(ESRS E5-1, E5-3, E5-4)
DIGITAL TRANSFORMATION
We invest in digital transformation projects and contribute to this field through our membership in the “Türkiye Artificial Intelligence Initiative”.
By placing digital technologies at the center of our business processes, we aim to build a comprehensive transformation culture that encourages innovation, increases agility, and strengthens the employee experience. By promoting a data-driven decision-making approach across the organization, we develop digital solutions that support operational excellence and create long-term value. In line with our Industry 4.0 vision, we approach digital transformation not merely as a technology investment but as a strategic journey that encompasses capabilities, governance, and cultural transformation. Through workshops and training programs conducted in collaboration with the Türkiye Artificial Intelligence Initiative, we systematically enhance our in-house artificial intelligence capabilities.
We manage our digital transformation journey end to end through the “Digital Transformation Management System” methodology, which is specifically designed to address our organizational needs. Within this framework, the phases of “Issue Pool”, “Business Case Analysis”, “Project and Innovation Phase”, and “Operational Phase” are carried out within a continuous and integrated structure. As part of this journey, our digital transformation initiatives are supported by a broad set of capabilities and services ranging from business analysis and project management to data engineering, automation, and data visualization; from software development and artificial intelligence and machine learning solutions to DevOps practices. Through this holistic approach, we deliver fast and scalable solutions to meet the needs of our business units while ensuring the sustainability and operational continuity of the digital products and services developed.
Digital Transformation Strategy
Actively monitoring strategy and performance and conducting their communication in a digital and transparent manner
Developing new services and products for customers and sales channels with the goal of market differentiation
Ensuring the effective use of data through data lakes, business intelligence, and advanced analytics
Enabling employees to transform their own work experience through the digitalization of operations, automation, and new competencies
Digital Transformation Operating System
Issue Pool
Key issues and challenges across the company are recorded and evaluated through detailed business analyses as part of this process. If the issue is clearly defined and potential solution approaches can be developed, it is transferred to the next stage. In this context, studies were conducted in 2025 across the finance, procurement, human resources, and sales functions. Through five workshops, 223 issues were identified, and four potential projects were prioritized and moved to the business case stage. The prioritization process considered criteria such as strategic alignment, potential impact, feasibility, and data/infrastructure readiness.
Business Case Analysis
At this stage, where preliminary assessments of potential projects are conducted, business problems are validated through stakeholder consultations, process analyses, and data analyses, and alternative solution approaches are evaluated. As a result of these studies, the scope, objectives, and solution methodology for projects moving to the implementation phase are clarified. Within this framework, business case analyses for a total of seven potential projects have been completed, and these projects have been prepared for the next stage of evaluation and prioritization. Of the seven business case analyses completed during this period, four were informed by the Issue Pool workshops held in 2025, while the remaining analyses were based on the existing problem inventory carried over from previous periods and identified strategic needs. Projects with completed analyses will be evaluated in 2026 based on strategic alignment, potential impact, and feasibility criteria.
Project and Innovation Phase
During the year, the commissioning and scaling of projects launched in the previous period continued, while new projects and pilot implementations were also introduced. The main initiatives carried out within this scope are summarized below:
Ready-Mix Concrete CRM Project: Implemented in collaboration with Salesforce to manage ready-mix concrete sales processes and customer interactions more effectively, the customer relationship management (CRM) project digitalized lead and opportunity management. Sales teams can track the progress of new construction site opportunities independently from the field through mobile devices and create a digital record of sales activities. Through this project, transparency, traceability, and field efficiency in sales processes have been enhanced. In the next phase of the project, it is planned to manage all commercial and operational processes of construction site projects through a single integrated digital portal, improving process efficiency and the level of digital maturity.
digiFabrika - Planner Project: Following the MVP phase, detailed electricity consumption monitoring and production planning functions were developed. This enables both real-time and historical performance to be monitored by facility and area of responsibility. The Planner project was awarded first place in the “Digitalization and Continuous Improvement” category at the Altınyaka Awards, organized annually by Sabancı Holding. Through this project, the accuracy of energy planning has been improved and operational decision-making processes have been strengthened. With the Planner application, which aims to optimize energy consumption through digital solutions, the goal is to reduce electricity imbalance costs by 30%.
Çanakkale – Rotary Kiln 2 Autonomous Production System Modernization Project: The fuzzy logic–based algorithm controlling the plant has been upgraded to an “Advanced Process Control” infrastructure in line with the current standards of Akçansa. With this improvement, system effectiveness has been enhanced and artificial intelligence–supported control mechanisms have been enabled to operate using predictive data. As a result, process stability has improved and sustainable gains in production performance have been achieved.
Employee Safety RTLS Pilot Project: With the Real-Time Location System (RTLS) implemented at the Rotary Kiln 2 unit of the Büyükçekmece Plant, it has become possible to determine the location of personnel working in the area during emergency situations. The system includes immobility detection, emergency notification, and alert mechanisms. Through this pilot application, employee safety has been enhanced and the capacity to respond to emergencies has been strengthened.
Operational Phase
Operational phase activities were carried out continuously throughout the year to ensure the sustainability of the business value created by digital products and services. The main objective of this phase is to prevent the impact of implemented digital solutions from diminishing over time, safeguard the benefits achieved through previous investments, and ensure the continuity of the financial value generated. Within this scope, lifecycle improvements were implemented for existing digital products and platforms, including infrastructure upgrades and technology and version transitions. In addition, errors and issues that could affect operational continuity were resolved, and corrective, improvement, and enhancement activities were carried out based on user feedback and requests from business units. The operational phase is considered a critical component that ensures that digital transformation projects continue to generate value not only during their implementation stage but throughout their entire lifecycle. Through this approach, the business outcomes and financial contributions of projects implemented in previous years are preserved, while digital solutions continue to evolve in line with changing business needs.
