{"id":217,"date":"2026-02-17T14:50:11","date_gmt":"2026-02-17T14:50:11","guid":{"rendered":"https:\/\/tabildot.com.tr\/marketrisken\/?p=217"},"modified":"2026-05-07T11:02:11","modified_gmt":"2026-05-07T11:02:11","slug":"%f0%9f%94%b5%f0%9f%87%ba%f0%9f%87%b8-orcay-orcay-ortakoy-tea-2025-12-activity-report-analysis","status":"publish","type":"post","link":"https:\/\/tabildot.com.tr\/marketrisken\/217","title":{"rendered":"\ud83d\udd35\ud83c\uddfa\ud83c\uddf8 #ORCAY | Or\u00e7ay Ortak\u00f6y Tea 2025\/12 Activity Report Analysis"},"content":{"rendered":"<p><iframe loading=\"lazy\" src=\"https:\/\/creators.spotify.com\/pod\/profile\/market-risk\/embed\/episodes\/ORCAY--Oray-Ortaky-Tea-202512-Activity-Report-Analysis-e3f7bs6\/a-acfr6ks\" width=\"400px\" height=\"102px\" frameborder=\"0\" scrolling=\"no\"><\/iframe><br \/>\n<strong><em>Key Highlights from the 2025 Financial Reports<\/em><\/strong><br \/>\n<em>\u2022 Revenue and Operating Profit: Or\u00e7ay recorded a total revenue of 661,593,082 TL for the 2025 fiscal year, up from 579,373,414 TL in 2024. The company achieved a gross profit of 145,264,804 TL and an operating profit of 105,238,100 TL.<\/em><br \/>\n<em>\u2022 Net Loss for the Period: Despite the operating profit, the company reported a net loss of 161,395,845 TL for the year ending December 31, 2025. Management attributed the failure to meet targeted goals to the prevailing economic conjuncture.<\/em><br \/>\n<em>\u2022 Major Asset Acquisition: In a significant strategic move, the Board decided to purchase land, buildings, and machinery from Of \u00c7aysan Tar\u0131m \u00dcr\u00fcnleri Entegre Tesisleri A.\u015e. for a total of 880,100,000 TL. Uniquely, this payment will be made in-kind using tea (totaling 4,000 tons) delivered between 2026 and 2028.<\/em><br \/>\n<em>\u2022 Capital Structure: The company&#8217;s paid-in capital increased to 240,000,000 TL in 2025, up from 80,000,000 TL the previous year. Total equity stood at 712,390,143 TL at year-end.<\/em><br \/>\n<em>\u2022 Dividend Policy: Due to the net loss incurred in the 2025 period, the company has decided not to distribute dividends.<\/em><br \/>\n<em>\u2022 Financial Health Ratios: As of year-end, the company&#8217;s current ratio was 0.9245 and its debt-to-equity ratio was 2.2185. Management is actively working to reduce financial indebtedness and improve working capital by optimizing payment and collection terms.<\/em><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-medium\" src=\"https:\/\/pbs.twimg.com\/media\/HBXiQJQXkAEGDdY?format=jpg&amp;name=4096x4096\" width=\"2752\" height=\"1536\" \/><\/p>\n<hr \/>\n<h1>The Future of the Brew: 5 Surprising Takeaways from Or\u00e7ay\u2019s 2025 Strategic Evolution<\/h1>\n<h3><b>1. Introduction: More Than Just a Cup of Tea<\/b><\/h3>\n<p>In Turkey, tea is far more than a beverage; it is a foundational social ritual and a primary pillar of national identity. For the <b>Rize region<\/b>, it serves as the absolute lifeblood of the local economy. While the average consumer may only notice the steam rising from their daily glass, a massive, highly specialized industrial complex operates behind the scenes to sustain this national habit. <b>Or\u00e7ay (Ortak\u00f6y \u00c7ay Sanayi ve Ticaret A.\u015e.)<\/b> stands as a pivotal player in this landscape. Their 2025 strategic evolution reveals a company skillfully navigating the transition from a traditional regional manufacturer to a sophisticated, asset-rich entity ready for the global stage.<\/p>\n<h3><b>2. The Heart of a Global Powerhouse: Rize\u2019s Industrial Density<\/b><\/h3>\n<p>The Turkish tea sector is defined by an extraordinary level of regional concentration. Out of the <b>183 tea factories<\/b> operating nationwide, a staggering <b>141 are located within Rize<\/b>. Or\u00e7ay\u2019s facility in <b>G\u00fcneysu, Rize<\/b>, is not merely a geographic choice but a strategic anchor within a global production hub.<\/p>\n<p>As a leader in the private sector, Or\u00e7ay competes in a space where the state-owned giant <b>\u00c7AYKUR<\/b> processes 42.21% of the nation&#8217;s tea, leaving the remaining <b>57.79% private sector slice<\/b> as a fiercely competitive arena. Or\u00e7ay has successfully navigated this competition by focusing on its mission to be the definitive regional brand:<\/p>\n<p>&#8220;To constantly develop product and service quality&#8230; and to work towards becoming the preferred brand of Rize Tea.&#8221;<\/p>\n<h3><b>3. The 6x Capacity Surge: Industrializing the Ortak\u00f6y Legacy<\/b><\/h3>\n<p>Or\u00e7ay\u2019s trajectory since its founding in 1986 in the village of Ortak\u00f6y is a study in <b>vertical integration<\/b> and industrial scaling. Starting with a modest daily processing capacity of <b>30 tons<\/b>, the company underwent a massive technical transformation between 2011 and 2014. Investments in vertical filling machines, advanced drying ovens, and automated shrink-wrapping technologies have since propelled their capacity to <b>180 tons per day<\/b>.<\/p>\n<p>Today, the facility produces <b>3,000 tons of dry tea annually<\/b> with a packaging capacity of <b>10,000 tons<\/b>. This scaling was accompanied by a necessary pivot toward product diversification. Recognizing that modern agricultural survival requires more than &#8220;classic tea,&#8221; Or\u00e7ay invested in green and white tea facilities in 2014, expanding a portfolio that now features flagship brands such as <b>Or\u00e7ay, Orijinal \u00c7ay, Ortea, Tazeveren, Tazedem, and Hasret<\/b>.<\/p>\n<h3><b>4. Contract Manufacturing and the KEIFI Ecosystem<\/b><\/h3>\n<p>One of the most innovative aspects of Or\u00e7ay\u2019s model is its role as the &#8220;Intel Inside&#8221; of the Turkish tea market. Beyond its own labels, the company operates as a major <b>contract manufacturer (fason \u00fcretim)<\/b> for other brands, proving itself to be the industrial backbone of the sector.<\/p>\n<p>Furthermore, Or\u00e7ay has transitioned from a simple supplier to a high-level consultant through its involvement with the <b>\u201cKEIFI \u00c7ay\u201d<\/b> and <b>\u201c1001 Keyfi\u201d<\/b> tea house chains. By providing these entities with <b>ARGE (R&amp;D) and &#8220;know-how&#8221; support<\/b>, Or\u00e7ay is selling expertise rather than just raw materials. This ecosystem ensures that their collection of over 60 tea varieties is presented as a high-end retail experience, securing the company\u2019s influence across the entire value chain.<\/p>\n<h3><b>5. Asset-Rich Resilience: Deciphering the 2.29 Billion TL Balance Sheet<\/b><\/h3>\n<p>Or\u00e7ay\u2019s 2025 financial position presents a fascinating paradox that requires an analyst\u2019s lens to fully appreciate. The company reported a <b>total asset base of 2.29 Billion TL<\/b>, a dramatic jump from approximately 1.28 Billion TL in 2024. This &#8220;explosion&#8221; in the balance sheet is primarily driven by <b>&#8220;Yeniden De\u011ferleme&#8221; (Revaluation)<\/b>, specifically a 191.7 million TL upward adjustment in the value of land, buildings, and machinery.<\/p>\n<p>While the report notes a <b>net loss of 161.3 million TL<\/b>, this figure is heavily influenced by a high-interest environment, as evidenced by <b>238.8 million TL in finance expenses<\/b>. However, the <b>&#8220;Toplam Kapsaml\u0131 Gelir&#8221; (Total Comprehensive Income)<\/b> remained positive at <b>10.5 million TL<\/b> due to revaluation gains. To manage this landscape, Or\u00e7ay is employing an <b>asset-rich strategy<\/b> characterized by:<\/p>\n<ul>\n<li>Maintaining a <b>Current Ratio (Cari Oran) of 0.9245<\/b> to navigate short-term liquidity.<\/li>\n<li><b>Extending debt maturity<\/b> and <b>shortening receivable cycles<\/b> to lower financial pressure.<\/li>\n<li><b>Withholding dividends<\/b> to reinforce internal capital structures.<\/li>\n<\/ul>\n<h3><b>6. Governance and the Power of the &#8220;A&#8221; Group<\/b><\/h3>\n<p>The governance of Or\u00e7ay ensures stable, visionary leadership through a specific tiered share structure. The company is led by a 5-member Board of Directors, with the <b>Erdo\u011fan family (including Chairman Mehmet Erdo\u011fan and Vice Chairman H\u0131z\u0131r Erdo\u011fan)<\/b> at the helm.<\/p>\n<p>This stability is protected by <b>Group A shares<\/b>, which carry a significant voting privilege\u2014<b>5 votes per share<\/b> compared to just 1 vote for Group B. Critically, the company&#8217;s articles of association mandate that <b>two of the five board members<\/b> must be candidates nominated by Group A. This ensures that even as a publicly-traded entity, the core strategic vision remains insulated from market volatility.<\/p>\n<h3><b>7. Conclusion: The Steep Ahead<\/b><\/h3>\n<p>As Or\u00e7ay moves deeper into 2025, its focus has shifted toward institutionalizing its internal culture. By adopting a strict <b>&#8220;Right Person for the Right Job&#8221;<\/b> HR policy and committing to <b>sustainability and transparency principles<\/b>, the company is positioning itself as a modern corporate citizen.<\/p>\n<p>The evolution of Or\u00e7ay raises a compelling question for the global agri-food sector: Can a regional producer maintain its traditional soul while scaling into the high-stakes world of asset-rich financial markets? For Or\u00e7ay, the 2025 data suggests that the answer lies in leveraging the physical heritage of Rize through the sophisticated tools of modern finance.<\/p>\n<h1>OR\u00c7AY Ortak\u00f6y \u00c7ay Sanayi ve Ticaret A.\u015e. 2025 Annual Performance Briefing<\/h1>\n<h2>Executive Summary<\/h2>\n<p>This briefing document synthesizes the operational and financial performance of OR\u00c7AY Ortak\u00f6y \u00c7ay Sanayi ve Ticaret A.\u015e. (OR\u00c7AY) for the fiscal year ending December 31, 2025.<\/p>\n<p>The reporting period was characterized by significant asset growth through revaluation and capital expansion, alongside operational challenges resulting in a net loss. OR\u00c7AY maintains a strong presence in the Turkish tea sector, operating from its Rize-based facilities with a processing capacity of 180 tons per day. While revenues reached 661.6 million TL, the company recorded a net loss of 161.4 million TL, primarily driven by high financing expenses and monetary position losses. Consequently, the Board of Directors has recommended no dividend distribution for the 2025 period.<\/p>\n<p>Key takeaways include:<\/p>\n<ul>\n<li><b>Asset Revaluation:<\/b> A massive increase in total assets to 2.29 billion TL, largely driven by the revaluation of tangible fixed assets (land and buildings).<\/li>\n<li><b>Capital Increase:<\/b> Paid-in capital was increased from 80 million TL to 240 million TL during the year.<\/li>\n<li><b>Financial Health:<\/b> Liquidity ratios remain tight (Current Ratio: 0.92), with management focusing on reducing financial debt and extending payment terms to improve working capital.<\/li>\n<li><b>Market Position:<\/b> OR\u00c7AY remains a key private sector player in a market where 135 private factories compete with the state-owned \u00c7AYKUR.<\/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. Corporate Profile and History<\/h2>\n<h3>1.1 Organizational Origins<\/h3>\n<p>Founded in 1986 in the Ortak\u00f6y district of G\u00fcneysu, Rize, OR\u00c7AY began operations with a daily processing capacity of 30 tons. Through strategic investments between 2011 and 2014\u2014including new factory buildings, drying furnaces, vertical filling lines, and packaging machinery\u2014the company significantly scaled its operations.<\/p>\n<h3>1.2 Current Operational Capacity<\/h3>\n<p>The company now operates a diverse production ecosystem:<\/p>\n<ul>\n<li><b>Processing Capacity:<\/b> 180 tons of fresh tea per day.<\/li>\n<li><b>Production Volume:<\/b> 3,000 tons of dry tea per year.<\/li>\n<li><b>Packaging Capacity:<\/b> 10,000 tons of tea per year.<\/li>\n<li><b>Product Portfolio:<\/b> Includes black tea, green tea, white tea (added in 2014), and herbal blends.<\/li>\n<li><b>Brands:<\/b> Or\u00e7ay, Orijinal \u00c7ay, Ortea, Tazeveren, Tazedem, and Hasret.<\/li>\n<li><b>R&amp;D Support:<\/b> Provides know-how and R&amp;D for tea house chains &#8220;KEIFI \u00c7ay&#8221; and &#8220;1001 Keyfi.&#8221;<\/li>\n<\/ul>\n<h3>1.3 Human Resources<\/h3>\n<p>As of December 31, 2025, the company employs <b>72 personnel<\/b>. The HR policy emphasizes &#8220;equal pay for equal work&#8221; and maintains a strict anti-discrimination framework regardless of religion, language, or race.<\/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>2. Sector Analysis and Market Position<\/h2>\n<h3>2.1 The Turkish Tea Industry<\/h3>\n<p>Tea cultivation in Turkey is concentrated in the Eastern Black Sea region (Rize, Ordu, Giresun, Trabzon, and Artvin). According to the Rize Commodity Exchange 2024 report:<\/p>\n<ul>\n<li><b>Total Cultivation Area:<\/b> 791,287 decares.<\/li>\n<li><b>Producers:<\/b> Approximately 205,118.<\/li>\n<li><b>2023 Fresh Tea Harvest:<\/b> Over 1.35 million tons, yielding 270,000 tons of dry tea.<\/li>\n<li><b>Market Share:<\/b> Private sector processed 57.79% of the harvest, while \u00c7AYKUR processed 42.21%.<\/li>\n<\/ul>\n<h3>2.2 Competitive Landscape<\/h3>\n<p>OR\u00c7AY competes with major entities including \u00c7aykur, Do\u011fu\u015f, Lipton, Of\u00e7ay, and Karali. The company distributes products via a branch network and targets the out-of-home (Horeca) sector, gross markets, and retail points. Approximately 35-40% of production is sold as semi-finished (bulk) tea, while 60-65% is sold under company brands.<\/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>3. Governance and Capital Structure<\/h2>\n<h3>3.1 Capital and Ownership<\/h3>\n<p>The company&#8217;s registered capital is <b>240,000,000 TL<\/b>. The ownership structure as of the reporting date is:<\/p>\n<table border=\"1\">\n<tbody>\n<tr>\n<td>Shareholder<\/td>\n<td>Amount (TL)<\/td>\n<td>Share (%)<\/td>\n<\/tr>\n<tr>\n<td>Mehmet ERDO\u011eAN<\/td>\n<td>34,624,380<\/td>\n<td>13.79<\/td>\n<\/tr>\n<tr>\n<td>Fatih ERDO\u011eAN<\/td>\n<td>34,624,373<\/td>\n<td>13.79<\/td>\n<\/tr>\n<tr>\n<td>Other (Public\/Minority)<\/td>\n<td>170,751,247<\/td>\n<td>72.42<\/td>\n<\/tr>\n<tr>\n<td><b>TOTAL<\/b><\/td>\n<td><b>240,000,000<\/b><\/td>\n<td><b>100.00<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3>3.2 Share Classes and Privileges<\/h3>\n<ul>\n<li><b>Group A (Privileged):<\/b> Group A shareholders have the right to nominate two of the five Board members. In General Assembly meetings, Group A shares carry <b>5 votes per share<\/b>.<\/li>\n<li><b>Group B:<\/b> These shares carry <b>1 vote per share<\/b> and have no special privileges regarding Board nominations.<\/li>\n<\/ul>\n<h3>3.3 Board of Directors and Committees<\/h3>\n<p>The Board consists of 5 members, elected for a maximum term of 3 years:<\/p>\n<ol>\n<li><b>Mehmet ERDO\u011eAN:<\/b> Chairman<\/li>\n<li><b>H\u0131z\u0131r ERDO\u011eAN:<\/b> Vice Chairman<\/li>\n<li><b>\u0130rfan G\u00dcVEND\u0130:<\/b> Board Member<\/li>\n<li><b>Adnan YANKIN:<\/b> Independent Member<\/li>\n<li><b>Kenan KANBUR:<\/b> Independent Member<\/li>\n<\/ol>\n<p><b>Committees:<\/b><\/p>\n<ul>\n<li><b>Audit Committee:<\/b> Chaired by Adnan Yank\u0131n; oversees accounting, financial disclosure, and internal controls.<\/li>\n<li><b>Early Risk Detection Committee:<\/b> Chaired by Adnan Yank\u0131n; identifies and manages threats to company continuity.<\/li>\n<li><b>Corporate Governance Committee:<\/b> Chaired by Adnan Yank\u0131n; also performs the duties of the Nomination and Remuneration Committees.<\/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. Financial Performance Analysis<\/h2>\n<h3>4.1 Income Statement Highlights<\/h3>\n<p>Despite a 14.2% increase in revenue compared to the previous year, the company remained in a loss position.<\/p>\n<table border=\"1\">\n<tbody>\n<tr>\n<td>Metric<\/td>\n<td>2025 (TL)<\/td>\n<td>2024 (TL)<\/td>\n<\/tr>\n<tr>\n<td><b>Revenue (Has\u0131lat)<\/b><\/td>\n<td>661,593,082<\/td>\n<td>579,373,414<\/td>\n<\/tr>\n<tr>\n<td><b>Cost of Sales<\/b><\/td>\n<td>(516,328,278)<\/td>\n<td>(446,258,649)<\/td>\n<\/tr>\n<tr>\n<td><b>Gross Profit<\/b><\/td>\n<td>145,264,804<\/td>\n<td>133,114,765<\/td>\n<\/tr>\n<tr>\n<td><b>Operating Profit<\/b><\/td>\n<td>105,238,100<\/td>\n<td>130,431,198<\/td>\n<\/tr>\n<tr>\n<td><b>Financing Expenses (Net)<\/b><\/td>\n<td>(189,055,208)<\/td>\n<td>(203,552,137)<\/td>\n<\/tr>\n<tr>\n<td><b>Net Monetary Position Loss<\/b><\/td>\n<td>(52,318,299)<\/td>\n<td>(82,146,379)<\/td>\n<\/tr>\n<tr>\n<td><b>Net Loss for the Period<\/b><\/td>\n<td><b>(161,395,845)<\/b><\/td>\n<td><b>(134,143,315)<\/b><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h3>4.2 Balance Sheet and Liquidity<\/h3>\n<p>The balance sheet grew significantly due to the revaluation of land and buildings, which increased the value of Tangible Fixed Assets from 387 million TL to 1.48 billion TL.<\/p>\n<ul>\n<li><b>Total Assets:<\/b> 2,292,860,309 TL<\/li>\n<li><b>Total Equity:<\/b> 712,390,143 TL<\/li>\n<li><b>Current Ratio:<\/b> 0.9245<\/li>\n<li><b>Acid Test Ratio:<\/b> 0.4723<\/li>\n<li><b>Debt\/Equity Ratio:<\/b> 2.2185<\/li>\n<\/ul>\n<h3>4.3 Financial Strategy and Dividends<\/h3>\n<p>Management is actively pursuing measures to improve the financial structure, including:<\/p>\n<ul>\n<li>Reducing financial indebtedness to lower interest expenses.<\/li>\n<li>Developing new business models to increase profitability.<\/li>\n<li>Decreasing collection periods for receivables while extending payment terms for liabilities.<\/li>\n<\/ul>\n<p><b>Dividend Policy:<\/b> Due to the net period loss calculated under TFRS (Turkish Financial Reporting Standards), the company will not distribute dividends for 2025.<\/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>5. Risks, Pledges, and Guarantees<\/h2>\n<h3>5.1 Guarantees, Pledges, and Mortgages (TR\u0130K)<\/h3>\n<p>OR\u00c7AY has significant exposure to third-party guarantees. Total TR\u0130K given as of 31.12.2025 amounted to <b>7.78 billion TL<\/b>, a massive increase from 177.7 million TL in 2024.<\/p>\n<ul>\n<li><b>Total given for 3rd parties (excluding group companies):<\/b> 7.517 billion TL.<\/li>\n<li><b>Mortgages on company assets:<\/b> 112 million TL.<\/li>\n<li><b>Checks given as collateral:<\/b> 124.5 million TL.<\/li>\n<\/ul>\n<h3>5.2 Related Party Transactions<\/h3>\n<p>Significant receivables exist from related parties, notably:<\/p>\n<ul>\n<li><b>Aden Pellet Yenilenebilir Enerji:<\/b> 84.46 million TL (non-trade).<\/li>\n<li><b>Pasifik Perakende:<\/b> 349,770 TL (trade).<\/li>\n<li><b>Pasifik Gayrimenkul Yat\u0131r\u0131m:<\/b> 64,586 TL (trade).<\/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. Sustainability and Transparency<\/h2>\n<p>OR\u00c7AY has adopted the Sustainability Principles Compliance Framework as mandated by the Capital Markets Board (SPK) since October 2020. The company publishes Corporate Governance Compliance Reports and maintains a transparent Information Policy, disclosing all non-confidential performance data and future expectations via its website and the Public Disclosure Platform (KAP).<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Or\u00e7ay 2025 Year-End Review: Strategic Investments Amidst Economic Headwinds<br \/>\nTurkish tea industry leader Or\u00e7ay has released its annual activity report for 2025, revealing a year defined by substantial revenue growth and bold strategic expansions despite a challenging economic climate.<br \/>\nWhile Or\u00e7ay successfully increased its annual revenue to over 661 million TL, the company faced a net loss of 161.4 million TL, largely driven by broader economic conditions that impacted the bottom line. Consequently, the Board has opted to forego dividend distributions this year to focus on stabilizing the company&#8217;s financial structure and reducing debt.<br \/>\nThe highlight of the year was a massive 880.1 million TL investment in new facilities and machinery. In an innovative financial move, Or\u00e7ay will settle this acquisition by delivering 4,000 tons of tea over the next three years, showcasing its commitment to utilizing its core production strengths for long-term growth.<br \/>\nWith a tripled paid-in capital of 240 million TL and a renewed focus on &#8220;the right person for the right job&#8221; through its human resources policies, Or\u00e7ay continues to position itself as a powerhouse in the Rize tea sector.<\/p>\n","protected":false},"author":1,"featured_media":192,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[41],"tags":[47],"class_list":["post-217","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-general","tag-orcay"],"_links":{"self":[{"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/posts\/217","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/comments?post=217"}],"version-history":[{"count":3,"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/posts\/217\/revisions"}],"predecessor-version":[{"id":220,"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/posts\/217\/revisions\/220"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/media\/192"}],"wp:attachment":[{"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/media?parent=217"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/categories?post=217"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/tabildot.com.tr\/marketrisken\/wp-json\/wp\/v2\/tags?post=217"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}