{"id":1588,"date":"2026-03-05T02:01:19","date_gmt":"2026-03-04T23:01:19","guid":{"rendered":"https:\/\/tabildot.com.tr\/marketrisk\/?p=1588"},"modified":"2026-03-05T02:03:14","modified_gmt":"2026-03-04T23:03:14","slug":"%f0%9f%87%b9%f0%9f%87%b7-sahol-faaliyet-raporu-analizi-2025-12-haci-omer-sabanci-holding-a-s","status":"publish","type":"post","link":"https:\/\/tabildot.com.tr\/marketrisk\/1588","title":{"rendered":"\ud83c\uddf9\ud83c\uddf7 SAHOL Faaliyet Raporu Analizi 2025\/12 | Hac\u0131 \u00d6mer Sabanc\u0131 Holding A.\u015e."},"content":{"rendered":"<p><iframe data-testid=\"embed-iframe\" style=\"border-radius:12px\" src=\"https:\/\/open.spotify.com\/embed\/episode\/0d5jJxDqDWTEGleYmBT4Ny?utm_source=generator&#038;t=0\" width=\"100%\" height=\"352\" frameBorder=\"0\" allowfullscreen=\"\" allow=\"autoplay; clipboard-write; encrypted-media; fullscreen; picture-in-picture\" loading=\"lazy\"><\/iframe><\/p>\n<h1>Sabanc\u0131\u2019n\u0131n \u0130kinci Y\u00fczy\u0131l\u0131: Bir Sanayi Devinin &#8220;Yeni Ekonomi&#8221;ye Radikal D\u00f6n\u00fc\u015f\u00fcm\u00fcnden 5 Kritik Ders<\/h1>\n<h3>1. Giri\u015f: 100 Y\u0131ll\u0131k Bir Start-up Olmak M\u00fcmk\u00fcn m\u00fc?<\/h3>\n<p>1925 y\u0131l\u0131nda Adana\u2019da m\u00fctevaz\u0131 bir pamuk ticaretiyle temelleri at\u0131lan bir hik\u00e2ye, bug\u00fcn Teksas \u00e7\u00f6llerinde dev g\u00fcne\u015f enerjisi tarlalar\u0131 kuran ve Hollanda \u00fczerinden k\u00fcresel bulut teknolojilerini y\u00f6neten bir yap\u0131ya nas\u0131l d\u00f6n\u00fc\u015febilir? Sabanc\u0131 Toplulu\u011fu\u2019nun 2025 Entegre Faaliyet Raporu, sadece bir asr\u0131 geride b\u0131rakman\u0131n bilan\u00e7osu de\u011fil; bir sanayi devinin &#8220;Yeni Ekonomi&#8221;ye ge\u00e7i\u015fteki zihniyet devriminin manifestosudur. &#8220;Gelecek Sabanc\u0131 ile Ba\u015flar&#8221; slogan\u0131, burada bir halkla ili\u015fkiler s\u00f6yleminden \u00f6te, geleneksel bir konglomerat\u0131n \u00e7evik bir teknoloji a\u011f\u0131na evrilme \u00e7abas\u0131n\u0131 simgeliyor. Sabanc\u0131, 100 y\u0131ll\u0131k birikimini, risk i\u015ftah\u0131 ve h\u0131z a\u00e7\u0131s\u0131ndan bir start-up refleksiyle birle\u015ftirerek radikal bir portf\u00f6y d\u00f6n\u00fc\u015f\u00fcm\u00fc ger\u00e7ekle\u015ftiriyor.<\/p>\n<h3>2. Ders 1: Kurumsal Olgunluk ve Profesyonelle\u015fme \u2013 Liderlikte \u015eeffafl\u0131k D\u00f6n\u00fc\u015f\u00fcm\u00fc<\/h3>\n<p>Sabanc\u0131\u2019n\u0131n ikinci y\u00fczy\u0131l\u0131na girerken verdi\u011fi en g\u00fc\u00e7l\u00fc mesaj, kurumsal y\u00f6netimde ula\u015f\u0131lan olgunluk seviyesidir. 27 Mart 2025 tarihindeki Genel Kurul, sembolik bir de\u011fi\u015fimin \u00f6tesinde stratejik bir milad\u0131 temsil ediyor: Hayri \u00c7ulhac\u0131\u2019n\u0131n kurucu aile d\u0131\u015f\u0131ndan gelen ilk Y\u00f6netim Kurulu Ba\u015fkan\u0131 olmas\u0131. Bu ad\u0131m, kurumsalla\u015fman\u0131n bir &#8220;se\u00e7enek&#8221; de\u011fil, k\u00fcresel rekabette bir &#8220;zorunluluk&#8221; ve rekabet avantaj\u0131 oldu\u011funu kan\u0131tl\u0131yor.<\/p>\n<p>Y\u00f6netim Kurulu Ba\u015fkan\u0131 Hayri \u00c7ulhac\u0131, bu tarihsel d\u00f6n\u00fc\u015f\u00fcm\u00fc ve kurumun ula\u015ft\u0131\u011f\u0131 \u015feffafl\u0131k d\u00fczeyini \u015fu s\u00f6zlerle vurguluyor:<\/p>\n<p>&#8220;Sabanc\u0131 Holding tarihinde ilk kez bu g\u00f6revi kurucu aile d\u0131\u015f\u0131nda bir profesyonel y\u00f6netici \u00fcstleniyor. Bu de\u011fi\u015fim, kurumsal yap\u0131m\u0131z\u0131n olgunlu\u011funu ve Sabanc\u0131 Ailesi\u2019nin in\u015fa etti\u011fi sa\u011flam temellerin g\u00fcc\u00fcn\u00fc g\u00f6steriyor. Ayn\u0131 zamanda ba\u011f\u0131ms\u0131zl\u0131k, s\u00fcreklilik ve uzun vadeli bak\u0131\u015f a\u00e7\u0131m\u0131z\u0131 da yans\u0131t\u0131yor.&#8221;<\/p>\n<h3>3. Ders 2: Yat\u0131r\u0131m Holdinginden &#8220;Ba\u011flant\u0131l\u0131 Platformlar&#8221; Sistemine \u2013 DNA\u2019n\u0131n G\u00fcc\u00fc<\/h3>\n<p>Sabanc\u0131 art\u0131k birbirine uzak \u015firketler toplulu\u011fu olarak de\u011fil; Enerji ve \u0130klim Teknolojileri, Malzeme Teknolojileri ve Dijital Teknolojiler gibi birbiriyle konu\u015fan &#8220;ba\u011flant\u0131l\u0131 platformlar&#8221; olarak y\u00f6netiliyor. Bu modelin arkas\u0131ndaki temel mant\u0131k, geleneksel sanayi kollar\u0131n\u0131 (\u00e7imento, tekstil) ak\u0131ll\u0131 malzemelere ve veri merkezlerine d\u00f6n\u00fc\u015ft\u00fcren bir ekosistem yaratmakt\u0131r. Bug\u00fcn itibar\u0131yla Enerji ve \u0130klim Teknolojileri, Net Aktif De\u011ferin (NAD) %41\u2019ini olu\u015fturarak bu stratejik kayman\u0131n en somut kan\u0131t\u0131 haline gelmi\u015ftir.<\/p>\n<p>Bu d\u00f6n\u00fc\u015f\u00fcm\u00fcn motoru, toplulu\u011fun &#8220;DNA&#8221; olarak tan\u0131mlad\u0131\u011f\u0131 d\u00f6rt yetkinliktir: <b>Dayan\u0131kl\u0131l\u0131k, \u00c7eviklik, \u00d6ng\u00f6r\u00fc ve Disiplin.<\/b> \u00d6zellikle &#8220;\u00d6ng\u00f6r\u00fc&#8221; yetkinli\u011fi, toplulu\u011fun ye\u015fil ve dijital d\u00f6n\u00fc\u015f\u00fcm\u00fcn kesi\u015fti\u011fi noktay\u0131 (Yeni Ekonomi) y\u0131llar \u00f6ncesinden okumas\u0131n\u0131 sa\u011flam\u0131\u015ft\u0131r. Sabanc\u0131, veriyi ve yapay zekay\u0131 sadece birer operasyonel ara\u00e7 de\u011fil, t\u00fcm platformlar\u0131n\u0131n ana tasar\u0131m ilkesi (Design Principle) olarak kurgulamaktad\u0131r.<\/p>\n<h3>4. Ders 3: S\u00fcrd\u00fcr\u00fclebilirlik Bir Raporlama De\u011fil, Bir Sermaye Tahsis Karar\u0131d\u0131r<\/h3>\n<p>Sabanc\u0131 i\u00e7in s\u00fcrd\u00fcr\u00fclebilirlik, PR departmanlar\u0131n\u0131n g\u00fcndeminden \u00e7\u0131k\u0131p &#8220;Sermaye Tahsis Disiplini&#8221;nin (Capital Allocation Discipline) merkezine yerle\u015fmi\u015f durumdad\u0131r. &#8220;\u00c7ifte \u00d6nemlilik&#8221; (Double Materiality) yakla\u015f\u0131m\u0131yla y\u00f6netilen bu s\u00fcre\u00e7te, s\u00fcrd\u00fcr\u00fclebilirlik bir maliyet kalemi de\u011fil, bir yat\u0131r\u0131m sermayesi olarak g\u00f6r\u00fcl\u00fcyor.<\/p>\n<p>Toplulu\u011fun bu alandaki somut ve iddial\u0131 taahh\u00fctleri, stratejik ciddiyetini ortaya koyuyor:<\/p>\n<ul>\n<li><b>SKA Ba\u011flant\u0131l\u0131 Yat\u0131r\u0131m:<\/b> 2027 y\u0131l\u0131na kadar 5 milyar ABD dolar\u0131 tutar\u0131nda k\u00fcm\u00fclatif yat\u0131r\u0131m hedefi.<\/li>\n<li><b>Yenilenebilir Enerji G\u00fcc\u00fc:<\/b> 2028&#8217;e kadar 6 GW kapasiteyi a\u015fma hedefi ve 2050 Net S\u0131f\u0131r taahh\u00fcd\u00fc.<\/li>\n<li><b>S\u00fcrd\u00fcr\u00fclebilir Finansman:<\/b> Akbank arac\u0131l\u0131\u011f\u0131yla 2030 y\u0131l\u0131na kadar 800 milyar TL tutar\u0131nda s\u00fcrd\u00fcr\u00fclebilir finansman sa\u011flama hedefi.<\/li>\n<li><b>Ar-Ge Disiplini:<\/b> 2025 y\u0131l\u0131na kadar Ar-Ge yat\u0131r\u0131mlar\u0131n\u0131n %70\u2019inden fazlas\u0131n\u0131n S\u00fcrd\u00fcr\u00fclebilir Kalk\u0131nma Ama\u00e7lar\u0131 (SKA) ba\u011flant\u0131l\u0131 alanlara y\u00f6nlendirilmesi.<\/li>\n<\/ul>\n<h3>5. Ders 4: Dijitalle\u015fme \u2013 Yapay Zekay\u0131 Stratejik \u015eeffafl\u0131\u011fa Ta\u015f\u0131mak<\/h3>\n<p>Sabanc\u0131\u2019n\u0131n dijital vizyonu, operasyonel verimlili\u011fin \u00e7ok \u00f6tesine ge\u00e7erek yat\u0131r\u0131mc\u0131 ili\u015fkilerini dahi yapay zeka ile demokratize etmeye odaklan\u0131yor. T\u00fcrkiye\u2019nin ilk yapay zeka destekli dijital yat\u0131r\u0131mc\u0131 asistan\u0131 <b>SirA<\/b>, 8 binden fazla mesaj\u0131 %95 do\u011frulukla i\u015fleyerek \u015feffafl\u0131k vizyonuna teknolojik bir boyut kazand\u0131rd\u0131.<\/p>\n<p>K\u00fcresel \u00f6l\u00e7ekte ise Hollanda merkezli <b>DxBV<\/b> ve <b>Bulutistan<\/b> yat\u0131r\u0131mlar\u0131, toplulu\u011fun k\u00fcresel dijital ekosistemdeki &#8220;kurucu&#8221; rol\u00fcn\u00fc peki\u015ftiriyor. Sabanc\u0131Dx\u2019in 5 binden fazla m\u00fc\u015fteriye ula\u015fan hizmet a\u011f\u0131, sanayi birikiminin bulut bili\u015fim ve veri analiti\u011fi ile nas\u0131l \u00f6l\u00e7eklendi\u011fini g\u00f6steren tipik bir &#8220;Yeni Ekonomi&#8221; \u00f6rne\u011fidir.<\/p>\n<h3>6. Ders 5: Yerelden K\u00fcresele \u2013 D\u00f6viz Odakl\u0131 Portf\u00f6y ve Stratejik \u00d6l\u00e7eklenme<\/h3>\n<p>Sabanc\u0131, Adana\u2019daki k\u00f6klerini korurken gelir yap\u0131s\u0131n\u0131 k\u00fcresel d\u00f6viz cinsinden dengelemeyi bir beka meselesi olarak g\u00f6r\u00fcyor. \u015eu an %20 seviyesinde olan d\u00f6viz ve d\u00f6vize endeksli gelir pay\u0131n\u0131n %30 ve \u00fczerine \u00e7\u0131kar\u0131lmas\u0131, stratejik b\u00fcy\u00fcmenin en kritik KPI&#8217;lar\u0131ndan biridir.<\/p>\n<p>Bu \u00f6l\u00e7eklenmenin en somut ad\u0131mlar\u0131 \u015funlard\u0131r:<\/p>\n<ul>\n<li><b>ABD Enerji Yat\u0131r\u0131mlar\u0131:<\/b> 272 MW&#8217;l\u0131k Cutlass II projesine ek olarak; <b>Oriana<\/b>, <b>Lucky 7<\/b> ve stratejik \u00f6neme sahip <b>Pepper Solar<\/b> projeleriyle k\u00fcresel yenilenebilir enerji pazar\u0131nda oyun kurucu rol\u00fc \u00fcstleniliyor.<\/li>\n<li><b>Avrupa Geni\u015flemesi:<\/b> \u0130rlanda merkezli <b>Mannok<\/b> sat\u0131n almas\u0131, toplulu\u011fun d\u00f6viz bazl\u0131 gelir hedefini destekleyen ve co\u011frafi riski da\u011f\u0131tan bir hamle olarak \u00f6ne \u00e7\u0131k\u0131yor.<\/li>\n<li><b>K\u00fcresel \u0130\u015f Orta\u011f\u0131 Kimli\u011fi:<\/b> 18 \u00fclkede 63 bin \u00e7al\u0131\u015fanla faaliyet g\u00f6steren yap\u0131, Sabanc\u0131\u2019y\u0131 T\u00fcrkiye\u2019nin yerel bir g\u00fcc\u00fc olmaktan \u00e7\u0131kar\u0131p, k\u00fcresel bir i\u015f orta\u011f\u0131na d\u00f6n\u00fc\u015ft\u00fcr\u00fcyor.<\/li>\n<\/ul>\n<h3>7. Sonu\u00e7: Gelecek Beklenmez, \u0130n\u015fa Edilir<\/h3>\n<p>2025 y\u0131l\u0131 sonu itibar\u0131yla 3,8 milyar TL net k\u00e2r ve 9,8 milyar dolar Net Aktif De\u011fer (NAD) ile Sabanc\u0131 Holding, finansal dayan\u0131kl\u0131l\u0131\u011f\u0131n\u0131 ispatlam\u0131\u015f durumdad\u0131r. Ancak bir stratejik analist i\u00e7in as\u0131l kritik veri, 2029 vizyonundaki hedeflerde sakl\u0131d\u0131r: <b>20 milyar dolarl\u0131k NAD hedefi<\/b> ve daha da \u00f6nemlisi, <b>AOSM (WACC) d\u00fczeltilmi\u015f getiride +120-150 baz puanl\u0131k &#8220;Alpha&#8221; yaratma taahh\u00fcd\u00fc.<\/b><\/p>\n<p>Bu hedefler, Sabanc\u0131&#8217;n\u0131n sadece b\u00fcy\u00fcmeyi de\u011fil, sermaye maliyetinin \u00fczerinde getiri sa\u011flayarak ger\u00e7ek ekonomik de\u011fer yaratmay\u0131 oda\u011f\u0131na ald\u0131\u011f\u0131n\u0131 g\u00f6steriyor. Raporun sordu\u011fu o sars\u0131c\u0131 soruyu biz de tekrarlayal\u0131m:<\/p>\n<p><b>&#8220;D\u00fcnyan\u0131n en b\u00fcy\u00fck risklerinin \u00e7evresel ve teknolojik k\u0131r\u0131lmalar oldu\u011fu bir y\u00fczy\u0131lda, sizin kurumunuz bu de\u011fi\u015fimin ne kadar \u00f6n\u00fcnde veya arkas\u0131nda?&#8221;<\/b><\/p>\n<h1>Sabanc\u0131 Holding 2025 Entegre Faaliyet Raporu: Stratejik Brifing Belgesi<\/h1>\n<h2>Y\u00f6netici \u00d6zeti<\/h2>\n<p>Bu brifing belgesi, Hac\u0131 \u00d6mer Sabanc\u0131 Holding A.\u015e.&#8217;nin (Sabanc\u0131 Holding) 100. kurulu\u015f y\u0131l d\u00f6n\u00fcm\u00fcn\u00fc temsil eden 2025 y\u0131l\u0131 &#8220;Konsolide Entegre Faaliyet Raporu&#8221;ndaki kritik bulgular\u0131, stratejik y\u00f6nelimleri ve finansal performans verilerini sentezlemektedir.<\/p>\n<p>Sabanc\u0131 Holding, ikinci y\u00fczy\u0131l\u0131na girerken &#8220;Gelecek Sabanc\u0131 ile Ba\u015flar&#8221; vizyonu do\u011frultusunda, geleneksel end\u00fcstriyel holding yap\u0131s\u0131ndan; enerji ve iklim teknolojileri, malzeme teknolojileri ve dijital platformlara odaklanan, veri odakl\u0131 bir yat\u0131r\u0131m holdingine d\u00f6n\u00fc\u015f\u00fcm\u00fcn\u00fc tamamlamaktad\u0131r. 2025 y\u0131l\u0131, y\u00f6netim yap\u0131s\u0131nda tarihi bir de\u011fi\u015fime tan\u0131kl\u0131k etmi\u015f; ilk kez kurucu aile d\u0131\u015f\u0131ndan profesyonel bir isim Y\u00f6netim Kurulu Ba\u015fkanl\u0131\u011f\u0131 g\u00f6revini \u00fcstlenmi\u015ftir.<\/p>\n<p><b>Kritik \u00c7\u0131kar\u0131mlar:<\/b><\/p>\n<ul>\n<li><b>Stratejik Hedef:<\/b> 2029 y\u0131l\u0131na kadar Net Aktif De\u011feri (NAD) 20 milyar ABD dolar\u0131na ula\u015ft\u0131rmak.<\/li>\n<li><b>Mali Disiplin:<\/b> Enflasyon muhasebesi (TMS 29) etkilerine ra\u011fmen 8,5 milyar TL solo net nakit pozisyonu ve 1,6x banka d\u0131\u015f\u0131 net bor\u00e7\/FAV\u00d6K oran\u0131yla korunan g\u00fc\u00e7l\u00fc bilan\u00e7o.<\/li>\n<li><b>S\u00fcrd\u00fcr\u00fclebilirlik Liderli\u011fi:<\/b> 2050 Net S\u0131f\u0131r taahh\u00fcd\u00fc, &#8220;Do\u011fa Taahh\u00fcd\u00fc&#8221; ve k\u00fcresel \u00c7SY endekslerinde (MSCI AA, CDP \u00c7ifte A) elde edilen y\u00fcksek notlar.<\/li>\n<li><b>K\u00fcresel Geni\u015fleme:<\/b> 18 \u00fclkede 63.000+ \u00e7al\u0131\u015fan ve gelirlerin %30&#8217;unun d\u00f6viz cinsinden olmas\u0131 hedefiyle artan uluslararas\u0131 varl\u0131k.<\/li>\n<\/ul>\n<p>&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;<\/p>\n<h2>1. Kurumsal D\u00f6n\u00fc\u015f\u00fcm ve 100 Y\u0131ll\u0131k Miras<\/h2>\n<p>Sabanc\u0131 Holding&#8217;in tarihsel geli\u015fimi be\u015f ana evre \u00fczerinden &#8220;De\u011fer Yarat\u0131m Modeli&#8221;ne temel olu\u015fturmaktad\u0131r:<\/p>\n<table border=\"1\">\n<tbody>\n<tr>\n<td>D\u00f6nem<\/td>\n<td>Temema<\/td>\n<td>Ana Geli\u015fmeler<\/td>\n<\/tr>\n<tr>\n<td><b>1925 &#8211; 1966<\/b><\/td>\n<td>Kurumsal Temeller<\/td>\n<td>Adana&#8217;da pamuk ticareti, Akbank&#8217;\u0131n kurulu\u015fu (1948).<\/td>\n<\/tr>\n<tr>\n<td><b>1967 &#8211; 2006<\/b><\/td>\n<td>Ulusal Sanayile\u015fme<\/td>\n<td>Holdingin kurulu\u015fu, Kordsa, \u00c7imsa, Brisa ve Enerjisa&#8217;n\u0131n temelleri; k\u00fcresel ortakl\u0131klar.<\/td>\n<\/tr>\n<tr>\n<td><b>2007 &#8211; 2017<\/b><\/td>\n<td>Enerji ve Finansal Hizmetler<\/td>\n<td>Enerji Grubu&#8217;nun in\u015fas\u0131, E.ON ve Ageas ortakl\u0131klar\u0131, y\u00f6neti\u015fim derinli\u011fi.<\/td>\n<\/tr>\n<tr>\n<td><b>2018 &#8211; 2021<\/b><\/td>\n<td>Yeni Ekonomi ve D\u00f6n\u00fc\u015f\u00fcm<\/td>\n<td>Sabanc\u0131Dx&#8217;in kurulu\u015fu, 2050 Net S\u0131f\u0131r taahh\u00fcd\u00fc, portf\u00f6yde dijital ve \u00c7SY odakl\u0131 d\u00f6n\u00fc\u015f\u00fcm.<\/td>\n<\/tr>\n<tr>\n<td><b>2022 &#8211; 2025+<\/b><\/td>\n<td>S\u00fcrd\u00fcr\u00fclebilirlik ve Teknoloji<\/td>\n<td>Sabanc\u0131 Climate Technologies, ABD yat\u0131r\u0131mlar\u0131, entegre raporlama ve platform bazl\u0131 b\u00fcy\u00fcme.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3>Sabanc\u0131 DNA&#8217;s\u0131<\/h3>\n<p>Holdingin ba\u015far\u0131s\u0131n\u0131 s\u00fcrd\u00fcr\u00fclebilir k\u0131lan temel yetkinlikler alt\u0131 prensipte tan\u0131mlanm\u0131\u015ft\u0131r:<\/p>\n<ol>\n<li><b>A\u011f Odakl\u0131l\u0131k:<\/b> Sekt\u00f6rleri ve co\u011frafyalar\u0131 birle\u015ftiren platformlar kurmak.<\/li>\n<li><b>Veri Odakl\u0131 \u00d6ng\u00f6r\u00fc:<\/b> Riskleri f\u0131rsat olarak g\u00f6r\u00fcp sermayeyi senaryo planlamas\u0131yla tahsis etmek.<\/li>\n<li><b>G\u00fcven \u0130n\u015fas\u0131:<\/b> Tutarl\u0131l\u0131k ve \u015feffafl\u0131kla payda\u015f de\u011ferini korumak.<\/li>\n<li><b>Uygulama H\u0131z\u0131:<\/b> Teknolojiyi ve sermayeyi net hedefler etraf\u0131nda toplamak.<\/li>\n<li><b>S\u00fcrekli Yenilenme:<\/b> \u00c7eviklik ve esneklikle d\u00f6n\u00fc\u015fmesi gereken alanlar\u0131 d\u00f6n\u00fc\u015ft\u00fcrmek.<\/li>\n<li><b>Yerel De\u011fer ve K\u00fcresel Katk\u0131:<\/b> Faaliyet g\u00f6sterilen her b\u00f6lgeye sayg\u0131 ve ortak ama\u00e7la yakla\u015fmak.<\/li>\n<\/ol>\n<p>&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;<\/p>\n<h2>2. 2029 Stratejik Yol Haritas\u0131<\/h2>\n<p>Sabanc\u0131 Holding, ikinci y\u00fczy\u0131l\u0131ndaki b\u00fcy\u00fcmesini &#8220;Ama\u00e7la \u00d6l\u00e7eklendirme&#8221; (Scaling with Purpose) prensibi \u00fczerine kurmu\u015ftur.<\/p>\n<h3>Temel Finansal E\u015fikler ve Hedefler<\/h3>\n<ul>\n<li><b>Net Aktif De\u011fer (NAD):<\/b> 20 milyar ABD dolar\u0131 hedefi.<\/li>\n<li><b>Sermaye Getirisi:<\/b> A\u011f\u0131rl\u0131kl\u0131 Ortalama Sermaye Maliyeti (AOSM) \u00fczerinde +120-150 baz puan d\u00fczeltilmi\u015f getiri.<\/li>\n<li><b>Yat\u0131r\u0131m Disiplini:<\/b> Banka d\u0131\u015f\u0131 yat\u0131r\u0131m harcamalar\u0131n\u0131n gelirlere oran\u0131n\u0131n %15-20 aral\u0131\u011f\u0131nda tutulmas\u0131.<\/li>\n<li><b>D\u00f6viz Gelir Pay\u0131:<\/b> Toplam gelirler i\u00e7inde d\u00f6viz pay\u0131n\u0131n \u2265%30 olmas\u0131.<\/li>\n<li><b>Bor\u00e7luluk Y\u00f6netimi:<\/b> Banka d\u0131\u015f\u0131 net bor\u00e7\/FAV\u00d6K oran\u0131n\u0131n \u22642,0x seviyesinde korunmas\u0131.<\/li>\n<\/ul>\n<h3>Yat\u0131r\u0131m Temalar\u0131<\/h3>\n<p>Holding, sermayesini ye\u015fil ve dijital d\u00f6n\u00fc\u015f\u00fcm\u00fcn kesi\u015fim noktas\u0131ndaki d\u00f6rt ana platforma y\u00f6nlendirmektedir:<\/p>\n<ul>\n<li><b>Enerji ve \u0130klim Teknolojileri:<\/b> Yenilenebilir enerji, enerji depolama ve temiz teknoloji giri\u015fimleri.<\/li>\n<li><b>Malzeme Teknolojileri:<\/b> D\u00fc\u015f\u00fck karbonlu malzemeler, ileri kompozitler ve k\u00fcresel yap\u0131 \u00e7\u00f6z\u00fcmleri.<\/li>\n<li><b>Dijital Teknolojiler:<\/b> Bulut hizmetleri, siber g\u00fcvenlik ve yapay zek\u00e2 destekli altyap\u0131.<\/li>\n<li><b>Banka ve Finansal Hizmetler:<\/b> Portf\u00f6y\u00fcn nakit ak\u0131\u015f\u0131 ve dayan\u0131kl\u0131l\u0131k merkezi.<\/li>\n<\/ul>\n<p>&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;<\/p>\n<h2>3. Finansal Performans ve Operasyonel \u00c7\u0131kt\u0131lar (2025)<\/h2>\n<p>2025 mali y\u0131l\u0131, s\u0131k\u0131 para politikas\u0131 ve y\u00fcksek enflasyon ko\u015fullar\u0131nda operasyonel nakit ak\u0131\u015f\u0131na odaklan\u0131lan bir y\u0131l olmu\u015ftur.<\/p>\n<h3>Konsolide Finansal G\u00f6stergeler (TMS 29 Dahil)<\/h3>\n<ul>\n<li><b>Kombine Gelirler:<\/b> 1.623,9 milyar TL (Ge\u00e7en y\u0131la g\u00f6re yatay seyir).<\/li>\n<li><b>Kombine FAV\u00d6K:<\/b> 181,7 milyar TL (%7,7 art\u0131\u015f).<\/li>\n<li><b>Konsolide Net K\u00e2r (Ana Ortakl\u0131k):<\/b> 3,8 milyar TL.<\/li>\n<li><b>Solo Net Nakit:<\/b> 8,5 milyar TL.<\/li>\n<li><b>Banka D\u0131\u015f\u0131 Kombine Yat\u0131r\u0131mlar \/ Gelirler:<\/b> %12,3.<\/li>\n<li><b>D\u00f6viz Cinsi Gelir Pay\u0131:<\/b> %19,7 (Stratejik hedef yolunda ilerleme).<\/li>\n<\/ul>\n<h3>Stratejik \u0130\u015f Kollar\u0131 Performans\u0131<\/h3>\n<ol>\n<li><b>Bankac\u0131l\u0131k ve Finans:<\/b> Akbank&#8217;\u0131n dijital liderli\u011fi ve se\u00e7ici kredi b\u00fcy\u00fcmesi; finansal hizmetler ve sigorta \u015firketlerinin Akbank ile entegrasyonunun derinle\u015ftirilmesi.<\/li>\n<li><b>Enerji ve \u0130klim:<\/b> T\u00fcrkiye&#8217;de 4,5 GW kurulu kapasite (2028 hedefi 6 GW); ABD&#8217;de 504 MW operasyonel yenilenebilir enerji kapasitesi.<\/li>\n<li><b>Malzeme Teknolojileri:<\/b> \u00c7imsa&#8217;n\u0131n Mannok sat\u0131n al\u0131m\u0131yla Avrupa ve \u0130rlanda pazar\u0131na giri\u015fi; Kordsa&#8217;n\u0131n kompozit i\u015f kolundaki g\u00fc\u00e7l\u00fc katk\u0131s\u0131.<\/li>\n<li><b>Dijital:<\/b> Sabanc\u0131Dx ve Bulutistan ile 6.000&#8217;den fazla m\u00fc\u015fteriye hizmet; veri merkezlerine net stratejik odak.<\/li>\n<\/ol>\n<p>&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;<\/p>\n<h2>4. Y\u00f6neti\u015fim, Liderlik ve \u015eeffafl\u0131k<\/h2>\n<p>2025 y\u0131l\u0131, Sabanc\u0131 Holding&#8217;in kurumsal olgunlu\u011funu peki\u015ftiren y\u00f6neti\u015fim de\u011fi\u015fikliklerine sahne olmu\u015ftur.<\/p>\n<ul>\n<li><b>Yeni Liderlik Yap\u0131s\u0131:<\/b> Hayri \u00c7ulhac\u0131&#8217;n\u0131n Y\u00f6netim Kurulu Ba\u015fkan\u0131, K\u0131van\u00e7 Zaimler&#8217;in ise CEO olarak atanmas\u0131, profesyonelle\u015fme ve s\u00fcreklilik mesaj\u0131n\u0131 peki\u015ftirmi\u015ftir.<\/li>\n<li><b>Entegre Y\u00f6neti\u015fim:<\/b> \u00c7SY (\u00c7evre, Sosyal, Y\u00f6neti\u015fim) kriterlerinin \u00fcst y\u00f6netim \u00fccretlendirme yap\u0131s\u0131na ve sermaye tahsis s\u00fcre\u00e7lerine (Sorumlu Yat\u0131r\u0131m Politikas\u0131) entegre edilmesi.<\/li>\n<li><b>Hisse Geri Al\u0131m Program\u0131:<\/b> 2021&#8217;de ba\u015flayan program 18 Aral\u0131k 2025&#8217;te tamamlanm\u0131\u015f; program s\u00fcresince al\u0131nan paylar\u0131n kurumsal yat\u0131r\u0131mc\u0131lara blok sat\u0131\u015f\u0131 ile 4,7 milyar TL gelir elde edilmi\u015ftir.<\/li>\n<\/ul>\n<p>&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;<\/p>\n<h2>5. S\u00fcrd\u00fcr\u00fclebilirlik ve Sosyal G\u00fcndem<\/h2>\n<p>Holding, s\u00fcrd\u00fcr\u00fclebilirli\u011fi bir raporlama y\u00fck\u00fcml\u00fcl\u00fc\u011f\u00fcnden ziyade bir yat\u0131r\u0131m disiplini olarak konumland\u0131rmaktad\u0131r.<\/p>\n<h3>Do\u011fa G\u00fcndemi (Environment)<\/h3>\n<ul>\n<li><b>Net S\u0131f\u0131r:<\/b> 2030 y\u0131l\u0131na kadar Kapsam 1 ve 2 emisyonlar\u0131nda %42 azalt\u0131m (2021 baz y\u0131l\u0131na g\u00f6re).<\/li>\n<li><b>Su ve Biyo\u00e7e\u015fitlilik:<\/b> &#8220;Do\u011fa Taahh\u00fcd\u00fc&#8221; kapsam\u0131nda su \u00e7ekiminde %8 azalt\u0131m sa\u011flanm\u0131\u015f; biyo\u00e7e\u015fitlilik etki analizleri ba\u015flat\u0131lm\u0131\u015ft\u0131r.<\/li>\n<li><b>D\u00f6ng\u00fcsel Ekonomi:<\/b> S\u0131f\u0131r at\u0131k hedefi ve d\u00f6ng\u00fcsel tasar\u0131m ilkelerinin \u00fcr\u00fcnlere entegrasyonu.<\/li>\n<\/ul>\n<h3>Sosyal G\u00fcndem (Social)<\/h3>\n<ul>\n<li><b>Toplumsal Cinsiyet E\u015fitli\u011fi:<\/b> 2030 y\u0131l\u0131na kadar holding genelinde kad\u0131n lider oran\u0131n\u0131n %50&#8217;ye \u00e7\u0131kar\u0131lmas\u0131 hedefi.<\/li>\n<li><b>Gen\u00e7lik Seferberli\u011fi:<\/b> T\u00fcrkiye genelinde 11 Teknoloji ve Etki Merkezi ile 36.000 gence eri\u015fim.<\/li>\n<li><b>S\u00fcrd\u00fcr\u00fclebilir Finansman:<\/b> Akbank&#8217;\u0131n 2030 y\u0131l\u0131na kadar 800 milyar TL s\u00fcrd\u00fcr\u00fclebilir finansman sa\u011flama taahh\u00fcd\u00fc.<\/li>\n<\/ul>\n<p>&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;<\/p>\n<h2>6. \u00d6nemli Al\u0131nt\u0131lar<\/h2>\n<p><i>&#8220;Gelecek tesad\u00fcfen ba\u015flamaz. Gelecek Sabanc\u0131 ile ba\u015flar. Arkam\u0131zdaki y\u00fczy\u0131l bize g\u00fcven veriyor, gelece\u011fe haz\u0131r portf\u00f6y\u00fcm\u00fcz bize y\u00f6n g\u00f6steriyor.&#8221;<\/i> \u2014 <b>Rapor \u00d6ns\u00f6z\u00fc<\/b><\/p>\n<p><i>&#8220;2025 y\u0131l\u0131nda Y\u00f6netim Kurulu Ba\u015fkanl\u0131\u011f\u0131 g\u00f6revini a\u011f\u0131r bir sorumluluk bilinciyle devrald\u0131m. Holding tarihinde ilk kez bu g\u00f6revi kurucu aile d\u0131\u015f\u0131nda bir profesyonelin \u00fcstlenmesi, kurumsal yap\u0131m\u0131z\u0131n olgunlu\u011funu yans\u0131tmaktad\u0131r.&#8221;<\/i> \u2014 <b>Hayri \u00c7ulhac\u0131, Y\u00f6netim Kurulu Ba\u015fkan\u0131<\/b><\/p>\n<p><i>&#8220;Modelimiz \u00fc\u00e7 ilkeye dayan\u0131yor: karar alma s\u00fcre\u00e7lerinde h\u0131z, sermaye tahsisinde disiplin ve uygulamada tutarl\u0131l\u0131k. Amac\u0131m\u0131z, Net Aktif De\u011ferimizi 2029&#8217;a kadar 20 milyar ABD dolar\u0131na ula\u015ft\u0131rmak.&#8221;<\/i> \u2014 <b>K\u0131van\u00e7 Zaimler, CEO<\/b><\/p>\n<p>&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;<\/p>\n<h2>7. Piyasa G\u00f6stergeleri ve Yat\u0131r\u0131mc\u0131 G\u00f6r\u00fcn\u00fcm\u00fc<\/h2>\n<p>Sabanc\u0131 Holding (SAHOL), Borsa \u0130stanbul&#8217;un toplam piyasa de\u011ferinin yakla\u015f\u0131k %5&#8217;ini temsil etmektedir.<\/p>\n<ul>\n<li><b>Halka A\u00e7\u0131kl\u0131k Oran\u0131:<\/b> %53,2 (B\u0130ST ortalamas\u0131n\u0131n yakla\u015f\u0131k iki kat\u0131).<\/li>\n<li><b>Hisse Performans\u0131:<\/b> Son be\u015f y\u0131lda TL baz\u0131nda %888 toplam getiri (B\u0130ST 30 endeksinin \u00fczerinde performans).<\/li>\n<li><b>Analist G\u00f6r\u00fc\u015f\u00fc:<\/b> 2025 y\u0131l sonu itibar\u0131yla takip eden 18 analistin tamam\u0131 &#8220;AL&#8221; tavsiyesi vermektedir.<\/li>\n<li><b>Yapay Zek\u00e2 Deste\u011fi:<\/b> T\u00fcrkiye&#8217;nin ilk yapay zek\u00e2 destekli yat\u0131r\u0131mc\u0131 asistan\u0131 &#8220;SirA&#8221;, %95 do\u011fruluk oran\u0131yla hizmet vermektedir.<\/li>\n<\/ul>\n<button class=\"simplefavorite-button\" data-postid=\"1588\" data-siteid=\"1\" data-groupid=\"1\" data-favoritecount=\"0\" style=\"\">Favorile <i class=<\/button>","protected":false},"excerpt":{"rendered":"<p>Gelecek Sabanc\u0131 ile Ba\u015flar: Sabanc\u0131 Holding\u2019in 2025 Performans\u0131 ve \u0130kinci Y\u00fczy\u0131l Vizyonu<br \/>\nSabanc\u0131 Holding, ikinci y\u00fczy\u0131l\u0131na girerken yay\u0131mlad\u0131\u011f\u0131 ilk Entegre Faaliyet Raporu ile s\u00fcrd\u00fcr\u00fclebilir b\u00fcy\u00fcme ve dijital d\u00f6n\u00fc\u015f\u00fcm yolculu\u011funda \u00f6nemli bir kilometre ta\u015f\u0131n\u0131 geride b\u0131rakt\u0131. 2025 y\u0131l\u0131nda 3,8 milyar TL konsolide net k\u00e2r elde eden Topluluk, enerji ve iklim teknolojileri, malzeme teknolojileri ve dijital alanlardaki stratejik yat\u0131r\u0131mlar\u0131yla portf\u00f6y\u00fcn\u00fc gelece\u011fe haz\u0131rlamaya devam ediyor.<br \/>\nZorlu piyasa ko\u015fullar\u0131na ra\u011fmen %12,4&#8217;l\u00fck banka d\u0131\u015f\u0131 FAV\u00d6K marj\u0131 ve 9,8 milyar dolarl\u0131k Net Aktif De\u011feri ile finansal dayan\u0131kl\u0131l\u0131\u011f\u0131n\u0131 kan\u0131tlayan Sabanc\u0131, 2029 Stratejisi kapsam\u0131nda Net Aktif De\u011ferini 20 milyar ABD dolar\u0131na \u00e7\u0131karmay\u0131 hedefliyor. &#8220;S\u00fcrd\u00fcr\u00fclebilir bir ya\u015fam i\u00e7in T\u00fcrkiye ile d\u00fcnyay\u0131 birle\u015ftirmek&#8221; amac\u0131yla hareket eden Holding; karbonsuzla\u015fma, finansal kapsay\u0131c\u0131l\u0131k ve ileri teknoloji oda\u011f\u0131ndaki disiplinli sermaye tahsisiyle t\u00fcm payda\u015flar\u0131 i\u00e7in kal\u0131c\u0131 de\u011fer yaratmay\u0131 s\u00fcrd\u00fcr\u00fcyor.<\/p>\n","protected":false},"author":10,"featured_media":1297,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[251],"tags":[279],"class_list":["post-1588","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-faaliyetraporuanalizi","tag-sahol"],"_links":{"self":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1588","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/users\/10"}],"replies":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/comments?post=1588"}],"version-history":[{"count":3,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1588\/revisions"}],"predecessor-version":[{"id":1591,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1588\/revisions\/1591"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/media\/1297"}],"wp:attachment":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/media?parent=1588"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/categories?post=1588"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/tags?post=1588"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}