-Presenting our graduation project to Şişecam representatives about increase the motivation of employees. -Create a communication strategy for white collar and blue collar workers and strengthen their relationships with different types of strategies. -Analyze financial, marketing and sustainability reports for all kinds of glassware (household, flat glass etc.)

1. SISECAM FINAL REPORT
SEC401-1
LECTURER: ÜMİT BAŞDAŞ
ELİF MARANGOZOĞLU
DENİZ CARTI
ONUR AYDEMİR
BERTAN ÇOBAN
ÖMER TURPAN

2. 1
COMMUNICATION STRATEGY-HOUSEHOLD GLASSWARE
Şişecam household glassware brand which name is ‘Paşabahçe’ is a popular brand that penetrate our homes
with its accesible and robust glass products. They are third largest company in the world and second largest
company in Europe in household glassware industry. When we do some brief glimpse about the company,
we can easily monitor the successful results like their number of employees are 6000, they have 1.9 billion
TL domestic sales and 1.2 billion TL international sales. They have 7 facility in 4 countries and export to
140 countries. Moreover, they have 330 thousand tones of total production capacity which is the proof of
how successful household glassware is. First of all, we want to initiate with improving present actions.
Şişecam make an employee commitment survey which they do to just white-collar employees and the
frequency is not enough for an efficient result. We recommend that the company should expand its
employee commitment survey to semi-annually and also apply to blue-collar employees. With this
approach, blue-collar employees would be motivate and feel themselves valuable. Secondly, Idea Factory is
a substantial system that the head of the company gather some ideas from white-collar employees about
facilities saving. Approximately 170 idea came from them and accomplished to real-life. However, we
suggest that Idea Factory should gather ideas also about their private work-flow, positive suggestions and
negative criticisms etc. Moreover, it should be apply to blue-collar employees too. Actually, our main goal
is to bring blue-collar workers and white-collar workers together and balance them. Another action plan for
strengthen the communication between the employees is household glassware workshops semi-annually
between white-collar employees and blue-collar ones. It is important that engaged both of the employees
with fun and informative activities. White-collar employees could visit the household glassware facilities
and learn how to do basic glass products or souveniers. Furthermore, Şişecam has a motivation approach
which name is ‘GiftBox’ and it is just for again white-collar employees. GiftBox system is suitable for
white-collars who worked over 10 years in Şişecam. However, we suggest that GiftBox system should
apply for blue-collar employees too and they should decrease the year of working. For instance, a blue-
collar employee could gain a GiftBox even they work in Şişecam for five years or below.
After that, we developed an application which name is ‘MyŞişecam’ provides different benefits to white-
collar and blue-collar employees. First of all, it will be downloaded from Apple Store and Google Play. It is
a known fact there is a huge portion of people who have smartphone and can download applications easily.
When we monitor our previous meetings with Şişecam, they said that there is an application between
enterprise network. The difference between their application and MyŞişecam is people could give some
feedbacks about their work-flow, an idea or a suggestion. Moreover, they could monitor the menu,
information about transportation and in the general dashboard, they could see all the workshops, CSR
organizations or other announcements. Also, they would have private dashboard that they can log in with
their private password and username. Besides,employees could search anyone they want from “Rehber
Arama” part. They could write any department, location or name to search for an employee. MySisecam
application will be in all languages that Sisecam operates like English, Russian, German, France, Romanian
etc. Moreover, we realized that blue-collar workers has not enough power to purchase smartphone and use
it easily. Sisecam team mentioned us that they have some screens in production facilities that they could
see a constant slideshow over and over again. The main problem is the company does not give any control
power to blue-collar workers. Therefore, we planned a different type of system that lead blue-collars also

3. 2
reach all the information include in MySisecam application. However, we would plan to do this with kiosk.
Kiosk system is both simple to use and less costly to the company. MySisecam application has more simple
screens to provide blue-collar workers learn better. They would have private username and password to
give feedbacks, reach the calendars of workshop and other additional informations.
Our strategy for household glassware is turnaround strategy which means the financial recovery of a
company that has been performing poorly for an extended time. To effect a turnaround, a company
must acknowledge and identify its problems, consider changes in management, and develop and
implement a problem-solving strategy. In some cases,the best strategy may be to cut losses by
liquidating the company rather than trying to turn it around. A turnaround may also refer to the
recovery of a nation's or region's economy after a period of recession or stagnation.
Turnaround Strategy - Household Glassware:
1. Increase Transparency: The biggest problem in communicating with field workers is the
communication gap between workers and white-collar management. Field workers want to be
keep informed just like white collar workers,not just ply their trade out in the field. When you
keep your field workers up to date with the latest company developments, policy changes,and
visions for the future, they’ll feel more involved and buy-in to the projects and services you are
trying to carry out in your company.
2. Gather Feedback:Just like it’s hard for field workers to know what’s going on at headquarters,
how can management improve the lives of their field workers if they don’t know what’s
happening in the field? Quarterly town hall meetings, webinars, and enterprise messaging apps
give field workers the opportunity to make their voice heard and give management valuable

4. 3
insights into how to engage their field employees. If you are concerned with getting honest
feedback,consider using anonymous qualitative surveys to get responses you otherwise wouldn’t
get from you field workers.
3. Regularly Meet with Field Workers:Maybe the biggest mistake management makes is not
meeting face to face with their field workers often enough. People who the highest ranking must
meet with the field workers because they must make them feel. Also, how much communication
they feel they have, the more they yield.
We were asked to provide a turnaround strategy for the household glassware section of Şişecam. The data
presented us consisted of:
The number of facilities and employees abroad:
-Blue-collar works in abroad:300(Bulgaria, 1 facility) ve 200(Egypt, 1 facility)
-White-collar works in abroad:50 (Bulgaria) ve 50(Egypt)
The number of facilities and employees domestic:
-Kırklareli (1), Denizli (1), Eskişehir (1)
-Domestic blue-collar: 500(K), 600(E), 600(D)
-Domestic white-collar: 200(Center), 100( K), 180(E), 150(D)
By this data, we started researching on the current business strategies of Şişecam, which we thought we
could build our strategy on. Şişecam desires to be among the top leading companies in all active fields, they
aim to be a global company, and they want to team up with business partners with innovative solutions. In
light of this information we have formed our strategy, which we will explain in detail in the following
paragraphs.
First of all, one of the main issues presented to us by Şişecam is the communication issues between white
collar and blue collar workers. In order to do this, we are recommending new factory layouts, that ensures
every employee passes through the manufacturing section (automobile firm TESLA does this in their
factories) so that they see what the company actually produces and how the company produces those
products As mentioned above we also plan to do infrastructure Works such as creating new apps and
panels to increase communication availability among blue collar workers, making it easy for them to be
involved in the company more.

5. 4
After researching the competitors of Şişecam, we have found that 3 main competitors of Şişecam globally,
Saint Gobain(France), AGC Group (Japan), Corning Inc. (USA) which had factories in 67,30, and 25
countries respectively. Comparing this to the data provided by Şişecam, having factories only in Bulgaria
and Egypt did not seem enough for Şişecam.
With the help of this information we have decided that household glassware should increase the number of
facilities in EU counties, and decide on the new locations according to proximity to raw materials such as
SiO2 (silica sand), Na2O (Sodium Oxide from Soda Ash.), CaO (Calcium Oxide from
Limestone/Dolomite), MgO(Dolomite), Al2O3 (Feldspar). These locations are by order of importance and
proximity to raw materials and the size of the sector, Germany, Italy, Russia, Austria, Switzerland.
Addition to that, Şişecam could focus on producing niche and low price products to increase its popularity
among potential customers. Also cooperations with popular firms like IKEA, and creating a new universal
brand name communicate better with customers abroad could help the company’s image.
INTRODUCTION OF FLATGLASS
Şişecam Flat Glass conducts Şişecam Group’s activities in the flat glass sector; it is Turkey’s flat glass
market leader and a pioneering organization in the regional flat glass market. In terms of its production
capacity, Şişecam Flat Glass is the 5th largest company in the world and the largest in Europe. The
company conducts activities in 4 main areas:architectural glass (flat glass, patterned glass, mirror,
laminated glass, and coated glass); automotive- and other transportation-related glass products, energy
glass, and home appliance glass. In 2013, the company acquired shares of in the HNG Float Glass
limited (HNG) company in India, and further continued its expansion in Europe by acquiring Richard
Fritz holding company. Being the biggest flat glass manufacturer in Europe, the Group meanwhile
continued its domestic investments and currently provides products for the construction, automotive,
energy and household-appliance industries through its production plants, partnerships and expanding
product range in 10 different countries with a total of 17 factories. With the vision of becoming a
rapidly growing global flat glass company by offering strong brands and innovative solutions, Şişecam
Flat Glass plans to continue its regional growth with its forthcoming investments in Turkey, the
Balkans, Eastern Europe, Egypt, Russia.

6. 5
DENİZİN BÖLÜMÜ
ÖMERİN BÖLÜMÜ
PHOTOVOLTAIC(PV) GLASS SECTOR ANALYSIS:
Global PV (Photovoltaic) glass sector is growing every year and we see that many important
companies have increased their investments. If we look at researches and forecasts about the sector,
we expect a significant growth between the years 2019-2026. The sector is expected to reach a volume
of 35 billion dollars in 2026. The most important factors in the formation of these expectations are the
investments and supports of the countries regarding clean, sustainable energy. Due to the increase in
investments in renewable energy sources and the widespread use of solar energy, PV glass used in
solar panels gained value and had an important place in the sector. PV glass is used not only in solar
powered plants but also in energy efficient buildings and agriculture sector. The use of PV glass in
these areas contributes to the development of clean and sustainable energy. When we look at the most
important players in the sector, we see Chinese companies. According to the sector reports, China as
the world's biggest PV glass manufacturer accounts for roughly 75% of global total capacity. Its PV
glass output achieved 320 million m2 in 2016, up 12.8% year on year, with a CAGR of 15.3% during
2011-2016, and is expected to keep an AAGR of around 10.0% during 2017-2021 powered by PV
industry. When we look at this situation in China, we see that PV glass is the most important player in
the sector. Thanks to these developments, China is moving towards its goals in such areas as energy
saving, greenness,carbon footprint and renewable energy. When we take a closer look at the sector,
we see that China exports most of its exports to European countries. European countries, especially
Britain, Germany, France and Italy, are leading the use of PV glass. The most important reason for this
situation is the supportive policies implemented by the governments regarding clean energy. Exhibit 1
is a visual description of the state of the sector.
(EXHIBIT 1)
KEYPLAYERS OF THE PV GLASS SECTOR:

7. 6
 AGC Solar (Japan)
 Borosil Glass Works Ltd. (India)
 Euroglas (Germany)
 F Solar Gmbh (Germany)
 Flat Glass Co. Ltd. (China)
 Guangfeng Solar Glass (Hong Kong)
 Guardian Glass (Thailand)
 Hecker Glastechnik Gmbh (Germany)
 Henan Huamei China Industrial Co. Ltd. (China)
 Interfloat Corporation (Germany)
 Nippon Sheet Glass Co. Ltd. (Japan)
 Saint-Gobain Solar (France)
 Şişecam Flat Glass (Turkey)
 Taiwan Glass Ind. Corp. (Taiwan)
 Xinyi Solar Holdings Ltd. (China)
ŞİŞECAM ENERGY& PVGLASS:
When we look at the situation and investments of Şişecam in the energy glass sector,we see that the
company is one of the most important players in the sector. Today, Şişecam, the third largest producer
of glassware in the world, and the fifth largest producer of glass packaging and flat glass, continues to
make progress with its investments and innovations. The most important of these investments is the
facility established by Şişecam in Mersin. Şişecam Flat Glass Plant on the roof with installed capacity
of Mersin, the second largest solar power plant established the Europe and Turkey. The special energy
glasses used in the solar panels of the plant were produced at the Şişecam Mersin Flat Glass Factory.
Şişecam aimed to increase the production and export of solar energy glass, which reached 2.5 million
square meters per year. More than 38 thousand square meters of energy glass was used in the solar
power plant. All of them were produced at Mersin Flat Glass Factory. Looking at these practices and
investments, we can see Şişecam's efforts to be sustainable. The company has a target of reaching 12
MW of installed power in renewable energy production by 2023 and will go towards this goal with
new investments.
GROWTH STRATEGYIN PV GLASS:

8. 7
The most important goal of Şişecam in the energy glass category is to expand its product portfolio and
continue to be one of the reliable manufacturers in this category. When we look at this strategy and the
global situation of the sector,we think that Şişecam should become stronger in energy glass category
by focusing on PV glass sector. We know that the Mersin plant currently in production to do both
within Turkey and abroad. However,when we look at the statements of the CEO, we see that Şişecam
is not able to keep up with its foreign demands. In particular, Germany is making an important import
from Şişecam and the factory continues to operate at full capacity. We have mentioned that the most
important producers of the sector are China and the most important buyers are European countries.
Furthermore, the fact that investments in sustainable, renewable and clean energy in Europe are
increasing, and that governments support these investments in a very strong manner can turn into a
significant advantage for Şişecam. With Şişecam gradually increasing its production capacity and
focusing primarily on responding to the demands of European countries, Şişecam can make a rapid
leap in the PV glass sector. Especially the increase in the use of renewable energy expected between
2019 and 2026 in the sector is the situation that Şişecam should turn into an opportunity. Having seen
such clusters, we focused on the PV glass category in our flat glass growth strategy and decided to
invest in Şişecam to increase its capacity. After increasing its production capacity gradually, we
believe that Şişecam will be in a strong position and will be able to compete with Chinese companies
and respond to the demands of European countries.

9. 8
INDIVIDUAL REFLECTIONPAPERS
ELİF MARANGOZOĞLU
Our company is Şişecam household glassware and flat glass brands which are Paşabahçe and Düzcam.
Şişecam team and our lecturer Ümit Basdas gave us some strategies that Şişecam keen on to improve
or change. We divided our team into two, two of us researched about Düzcam flat glass company and
other three of us researched about Paşabahçe household glassware brand. From my perspective, first I
initiated to analyze sustainability reports and financial reports of the company. Thus, I could realize
their strategies,processes and the way they look to some issues. It was an interesting experience for
me due to get in a contact with such a big company. We visited them headquarter located in Tuzla as a
class and transfer our information’s in a meeting room. They listened to us carefully and mentioned
their issues about Şişecam. Actually, I did not expect such a big problem because Şişecam is a cash-
cow company that reaches the best standards in turkey and also in throughout the world. However,
they have 20,000 number of employees in total and they could not engage blue collar workers and
white-collar employees together. Of course,they set up cliché events like brunch, picnic and/or sport
events like other companies do. Nevertheless,they desire to have more because they do not believe it’s
enough. The first thing comes to my mind that “what is the reason behind that they split the employees
with a color like blue and white?” Therefore,I started to brainstorm and searched for an answer. It is a
crystal-clear fact that employees who are in the production phase cannot have much more base wage
than other white-collar employees. They have less purchasing power to have a smartphone or using
mobile applications. I had an idea that set up a newly mobile application that can be use from blue-
collar workers from kiosks. Kiosks are accessible, easy to use and less costly. Moreover, they can
reach whatever they want while they are working in workstation. Lastly, I presented these approaches
to Şişecam group at the end of the semester. Şişecam strategist Mr. Andıç asked me the reason why
they should set up a new kiosk rather than continue to use screens for blue-collar workers. I believed
that these screens forcing blue-collar workers to watch the same slideshows repeatedly. However,this
approach restrains them to find some information about their work. But with kiosks, blue-collar
worker could reach all the information about the company, the fixed menu, the transportation
schedule, information exchanges toward employees, events and workshops for them and even they
could give any feedback or suggestion about their work life. The difference between kiosks and
constant slideshows is crystal-clear. I think Mr. Andıç convinced about it.
Finally, I would like to say that these projects improve us positively both for our academic life and
professional life after graduation.

10. 9
ONUR AYDEMİR
At the beginning of the semester,Mr. Başdaş gave us Şişecam company. To be honest, I did not know
too much information about Şişecam company but now, I almost know everything about company.
First, we separated within group because we had to work on 2 main segments; Şişecam and Düzcam.
Me, Elif and Bertan worked on Şişecam and Ömer and Deniz worked on Düzcam. After we started
working after the distribution of tasks.
Firstly, we investigated competition and competitors in the market. Later, we saw that the Şişecam
company in need of 2 cases to recover. To help this recovery process,we have been constantly
researching and working. We also visited Şişecam. There,we have seen our precious elders. We
learned much more about the operation of the company. Most importantly we could see the company.
Mr. Ardıç shared very useful information about the company. In the following weeks,we made a
small presentation at school. We have seen the things which we did wrong or missing in line with the
feedback which we have received after than we have worked harder to correct them. We made
suggestions to increase the communication between white and blue collars. We have developed some
ideas.
And finally, we did a very good presentation in the last weeks of the semester. Mr. Ardıç and several
important people followed us. it was a very valuable experience that I will never forget in every aspect
of my life. Most importantly, I learned a lot of things that will positively affect my future career.

11. 10
ÖMER TURPAN
Şişecam was the company that we worked with on the project during fall semester. We visited the
company at the beginning of the project and we listened to what the company expects from us during
our meetings. First of all, they have clearly explained their problems and expectations related to flat
glass and household goods categories. Then we clarified what we should do with our interviews with
our professor and we started our research. First of all, as a group, we have distributed tasks within
ourselves and I have taken the task of working on the flat glass growth strategy. First, I looked into
Şişecam's position in the float glass industry, what it was doing and what its objectives were. Since
Şişecam is at the top of its sector in all fields, how we should start our growth strategy is a little tired.
Then, as we understood the sector and Şişecam's goals, we realized that we should focus on the
concept of sustainability. We thought that Şişecam should carry out future studies by expanding the
concept of sustainability further in the flat glass category and following appropriate policies. For these
reasons,we focused on the automotive and energy sectors. While my friend Deniz is looking for
solutions for the automotive industry, I researched what should be done in the energy glass category.
The most important category I found was the PV (Photovoltaic) glass category. Şişecam wanted to be
better in this field and to be a reliable supplier in the sector. However,there were certain problems
such as lack of capacity. We have presented our solutions to the Şişecam delegation and explained
why we should focus on these sectors. Mr. Andic asked us why we were focusing on the automotive
and energy glass categories, and based on the reports we have,we were looking at this path by looking
at the countries' policies on sustainability and by looking at Şişecam's current position. As a result, I
think we have a realistic and rational approach to Flat Glass growth strategy. Working with such a
large and innovative company was very beneficial for our entire group with the support of our
professor. We can say that this experience brings a lot of experience for us both in our educational life
and in our future career.

12. 11
BERTAN ÇOBAN
S004239
In SEC 401, we have had the chance to experience first-hand what business strategy development is
and how it’s done with collaboration from global superstar of Turkey in glass sector Şişecam. Our
instructor always helped us in many ways both on and off the presentations in meetings and prepared
us for meetings with Şişecam employees, which will be very helpful in our future career situations.
We have learned how to work with actual employees of Şişecam and present them a strategy based on
the data they have provided us. 3 of our group members focused on the household glassware and 2
focused on flat glass. I was involved in developing the new turnaround strategy for household
glassware,which in the process I have learned and improved many skills like researching, presentation
skills and data analysis. At the final presentation, jury members from Şişecam were present,which
made the project even more realistic and professional from our perspective, and helped us by giving
the chance to discuss our ideas with professionals.