important even one drop is for our lives. I plant lots of trees so that the future generations do not live in a desert-like world. Abdullah Doğan: After joining TEMA, we have asked Ms. Zekavet to help us for planting trees in the school garden. She said, “Go and see the Director, and if he refuses you just say that you are sorry to take up his time”. We did as she said and 15 days later we have seen that young pine trees were planted in every three meters. We are proud of it. This shows that we can achieve something. Do you follow the growth of your trees? İlyas Keleş: Only some of them... The last ones we have planted were at Hadımköy. We cannot go and look, so we have asked the soldiers to look after them; they always water the trees. Gamze Doğan: When we were collecting SMS donations people were asking, “Where shall I see my tree?” I used to say to them, “Your tree will be planted in a region of erosion and will save the lives of millions of people. TEMA is taking care of your tree; you just be happy that you have a tree”. Abdullah Doğan: I have also plated a tree at Hadımköy and I cannot go, because it‟s far away. How do you think the world will be in the future? In fact, how do you want it to be? İlyas Keleş: First of all, it is now certain that there will be a drought in 2020. Technology will develop expansively but this won‟t prevent what is to happen. Therefore, I think that a world of rather bad conditions is waiting for us. I had watched in a slide show called, “Letter from 2070”; there were wars for water; soldiers were on watch for water. It seems that a world like this is unavoidable. For instance it is said that all the way from İstanbul to Şanlıurfa, there used to be a forest and a monkey could jump from tree to tree without touching the ground, all its way in Anatolia. I want the world to be like this; I want to live in a green world. Gamze Doğan: Now, we are planting trees; they will grow and we will plant new ones. This life will not die as long as there are children with high awareness, like us. Abdullah Doğan: I want more forests in İstanbul. I don‟t want to live among masses of gray concrete. Is there an announcement you want to make to the children and grown-ups? İlyas Keleş: Become a member of TEMA. Plant a tree four your own sake at least; do not throw rubbish out on the streets as a minimum. Gamze Doğan: Even if you do not have a place or the time to plant a tree, it is possible that a tree is planted for you, when you send an empty SMS. It will only take one or two minutes to send an empty SMS to 4017. Abdullah Doğan: Everyone must make his or her own plan and organization to plant a tree, water it, to remove rubbish conveniently and to make the cosmos a beautiful place. Fine talk Not for criticism, but for change! We know Mehmet Ali Alabora not only as a thriving actor, but also with his activist spirit. He says, “With every step we take, we try to change the world we live in and try to see what we can do” and continues: “But to able to do this, we have to first change ourselves” The famous actor Mehmet Ali Alabora enters 2010 with novelty in many ways. The feature film Yedi Kocalı Hürmüz has lately brought the celeb to the scenery, a real treat for his fans; he now together with Garaj İstanbul, is in an assertive project for 2010. Not only in art but also in his private life Mehmet Ali Alabora goes through radical changes; he will have got married while you read these lines. In the midst of this intensive agenda, Alabora has been our guest at „Plus 1‟ and has answered our questions. I imagine the first question to be posed to you should be about your genes... Having more than one artist in a family is always considered to be advantageous for the young generation; but maybe it‟s not. What is your opinion? To tell the truth, I really don‟t know! Yes, there is an abundance of artists in the family, especially in my father‟s family. Actually my mother‟s family also has members who have been in and out of art apart from my mother; like my aunt for instance, who had performed as an actress for some period. Melahat İçli, my father‟s aunt is one of the oldest actresses of the city theatre. Then we have my father and my father‟s uncle the Classical Turkish Music composer, Selahattin Pınar. My grandmother had also performed as an actress for five years together with Raşit Rıza. Possibly, my case has something to do with the genes, but besides that I grew up in an environment where everyone around you is an actress or an actor. What is more important is that everyone in my family, even the ones who were not actors professionally, would continuously tell some stories, make games, pretend or act in some way; I mean they were like stand up show artists, public story tellers. As a child, I used to impersonate and tell stories. Had I chosen a different profession, I surely would be someone telling stories and jokes and impersonating. You define „garajistanbul‟ as a civil society and cultural conversion project. How far have you made a progress in terms of this target? In general, I spend all my time there. „garajistanbul‟ is the result of Mustafa and Hülya Avkıran‟s search for a place for their private theatre 5. Sokak (The Fifth Street) in its 10th year and sharing the idea with all other artists. With its individualistic and corporate nature „garajistanbul‟ carries on its survival. This project has expanded in time and has become a cultural institution with the project set out for 2010 together with its international partners. We shall celebrate our third year in January 2010. Do you think that the story of its founding that involves many artists might inspire other organizations in the sense of collaboration and unity? Within the field of contemporary stage and performing arts, „garajistanbul‟ particularly has had an influence as highlighting „dance„; the result is that now we have fresh new dance festivals organized. Smaller scale dance studios and many private dance acts and places have emerged. Perhaps it would not be correct to say something as straightforward as “this is all because of „garajistanbul‟”, but „garajistanbul‟ has undoubtedly been a drive force. As a matter of fact, it was time both for „garajistanbul‟ and for contemporary stage and performing arts to stand out. When the right times for both have intersected, a highlighted milieu for other places as well as „garajistanbul‟ was formed. We also have the largest project for İstanbul 2010 in stage and performing arts: „İstampoli„ will be realized as a project of „garajistanbul‟ together with four international partners. What do you think of the support granted to art by companies? The insufficiency of legislation in Turkey prevents direct support of the public for private institutions, i.e., non-governmental ones. Therefore the support coming from the private sector is of great importance. Had there been no support from private establishments, many of the art activities would not have been held; and still cannot. If we have had the opportunity to watch world scale artists or small groups have had the chance to bring up their works to the points that they desire, the support that comes from private institutions has a big role at this point. Yet this is also a contradictory case as we have seen in the discussion at the Biennial example. The Biennial is held with the support of many private institutions accommodating an anti- capitalist discourse; in this respect, it has been subject to hard criticism yet it has presented the platform where all this has been discussed. “The support of the private sector cannot be denied” would be an insufficient statement. Without the support of the private sector, these would be extremely difficult in Turkey. As well as an artist, you are an activist. How do you correlate these two identities? I have always been a righteous child, standing up for my rights as well as for others‟; I always had political consciousness. The fact that our family has a political past, that our house is full of books some of which have been banned at some time, surely has an effect in my political awareness. However, in 2002 when war has entered the world agenda, it was time for me to take action. I was constantly saying to my friends that we had to do something about it and that it was unacceptable. Ultimately, this course has led me to the streets. Actually it was not only me, a series of actions have started all over the world. A bit like what had started extraordinarily in Seattle in 1999... I use the word „extraordinary„ intentionally since it was some kind of protest that was way different than what had been before, something that people were not used to seeing previously. This multi-coloured, multi-audience act where people from different ideologies had come together also had its reflection over the world as an anti-war action. Thus it has come over to Turkey in 2002. Then we have seen other forms of actions, many actions that have got together and many different aspects of each action; „Barışa Rock Festival„ (Rock for Peace Festival), environmentalist actions, anti-war acts, independent candidate campaigns and white-collar workers‟ movement. Therefore, it was not only me and my stepping out to the streets. 2002 in my little story was developing of taking a different kind of action. Somehow I have been involved in this act. So as an activist, you have faith in a better world... I have a strong link with the Community Volunteers Foundation. The Foundation has a nice motto: “Not for criticism, but for change!” Actually, with every step we take, we try to change the world we live in and try to see what we can do; yet to be able do this, we have to first change ourselves. Who is Mehmet Ali Alabora? Actor Mehmet Ali Alabora was born on 25 November 1977 in İstanbul; his father is Mustafa Alabora, also an actor and his mother is Betül Arım. In 1993 he has founded a semi-professional theatre group with the sponsorship of Özel Boğaziçi Lycee. He took part in several plays performed by this group. He has worked for the TV program A Takımı (Team A) aired at ATV channel between 1995 and 1997. Meanwhile he started acting in the TV serial „Kara Melek‟ (Black Angel). He owes his brilliant fame to the role he played in the TV serial „Yılan Hikayesi‟ (Endless Story). In 1999 he has played the leading role first time in a feature film; a Turkish – Greek co-production titled „Kayıkçı‟ (Boatman). Alabora in the meantime has completed and graduated from Istanbul University State Conservatory. His first professional stage experience has happened to be the play titled „Acaba Hangisi?‟ (Which One?) staged at Tiyatro İstanbul. Mehmet Ali Alabora in a few words… Would you please name us a book you‟ve read lately that has influenced you... Meltem Arıkan, Özlemin Beni Savuran… A feature film… Guy Ritchie‟s Revolver is definitely a must see. Music… On a snowy day please do put Schubert on, and listen to it the whole day; particularly Winterreise of 70 minutes. Play… You must come to Garaj İstanbul in January to watch “Kastas”. I know this is a bit of publicity I make here, but I guess this much is acceptable! Any new projects... When this interview will be published in your magazine the new movie titled „Yedi Kocalı Hürmüz‟ (Hürmüz‟s Seven Husbands) will begin to play on cinemas. And, my freshest project of all is marriage... I will be a married man when you will have this interview published. Dialogue It is possible to become a fresh new person in the new year! Is it possible that we make a difference in our character in the new year? Why not if we can build a dialogue with our children, look in our souls, manage to be tolerant and calm and adapt ourselves to current conditions? Psychiatrist Sibel Mercan tells us all about it. Individuals in Turkey go through all the downsides of living in a society of transition. When ethos turns upside down, they get stressed, become irritable and fail in dialogue with their kids. Can we, Turkish people, not lead more peaceful lives? Can we not try to be someone new in the new year that is regarded as a beneficial tabula rasa? We have asked those questions to Psychiatrist Sibel Mercan. The times are hard. Yet, is it possible to become an individual successful in anger management, at peace with him or herself, facing the real truth, happy and hopeful for the future despite this fact? Exactly, you‟re right; we are going through an extremely stressful period in all aspects - politically, socially and economically. On one side we have the economical crisis; on the other natural disasters... Negative incidents come one after the other. As expected, all these generate a big load for human psychology. We experience stress at very early ages now. We were talking about the children and H1N1 swine flu spreading at schools with friends. A friend of mine said that her eight years old kid washes his hands 28 times a day. Everyone shows a reaction to stress; some get angry and fight, some sit and smoke a whole pack of cigarette, some talk to a friend for hours and hours. What are the ways of handling stress? The first thing to do is surely to ask for professional help. The second is to move with the times; that is to „update‟ ourselves. We are an Anatolian origin society... There is a tremendous cultural difference between the young and middle age generations; a big generation gap leading to conflict. Parents expect their kids to lead the traditional life of 20 – 30 years ago. There are facts like the economical crisis that we cannot change individually, but there are some that we can change. Is it possible to make a change by looking inside us? As individuals we are not able to analyse ourselves. But what I would say is that we can grow an insight. Through reading a lot, watching a lot, speaking to our friends, listening to them, we can succeed in doing this. I have a few friends that I really like. Every year we come together on our own, without taking our families with us. We discuss issues, exchange views, and have a brainstorm. This is incredible important. You have mentioned stress in the family. Where do we mostly go wrong in our dialogue with our children? As well as the perfect sides of our Anatolian origin culture, there are sides, way out of time. We are a society of strict hierarchy and authority... For instance we attend assemblies, congresses but do not speak a word. Maybe we know more than the person who speaks there, maybe inside we say “I want to speak my mind, put my hand up” but there is no such thing in our culture and we do not have the courage to speak, whereas a Westerner speaks, even if he does not know anything... Freely, incredible free. We constantly disdain and trample over our children. At school or at home we keep on saying “you shut up, you do not know anything, you are too young, he/she is your elder, I‟m your mom/dad, how dare you”... When they grow up, these children become losers who cannot express themselves, hiding away from life. Doing extremely the opposite and indulging our kids with no rule at all is also a mistake. Naturally we will bring limits to our kids as their parents and define rules. This hierarchy is necessary for interaction system to function between people; and actually it relieves children. I guess we first have to question and see our own portrait before that our children... Definitely. If could only talk a little, communicate a little, sit down and think of our own selves a little... We have a new year ahead of us, having knocked the previous one over. We must sit down and think of what we have done to date; where we have come from, heading for where; what we have introduced and what we will take with ourselves; how much more time we have; what we can do in this period of time and what our mission is. Once in certain intervals like every week or month and at least once every year we must ask these questions to ourselves and try to find their answers. Because we get mechanical in time within the same mechanism we live in when we do not look over our lives. When we ask these questions to ourselves, the answers we give will make us remember our goals. Perhaps then, we can live our little joys and make a step forward to become a brand new person in the new year... Yes. To reach our goals definitely increases the pleasure we get out of life and makes us smile. Please look around you; there are so many people with the let‟s finish and go attitude, with no aim at all, getting no pleasure of their lives. A beloved friend of mine had recounted her story once. She had grown up in a rather poor family where they could hardly manage to make it to the end of the month. Nevertheless, his father had used to bring home a handful of roasted chickpeas every evening, which was a very precious gesticulation in their family. Once in a while her parents had used to go out for a cup of tea or coffee. This, here is wealth. That is to say, we should not wait and postpone anything saying “I will have this much money, I will buy that house, this car”. There‟s a very precious saying of John Lennon: “Life is what you manage to do while you're busy making plans”. It is very sympathic words. This is exactly what life is. Ok, run around, do something but do not miss the life. For instance let‟s take a restaurant with two waiters; they both get the same salary but one does his work brilliantly, vibrant and the other is absorbed in annoyance. What might be the reason beneath the two people who live in the same environment? Let‟s forget the two waiters working at the same place and consider two children who have grown up in the same family; we can observe the same. The points are vital for existence and where we are. One is our genetic code, some of our features we bring with our birth. The second is our environment and the third is our independent personality. This is a configuration that starts with birth and goes on till death. It is a learned process. That means a child builds relationships with its parents or the ones that replace them; in school years with their teachers and friends; at teenage years with girl/boyfriends, the people of other sex and the same sex; in adolescence with friends, acquaintances, directors. All these environmental interactions are constantly subject to change. Change can not be stopped, but it can be manipulated. How is change manipulated? First of all our character determines our choices. There‟s a very fine saying: “your personality determines your choices and your choices determine your destiny”. So, along with the changes you make in your personality, your choices change which leads to changing your destiny. Who you will be together with, what sort of a business you will be involved, who you will get married to are all within the range of your own choice. So you can be the captain of your fate... Exactly, in this sense everyone defines their own destiny. As long as we do not change, develop ourselves, open up our blind spots the same lock is opened by the same key. For instance we hear people say, “I‟ve got married so many time, but didn‟t work out; this one turned out to be the same...” If you have not changed how do you expect the other to be different than before? You are the same and your choices remain the same. Without knowing, unwittingly at some point, you constantly choose the same thing. And, as long as you do not grow an insight you will be choosing the same thing over and over. So this implies that there are two kinds of people: the ones who learn and the one who do not. Those that understand their mistake and do not repeat it and the ones who do not understand and repeat making the same mistake... Absolutely; this is what we call insight. The difference here is between the ones who look into their inner world and make an autopsy asking themselves the questions “what is my problem, what is my contribution to this problem, what can I do” and the ones who do not make this autopsy. What matters is how we live some particular case, rather than what we experience. And, this is something to be learned. When I had first started my profession, an eight years old little girl had been my patient. His father was a policeman who had died a martyr. First I spoke to the mother and then to the girl. I had asked whether she had cried or not. She said, “I play sad songs on the tape recorder and cry”. I later found out that her mother was crying the same way. Mourning, handling pain, the limit to experience pain and how to approach incidents can all be learned. We have to better ourselves in order, so that our children learn what positive is. These are the incidents of dismay. How should one act at such situations? We are all human, we all have feelings, there are times when wit is by-passed and emotions stand forth. There might be times when we are more vulnerable, more sensitive... When our expectancy level is high, when we are ill, when we go through economical crisis and when there are family problems we become more vulnerable. At times as such, we must speak to our close ones. When we feel broken, it is of extreme importance to analyze the situation, to think about it and say “tell me why have you done this, what is your aim”. It is necessary to be more tolerant, to wait more and to postpone the impulsive reaction. A disillusioned, angry person must never be dictated; it is necessary to be able to say, “What is your problem”. In difficult situations, we must be able to keep calm. However, to be able to do all this, we must have reached a certain point in our inner world. The Western people have a behavioural patter. The say, “the weather‟s very cold” and continue as, “but crystal clean” or “but brilliant”. Positive thinking, positive attitudes make a big difference. Because, whatever you think and you aim for, you go in this direction. One other issue seems to be that we cannot communicate our problems well enough. So it becomes difficult to fight against them... We express ourselves more with gestures. When we have a feeling of sadness or stress, it is not expressed as a feeling. It is expressed with some kind of pain in the body. The people of western societies express depression saying, “it hurts, I‟m broken, I feel guilty, I feel I‟ve done bad things, I have concerns about the future, I have appetite disorders, I take no pleasure out of life” In our society, the patient comes up saying, “I have a headache, I have chronic pain, my stomach aches”. This difference is related to how developed people are; the ability to express what is felt. This is because feelings are formed before language; they develop since infancy. Language develops after one – two years. Expressing the feelings in language is an advanced stage. It is something to be learned. Practicing to express our feelings, we can reach the stage where we express ourselves perfectly well. Yet, to be able to get to this point, we have to train ourselves. What should we do? l In the new year we must first find the answers to these questions: “One more year has gone, what have I done in this period, what have I brought and what do I take back, how much time have I got left, what can I do in this period, what is my mission”. Asking these questions to ourselves in certain intervals will make us remember our goals, increase the level of pleasure we get out of life and make us smile in a time when we get mechanical within the same mechanism we live in. l We must understand our own selves. We must develop insight by reading a lot, watching films a lot, sharing our views on these with friends and looking for points that overlap with our cases. l Our personality determines our choices and our choices determine our destiny. We keep on repeating the same mistakes unless we better ourselves and grow insight. l To be able to cope with stress, we must ask for professional help and try to understand where we have made the mistake. l We must try to keep ourselves away from stress as much as possible. How? By avoiding tragic news in the media and keeping away from sadness... l We must start solving our problems at points within reach, like our family and not the economical crisis or disasters. l For a healthy dialogue with our children, we must understand the world today and update ourselves for current conditions. l We must be able to see facts and incidents through the eyes of others and must listen without dictating. l We must speak our minds, express our feelings and make sure that our children gain this very practice. l We must communicate our knowledge. Each step we take is vital for the generations ahead. l If we can not solve the problem we have, we must manage to live with it. For instance, if we dread the traffic jam, we must change the time we go out to traffic or choose to listen to the radio, or share the road with a friend; i.e., we must generate solutions. l Happiness is contagious just like pain. We must share our positive feelings and laugh. However, we must not block our tears. It is important to live the emotions. l When we speak to friends, we must keep in mind that they cannot be objective towards us emotionally. We must get professional help if we have a major problem. l We must be more tolerant and give our response postponing it for a short interval and not straight away and abruptly. Who is Sibel Mercan Sibel Mercan was born in 1967, in Ankara. She has completed her primary and lycee education at Ankara. In 1991, she has graduated from Hacettepe University Medical Faculty and completed her expertise in psychiatry at the same university between 1991 and 1996. She had trained in the US in 1996-1997. Her training sessions continue at Chicago Institute for Psychoanalysis and International Psychoanalysis Institute since 1999. Dr. Mercan has worked for İzmit State Hospital in 1998 – 1999 and at İstanbul Şişli Etfal Hospital until 2005. Since 2005 she works for the American Hospital Psychiatry Department. She is married and has two children. Conference SOLAR FUTURE 2010 11-12 February 2010, İstanbul The Conference where needs and demands of establishing a correct road map for a future of solar energy to constitute the fundamental source of energy will be discussed will be held at Yeşilköy WOW Convention Centre. The speakers of the Conference organized by cooperation of International Center for Applied Thermodynamics (ICAT), Yeditepe University and Teknik Publishing will be Dr. Frederick Morse, General Director of MORSE ASSOCIATES, Prof. Dr. Şener Oktik, Muğla University Chancellor, Prof. Dr. Yogi Goswami General Director of South Florida University Clean Energy Research Center, Entrepreneur, Author and Green Buildings Specialist David Johnson and SUNTECH Europe General Director Jerry Stokes. Please visit www.solarfutureconference.com for further information on the symposium to be held by cooperation of International Center for Applied Thermodynamics (ICAT), Yeditepe University and Teknik Publishing. Conference Self-enclosed Urban Settlements: New Life Styles - Locations - Borders 4-5 March 2010, İstanbul Self-enclosed house settlements of new secure locations and related problems will be discussed in the conference organized within the activities of Istanbul Technical University, Housing Research & Education Centre. Development course of self- enclosed urban settlements in Turkey, their locations in towns, house typologies, location specifications and their relationships with the town, town administration and settlements within the vicinity will be discussed at the conference to be held at the Institute of İstanbul Technical University Faculty of Architecture, Taşkışla Building. Symposium A Leader in Modernist Expansion: SEYFİ ARKAN: Architecture - Transform - Autonomy 22-23 January 2010, İstanbulThe Chamber of Architects has initiated a program to “commemorate the deceased architects who have contributed to the culture of architecture in Turkey“ in 2006. 2008 -2010 period is dedicated to Seyfi Arkan. Within this frame, the symposium will be held at Mimar Sinan Fine Arts University Urban Planning Department where he lectured for many years. The same department will be open to visit for Seyfi Arkan retrospective exhibition that will take place on 22 January – 14 February 2010. CONVERSATION Hande SUHER 30 January 2010, İstanbul Within scope of the Saturday Meetings of the Chamber of Architects Hande Suher will share her academic experiences of more than 50 years, the works of the Master Plan office she has administered between 1960 and 1980 and her memories with the audience. In her speech she will underline the concept of „public benefit‟ which she has always valued and considered primarily in her works and has taught to her students as a „prerequisite‟ for urban planning. The session will be held at Chamber of Architects İstanbul Metropolitan Department.