“I am inheriting an extremely strong and solid legacy. In terms of financial performance, 2025 was one of our best three years as a Group. We are either the leader, or racing toward leadership, in almost every business line we operate in.”
- 2025 was one of our best three years in terms of financial performance.
- We closed the year with 27% growth, reaching TL 326 billion in consolidated revenue.
- Export sales accounted for 28% of our revenue.
- We achieved EBITDA of TL 38 billion, an 82% increase compared to the previous year.
- In November 2025, in line with our strategic objectives, we transferred Borusan Tedarik, one of our Group companies, to CEVA Logistics.
- We made record investments totaling more than TL 15 billion: TL 6 billion in the automotive sector, TL 4 billion in energy, TL 3 billion in manufacturing, TL 1 billion in the machinery and power sector, and TL 1 billion in our port business.
- Our core approach is to create value for all our stakeholders.
- We maintain high levels of customer satisfaction across all our Group companies.
- We are either the leader, or racing toward leadership, in almost every business line we operate in.
- Our colleagues’ average satisfaction score is 77. This is a very high score by Turkey’s standards, and the picture is the same across our other geographies.
- We are not sprinters, but marathon runners. We are not slow — we position ourselves correctly with agility, and we know exactly when to accelerate and when to pace ourselves.,
“In 2026, we want to maintain our focus on profitable growth. Our core balancing themes will be domestic market–export flexibility and operational efficiency–profitable growth.”
- In 2026, we are targeting revenue of more than TL 400 billion. This represents growth of approximately 25% in TL terms.
- Taking into account the impact of the sale of Borusan Tedarik to CEVA Logistics, our revenue growth target is 30%.
- We will again generate approximately 30% of our total revenue from exports.
- Excluding the sale profit from Borusan Tedarik and the profit it generated in 2025, we are also targeting approximately 30% growth at the EBITDA level.
- By the end of 2026, we aim to make a total of TL 20 billion in investments.
- We are planning investments of TL 8 billion in manufacturing, TL 8 billion in automotive, TL 2 billion in machinery and power systems, TL 1 billion in energy, and TL 1 billion in our port business.
“Our new vision: People First, Pioneering and Reliable Borusan”
- We are working to carry Borusan into its 200th year and beyond.
- We envision a Borusan that puts people at the center, boldly steps into new business models, grows sustainably and profitably, integrates digitalization into its operations, is unafraid to lead, and remains flexible and agile. We have brought this together under the vision of “People First, Pioneering and Reliable Borusan.”
- People: Represents a high-performance-oriented character that lives our cultural principles, delivers social benefit, and remains open to development.
- Reliability: Represents the trust between employees, stakeholders, customers, and shareholders, as well as product/service quality and the company’s reputation.
- Pioneering: Symbolizes growth through new business models, digitalization, and integrating artificial intelligence into business processes.
“Our new mission: Together with all our stakeholders, we create value across generations for a better future.”
- Every word in this sentence carries strategic meaning:
- All Stakeholders: We are part of an ecosystem; society, the public sector, and our employees are all our stakeholders.
- Across Generations: Reflects our 200-year journey and our continuity.
- Creating Value Together: Borusan makes a difference by “creating value” through collaboration.
“I see Borusan as a value platform”
- I see Borusan as a growth platform: one that young people want to work for, that is indispensable for its customers, and that is reliable for its business partners. Our compass on this path is clear: people first, with trust and a pioneering mindset, driving sustainable and profitable growth.
“Through our sustainable, profitable growth strategy, we are building a future that will carry Borusan into its 200th year and beyond”
- We will reach our vision through our “Sustainable Profitable Growth” strategy. To this end, we have identified four focus areas:
- Technology and artificial intelligence:
- We position technology as one of the key levers of our success across all our business areas.
- To build the technological capabilities of the future starting today, we established the ‘Artificial Intelligence Faculty’ under the umbrella of Borusan Academy. We are preparing our people for tomorrow’s business world, training all 4,300 of our white-collar colleagues through the academy.
- Entrepreneurship and ecosystem:
- We create value by seizing opportunities early, rewarding entrepreneurship, and making fast decisions in new businesses and geographies.
- Talent and culture:
- We develop talent, reward courage and success, and advance the employee experience through a culture of trust and inclusion.
- Stakeholder and reputation management:
- We adopt a transparent, fair, ethical, and consistent approach based on long-term value creation, managing transformation together with our stakeholders.
“We are delivering sustainable, profitable growth by redefining our current strengths, expanding our sphere of impact, and investing today in the business models of the future.”
- We have become strong global players in our core businesses, and have worked to build the infrastructure of the future in related sectors. There is growth potential in every sector we operate in — and where it doesn’t yet exist, we position ourselves to create it. Our corporate venture capital arm, Borusan Ventures, based in San Francisco — the heart of technology — is our pulse there and the Holding’s outward-looking eye.
- We are making our portfolio more resilient within our existing business lines. For example, with Borusan Boru, we are one of the largest players in the US market. With Borusan Cat, we have a successful presence in 5 different countries, from the Caucasus to Central Asia. We are globalizing our core businesses and renewing them around the energy transition.
- We are creating new areas of value by bringing our accumulated expertise and operational strength together with the needs of the future. We are driving transformation in areas where we are already strong, such as automotive and energy. For example, with Borusan Next, we are redesigning the used car market through technology. With Borusan EnBW Şarj, we are building electric vehicle charging infrastructure across Turkey. We are optimizing all of these processes with our generative AI projects.
- What truly excites us about carrying Borusan into its 200th year is our investments in next-generation business areas. Through Borusan Ventures, we are investing in startups shaping the future in mobility, logistics, and energy across the US and Europe.
- For example, our most recent investment, Archimetis, was founded by a team of former senior Google executives. They aim to increase efficiency and optimization using AI in sectors with complex processes, such as oil, gas, chemicals, and steel. We are currently testing this product at Borusan Boru’s facilities in the US, and the initial data shows highly promising results.
- At Borusan Ventures, when we look at an investment, we look for “integrated value” — take Fourier, for example. Fourier caught our attention with its vision of producing hydrogen where it is consumed, using modular electrolyzer technology, without the need to build massive facilities. The fact that its founder is a technology entrepreneur who has previously sold companies to Apple and Google is highly valuable, as it brings software-world agility to a heavy industry like energy. In the energy system of the future, Fourier will be the production engine that takes hydrogen beyond being merely a topic of discussion and brings it physically into every point of industry.
“We have shifted up a gear in our sustainability journey. We are maintaining our three core pillars of ‘Climate, People, and Innovation,’ while strengthening the governance dimension — particularly supply chain management.”
- We reviewed our sustainability approach and set more ambitious targets.
- We are maintaining our three core value areas — “Climate, People, and Innovation” (i³) — while placing the governance dimension, particularly supply chain management, at the center of our work.
- Climate:
- By 2053, we aim to reduce Scope 1 and 2 greenhouse gas emissions by 96% compared to 2021, offsetting remaining emissions to reach Net Zero.
- We plan to increase the amount of recycled and reused water by approximately 80%.
- By 2034, we plan to implement 135 circular economy projects — an average of 9 projects per year.
- People:
- We aim to reach 30% female representation among field and factory employees by 2053.
- We aim to reach 50% female representation among office employees by 2053.
- We aim to maintain equal representation in the proportion of women in leadership positions by 2053.
- We aim to be among the top 10 most preferred employers, retaining 9 out of every 10 Alpha hires and 95 out of every 100 Future Leaders.
- We are targeting zero fatal accidents and a 50% reduction in accident frequency and severity rates.
- Innovation:
- We aim to develop circular business and service models.
- We aim to generate benefit through entrepreneurship collaborations and to create measurable value toward our sustainability goals through innovation.
- Governance:
- Our target is to bring 1,600 of our suppliers onto the Sustainable Procurement Platform by 2053.