a Strong team Spirit,

HigH tecHnical knowledge,

Strong cooperation witH global SupplierS…

As one of the largest profile manufacturers in the world, we implement sustainable improvements in all areas from structuring to operation, from production to quality, from sales to customer management. We have been implementing 5S for many years, which is one of the most effective ways to ensure a safe, clean, organized and efficient workplace. As of the beginning of 2019, we have been managing the 5S, which we focus on through the SPPS Team, under the “5S Management System” in order to make it an improvable system. What is 5S, which we set standards within the Group, which purposes does it serve and what kind of contributions does it provide to our Group? Let’s take a look.

PREPARATION0S

1S

2S SET IN ORDER

3S SHINE 4S

STANDARDIZE

MUSTAFA KEMAL ALTAY – GROUP SPPS DIRECTOR

PAGE 3

PAGE 6-7

Ensuring the sustainability of SP’s development will be our core principle

SUPPLY CHAIN GLOBAL PROCESS OWNER OSmAN KAYIKCI

Direct Procurement, which is one of the three main branches of the Procurement Group and led by our Group Procurement Director Mesut Karakoç, consists of 8 members, 5 of whom are in Istanbul and 3 in Spain. The team, embodying years of experience as well as the dynamism of youth, supplies raw materials for all our locations, from China to Mexico, Morocco to Spain, and Turkey to Bulgaria.

PAGE 3

SPSS Team met for the 2nd Bootcamp Summit in Düzce

SP Mexico Team Had Fun and Increased Targets at “Team Building”

PAGE 9

Team-buIlding ActivitIes were held in China

DR. KLAUS ELmER / CEO

Reducing low-quality costs and 5S will be our focus in 2020 PAGE 2

Standard Profil’s Act for Good, which considers corporate social responsibility as one of the building blocks of the Group, continues at full speed.

Focusing on growth, Standard Profil’s organizational chart has been restructured, and Mark Reece was appointed as COO as of November 1st 2019.

PAGE 2

PAGE 2

New COO IN StaNdard PrOfil

PAGE 9

5S SUSTAIN

SORT

5Smanagement SyStem

we are FocuSing on

5S aims to be beneficial to everyone

went Into actIon In BulgarIa, SpaIn and turkey

SP Act for Good world giant Standard proFİl’S direct procurement team HaS

w w w . s t a n d a r d p r o f i l . c o m

l TURKEY l BULGARIA l CHINA l S. AFRICA l SPAIN l MOROCCO l MEXICO

Y E A R : 5 I S S U E : 1 8 O C T O B E R 2 0 1 9In-house publ icat ion by Standard Prof i l . Complimentar y copy.NEWS

PAGE 4-5

Dear Colleagues, During the past months, I have had the chance to visit most of our locations and I am planning to complete my tour soon. I would like to thank you all for your warm welcome and support in helping me to understand SP in depth. As I mentioned in the last issue of SP News, our main priorities are “customer engagement, collaboration/team and execution with high quality”. Meantime we started to work towards 2020, and the numbers show us that an even more challenging year awaits us. In line with our group’s sustainable growth and continuous improvement vision, we need to team-up and work hard to use our scarce resources wisely. On that note, a lean mindset will have a critical role for us to reach our goals and succeed in 2020. Lean means creating more value with fewer resources. The ultimate goal is to provide perfect value to the customers through a perfect value creation process that has zero waste. This means we need to analyse each of our processes with this mindset, find new ways to deliver more benefits and eliminate waste. In this respect, reduction of non-quality costs and 5S will be our focus areas for the remainder of 2019, and the year 2020. Our non-quality costs are mainly linked to sorting, penalty and rejected parts. On the other hand, our product is subject to visual aspect and somehow cosmetic design of the car. On that matter, we need to work on quality improvement plans, to decrease the non-quality costs.When it comes to 5S, it is a major tool of lean management. For a successful implementation of 5S, it should be internalised as a living culture and embraced by each member, level, function and process of the group. This issue of SP News emphasises the importance of 5S, as well. Through this article, I hope you will discover the relevant benefits for us, both individually and group-wise. The SPPS team, who have already started the deployment of 5S Management in the group, will be our guides on this journey. With well-structured planning, I’m confident that we are capable of accomplishing the first 3S’s in each SP location in due course. Going forward, we can achieve the level of 5S throughout 2020. 5S will be our leverage to develop in terms of quality, productivity and waste management. This system will start in the production sites but must be followed by every function in line with the continuous improvement mentality.In this challenging final period of 2019, I invite you, my valued colleagues, to embrace the lean philosophy, think out of the box to reduce waste and find game changing methods to elevate our quality and efficiency.

Dr. Klaus Elmer / CEO

Reducing low-quality costs and 5S will be our focus in 2020

2 3U P - T O - D A T E

Ensuring the sustainability of SP’s development will be our core principle

SUPPLY CHAIN GLOBAL PROCESS OWNER OSmAN KAYIKCI

My journey in Standard Profil that grows and develops every day, started in the spring of 2002. I carried out my initial position as logistic

engineer in the shipment warehouse, developing and growing in parallel with Standard Profil. First, I was assigned as the shipment warehouse supervisor, and then in addition to this role, came the positions of raw material warehouse supervisor, compound and semi-finished goods warehouse supervisor positions. As a result of this development, I took on the role of logistics team leader, who was responsible for all in-house logistics and warehouse management. In accordance with our organizational structure

As of July, we have a new job description that brings together tasks such as standardization and harmonization of supply chain operations in all SP locations, as well as dissemination of best practices in the Group and stock optimization. The manager in charge of this position is Osman Kayıkçı, an experienced name in SP. Having witnessed 17 years of Standard Profil’s story, Kayıkçı told us about his experiences and responsibilities of his new role.

SPPS experts from all locations of Standard Profil gathered in Düzce for the 2nd Bootcamp Summit. 15 SPPS members participated in the event, which was held on May 6th-17th. The summit, which consisted of a two-week intensive program; within the framework of the best lean manufacturing practices in the automotive industry; issues such as project management principles and increasing labour productivity were discussed in detail. At the summit, SPPS experts from different locations also had the opportunity to share information in face to face discussions; all trainings, simulation practices and team activities were designed and carried out by the SPPS Team.

ThRoughouT his career, having acted as senior manager in many positions from sales to operation, quality to business development for companies such as Kautex Textron in Germany, Weber Manufacturing in Canada and JL French Automotive Casting in the USA, Reece will be leading all Plant General Managers, SPPS, HSE and Supply Chain Global Process Owner functions. Didier Moullin will continue his role as VP Engineering, while Werner Gehring will lead the Sales, Project Management and R&D functions as VP Sales and Program Management.

As stAndArd Profil, we attended the water tightness testing in the Toyota Turkey Plant (TMMT), one of world’s largest automotive manufacturers. The aim of the experiment carried out at Toyota Plant in Adapazarı on May 22nd, was to eliminate the 100% water leakage test applied to vehicles in the factory’s production line. TMMT President Toshihiko Kudo and TMMT Production Management Director Levent Aydın participated in the test along with various supplier companies of the industry.

that developed after the opening of our satellite plants, customer relations department was included in our area of responsibility. These responsibilities were combined with production planning and I took my place in the development of SP as Director of Logistics Planning. In parallel with the successful results of these positions and the needs of the ever-growing SP, the Raw Material Procurement Department was also included in our job description, and as the Supply Chain Department, we updated our department.

“WE FoRMED A young AnD DynAMIC tEAM”During this organizational growth, we invested in people, our most important resource, and formed

a very talented, young and dynamic team. We created perfect synergy by maintain a high level of motivation. not long after, we started reaping the fruits of these works. Three of our team members continue their working life in their new positions as managers and are replaced by young

colleagues who were groomed internally. Thanks to this team, we have leaped forward both

organizationally and operationally, which

contributed greatly to the growth and development of SP. We have started our global journey to spread these initiatives throughout the whole organization so that they can contribute further to the development of globalizing SP. We took our first steps with a visit to SP China Plant, continued with SP Spain Plant, will continue with Mexico, Morocco, South Africa and others in accordance with the plan. We have a very difficult mission ahead of us, in order to spread the steps that we have taken in a sustainable manner, in accordance with our company’s development plan. I believe that we will achieve this difficult mission with a team spirit, and we will continue to play a pioneering role in the development of our group; and for this purpose, we will continue to work without slowing down.

“WE WILL tuRn obStACLES AnD RISkS Into oPPoRtunItIES”We will continue to work together with our team spirit, by using our resources in the most efficient way, without compromising our quality, by continuing to invest in people who have never come out of our focus in our development so far. turning obstacles, challenges, risks into opportunities and ensuring the sustainability of our development will continue to be our core principle. not forgetting that the strength of a chain is in the weakest link, we will improve all our weaknesses and take all the necessary actions.

We will continue to work together with our team spirit, by using our resources in the

most efficient way, without compromising our

quality, by continuing to invest in people

who have never come out of our focus

in our development so far.

WoRkIng in a healthy and safe workplace and having good environmental conditions are our primary wish and goal. Each and every one of us have big responsibilities in order to achieve this. Our Occupational Health, Safety and Environment teams, which carry on their works continuously with this awareness, initiated two good practices as of October. In addition to the two on-the-job trainings (toolbox talk) which will be held each month, common topics are determined on a Group basis for the daily opening speeches. With this action, which is being implemented globally in all locations of Standard Profil, it is aimed to raise HSE awareness and to develop a near-miss notification culture. HSE messages are the opening topics of daily meetings. On-the-job trainings include our Global 10 Golden Rules. On-the-job trainings are given by team leaders with the support of HSE Department.

HSE on-tHE-Job trAInInGS ArE HEld In All our locAtIonS

SPSS Team met for the 2nd Bootcamp Summit in Düzce

We attended the water tightness testing in Toyota plant in Turkey

nEw coo In StAndArd ProfilFocusing on growth,

Standard Profil’s organizational chart has been

restructured, and Mark Reece was

appointed as COO as of November 1st 2019.

went Into actIon In BulgarIa, SpaIn and turkey

SP Act for Good Standard Profil’s Act for Good, which considers corporate social responsibility as one of the building blocks of the Group, continues at full speed.

SP BUlgARIA teams carried out an important aid campaign; Acted promptly for Kameliya Dobreva, 32, a patient with acute T-lymphoblastic leukemia. In order for Kameliya to have a stem cell transplant in germany, our colleagues in SP Bulgaria joined forces.SP’s wind of goodness continued to blow in Turkey. A total of 332 colleagues from 83 teams from Düzce, İstanbul and Manisa participated in Steptember event, which aims to support the education and rehabilitation services that children with cerebral palsy (CP) need throughout their lives. Participating in the event for

the second time, Standard Profil became 2nd company to take the most steps and 13th company to collect the highest donations in Turkey. Charity fairs were held with the support of employees in Düzce and Istanbul to collect donations. In addition, the bicycles of the factory in Düzce were sold and the revenue was donated. On October 6th World

Cerebral Palsy day, the campaign was promoted by wearing green.One of the stops of Act for good was Standard Profil Spain.Our teams in Spain participated in the ASPACE aid march. At the end of the 4-hour march in which 52 employees participated, 2000 Euros was donated to the ASPACE charity for the benefit of disabled people.

Act for

U P - T O - D A T E

4 5

As one of the largest profile manufacturers in the world, we implement sustainable improvements in all areas from structuring to operation, from production to quality, from sales to customer management. We have been implementing 5S for many years, which is one of the most effective ways to ensure a safe, clean, organized and efficient workplace. As of the beginning of 2019, we have been managing the 5S, which we focus on through the SPPS Team, under the “5S Management System” in order to make it an improvable system. What is 5S, which we set standards within the Group, which purposes does it serve and what kind of contributions does it provide to our Group? Let’s take a look.

THE 5S MANAGEMENT SYSTEM HAS ALREAdY BEEN IMPLEMENTEd IN dUzCE, MOROCCO, BULGARIA ANd SOUTH AFRICA LOCATIONS. IN THE LAST MONTHS OF 2019 ANd IN 2020, IT wILL BE IMPLEMENTEd RAPIdLY IN ALL STANdARd PROFiL LOCATIONS.

SAfER WORKPlACE: Clean and well-organized workplaces reduce safety risks and create a safer environment.

HIgHer MotIvatIon:Nobody would want to work in dirty, disorganized and unsafe conditions.

More effIcIent workforce:Properly placed tools and parts, where unnecessary elements are sorted, eliminate search time and standard procedures make work easier.

More effIcIent equIPMent:Cleaner equipment means less downtime.

REDUCED DEfECTS:Errors and defects are reduced by making it easier to identify and solve problems.

IMProveMent of coMMunIcatIon:A clean, organized and visualized workplace provides information on working effectively.

PREPARATION0S

It comes from the Japanese word “Seiri”. It is the step in which a complete assessment of the items around us is made, only the ones essential to complete the task are separated. To get started, first identify unnecessary items in the workplace, then label them with red tags and move them to the temporary red tag area defined before the 1S work. Fill in the information on the red tags “why they are removed, what action to take, and who should take the action”. This will clean the work area from all unnecessary items.

This is the stage where pre-audit, implementation

planning and trainings are carried

out for current assessment.

It comes from the Japanese word “Seiton”. The items that pass through the sorting phase are arranged in a way that makes it easier to complete tasks. The arrangement ensures a more efficient workplace and prevents the loss of time employees spend to find the items they need. The principle of this step is; A place for everything and everything in its place.

It comes from the Japanese word “Seiso”. It requires proactive effort to keep workplaces clean and organized. It is based on the fact that when the workplace is clean, the work is better, faster and with a higher mood. At this step; clean all surfaces, floors and equipment in each area. To ensure continuity of the process, create a cleaning checklist that specifies which areas should be cleaned by which method and how often.

1S

2S

3S

4S

5S

SORT

SET IN ORDER

SHINE

STANDARDIZE

It comes from the Japanese word “Seiketsu”. Standardization is essential to ensure the continuity of the new work environment achieved by the application of the first 3S. Standards should be simple and visual. At this step, create and declare rules to take the works further. Such as a red tag policy, the application frequency of the 1S work, and cleaning checklists. Standardization also facilitates the training of beginners on 5S and helps to maintain the principles of past practices.

It comes from the Japanese word its “Shitsuke” In the final stage of 5S, steps are taken to maintain the introduced processes and standards, and regular audits are conducted in the workplace to ensure that 5S practices are sustained.

ThIrd cLASS EnvIronMEnT: Quite messy, dirty, hence unsafe. An environment where nobody takes responsibility for cleaning, nobody follows any rules; everyone litters and nobody cleans.SEcond cLASS EnvIronMEnT: There is a certain level of cleanliness and order. This order is provided by the persons assigned to cleaning work. It is an environment that is littered by the majority and cleaned only by the cleaning staff. Responsibility is not fairly distributed and there is a ‘let someone else clean it’ mindset.FIrST cLASS EnvIronMEnT: Clean, tidy and absolutely safe. An environment where everyone shares responsibility fairly and pick up their own clutter.

now ThE qUESTIon IS: whAT KInd oF pErSon or InSTITUTIon ArE wE?or whIch onE do wE wAnT To bE?Today, companies must provide the best products and services to survive in a fierce competition environment. The best results can only be achieved by skilled workers in a first-class working environment. We know that 1st Class workplaces are ensured through systematic and disciplined approaches such as 5S and therefore we need 5S. 5S is a globally proven method in various industries in different geographies for making ourselves and our organization a 1st class one. 5S is omnipresent for everyone to practice and aims to be beneficial to everyone.

MUSTAFA KEMAL ALTAY / GROUP SPPS DIRECTOR

We find ourselves in many different environments in our daily lives. We have a house, a workplace, the city we live in and even an order of our own. We can classify these environments into three categories.

5S aims to be beneficial to everyone

5S, being one of the most important and basic methods of lean manufacturing systems,

was first developed in Toyota in the 1950s and revolutionized the way the industries make production. Implementing a good 5S program improves workflow and sets better standards by eliminating unnecessary elements, risks and contamination sources from the work environment.

HOW TO APPlY 5S? 5S is applied by following 5 consecutive steps. The 5S management system also takes into account the preparatory step prior to these 5 steps. We will proceed in line with these 6 steps and focus on 5S.

SUSTAIN5Smanagement SyStem

beneFitS oF 5S

we are FocuSing on

N E W S I N B R I E FN E W S I N B R I E F

6

7T E A m S P I R I T

I graduated from Ege University Chemical Engineering. I’ve been working at SP for three years. I am responsible for the supply of all raw material requirements in the extrusion area. We operate as the head office in Istanbul and follow the projects in all other locations. We have a global structure, from Mexico to China, it is of great importance that the whole team interact and understand each other. I think we accomplished it. We have a high team spirit. This environment also motivates us to work more diligently. We feed from each other while working towards the main goals of SP. When one of us is not very competent on a subject, the other definitely steps in to help. We are a strong team who know all the products we are responsible for with their technical aspects. Because raw materials inevitably require a market analysis. We proceed in correlation with the results of these multi-faceted analyses and the expectations of our suppliers.

OGUz CEtIN / GROUP SEGmENt BUYER

We dO mulTI-fAceTed mArKeT AnAlySIS

I am a graduate of 9 Eylül University, Department of Mining Engineering. After university, I continued my education in London for two years. I have been working at SP for about 7 years. During this period, I am happy to have witnessed the growth of SP both in terms of organization and turnover. As Direct Procurement, we are responsible for the contract part of the material procurement of all plants within SP. As SP, we operate in 12 plants in 7 countries. We manage the procurement for these 12 plants from Istanbul. We are a team of 5 including me in Istanbul. We are also working closely with our 3 colleagues in Spain. The majority of our internal customers are our colleagues from R&D, laboratory and project. We have regular meetings with all of them and exchange ideas. We have regular meetings with both local and global suppliers. For example, assuming new projects in our Chinese and Mexican locations means that our team will have more work to do. Because we make all material deals for these locations from here. We are all friends in this team. We work with pleasure, but this does not mean that we slack off our responsibilities in any way. Everyone can freely express their opinion, which I believe plays a major role in the development of a team. We are a team who have high level of competence, self-confidence and team understanding, are hardworking and do our job with pleasure. This has a very positive effect on our business. As procurement team, we work with almost all departments. Almost all departments are involved in the development phase of a project. As Procurement department,

we are in close communication with all departments with an understanding that leads and obtains results in this process. We cooperate with R&D team, laboratory teams and colleagues who are responsible for projects and quality in many stages of the work. Various changes have been made in procurement department’s way of doing business. As a team, we got through the adaptation process quickly; we are now in the stage of giving results and coming to a conclusion. As a team with high technical competence, we try to contribute to all locations.

ISmAIL BOREKCI / GROUP COmmODItY DIRECtOR - DIRECt mAtERIAL

We mAnAGe THe PrOcuremenT Of 12 PlAnTS frOm ISTAnbul

I am a graduate of Yıldız Technical University, Department of Naval Architecture and Marine Engineering. Then, I completed my master’s degree in Engineering Management at Bahçeşehir University. It will be my 7th year in SP at the end of this year. Now I’m one of the most experienced members of the team. As central procurement, we are responsible for the raw material procurement of all the plants within SP. I am responsible for all plastic moulded parts and tapes and sponges used at the finishing. I report to our Group Commodity Director Ismail Börekçi. From Istanbul, we support our plants in 7 countries where we operate and carry out their procurement processes. There are great advantages of working in a global company. It allows you to look at your business from a much wider perspective. We call SP “a Group where the sun doesn’t set”. We start the morning with China, work with Turkey and Bulgaria at noon, and in the evening, we discuss tasks of Mexico. Very different information flows from each country and you have to gather all of it. We are a very strong team in technical terms. We are not only interested in the price of a product, we also acquire a lot of technical information about that product. Our friendship is very strong. We see each other often outside of work and we have fun. Everyone supports each other’s work, we don’t say “This is not my job”. We always support each other, both at work and outside. I believe that each day of SP will be better than the last. We are growing very fast, we have many projects. We’ll be a much bigger group.

HAKAN GOKSOY / GROUP SEGmENt LEADER - PLAStICS AND tRANSfORmAtION

eAcH dAy Of SP WIll be beTTer THAn THe lAST

We are responsible for negotiating and making deals for the raw material requirements of all SP locations. I have one colleague on my team now after the recent organizational restructuring. Our product range includes artificial rubber, plastic materials and other chemicals that we collect under the category of petrochemicals. I’m one of the oldest members of the team. We are a compatible team open to innovation. We work in cooperation and harmony. When there is a problem, we see it as the problem of all of us and we find solutions immediately. I think this approach is one of the most important secrets of our success. Likewise, success belongs to all of us. Whenever we have a new colleague on board, we are always helpful to them. Therefore, newcomers adapt quickly and work in harmony with us. We follow all stages of the product, from ordering to monitoring stocks and quality. We do research and pricing of a raw material. We detail these pricing by country. If a new product is involved, we support the sales team in guiding how to use this new material. We strive to make raw materials available for every location at the best possible cost. The continuity of the product is also very important for us. Because the cost of production line stop in the automotive industry is quite high. That’s why we look for the continuity of a product as well as quality and cost-effectiveness.

ERHAN SEN / GROUP SEGmENt LEADER - CHEmICALS

We SHAre bOTH Our PrOblemS And SucceSSeS

I’ve been a member of SP for about a year. I work as a global raw material supplying specialist in raw material procurement department. We are a global unit and we support all locations from Istanbul. We lead all the process for China, Mexico, Bulgaria, Morocco, Spain, Düzce and Manisa. Technology is our biggest aid in this intensive and global working system. We conduct online talks and meetings via Skype. I work with a great team. There is a saying, “if you have never made a mistake, then you haven’t done anything.” For example, let’s say someone in the team made a mistake, instead of judging that person, whole team embraces it and starts to work for a solution immediately. Obviously, I work with high motivation in such an environment. At this point, I think that the correct approach from the managers is important. If a manager supports his/her team at every stage of the task, he/she transforms from a manager to a leader. I think twice before I perform an action, to make sure that I don’t create any problems for my teammates. I can define this as “work passion”.

CIHAN CAPCI / DIRECt PROCUREmENt RESPONSIBLE

We WOrK WITH HIGH mOTIvATIOn

I’m 30 years old. I was born in Logroño, but I live in Entrena, a small town near Logroño. I studied Mechanical Engineering at La Rioja’s University. I have been a member of the SP family for about 4 years. I am responsible for plastic and metal parts, glass and surface treatments of western projects. To be honest, working on the direct procurement side for 3,5 years has taught me a lot. I gained a lot of experience in my segments, the world of procurement, and the automation business.

I studied Technical Engineering at La Rioja University. I’m married and I have

a son. I have been working here since January 1999, for more than 20 years,

and during this time I have always worked directly on raw materials. I

am dealing with the procurement of extrusion materials such as carriers,

tapes, adhesives, coating materials etc. It’s nice for me to work with the

rest of the team. I think this team has more connections and coordination

among all SP locations.

LUIS EDUARDO CUADRA RODRíGUEz SItE SEGmENt BUYER

SILvIA IGLESIAS NAvARRO SItE SEGmENt BUYER

I am 24 years old, an electronic engineer, and I am recently completing my master’s degree in industrial engineering. I live in Fuenmayor, a town near Logroño. I’m not married, I don’t have children, and I’m not planning to change my status anytime soon. I’ve been working for SP for about three months. In addition to my other duties, I am responsible for petrochemical raw materials. I started working for SP thanks to the communication SP had established with the university. First I applied for an internship; I had this job opportunity as a result of that internship. I had never thought I could find such a big international company in a small place like Rioja. It was a pleasant and unexpected surprise for me to be able to hear a different language each day at SP, which makes the workplace so special.

Not only do I improve my English day by day, but my communication skills are improving through contacts with customers and suppliers. In the direct procurement team, we are responsible for the raw materials that carry SP forward. Among other tasks, I am responsible for raw materials such as brent, propylene and ethylene.

CELIA mUñOz ANDRéS SItE SEGmENt BUYER

HeArInG A dIfferenT lAnGuAGe eAcH dAy mAKeS me HAPPy

I HAve GAIned GreAT exPerIence In my WOrK

Our TeAm HAS A STrOnG bOnd

Standard Profil Direct Procurement Department operates in a global structure. Raw material plays a big part

in the cost and quality of a product. This fact alone is enough to understand the importance of the SP team functioning in this department. Ismail Börekçi is leading this department of 8 members. Börekçi describes his team as “hardworking, dynamic and interconnected”.In the supplier pool of Standard Profil, one of the largest profile producers in the world, exists the best of the world. The professional team can obtain the material required by all plants from China to Mexico, from Morocco to Spain, from Turkey to Bulgaria, in the best quality and best possible price. Local distributors in the countries where SP operates are closely monitored, and decisions are made through multi-faceted investigation. All locations and suppliers in the area are frequently visited.

orgAnIzAtIonAl chAnge In Procurement grouPQuality is very important for the Direct Procurement team. Acting with the awareness of being a brand serving the world’s largest automotive manufacturers, the team gives particular importance to customer satisfaction and never compromises on quality. Suppliers are required to obtain certificates such as ISO 9001 certificate, IATF compliance, VDA audit. They are also requested to complete a supply identification form called F177, which contains extensive data. Then the supplier is visited and audited and approved if it meets the criteria. In addition, our Standard Profil Code of Ethics is shared with suppliers. One of the purposes of this application is to prevent promotions from the suppliers. Thus, even the smallest gift from suppliers is prevented.The Standard Profil Procurement Group has undergone an organizational restructuring in recent months. In the new system, work continues under 3 main groups.These groups include: Direct Procurement, Indirect Procurement and Capex Procurement. In addition to category leaderships, there are site purchasing managers in SP plants. Under the new management model, plant purchasing teams are responsible for all procurement processes in the relevant plant. Authorized managers in the plant both manage the process in their own plant and also report to the relevant category leaders in the head office according to the subject of procurement. Ismail Börekçi says that his departments easily adapt to the new system. We talked with the names working in Direct Procurement about their business plans and objectives.

Direct Procurement, which is one of the three main branches of the Procurement Group and led by our Group Procurement Director Mesut Karakoç, consists of 8 members, 5 of whom are in Istanbul and 3 in Spain. The team, embodying years of experience as well as the dynamism of youth, supplies raw materials for all our locations, from China to Mexico, Morocco to Spain, and Turkey to Bulgaria. In order to function in the best way, it closely monitors the situation in the automotive industry in the global arena and takes action accordingly. We work closely with the world’s best suppliers and create added value for our Group by reaching quality raw materials at the best possible price. One of the most important reasons for the team’s success is team spirit; the team stands out with its harmony and cooperation.

a Strong team Spirit,

HigH tecHnical knowledge,

Strong cooperation witH global SupplierS…

ThE DIRECT PURChASE TEAM KEEPS TRACK OF ThE PRODUCT FROM ThE STAGE OF PROJECT PROPOSAL TO

ThE STAGE OF DELIVERY, AND EVEN ThEREAFTER.

world giant Standard proFil’S direct procurement team HaST E A m S P I R I T

8

Sp academy’S education agenda continueS

During September, the Mid-year Performance Evaluation process, which is part of the performance evaluation cycle, was completed. In the last quarter of 2019, where there are not many days left to reach the year-end targets, the focus of managers will be on competency assessment forms and development planning. In this period, while managers will be focusing on individual competencies of the employees and the ways to turn their talents into continuous performance; Human Resources teams will also provide necessary leading and guidance to employees and managers in this process. It is also planned to strengthen this process by supporting it with development guidelines.

comPetence Assessment And meAsurementSo, what is considered when evaluating the competencies of employees? Thanks to the flexible structure that can be determined according to the type of evaluation of behaviour indicators in the competency pool; different competency indicators are used when evaluating a competence, evaluating a manager, an employee or when a person does self-evaluation. Competence management, which answers the question “How to do?” rather than “What to do? “, provides a transparent measuring of the status of the competencies determined in Standard Profil. The competence-based method focuses on “how” the performance is achieved and aiming employee development, provides a perspective for the future, not the past. At this point, the indication of a strategic direction defined for the whole, explaining the individual

competencies that distinguish high performance, making development plans in order to strengthen

the defined competencies and emphasizing the competencies rather than specific business skills are pointed out. As it is obvious which

behaviours are critical to performance thanks to competencies, it is aimed to create a common language in terms of performance

evaluation.

9

A serIes of events were held in Standard Profil China, both fun and supporting the strength of team spirit. The events, attended by 74 colleagues who have been working at SP China for more than a year, were full of activities. At the event in Hunan, near Jingzhou, city’s tourist destinations were primarily visited. Then, races involving various sports activities were organized. The events that were greatly enjoyed by the participants and has contributed significantly to internal communication were successfully completed. The SP China team is now looking forward to the next event.

Team-buIldIng acTIvITIes were held In chIna

sP mexIco Team had Fun and Increased TargeTs aT “Team buIldIng”

QUALItY System and Method Specialists came together for FMEA Workshop. The workshop was held on October 10th-11th with FMEA Leader Nesimi Kök and Quality System Specialists Özcan Çalışkan, Sema Yıldırım, Elifcan Sucuer and Quality Method Leader Çiğdem Altınışık. Following the completion of external trainings, second tour of the workshop will be held.

Our Quality System and Method Specialists from

Düzce, Manisa and Istanbul came together for

FMEA Workshop

We participated in AON Risk Summit 2019 which was organized to discuss the risks revealed as a result of the AON Global Risk Management Survey and 2023 forecast. Our CFO Cem Kabak, who attended the summit representing Standard Profil, shared his opinions in the panel titled “Risks that are Faced by Turkish Companies Operating Globally”. Kabak’s presentation received great interest at the summit where opinion leaders of the industry took part.

We attended the AON Risk Summit 2019

TechnIcal 493leadershIp 27compeTence developmenT 108

trAInInG HourS

PEr PErSon:

JAnuArY-SEPtEMbEr

2019

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ToTal number of TraInIngs

our TraInIngs - (July-augusT-sepTember 2019)

SP Academy has left behind an intensive training and event agenda in recent months. In addition to the Human Resources Workshop, mid-term evaluation and competency studies were conducted. The new HR group guide has also been published. A total of 628 training sessions were conducted in July, August and September.

Human Resources representatives from our locations in bulgaria, China, Morocco, South Africa and Mexico came together at the HR Workshop held at our Istanbul Head Office from July 29th to August 2nd. At the workshop organized by the Human Resources department from Head Office, issues of extending the use of SPC system in order to manage the personnel master data accurately and up to date and HR reporting and integrated talent management were discussed. The participants received the necessary technical training accompanied by an intensive program and participated in the implementation studies.

Hr exPerTS cAme TOGeTHer In A WOrKSHOP

Hr GrOuP GuIde reneWedStandard Profil Group Human Resources is creating Integrated talent Management and HR processes and systems in order to achieve business goals. All these activities serve the purpose of “developing a culture in which employees are valued and evaluated fairly”. The development of policies and processes is of paramount importance for the implementation of practices with common standards in all SP locations and for the creation of a positive group culture. In order to meet this requirement, the Human Resources department has put together all HR policies under the new HR Group Guide. The HR Group Guide serves as an important resource on rules and standards for organizations. The new guides include a framework that allows employees to stay committed to their goals. While the HR group guidelines provide an important framework for HR teams to design local HR processes to manage the workforce; it is also aimed to be beneficial to all stakeholders in the organization.

mId-yeAr PerfOrmAnce evAluATIOn PHASe cOmPleTed

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JUAN Gabriel Ortega Moreno, who started working at Standard Profil Mexico Plant as General Manager this year, and SP Mexico team carried out the Team Building event. With participants from all departments of the plant, a variety of sports and entertainment activities that were fun and brought out the team spirit were carried out in the event. At the Team Building, general situation of the plant was discussed and evaluations were made on achieving targets.

Editor-in-chief: Gülbin Gayretlier Dülger

Ofispark, Merkez Mah. Bağlar Cad.No: 14/3 C1&2 Blok Kağıthane / İstanbul / Türkiye Telefon: +90 212 313 31 00

Gülbahar Mahallesi Eren Sokak No: 4 / 1 Mecidiyeköy-İstanbul +90 (212) 264 00 92 www.noema.com.tr info@noema.com.tr

SP Gazete is a local periodical of Standard Profil. All rights reserved. The content of the newspaper may be copied in whole or in part upon permission of the publisher and with full credit to the copyright holder.

Editorial Consultant: Doğa ÖzkanCopy Editor: Ayşe fındıkEditing: Onur SorkunCreative Director: volkan Gençtürk

Photographs: Yeryüzü Görsel İletişim merkeziContributors: melisa Bahar, Neşe Yılmaz, mustafa Arslan, Ömer Keleş, Hicham Agzenay Biyout, Nikolay zhelev, Yvonne Wang, Avril Goliath, maria mandujano, monşca Caldito fernandez, miguel Castro matute, Jesus Lopez Enchazarretta

EDItORIAL BOARD

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PUBLICAtION

w w w. s t a n d a r d p r o f i l . c o m l TURKEY l BULGARIA l CHINA l S. AFRICA l SPAIN l MOROCCO l MEXICO

c r e a t i v e & c o n t e n tnoemaBircan Kutlu, Bülent Atay,

Gülbin Gayretlier Dülger, tony Qing zhang, Kamilia Allouch,

Olcay Özgiray, Olivia Gayton, Samsonisa Lee, Seçil Seçen,

vanya tutova, Ebru Öcal, Sena Yıldız

choose The e-maIl headIng accuraTelyThe subject section of the e-mail must be short but detailed enough to give an idea of the content to the recipient. Avoid using irrelevant words such as ‘Hello,’’ ‘‘Greetings,’’ ‘’Help me,’’ as the heading of e-mails. Consider headings that are short and meaningful. Use short, concise, and understandable headings such as “Change of Meeting Date,” “Suggestions for the Proposal,” or “Order Approval Request.”

use an accuraTe sTyle of addressIngWhen writing e-mails, start with the appropriate address. If you know the name of the person you are e-mailing, you can address them as “Dear Mrs. Ayşe.” In English you address differently, e.g. to address Carl Buckley you would not use “Dear Mr Carl (first name) you would use either “Dear Carl”, or “Dear Mr Buckley (surname). If you do not know the e-mailed person or if you are unable to determine their gender from the given name (in the case of

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FOR WRITING EFFECTIVE EMAILS20 GOLDEN RULES Most of the time we expend at work is spent writing or reading e-mails. Our e-mails are of great importance in all kinds of communication within and outside the organization. We set out the “20 Golden Rules of Writing Professional and Effective Emails” in order to prevent loss of time and to establish correct and effective communication.

as much importance as opening. Before your signature, it is important to finish your e-mail with a proper goodbye phrase (Best regards, Kind regards, Sincerely...etc). In Standard Profil e-mail accounts, a standard automatic signature is defined for everyone. The automatic signatures are prepared in line with our corporate identity guide and contain the name, position,

USE OF CAPITAL LETTERS wILL INVOKE A FEELING THAT THE AddRESSEE IS BEING SHOUTEd AT. The unnecessary use of capitals could make the addressee uncomfortable and trigger negative responses.

do noT use capITal leTTers

Every e-mail application has different properties. Each format property (colour, font, form, etc.) may not be delivered to the addressee in the

fashion that is visible to you. In addition, a multicoloured e-mail written in different fonts

may pose discomfort for the recipient.

do noT ‘formaT’ Too much

Never leave your e-mails without a response as a requirement of the general code of conduct, particularly if they are sent specifically to you.

The sender will be left expecting a response from you. If your response requires some

research, please inform the sender that you will return following investigation of the issue. Not replying to e-mails may show you as a person

who is uninterested in the business.

never leave your emaIls wIThouT a response

use of dIfferenT sTyles In dIfferenT culTuresConsidering body language is absent while using e-mails, cultural differences can easily cause communication problems. The style of writing in an e-mail can vary with the cultural characteristics of the addressee of the email. Specifically, citizens of Japan, China, and Arabic countries attach much importance to personal relations and might prefer to get to know their addressee before business is discussed or conducted. In western cultures, a more direct manner of communication, without personal issues, is preferred. Similar differences can take place even in different regions of the same country. Paying attention to the culture of the recipient in the language of writing will assist effective communication.

due to the increasing number of cyber-attacks nowadays, remember

that e-mails coming from outside the company, or sometimes appearing to be from the company, can be fake. In

this case, check the sender’s address, be sure it is a real person, control the signature and then answer. In case of any suspicious e-mail, inform the SP

Security Unit immediately.

pay aTTenTIon To cyber securITy, don’T open

suspIcIous e-maIls

unisex names like Deniz or Ekin in Turkish), it is more appropriate to start with “Hello” to ensure you prevent mistakes. When mailing to a group, you can use; “To the Project Unit Employees” or “Mrs. Derya, Ms. Güler, Mr. Hakan.”

InTroduce yourselfIf you send an e-mail to an addressee for the first time and the recipient does not know you, you must introduce yourself before mentioning the issue in your email. It will be sufficient that you state your name and the company/unit on behalf of which you are making contact. This will make it easier for them to remember you in any subsequent contact.

make your e-maIl shorT and concIseIt is difficult for the recipient to read an email filled with unnecessary details and that leads to important details being overlooked. Try to keep the message in your e-mail as clear and short as possible.

be careful wITh humour, do noT use emoJIsThe impact of a joke used when writing an e-mail will be different from the one made when talking face to face. Unless you know your addressee very well, humour elements must not be used when sending e-mails. A joke made verbally might have a different meaning in written form.Also, use of emojis is a very sensitive subject. Use of an emoji in correspondence will not portray you as a serious person, on the contrary, it could give the addressee an image of you quite the opposite. Emojis like winking, showing a tongue or a sad/happy face in correspondence is not suitable for business and reduces the importance of your message.

make a proper closIng and use your sIgnaTuredefIned In The sysTemBy writing e-mails, closure has

communication information, as well as the SP social media accounts and the SP logo. Do not delete your automatic signature, to ensure the person you have e-mailed can reach you easily. Avoid preparing a signature in colours, format, or content that is different from your standard automatic signature. If there is inaccurate information in your current defined signature, request its correction via the IT Help Desk.

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