{"id":1607,"date":"2026-03-05T03:04:34","date_gmt":"2026-03-05T00:04:34","guid":{"rendered":"https:\/\/tabildot.com.tr\/marketrisk\/?p=1607"},"modified":"2026-03-05T03:05:42","modified_gmt":"2026-03-05T00:05:42","slug":"ccola-faaliyet-raporu-analizi-202512-coca-cola-iecek-a","status":"publish","type":"post","link":"https:\/\/tabildot.com.tr\/marketrisk\/1607","title":{"rendered":"\ud83c\uddf9\ud83c\uddf7 CCOLA Faaliyet Raporu Analizi 2025\/12 | Coca-Cola \u0130\u00e7ecek A.\u015e."},"content":{"rendered":"<p><iframe loading=\"lazy\" style=\"border-radius: 12px;\" src=\"https:\/\/open.spotify.com\/embed\/episode\/3keRuAxVIkLwU8RVnNNXlR?utm_source=generator&amp;t=0\" width=\"100%\" height=\"352\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\" data-testid=\"embed-iframe\"><\/iframe><\/p>\n<h1>Belirsizlik \u00c7a\u011f\u0131nda Dengeli B\u00fcy\u00fcmek: CCI\u2019\u0131n 2025 Yol Haritas\u0131ndan 5 \u015ea\u015f\u0131rt\u0131c\u0131 \u00c7\u0131kar\u0131m<\/h1>\n<p><b>1. Giri\u015f: Kaosun Ortas\u0131nda Dengeyi Bulmak<\/b><\/p>\n<p>K\u00fcresel ekonomi; kal\u0131c\u0131 y\u00fcksek enflasyon, faiz y\u00fck\u00fc ve derinle\u015fen jeopolitik gerilimlerin k\u0131skac\u0131nda tarihsel bir s\u0131nav veriyor. Rusya-Ukrayna hatt\u0131ndan Orta Do\u011fu\u2019ya uzanan belirsizlikler, \u00e7ok uluslu \u015firketler i\u00e7in sadece operasyonel bir risk de\u011fil, bir varolu\u015f testi niteli\u011finde. Bu kaotik ortamda Coca-Cola \u0130\u00e7ecek (CCI), 2025 stratejisini &#8220;Dengeli \u0130lerliyoruz&#8221; mottosu \u00fczerine in\u015fa ederek kendine stratejik bir \u00e7\u0131pa olu\u015fturdu.<\/p>\n<p>Bu denge aray\u0131\u015f\u0131, sadece bir s\u00f6ylemden ibaret de\u011fil; Fitch Ratings taraf\u0131ndan teyit edilen &#8220;BBB&#8221; yat\u0131r\u0131m yap\u0131labilir kredi notuyla (T\u00fcrkiye \u00fclke notunun \u00fczerinde) finansal olarak da tescillenmi\u015f bir &#8220;g\u00fcvenli liman&#8221; stratejisidir. TMS 29 (Y\u00fcksek Enflasyonlu Ekonomilerde Finansal Raporlama) standartlar\u0131n\u0131n uyguland\u0131\u011f\u0131 bu zorlu mali d\u00f6nemde, CCI&#8217;\u0131n esnekli\u011fi, riskleri sa\u011fduyuyla y\u00f6netme ve b\u00fcy\u00fcme hedeflerini k\u00fcresel ger\u00e7ekliklerle uyumlama becerisinden besleniyor.<\/p>\n<p><b>2. S\u0131n\u0131rlar\u0131 A\u015fan Bir B\u00fcy\u00fcme: &#8220;Talepten \u00d6nce Yat\u0131r\u0131m&#8221; Stratejisi<\/b><\/p>\n<p>CCI, kriz d\u00f6nemlerinde savunmaya \u00e7ekilmek yerine pazar liderli\u011fini per\u00e7inleyen &#8220;Talepten \u00f6nce yat\u0131r\u0131m&#8221; yakla\u015f\u0131m\u0131n\u0131 bir b\u00fcy\u00fcme kald\u0131rac\u0131 olarak kullan\u0131yor. \u015eirket, makroekonomik belirsizliklere ra\u011fmen 2025 y\u0131l\u0131nda 13,9 milyar TL\u2019lik devasa bir yat\u0131r\u0131m hacmine ula\u015ft\u0131. Bu vizyonun arkas\u0131nda, pazar\u0131n b\u00fcy\u00fcmesini beklemek yerine kapasiteyi \u00f6nceden haz\u0131r ederek rekabet avantaj\u0131 elde etme mant\u0131\u011f\u0131 yat\u0131yor.<\/p>\n<p>Bu stratejik geni\u015flemenin \u00f6l\u00e7e\u011fi, co\u011frafi s\u0131n\u0131rlar\u0131 a\u015f\u0131yor:<\/p>\n<ul>\n<li><b>Azerbaycan:<\/b> \u0130smay\u0131ll\u0131 fabrikas\u0131n\u0131n devreye al\u0131nmas\u0131yla kapasite %50 art\u0131r\u0131ld\u0131 ve \u00fclkedeki toplam yat\u0131r\u0131m <b>200 milyon dolara<\/b> ula\u015ft\u0131.<\/li>\n<li><b>\u00d6zbekistan:<\/b> Namangan tesisinin tamamlanmas\u0131yla bu pazardaki toplam yat\u0131r\u0131m hacmi <b>550 milyon dolar\u0131<\/b> a\u015farak Orta Asya\u2019daki g\u00fc\u00e7 merkezi konumunu peki\u015ftirdi.<\/li>\n<li><b>Irak:<\/b> Ba\u011fdat fabrikas\u0131n\u0131n faaliyete ge\u00e7mesiyle \u00fclkedeki \u00fcretim a\u011f\u0131 d\u00f6rt fabrikaya \u00e7\u0131kar\u0131larak b\u00f6lgesel \u00e7eviklik art\u0131r\u0131ld\u0131.<\/li>\n<\/ul>\n<p>\u201c2025\u2019te operasyonel \u00e7evikli\u011fimiz, \u00e7e\u015fitlendirilmi\u015f portf\u00f6y\u00fcm\u00fcz ve s\u00fcrd\u00fcr\u00fclebilirlikteki kararl\u0131l\u0131\u011f\u0131m\u0131zla uzun vadeli de\u011fer yaratma yolculu\u011fumuzda dengeli bir \u015fekilde ilerledik.\u201d \u2014 <b>Karim Yahi, CEO<\/b><\/p>\n<p><b>3. G\u00f6r\u00fcnmez Ba\u015far\u0131: Hacim Artarken Emisyonu Dizginlemek<\/b><\/p>\n<p>End\u00fcstriyel b\u00fcy\u00fcmenin \u00e7evresel ayak izini de beraberinde b\u00fcy\u00fctt\u00fc\u011f\u00fc y\u00f6n\u00fcndeki klasik alg\u0131, CCI\u2019\u0131n 2025 verileriyle sars\u0131l\u0131yor. \u015eirket, &#8220;ayr\u0131\u015fma&#8221; (decoupling) olarak adland\u0131r\u0131lan zorlu bir ba\u015far\u0131ya imza att\u0131: 2025 y\u0131l\u0131nda sat\u0131\u015f hacmi konsolide d\u00fczeyde <b>%8 artarak 1,6 milyar \u00fcnite kasaya<\/b> ula\u015f\u0131rken, toplam emisyon art\u0131\u015f\u0131 hayata ge\u00e7irilen inovasyonlar sayesinde sadece <b>%1<\/b> seviyesinde s\u0131n\u0131rland\u0131r\u0131ld\u0131.<\/p>\n<p>E\u011fer bu m\u00fcdahaleler yap\u0131lmasayd\u0131, hacim art\u0131\u015f\u0131yla birlikte emisyonlar\u0131n \u00e7ok daha y\u00fcksek bir ivmeyle artmas\u0131 bekleniyordu. Bu &#8220;g\u00f6r\u00fcnmez ba\u015far\u0131n\u0131n&#8221; temel ta\u015flar\u0131 \u015funlard\u0131r:<\/p>\n<ul>\n<li><b>\u00d6nlenen Emisyon:<\/b> Ambalaj hafifletme ve enerji verimlili\u011fi projeleriyle <b>509.146 ton CO2<\/b> sal\u0131m\u0131n\u0131n \u00f6n\u00fcne ge\u00e7ildi.<\/li>\n<li><b>Yenilenebilir Elektrik:<\/b> Elaz\u0131\u011f, Isparta ve K\u00f6yce\u011fiz fabrikalar\u0131nda \u00fcretim %100 yenilenebilir enerjiyle ger\u00e7ekle\u015ftirildi.<\/li>\n<li><b>Ak\u0131ll\u0131 Sens\u00f6rler:<\/b> So\u011futucu ekipmanlarda \u0131\u015f\u0131\u011fa duyarl\u0131 sens\u00f6rlerin kullan\u0131m\u0131yla, toplam sistem emisyonunun \u00fc\u00e7te birini olu\u015fturan so\u011futma kaynakl\u0131 karbon ayak izi minimize edildi.<\/li>\n<\/ul>\n<p><b>4. Suyun Rotas\u0131n\u0131 De\u011fi\u015ftirmek: %54,5 Geri Kazan\u0131m Mucizesi<\/b><\/p>\n<p>Su y\u00f6netimi, CCI i\u00e7in bir s\u00fcrd\u00fcr\u00fclebilirlik hedefinden ziyade bir ekosistem sorumlulu\u011fu. \u015eirket, su tasarrufu miktar\u0131n\u0131 bir \u00f6nceki y\u0131la g\u00f6re %27 art\u0131rarak operasyonel verimlilikte \u00e7\u0131tay\u0131 y\u00fckseltti. Ancak as\u0131l fark, <b>su stresi y\u00fcksek havzalarda<\/b> (vulnerable basins) yarat\u0131lan de\u011ferde ortaya \u00e7\u0131k\u0131yor: Bu riskli b\u00f6lgelerde kullan\u0131lan suyun <b>%54,5\u2019i<\/b> do\u011faya ve topluma geri kazand\u0131r\u0131ld\u0131.<\/p>\n<p>Bu stratejinin en somut \u00f6rne\u011fi, ekosistem sorumlulu\u011funu tarlaya ta\u015f\u0131yan <b>Isparta Ak\u0131ll\u0131 Tar\u0131m Projesi<\/b> oldu. Bir i\u00e7ecek devinin tar\u0131msal sulama verimlili\u011fiyle ilgilenmesi, havza g\u00fcvenli\u011finin bir b\u00fct\u00fcn oldu\u011fu ger\u00e7e\u011fine dayan\u0131yor. \u00d6te yandan, \u00dcrd\u00fcn\u2019deki <b>Madaba<\/b> projesi gibi yeni geri kazan\u0131m hamleleri, su stresini y\u00f6netmenin k\u00fcresel bir standart haline geldi\u011fini g\u00f6steriyor.<\/p>\n<p>\u201cEskiden al\u0131\u015fkanl\u0131klar\u0131m\u0131za g\u00f6re hareket ediyordum. \u015eimdi verilere bakarak sulama ve di\u011fer tarla i\u015flerine karar veriyorum. Zorluklar\u0131 yaln\u0131z ba\u015f\u0131m\u0131za de\u011fil destek alarak a\u015fmak programa inanc\u0131m\u0131z\u0131 art\u0131rd\u0131.\u201d \u2014 <b>H\u00fcseyin K\u0131rl\u0131, \u00c7ift\u00e7i<\/b><\/p>\n<p><b>5. Cam Tavan\u0131 K\u0131rmak: %32 Kad\u0131n Y\u00f6netici ve E\u015fit \u00dccret<\/b><\/p>\n<p>CCI, toplumsal cinsiyet e\u015fitli\u011fini sadece etik bir gereklilik de\u011fil, bir &#8220;yetenek y\u00f6netimi stratejisi&#8221; olarak konumluyor. 12 \u00fclkede 10 bini a\u015fk\u0131n \u00e7al\u0131\u015fan\u0131 y\u00f6neten \u015firket, kad\u0131n temsilini yukar\u0131 ta\u015f\u0131rken adil \u00fccret politikas\u0131n\u0131 \u00fc\u00e7\u00fcnc\u00fc kez ald\u0131\u011f\u0131 &#8220;E\u015fit \u00dccret Sertifikas\u0131&#8221; ile garanti alt\u0131na ald\u0131. &#8220;Gururlu Y\u00fczler&#8221; program\u0131n\u0131n T\u00fcrkiye&#8217;den <b>Kazakistan ve Banglade\u015f&#8217;e<\/b> ihra\u00e7 edilmesi, bu stratejinin global bir k\u00fclt\u00fcre d\u00f6n\u00fc\u015ft\u00fc\u011f\u00fcn\u00fcn en net kan\u0131t\u0131.<\/p>\n<p><b>Kad\u0131n Temsilindeki \u0130lerleme Panoramas\u0131:<\/b><\/p>\n<table border=\"1\">\n<tbody>\n<tr>\n<td>Performans G\u00f6stergesi<\/td>\n<td>2024 Durumu<\/td>\n<td>2025 Ger\u00e7ekle\u015fen<\/td>\n<td>2030 Hedefi<\/td>\n<\/tr>\n<tr>\n<td><b>Kad\u0131n Y\u00f6netici Oran\u0131<\/b><\/td>\n<td>%29,2<\/td>\n<td><b>%32,0<\/b><\/td>\n<td>%40,0<\/td>\n<\/tr>\n<tr>\n<td><b>Kad\u0131n \u0130\u015fe Al\u0131m Oran\u0131<\/b><\/td>\n<td>&#8211;<\/td>\n<td><b>%26,0<\/b><\/td>\n<td>%35,0<\/td>\n<\/tr>\n<tr>\n<td><b>Kad\u0131n \u0130cra Kurulu \u00dcyesi<\/b><\/td>\n<td>&#8211;<\/td>\n<td><b>%16,6<\/b><\/td>\n<td>%50,0<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><b>6. Sonu\u00e7: Gelece\u011fe Bak\u0131\u015f ve Kritik Soru<\/b><\/p>\n<p>CCI\u2019\u0131n 2025 yol haritas\u0131, b\u00fcy\u00fcmenin sadece 187 milyar TL\u2019lik cirodan ibaret olmad\u0131\u011f\u0131n\u0131, &#8220;alt\u0131 sermaye \u00f6\u011fesinin&#8221; e\u015fzamanl\u0131 y\u00f6netilmesi gerekti\u011fini kan\u0131tl\u0131yor. \u015eirket; <b>Finansal, \u00dcretilmi\u015f, Fikri, Be\u015feri, Sosyal ve Do\u011fal<\/b> sermaye \u00f6\u011felerini birbirini besleyen bir d\u00f6ng\u00fcde kullanarak b\u00fct\u00fcnc\u00fcl bir de\u011fer yaratma modeli i\u015fletiyor.<\/p>\n<p>Kaosun ve belirsizli\u011fin norm haline geldi\u011fi modern d\u00fcnyada, bir \u015firketin \u00fcretim hacmini %8 art\u0131r\u0131rken \u00e7evresel etkisini dizginleyebilmesi, &#8220;dengeli ilerleme&#8221; felsefesinin sadece bir se\u00e7enek de\u011fil, bir zorunluluk oldu\u011funu g\u00f6steriyor.<\/p>\n<p>T\u00fcm bu veriler \u0131\u015f\u0131\u011f\u0131nda kendimize sormam\u0131z gereken soru \u015fudur:<\/p>\n<p><b>S\u00fcrd\u00fcr\u00fclebilirlik, bilan\u00e7olarda ta\u015f\u0131nan bir maliyet y\u00fck\u00fc m\u00fcd\u00fcr; yoksa belirsizlik \u00e7a\u011f\u0131nda hayatta kalarak sonraki 75 y\u0131la ula\u015fabilmenin tek ge\u00e7erli stratejisi mi?<\/b><\/p>\n<p>&nbsp;<\/p>\n<h1>Coca-Cola \u0130\u00e7ecek (CCI) 2025 Entegre Faaliyet Raporu: Stratejik Analiz ve De\u011ferlendirme<\/h1>\n<h2>Y\u00f6netici \u00d6zeti<\/h2>\n<p>Coca-Cola \u0130\u00e7ecek (CCI), 2025 y\u0131l\u0131 faaliyetlerini k\u00fcresel ekonomik belirsizlikler, jeopolitik gerilimler ve iklim krizi gibi makro zorluklar\u0131n g\u00f6lgesinde, <b>&#8220;#Dengeli\u0130lerliyoruz&#8221;<\/b> mottosuyla y\u00fcr\u00fctm\u00fc\u015ft\u00fcr. \u015eirket, 12 \u00fclkede 600 milyonu a\u015fk\u0131n bir n\u00fcfusa hizmet veren operasyonel a\u011f\u0131n\u0131 geni\u015fletmeye devam ederek, hem finansal hem de s\u00fcrd\u00fcr\u00fclebilirlik hedeflerinde stratejik bir denge kurmay\u0131 ba\u015farm\u0131\u015ft\u0131r. 2025 y\u0131l\u0131 itibar\u0131yla konsolide sat\u0131\u015f hacmi %8 art\u0131\u015fla 1,6 milyar \u00fcnite kasaya, net sat\u0131\u015f gelirleri ise %3,9 art\u0131\u015fla 187 milyar TL&#8217;ye ula\u015fm\u0131\u015ft\u0131r. Operasyonel \u00e7eviklik ve kapasite art\u0131\u015flar\u0131 (Azerbaycan, Irak, \u00d6zbekistan&#8217;daki yeni fabrikalar) b\u00fcy\u00fcmenin ana itici g\u00fc\u00e7leri olmu\u015ftur. S\u00fcrd\u00fcr\u00fclebilirlik cephesinde ise su y\u00f6netimi, d\u00f6ng\u00fcsel ekonomi ve yenilenebilir enerji alanlar\u0131nda somut ilerlemeler kaydedilmi\u015f; su tasarrufu bir \u00f6nceki y\u0131la g\u00f6re %27 art\u0131r\u0131l\u0131rken, kad\u0131n y\u00f6netici oran\u0131 %32&#8217;ye y\u00fckseltilmi\u015ftir.<\/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>1. Operasyonel G\u00fc\u00e7 ve Co\u011frafi Geni\u015fleme<\/h2>\n<p>CCI, 2025 y\u0131l\u0131nda &#8220;talepten \u00f6nce yat\u0131r\u0131m&#8221; yakla\u015f\u0131m\u0131n\u0131 s\u00fcrd\u00fcrerek \u00fcretim kapasitesini ve pazar eri\u015fimini stratejik yat\u0131r\u0131mlarla tahkim etmi\u015ftir.<\/p>\n<h3>Temel Operasyonel G\u00f6stergeler (2025)<\/h3>\n<table border=\"1\">\n<tbody>\n<tr>\n<td>G\u00f6sterge<\/td>\n<td>Miktar \/ Say\u0131<\/td>\n<\/tr>\n<tr>\n<td><b>Faaliyet G\u00f6sterilen \u00dclke<\/b><\/td>\n<td>12<\/td>\n<\/tr>\n<tr>\n<td><b>Hizmet Verilen N\u00fcfus<\/b><\/td>\n<td>600 milyon+<\/td>\n<\/tr>\n<tr>\n<td><b>\u015ei\u015feleme Fabrikas\u0131<\/b><\/td>\n<td>36<\/td>\n<\/tr>\n<tr>\n<td><b>Meyve \u0130\u015fleme Fabrikas\u0131<\/b><\/td>\n<td>3<\/td>\n<\/tr>\n<tr>\n<td><b>Sat\u0131\u015f Noktas\u0131<\/b><\/td>\n<td>~1,4 milyon<\/td>\n<\/tr>\n<tr>\n<td><b>Toplam \u00c7al\u0131\u015fan Say\u0131s\u0131<\/b><\/td>\n<td>10.000+<\/td>\n<\/tr>\n<tr>\n<td><b>Hat Say\u0131s\u0131<\/b><\/td>\n<td>172<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3>Yeni Yat\u0131r\u0131mlar ve Kapasite Art\u0131\u015flar\u0131<\/h3>\n<ul>\n<li><b>Azerbaycan (\u0130smay\u0131ll\u0131):<\/b> \u0130kinci fabrikan\u0131n a\u00e7\u0131lmas\u0131yla \u00fcretim kapasitesi %50 art\u0131r\u0131lm\u0131\u015f, \u00fclkedeki toplam yat\u0131r\u0131m 200 milyon dolara ula\u015fm\u0131\u015ft\u0131r.<\/li>\n<li><b>Irak (Ba\u011fdat):<\/b> \u00dclkedeki d\u00f6rd\u00fcnc\u00fc fabrika faaliyete ge\u00e7mi\u015ftir.<\/li>\n<li><b>\u00d6zbekistan (Namangan):<\/b> Yeni fabrikan\u0131n tamamlanmas\u0131yla \u00fclkedeki toplam yat\u0131r\u0131m 550 milyon dolar\u0131 a\u015fm\u0131\u015ft\u0131r.<\/li>\n<li><b>Tacikistan (Du\u015fanbe):<\/b> Mevcut tesiste ikinci hat devreye al\u0131nm\u0131\u015ft\u0131r.<\/li>\n<li><b>Kazakistan (Akt\u00f6be):<\/b> Yeni fabrika yat\u0131r\u0131m\u0131 i\u00e7in haz\u0131rl\u0131k s\u00fcre\u00e7leri ba\u015flat\u0131lm\u0131\u015ft\u0131r.<\/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>2. Finansal ve Operasyonel Performans Analizi<\/h2>\n<p>2025 y\u0131l\u0131nda y\u00fcksek enflasyonlu ekonomilerde finansal raporlama standartlar\u0131 (TMS 29) uygulanm\u0131\u015f; CCI, uluslararas\u0131 pazarlar\u0131n g\u00fc\u00e7l\u00fc katk\u0131s\u0131yla b\u00fcy\u00fcmesini s\u00fcrd\u00fcrm\u00fc\u015ft\u00fcr.<\/p>\n<h3>Konsolide Finansal Veriler (Milyon TL)<\/h3>\n<table border=\"1\">\n<tbody>\n<tr>\n<td>Kalem<\/td>\n<td>2024<\/td>\n<td>2025<\/td>\n<td>De\u011fi\u015fim (%)<\/td>\n<\/tr>\n<tr>\n<td><b>Net Sat\u0131\u015f Gelirleri<\/b><\/td>\n<td>180.216<\/td>\n<td>187.185<\/td>\n<td>+3,9%<\/td>\n<\/tr>\n<tr>\n<td><b>Sat\u0131\u015f Hacmi (Milyon UC)<\/b><\/td>\n<td>1.501<\/td>\n<td>1.622<\/td>\n<td>+8,0%<\/td>\n<\/tr>\n<tr>\n<td><b>FV\u00d6K (EBIT)<\/b><\/td>\n<td>24.719<\/td>\n<td>25.156<\/td>\n<td>+1,8%<\/td>\n<\/tr>\n<tr>\n<td><b>Net K\u00e2r<\/b><\/td>\n<td>19.390<\/td>\n<td>14.072<\/td>\n<td>-27,4%<\/td>\n<\/tr>\n<tr>\n<td><b>Yat\u0131r\u0131m Miktar\u0131<\/b><\/td>\n<td>&#8211;<\/td>\n<td>13.900<\/td>\n<td>&#8211;<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><b>\u00d6nemli Notlar:<\/b><\/p>\n<ul>\n<li><b>Kredi Notlar\u0131:<\/b> Fitch Ratings, CCI&#8217;\u0131n notunu &#8216;BBB&#8217; (Dura\u011fan) olarak teyit ederek T\u00fcrkiye&#8217;nin en y\u00fcksek kredi notuna sahip \u015firketi konumunu korumu\u015ftur. S&amp;P Global Ratings ise g\u00f6r\u00fcn\u00fcm\u00fc &#8216;Dura\u011fan&#8217;a y\u00fckselterek notu &#8216;BB+&#8217; olarak teyit etmi\u015ftir.<\/li>\n<li><b>Pazar Performans\u0131:<\/b> T\u00fcrkiye operasyonlar\u0131nda su kategorisindeki bilin\u00e7li daralmaya ra\u011fmen, gazs\u0131z i\u00e7ecekler ve Coca-Cola markas\u0131nda s\u00fcrd\u00fcr\u00fclebilir bir performans sergilenmi\u015ftir. Uluslararas\u0131 operasyonlar\u0131n sat\u0131\u015f hacmi %13,5 oran\u0131nda g\u00fc\u00e7l\u00fc bir b\u00fcy\u00fcme kaydetmi\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>3. S\u00fcrd\u00fcr\u00fclebilirlik ve \u00c7SY (\u00c7evresel, Sosyal, Y\u00f6neti\u015fim) Stratejisi<\/h2>\n<p>CCI, stratejik \u00f6nceliklerini ilk kez Avrupa S\u00fcrd\u00fcr\u00fclebilirlik Raporlama Standartlar\u0131 (ESRS) ile uyumlu <b>\u00c7ifte \u00d6nemlilik Analizi (DMA)<\/b> ile belirlemi\u015ftir.<\/p>\n<h3>A. \u00c7evresel Etki ve \u0130klim Krizi ile M\u00fccadele<\/h3>\n<ul>\n<li><b>Yenilenebilir Enerji:<\/b> Isparta, Elaz\u0131\u011f ve K\u00f6yce\u011fiz fabrikalar\u0131nda \u00fcretimin %100&#8217;\u00fc yenilenebilir elektrikle ger\u00e7ekle\u015ftirilmektedir. Toplam elektrik t\u00fcketimi i\u00e7indeki yenilenebilir enerji oran\u0131 %9&#8217;a \u00e7\u0131km\u0131\u015ft\u0131r.<\/li>\n<li><b>Su Y\u00f6netimi:<\/b>\n<ul>\n<li>Su tasarrufu miktar\u0131 %27 oran\u0131nda art\u0131r\u0131lm\u0131\u015ft\u0131r.<\/li>\n<li>Su kullan\u0131m oran\u0131 (WUR) 1,64 L\/L olarak ger\u00e7ekle\u015fmi\u015ftir.<\/li>\n<li>Y\u00fcksek su stresi alt\u0131ndaki havzalara geri kazand\u0131r\u0131lan su oran\u0131 %54,5&#8217;e ula\u015fm\u0131\u015ft\u0131r.<\/li>\n<\/ul>\n<\/li>\n<li><b>Ambalaj ve D\u00f6ng\u00fcsel Ekonomi:<\/b>\n<ul>\n<li>CCI genelinde rPET (geri d\u00f6n\u00fc\u015ft\u00fcr\u00fclm\u00fc\u015f PET) kullan\u0131m oran\u0131 %7&#8217;ye y\u00fckseltilmi\u015ftir.<\/li>\n<li>T\u00fcrkiye&#8217;de depozito iade sistemi (DYS) kapsam\u0131nda pilot uygulamalara ve mevzuat \u00e7al\u0131\u015fmalar\u0131na \u00f6nc\u00fcl\u00fck edilmektedir.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3>B. Sosyal Etki ve \u0130nsan Kayna\u011f\u0131<\/h3>\n<ul>\n<li><b>\u00c7e\u015fitlilik ve Kapsay\u0131c\u0131l\u0131k:<\/b> Kad\u0131n y\u00f6netici oran\u0131 %29,2&#8217;den %32&#8217;ye \u00e7\u0131kar\u0131lm\u0131\u015ft\u0131r. \u015eirket, &#8220;E\u015fit \u00dccret Sertifikas\u0131&#8221;n\u0131 \u00fc\u00e7\u00fcnc\u00fc kez yenilemi\u015ftir.<\/li>\n<li><b>Gururlu Y\u00fczler Program\u0131:<\/b> Gen\u00e7 kad\u0131nlara y\u00f6nelik e\u011fitim ve istihdam deste\u011fi sa\u011flayan program, T\u00fcrkiye&#8217;den sonra Kazakistan ve Banglade\u015f&#8217;e de ta\u015f\u0131nm\u0131\u015ft\u0131r.<\/li>\n<li><b>Toplumsal Katk\u0131:<\/b> 2025 y\u0131l\u0131nda yakla\u015f\u0131k 89 milyon TL nakit ba\u011f\u0131\u015f\u0131 ger\u00e7ekle\u015ftirilmi\u015f; g\u00f6n\u00fcll\u00fcl\u00fck saatlerinde %100 art\u0131\u015f sa\u011flanm\u0131\u015ft\u0131r.<\/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>4. K\u00fcresel Tan\u0131n\u0131rl\u0131k ve Endeks Ba\u015far\u0131lar\u0131<\/h2>\n<p>CCI\u2019\u0131n \u00c7SY (ESG) performans\u0131 uluslararas\u0131 platformlarda y\u00fcksek puanlarla tescillenmi\u015ftir:<\/p>\n<ul>\n<li><b>CDP:<\/b> Su G\u00fcvenli\u011fi Program\u0131\u2019nda &#8220;A&#8221;, \u0130klim De\u011fi\u015fikli\u011fi Program\u0131\u2019nda &#8220;A-&#8221; notu ile k\u00fcresel liderler aras\u0131ndaki yerini korumu\u015ftur.<\/li>\n<li><b>S&amp;P Global CSA:<\/b> 66 puan ile S&amp;P Global Sustainability Yearbook 2026\u2019ya girmeye hak kazanan T\u00fcrkiye i\u00e7ecek sekt\u00f6r\u00fcndeki tek \u015firket olmu\u015ftur.<\/li>\n<li><b>FTSE4GOOD:<\/b> 4,1\/5 skorla bug\u00fcne kadarki en y\u00fcksek performans\u0131na ula\u015fm\u0131\u015ft\u0131r.<\/li>\n<li><b>BIST LSEG S\u00fcrd\u00fcr\u00fclebilirlik Endeksi:<\/b> D\u00fcnya genelindeki i\u00e7ecek \u015firketleri aras\u0131nda en \u00fcst s\u0131ralarda yer alm\u0131\u015ft\u0131r.<\/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. Gelece\u011fe Bak\u0131\u015f ve 2030 Taahh\u00fctleri<\/h2>\n<p>\u015eirket, uzun vadeli de\u011fer yaratma modelini &#8220;Dengeli \u0130lerliyoruz&#8221; felsefesiyle 2030 hedeflerine odaklam\u0131\u015ft\u0131r.<\/p>\n<table border=\"1\">\n<tbody>\n<tr>\n<td>Odak Alan\u0131<\/td>\n<td>2030 Hedefi<\/td>\n<\/tr>\n<tr>\n<td><b>Su<\/b><\/td>\n<td>Su verimlili\u011fini %20 art\u0131rmak ve su n\u00f6trl\u00fc\u011f\u00fcn\u00fc sa\u011flamak.<\/td>\n<\/tr>\n<tr>\n<td><b>\u0130klim<\/b><\/td>\n<td>%100 yenilenebilir elektrik ve karbon n\u00f6tr \u00fcretim.<\/td>\n<\/tr>\n<tr>\n<td><b>Ambalaj<\/b><\/td>\n<td>%100 geri d\u00f6n\u00fc\u015ft\u00fcr\u00fclebilir ambalaj ve en az %50 rPET kullan\u0131m\u0131.<\/td>\n<\/tr>\n<tr>\n<td><b>\u00c7e\u015fitlilik<\/b><\/td>\n<td>Yeni i\u015fe al\u0131mlar\u0131n %35&#8217;inin, y\u00f6neticilerin %40&#8217;\u0131n\u0131n kad\u0131n olmas\u0131.<\/td>\n<\/tr>\n<tr>\n<td><b>Toplum<\/b><\/td>\n<td>S\u00fcrd\u00fcr\u00fclebilir kalk\u0131nma programlar\u0131yla 3,5 milyon ki\u015fiye ula\u015fmak.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\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>\u00d6nemli Al\u0131nt\u0131lar<\/h2>\n<p>&#8220;2025 y\u0131l\u0131, k\u00fcresel krizlerin art\u0131k ge\u00e7ici sars\u0131nt\u0131lar olmaktan \u00e7\u0131k\u0131p, g\u00fcnl\u00fck ya\u015fam ve i\u015f d\u00fcnyas\u0131nda g\u00fc\u00e7l\u00fc etkiler olu\u015fturdu\u011fu bir y\u0131l oldu. Bu dinamik tabloyu i\u015f modelimizi daha dayan\u0131kl\u0131 ve esnek k\u0131lmak i\u00e7in bir geli\u015fim alan\u0131 olarak g\u00f6rd\u00fck.&#8221; \u2014 <b>Kamil S\u00fcleyman Yaz\u0131c\u0131, Y\u00f6netim Kurulu Ba\u015fkan\u0131<\/b><\/p>\n<p>&#8220;Oda\u011f\u0131m\u0131z\u0131 sat\u0131n al\u0131nabilirli\u011fe ve dengeli hacim ile de\u011fer odakl\u0131 b\u00fcy\u00fcmeye y\u00f6nelttik. \u00c7e\u015fitlendirilmi\u015f \u00fcr\u00fcn ve \u00fclke portf\u00f6y\u00fcm\u00fcz, geli\u015fmekte olan pazarlardaki kompleks zorluklar\u0131 y\u00f6netme kabiliyetimizi bir kez daha kan\u0131tlad\u0131.&#8221; \u2014 <b>Karim Yahi, CEO<\/b><\/p>\n<p>&#8220;Projeye kat\u0131ld\u0131ktan sonra tarlayla ilgili kararlar\u0131m\u0131 daha bilin\u00e7li almaya ba\u015flad\u0131m. Eskiden al\u0131\u015fkanl\u0131klar\u0131m\u0131za g\u00f6re hareket ediyordum, \u015fimdi verilere bakarak sulama yap\u0131yorum.&#8221; \u2014 <b>H\u00fcseyin K\u0131rl\u0131, \u00c7ift\u00e7i (Isparta Ak\u0131ll\u0131 Tar\u0131m Projesi Kat\u0131l\u0131mc\u0131s\u0131)<\/b><\/p>\n<button class=\"simplefavorite-button\" data-postid=\"1607\" data-siteid=\"1\" data-groupid=\"1\" data-favoritecount=\"0\" style=\"\">Favorile <i class=<\/button>","protected":false},"excerpt":{"rendered":"<p>Coca-Cola \u0130\u00e7ecek (CCI), 2025 Entegre Faaliyet Raporu\u2019nu \u201cDengeli \u0130lerliyoruz\u201d mottosuyla yay\u0131mlad\u0131. K\u00fcresel ekonomik dalgalanmalar\u0131n ve jeopolitik gerilimlerin ya\u015fand\u0131\u011f\u0131 bir d\u00f6nemde CCI; operasyonel \u00e7evikli\u011fi, \u00e7e\u015fitlendirilmi\u015f portf\u00f6y\u00fc ve s\u00fcrd\u00fcr\u00fclebilirlik kararl\u0131l\u0131\u011f\u0131yla payda\u015flar\u0131 i\u00e7in kal\u0131c\u0131 de\u011fer yaratmaya devam etti.<br \/>\nOrta Asya ve Orta Do\u011fu\u2019daki yeni fabrika yat\u0131r\u0131mlar\u0131yla b\u00f6lgesel g\u00fcc\u00fcn\u00fc art\u0131ran \u015firket, ayn\u0131 zamanda su tasarrufu miktar\u0131n\u0131 %27 art\u0131rarak ve kad\u0131n y\u00f6netici oran\u0131n\u0131 %32\u2019ye y\u00fckselterek 2030 s\u00fcrd\u00fcr\u00fclebilirlik taahh\u00fctleri yolunda \u00f6nemli ad\u0131mlar att\u0131. CCI&#8217;\u0131n finansal ve operasyonel performans\u0131n\u0131n yan\u0131 s\u0131ra \u00e7evresel ve sosyal hedeflerindeki ilerlemeyi \u015feffaf bir \u015fekilde ortaya koyan bu rapor, \u015firketin gelece\u011fe y\u00f6nelik dayan\u0131kl\u0131 i\u015f modelini yans\u0131t\u0131yor.<\/p>\n","protected":false},"author":9,"featured_media":1297,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[251],"tags":[280],"class_list":["post-1607","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-faaliyetraporuanalizi","tag-ccola"],"_links":{"self":[{"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1607","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\/9"}],"replies":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/comments?post=1607"}],"version-history":[{"count":1,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1607\/revisions"}],"predecessor-version":[{"id":1608,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/posts\/1607\/revisions\/1608"}],"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=1607"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/categories?post=1607"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisk\/wp-json\/wp\/v2\/tags?post=1607"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}