ERDEMIR Company

2015 ANNUAL REPORT
CONTENTS
INTRODUCTION
4 CORPORATE PROFILE
6 KEY FINANCIAL INDICATORS
8 ERDEMİR GROUP - MILESTONES
10 MESSAGE FROM THE CHAIRMAN OF THE BOARD
13 BOARD OF DIRECTORS
14 SENIOR MANAGEMENT
16 ERDEMİR GROUP IN BRIEF
20 DEVELOPMENTS IN 2015
26 ECONOMIC AND SECTORAL ENVIRONMENT
2015 IN SUMMARY
36 STRATEGIES, PRODUCTION, SALES
46 INFORMATION TECHNOLOGIES
48 PROCUREMENT AND SUPPLY
49 R&D
51 INVESTMENTS
55 MANAGEMENT SYSTEMS
SUSTAINABILITY
56 SUSTAINABILITY
57 OCCUPATIONAL HEALTH AND SAFETY
61 HUMAN RESOURCES
66 THE ENVIRONMENT AND ENERGY
72 CORPORATE SOCIAL RESPONSIBILITY
CORPORATE GOVERNANCE
76 INFORMATION ON MEMBERS OF THE BOARD OF DIRECTORS
79 CORPORATE GOVERNANCE PRINCIPLES COMPLIANCE REPORT
89 BOARD OF DIRECTORS COMMITTEE WORKING PRINCIPALS AND ASSESSMENT OF THEIR
EFFECTIVENESS
91 INTERNAL AUDIT SYSTEM
92 2015 AFFILIATED COMPANY REPORT
93 STATEMENT OF RESPONSIBILITY
FINANCIAL INFORMATION
94 CONSOLIDATED FINANCIAL STATEMENTS FOR THE PERIOD 1 JANUARY - 31 DECEMBER 2015
AND THE INDEPENDENT AUDITOR’S REPORT
97 FINANCIAL STATEMENTS AND FOOTNOTES
CONTACT
Erdemir Group Annual Report 2015
WE ARE WITH YOU AT

EVERY MOMENT OF THE
DAY, IN ALL AREAS OF LIFE
WE ARE THE ERDEMİR GROUP, WORKING 365 DAYS A YEAR, 24 HOURS
A DAY TO OFFER YOU A SAFER, MORE COMFORTABLE AND MORE
AESTHETIC LIFE, AND TO CREATE MORE VALUE FOR OUR COUNTRY.
WE HAVE ALWAYS THOUGHT BIG WITH THE RESPONSIBILITY OF

BEING TURKEY’S LEADING STEEL PRODUCER IN OUR HALF CENTURY
JOURNEY, ONE THAT HAS TRANSFORMED OUR INDUSTRY. WHILE
PIONEERING OUR COUNTRY’S INDUSTRIALIZATION, WE PROGRESSED
DEVOTED TO A PRINCIPLE OF RESPECT FOR PEOPLE, RESPECT FOR THE
COMMUNITY WHERE WE LIVE AND TO NATURE. WE HAVE ALWAYS
UPHELD OUR STAKEHOLDERS’ SATISFACTION AND THEIR SUSTAINABLE
DEVELOPMENT.
WE ACCOMPLISHED GREAT SUCCESS TOGETHER WITH OUR EMPLOYEES,

SHAREHOLDERS AND ALL OF OUR BUSINESS PARTNERS AND WE HAVE
ALWAYS AIMED TO BE A STEP AHEAD. WE ARE THE THOUSANDS OF
ERDEMİR EMPLOYEES, WHO WORK IN EREĞLİ, İSKENDERUN, İSTANBUL,
SİVAS, MANİSA, TARGOVISTE, SINGAPORE… SOME OF US IN FRONT OF
BLAZING FURNACES, SOME AT OUR DESKS, OTHERS UNDER GROUND…
ALL STRIVING TOWARDS A SINGLE GOAL FROM A SINGLE BEATING
HEART. WE ARE WORKING TO MAKE OUR GROUP, WHICH IS ONE OF
TURKEY’S LARGEST INDUSTRIAL ESTABLISHMENTS, “A WORLD-CLASS
COMPANY” WHICH GENERATES VALUE AT THE HIGHEST LEVEL FOR ALL
OF OUR STAKEHOLDERS.
WE ARE THE ERDEMİR GROUP. WE HAVE BEEN WORKING TO MAKE

YOUR LIFE BETTER AND EASIER FOR HALF A CENTURY. OUR PATHS
INTERSECT IN ALL AREAS AT EVERY MOMENT OF THE DAY. WE WOULD
LIKE TO THANK ALL OF OUR STAKEHOLDERS WHO HAVE ADDED VALUE
TO US IN OUR JOURNEY.
1
THE TRACE OF STEEL
IS EVERYWHERE IN
OUR LIVES
SHIPS MADE OF STEEL PRODUCED TO ERDEMİR
GROUP’S QUALITY ARE SAILING SAFELY, HAVE
BEEN SUPPORTING THE DEVELOPMENT OF TURKISH
COMMERCIAL LIFE.
CORPORATE PROFILE
Contributing to Turkey’s The capital structure of the Erdemir

economy for half a century Group, with 47.63% of the shares open to
the public, allows Erdemir Group to share
The Erdemir Group, Turkey’s only its financial gains with a large shareholder
integrated flat steel producer, has been base. The Group also offers a portion of
the pioneer and the undisputed leader in the value added that it generates to the
the industry since 1965 when it entered community through social responsibility
operation. projects implemented in different areas
in a concrete example of corporate
Erdemir Group has unwaveringly created citizenship principles.
value for Turkish industry and Turkey’s
economy for 50 years with its established The factors behind sustainable
brand, large production capacity, value- success
added products and strong financial
structure. Erdemir Group’s market experience in
production and in trade and knowledge,
A subsidiary of OYAK, Erdemir Group with competent human resources who
consists of seven companies operating are motivated on the axis of quality,
in the fields of flat steel and long steel production and quality services stand out
production, steel service center, mining, as the most important factors ensuring
engineering and project management. that growth, development and success are
sustainable.
35%
Erdemir Group, single handedly accounts for
approximately 35% of the employment in the
sector which it operates in.
4
Erdemir Group Annual Report 2015 Introduction
2015 in Summary
Sustainability
Corporate Governance
A SUBSIDIARY OF OYAK, ERDEMİR GROUP Financial Information
HAS BEEN CREATING VALUE FOR TURKISH

INDUSTRY AND THE TURKEY’S ECONOMY
FOR 50 YEARS WITH ITS PRODUCTION
CAPACITY, VALUE-ADDED PRODUCTS AND
STRONG FINANCIAL STRUCTURE.
The Group offers value added to a One of the most popular stocks
wide range of sectors, from automotive among corporate investors
to machinery manufacturing, from
durable household appliances to the Erdemir shares (EREGL) are listed on the
construction industry, thanks to its BIST 30 index, which have been trading
up-to-date technological infrastructure publicly since the establishment of the
that is seamlessly integrated into the Borsa İstanbul in 1986. The majority of
every stage of production processes on Erdemir’s shares, which is one of the
the solid foundation of an investment publicly traded companies that has
and management philosophy based on the widest base of 47.63%, are held by
analytical thinking. With an effective corporate investors.
marketing and sales organization and
a product portfolio that is segmented Erdemir Tickers
and diversified according to the needs
and expectations of Turkish industry, the Borsa İstanbul: EREGL
Group offers its products to customers Bloomberg: EREGL TI
in 42 countries as well as the domestic Reuters: EREGL.IS
market.
As of 31 December 2015, the Erdemir

Group which is one of Turkey’s
largest employers, employing 12,659
people single handedly accounts for
approximately 35% of the employment in
the sector which it operates in.
42
Erdemir Group offers its products to customers
in 42 countries besides the domestic market.
5
KEY FINANCIAL INDICATORS
Key Financial Indicators ERDEMİR GROUP

Net Sales Revenue (TL million)
2011
8,921
2012
9,570
2013
9,781
2014
11,484
2015
11,915
RECORDED REVENUE
(US$ million) 5,339 5,340 5,142 5,252 4,382 OF TL 11,915 MILLION
Net Operating Profit (TL million) 1,957 756 1,538 2,094 1,591 FOR THE YEAR 2015.
(US$ million) 1,171 422 808 958 585
EBITDA (TL million) 2,073 1,083 1,878 2,484 2,094
(US$ million) 1,241 604 987 1,136 770
Net Profit (TL million) 1,021 452 920 1,601 1,126
(US$ million) 611 252 484 732 414
Current Assets (TL million) 6,025 5,854 6,008 7,372 8,000
(US$ million) 3,190 3,284 2,815 3,179 2,751
Fixed Assets (TL million) 7,366 7,287 8,026 8,562 10,635
(US$ million) 3,900 4,088 3,761 3,692 3,657
Total Assets (TL million) 13,391 13,141 14,034 15,934 18,634
(US$ million) 7,089 7,372 6,576 6,871 6,409
Short Term/Current Liabilities (TL million) 2,415 2,818 2,475 3,105 2,615
(US$ million) 1,279 1,581 1,160 1,339 900
Long Term Liabilities (TL million) 3,688 2,908 2,852 2,518 3,481
(US$ million) 1,952 1,631 1,336 1,086 1,197
Shareholders’ Equity (TL million) 7,087 7,205 8,467 10,003 12,180
(US$ million) 3,752 4,042 3,967 4,314 4,189
Market Capitalization
(TL million) 8,040 7,120 7,818 12,682 14,392
(Annual Average)
(US$ million) 4,812 3,972 4,110 5,799 5,294
(*) The functional currencies of Erdemir and its subsidiaries, Ersem and İsdemir, were changed to US$ with effect from July 1, 2013.
(**) Adjustments and classifications were performed in the consolidated financial statements retrospectively due to the recognition
of actuarial losses/gains resulting from provisions regarding benefits provided to the employees in comprehensive income statement
and in accordance with the examples of financial statements and usage guide enacted since the interim periods ending after March
31, 2013 for the capital market institutions that are within the scope of Capital Markets Board Series II, 14.1 No. “Communiqué
on Principles of Financial Reporting in Capital Markets”, in accordance with Turkish Accounting Standards and Turkish Financial
Reporting Standards issued by the Public Oversight, Accounting and Auditing Standards Board.
6
2015 in Summary
Sustainability
Financial Information
ACTING IN ACCORDANCE WITH THE Shareholding Structure
PRINCIPLE OF CONTINUOUS DEVELOPMENT,

ERDEMİR GROUP CREATES VALUE FOR
TURKEY THROUGH THE PRODUCTION, THE 49.29%
JOBS IT CREATES AND THE TAXES IT PAYS.
Ataer Holding A.Ş. 49.29%

Free Float 47.63%
Erdemir’s Portfolio 3.08%
7
ERDEMİR GROUP - MILESTONES
1960’s 1990’s
1960 Ereğli Demir ve Çelik Fabrikaları 1996 CIM I and CIM II projects were
T.A.Ş. (Erdemir) established in completed, taking Erdemir’s crude
1960, pursuant to a special item of steel capacity to 3 million tons.
legislation for its establishment.
1997 The 2nd Rolling Mill facilities
1961 Excavation and construction work entered operation. New Harbor,
started for the Erdemir plant. Turkey’s biggest port on the Black
Sea coast, started operation.
1965 Erdemir started production on 15
May with a crude steel capacity of 1999 Erdemir’s tin and chrome coating
500 thousand tons. facility was brought into service.
(Capacity: 250 thousand tons/year)
1970’s
1972 Erdemir’s crude steel capacity
2010’s 1965
Erdemir started production on 15 May with an
was raised to 800 thousand tons 2000 Flat steel production exceeded 3 crude steel capacity of 500 thousand tons.
with intermediate extension million tons.
investments.
2001 Erdemir Mühendislik, Yönetim ve
1978 Erdemir’s crude steel capacity was Danışmanlık Hizmetleri A.Ş. was
raised to 1.5 million tons following established.
1st stage expansion investments.
Erdemir Çelik Servis Merkezi San. ve
1980’s Tic. A.Ş. started operation with an
annual capacity of 150 thousand
1983 Crude steel capacity increased tons/year in Gebze.
to 1.7 million tons following 2nd
stage expansion investments. Erdemir broke an export record,
selling 1.1 million tons of steel
1986 Erdemir shares commenced products.
trading on the stock exchange with
the opening of the İstanbul Stock 2002 İsdemir was acquired.
Exchange.
The LBE steel plant, with an annual
1987 Crude steel capacity was raised to capacity of 108 thousand tons, was
2 million tons after the completion acquired in Romania.
of additional investments.
2004 Divriği-Hekimhan Madenleri
San. ve Tic. A.Ş. was acquired
and its title changed to Erdemir
Madencilik San. ve Tic. A.Ş.
Erdemir achieved the Competency

Level in Excellence in the European
Quality Award and won the
National Quality Award in the
Large Scale Companies category.
8
2015 in Summary
Sustainability
IN ITS 50TH YEAR, ERDEMİR GROUP BROKE Financial Information
NEW RECORDS FOR PRODUCTION AND

SALES, SINGLE HANDEDLY PRODUCING
28% OF TURKEY’S CRUDE STEEL IN 2015.
2005 The tender process regarding Erdemir’s Environment

the privatization of Erdemir was Management Process -
initiated on May 30, 2005. Environment Performance Index
and Sustainability Activities
2006 Privatization process for Erdemir were chosen as one of the best
was completed when publicly practices in “The Election of Best
owned shares were transferred to Practices in the field of Sustainable
OYAK Group on February 27, 2006. Development and Green Economy
in Turkey competition” carried
Erdemir was ranked first in the
out within the scope of Support
Management Category in the
Project to prepare Turkey for the
EU Environment Awards, Turkey
2012 UN Sustainable Development Ersem-Manisa Facilities
Program.
Conference (Rio+20). Erdemir’s
The First slab was produced within environmental practices were
the scope of modernization and among the best practices to
transformation investments in represent our country in Rio.
İsdemir. These activities were represented
in the Rio+20 UN Sustainable
2008 Erdemir started operations of the Development Conference carried
no. 1 “Ayşe” New Blast Furnace, out in Rio de Janeiro in Brazil
which was solely the work of between June 20-22, 2012.
Erdemir engineers and workers
right from the project phase 2013 Erdemir’s Head Office relocated to
through to its construction and İstanbul.
commissioning.
2014 Erdemir Asia Pacific Pte. Ltd.
İsdemir produced its first flat was established to carry out the
processed steel coil at its Hot procurement, marketing and sales
Rolling Mill with an annual activities in the Asia Pacific region,
capacity of 3.5 million tons, as a 100% Erdemir participation.
established within the scope of
Erdemir gave the sector its
modernization and transformation
Turkey’s first steel R&D center to
investments.
be approved by the Ministry of
Science, Industry and Technology.
2010’s
Erdemir 2020 vision was
2011 İsdemir’s 4th blast furnace was
determined.
commissioned.
2015 Erdemir Group celebrated its 50th
Ermaden, Ekinbaşı plant started
anniversary.
operations.
Ersem’s Manisa facilities were
2012 New steel service center started
brought into service.
operation in the Ersem, Ereğli
facilities. İsdemir broke a record in liquid
steel production, exceeding 5
million tons of production in
Turkey.
9
MESSAGE FROM THE CHAIRMAN OF THE BOARD
Esteemed Stakeholders, Our Group’s total investment

expenditures amounted to US$ 201
Our Group’s 50th year of operation was million in 2015. We generated an
one marked by difficult conditions in the operating profit of US$ 585 million and an
world and in the Turkish steel industry. annual net profit of US$ 414 million. Our
As Erdemir Group we pressed ahead Group EBITDA stood at US$ 770 million,
unwaveringly in our investments breaking with an EBITDA margin of 17.6%.
new records in sales and production in
2015 and maintaining our profitability, Our Group’s consolidated assets stood at
despite the volatility in the international US$ 6.4 billion at the end of 2015 with
markets, the slump in steel prices and US$ 4.3 billion of shareholders’ equity,
increased imports. enabling us to maintain our strong
financial structure.
In 2015, a year in which Turkey become a
net importer of iron and steel, we broke Erdemir Group steps into its prime of
a new record by producing 8.9 million life in its 50th year of operation, backed
tons of crude steel and 7.4 million tons by half a century of experience and
of flat steel products. With such a fine knowledge of creativity, efficiency and
performance, our Group single-handedly customer focus within the framework of
generated 28% of our country’s crude its 2020 vision.
steel production.
In 2015, our Group maintained long
Ali Pandır term collaborations based on mutual
Our Group has executed the highest
Chairman of the Board
level of shipments in the flat products, gain and respect in trade relations, both
(Representative of Oytaş İç ve Dış Ticaret A.Ş.)
with 1.3 million tons of cold rolled domestically as well as foreign with a
steel, 326 thousand tons of galvanized corporate culture that is innovative, lean,
products, 244 thousand tons of packaging flexible and agile.
steel and 5.4 million tons of hot rolled flat
products sales to date. Teamwork has been at the heart of the
positive results we have achieved. Our
Our Group also maintained our customer- success was due in large part to all our
focused work without interruption with units working seamlessly in cooperation
a wide range of products, adding 87 new with a team spirit, and reflecting the
customers to our portfolio. best practices to the field, along with
the sector experience of the sales
As a result of these efforts, we achieved team, market monitoring and their
8% growth in our revenues to US$ 4.4 rapid, considered and accurate and fast
billion, which included US$ 403 million of decisions regarding buying-selling, our
Please read the adjacent QR code via smartphone exports to 42 countries, demonstrating support teams’ contributions to them
to reach Chairman of the Board message and other and the visionary perspective of our
contents of web site. a successful performance at a time of
volatility both in Turkey and in the world. management team.
10
2015 in Summary
Sustainability
IN ITS 50TH YEAR OF OPERATION, Financial Information
ERDEMİR GROUP PRESSED AHEAD WITH

ITS INVESTMENTS AND MAINTAINED ITS
PROFITABILITY, DESPITE THE VOLATILITY IN
INTERNATIONAL MARKETS, AND THE DECLINE
IN STEEL PRICES, AND INCREASED IMPORTS.
Within the scope of our 2020 vision, our
Group has adopted three priorities as
As one of Turkey’s biggest company, the
greatest strength within our 2020 vision is
IN 2015,
the keystone of becoming a world-class undoubtedly our qualified and competent ERDEMİR GROUP
company and has conducted all manner human resources, as it has been for 50
of activity in this direction. years. UNWAVERINGLY
Our first priority is to further upgrade the When people are our most precious
CONTINUED ITS
quality of our products and services. As a asset, the field of Occupational Health CUSTOMER-FOCUSED
customer-focused group, our investments and Safety (OHS) also becomes so
in quality are of key importance to us indispensable for us. We provide the most OPERATIONS,
because of the customer satisfaction that
they will also bring about.
up to date and advanced practices in the
OHS field, intensively continuing our work
ATTRACTING 87 NEW
and training with a zero tolerance stance CUSTOMERS INTO
The second basic element is to be more
productive and in connection with our
towards accidents.
ITS WIDE PRODUCT
intragroup efficiency to reduce our costs Our Group, which employed 12,659 PORTFOLIO.
further. people as of the end of 2015, continues
to provide training in the Erdemir Group
Our third priority is to develop value- Academy, established to reflect the
added products and to be differentiated importance the Group attaches to training
with our products and services by activities with the aim of increasing its
focusing on innovation, our customers’ employees’ competencies and supporting
expectations and needs in what we do. their personal and professional
When resolving problems through an development.
innovative approach, the fundamental
issue here is to be our customers’ solution In keeping with our “Sustainable Society
partner understanding their needs & Sustainable Environment” philosophy,
proactively and to be a business partner our goals are to create increasingly more
which develops solutions both pre and added value for our country and to be an
post sales in close cooperation. exemplary company in our industry with
respect to sustainability issues as well.
Our R&D Center is absolutely vital in
our innovative work and new product
projects. Our R&D Center, was the first
R&D Center in the Turkish steel industry
and started out with the mission of being
an Advanced Steel Research Center
focused on infrastructure investments,
customer collaboration and employment
in 2015, while leaving its first year behind
with successful works.
11
MESSAGE FROM THE CHAIRMAN OF THE BOARD
As Erdemir Group, we gave special

importance in biodiversity as part of our
In this context, we aim to increase our
quality further, ensure efficiency, expand
IN KEEPING WITH OUR
sustainability objectives. In this regard, our range of value-added products and “SUSTAINABLE SOCIETY
we carry out exploratory and preliminary thus create more value by enhancing our
studies to ensure conservation and the competitive advantages. & SUSTAINABLE
development of the natural resources
and biodiversity, to minimize our As we move towards the future, I would
ENVIRONMENT”
environmental impacts and improve the once again like to stakeholder extend my PHILOSOPHY, OUR
quality of life, which is an indicator of a heartfelt thanks and to pay respect to
healthy environment. our stakeholders once again, especially GOALS ARE TO CREATE
In July 2015, we began to work on a
those retired colleagues who played such
a major role in our success that built over
INCREASINGLY MORE
new “Galvanizing Line” that will serve the last 50 years, and our colleagues who ADDED VALUE FOR
our country’s manufacturing industry,
principally the automotive sector. This
are currently working with us.
OUR COUNTRY
new galvanizing line, which will increase AND TO BE AN
the share of value added products,
will double our production capacity. In EXEMPLARY COMPANY
November, we also brought Turkey’s most
modern steel service center in Manisa
IN OUR INDUSTRY
into operation while continuing our WITH RESPECT TO
investments on boosting energy efficiency
and recycling at Erdemir and İsdemir, Ali Pandır SUSTAINABILITY ISSUES
along with field studies and project
processes regarding the renovation of our
Chairman of the Board AS WELL.
facilities.
The investments we have planned for

2016 are geared to expand our product
range, renovating our facilities, reducing
our environmental impacts and increasing
our energy efficiency.
12
2015 in Summary
Sustainability
BOARD OF DIRECTORS Financial Information
ALİ PANDIR NİHAT KARADAĞ DİNÇ KIZILDEMİR

Chairman of the Board of Directors Deputy Chairman of the Board of Directors Member of the Board of Directors
(Representative of OYTAŞ İç ve Dış Ticaret (Representative of OYAK Girişim (Representative of OMSAN Lojistik A.Ş.)
A.Ş.) Danışmanlığı A.Ş.)
ALİ KABAN ERTUĞRUL AYDIN FATMA CANLI

Member of the Board of Directors Member of the Board of Directors Member of the Board of Directors
(Representative of Privatization (Representative of OYKA Kağıt Ambalaj San. (Representative of OYAK Pazarlama Hizmet
Administration of Turkey) ve Tic. A.Ş.) ve Turizm A.Ş.)
EMİN HAKAN EMİNSOY HAKKI CEMAL ERERDİ ALİ TUĞRUL ALPACAR

Independent Member of the Board of Independent Member of the Board of Independent Member of the Board of
Directors Directors Directors
13
SENIOR MANAGEMENT
OĞUZ N. ÖZGEN SEDAT ORHAN ŞEVKİNAZ ALEMDAR ÖZGÜR ÖZEL BÜLENT BEYDÜZ BAŞAK TURGUT
Chief Production General Manager of Chief Purchasing Chief Strategy Officer Chief Financial Affairs Chief Marketing and
Officer Erdemir Officer Officer Sales Officer
14
2015 in Summary
Sustainability
BANU KALAY ERTON ALİ PANDIR ERIC VITSE RECEP ÖZHAN TUNÇ NOYAN OYA ŞEHİRLİOĞLU
Chief Corporate Affairs Chairman of the Board Chief Technology Officer General Manager of Chief Information Chief Legal Officer
Officer of Directors İsdemir Technology Officer
15
ERDEMİR GROUP IN BRIEF
Ereğli Demir ve Çelik Fabrikaları İskenderun Demir ve Çelik A.Ş. Erdemir Çelik Servis Merkezi
T.A.Ş. (Erdemir) (İsdemir) San. ve Tic. A.Ş. (Ersem)
Erdemir, Turkey’s largest producer İsdemir was the third steel plant to Erdemir Çelik Servis Merkezi San. ve Tic.
of integrated flat steel, commenced be founded in Turkey and the largest A.Ş. (Ersem), established in 2001, provides
manufacturing in 1965. Erdemir integrated iron and steel plant in terms services at the highest standards to many
manufactures hot and cold rolled flat of long product manufacturing capacity. companies operating in an array of sectors
steel products, plate, tin, chrome and zinc İsdemir joined the Erdemir Group in 2002 in industry such as general machinery and
coated flat steel products which all meet and is Turkey’s only integrated steel plant manufacturing, heating industry, electric
international quality standards. Erdemir manufacturing both flat and long products and electronic industries mainly the
provides basic input to the automotive, with its Hot Rolling Mill. The mill, with an automotive and white goods industries.
white goods, energy, construction, piping, annual production capacity of 3.5 million It commenced its operations in Gebze
shipbuilding, household appliances, tons, was commissioned in 2008. The in 2002 with a cold slitting line with an
general machinery manufacturing, manufacture of billet and coil long annual capacity of 150 thousand tons
heat and pressure vessel equipment, products are carried out at İsdemir which and a cut-to-length line with an annual
heavy industry, food and packaging plays an important role in increasing the capacity of 100 thousand tons. Ersem now
industries. Leading the country’s industrial capacity of flat product manufacturing that commands a hot cut-to-length line with an
development, Erdemir’s crude steel is of vital importance in the development annual capacity of 700 thousand tons and
capacity has multiplied over the years from of Turkey’s steel industry. İsdemir currently a hot slitting line with an annual capacity
of 200 thousand ton in İskenderun;
a humble beginning of 500 thousand commands a final product manufacturing
and a 100 thousand tons annual
tons to 4 million tons currently, while capacity of approximately 5.3 million
capacity multiple length cutting line, a
its final product capacity has exceeded tons of liquid steel, 3.5 million tons of
100 thousand tons annual capacity oblique
5 million tons through the uninterrupted flat products, 0.6 million tons of coil and
cutting line, a 150 thousand tons annual
investments in widening Erdemir’s product 2.5 million tons of billet.
capacity hot slitting line, a 150 thousand
range and capacity.
tons annual capacity cold slitting line and a
150 thousand tons annual capacity hot cut-
to-length line in Ereğli. In addition to these
facilities, in 2015 Ersem opened a new
steel service center with a 150 thousand
tons annual capacity cold slitting line in
Manisa. With a total production capacity
of 1.95 million tons, Ersem predominantly
serves industrial areas in Turkey to
rapidly meet the immediate demands of
customers. It dispatches the products at
the desired grades and dimensions on time
and to the desired locations, manages the
inventories and meets specialized demands
such as production at low tolerances, and
dispatches in small batches.
16
2015 in Summary
Sustainability
ERDEMİR GROUP STEADILY INCREASED Financial Information
ITS CONTRIBUTION TO THE TURKISH

ECONOMY WITH ITS 7 COMPANIES.
Erdemir Madencilik Erdemir Mühendislik Erdemir Romania S.R.L Erdemir Asia Pacific
San. ve Tic. A.Ş. Yönetim ve Pte. Ltd.
Erdemir Romania produces
(Erdemir Maden) Danışmanlık Hizmetleri
electrical steel (silicon flat Erdemir Group established
A.Ş. steel), one of the main inputs
Erdemir Maden, which joined “Erdemir Asia Pacific Private
the Erdemir Group in 2004, Erdemir Engineering, to electric motors, transformers Limited (EAPPL)”, fully owned
accounts for 50% of Turkey’s established in 2001, provides a and generators, industry joined by Erdemir, in Singapore to
iron ore production and wide range of engineering and the Erdemir Group in 2002. carry out Erdemir Group’s
supplies 20% of the country’s project management services Established in Targoviste, commercial operations in the
iron ore demand with nine iron from planning to application Romania and commanding an Far East region. The company
ore and one manganese field. for investments undertaken important position in electrical was established with US$ 250
Based in the Divriği district in by the Erdemir Group of steel production in Europe, thousand of capital and
Sivas, Erdemir Maden is the companies to help them 10% of Erdemir Romania commenced operations on
sole pellet plant that meets the achieve their objectives of products are used in the October 1, 2014.
demands of Turkey’s iron and profitability, increased product Romanian domestic market,
steel industry. Besides pellet range, efficiency and quality. with 90% of the products
production, Erdemir Maden The organizations engaged exported, mainly to European
also produces semi finished in various engineering and countries.
products that are used in steel investment activities in
production and hematite different companies within
lump ore. Erdemir Maden the Group were gathered
has a production capacity of under the roof of Erdemir
1.5 million tons of pellet and Engineering and the company
750 thousand tons of lump ore. was restructured in 2015.
While getting a step closer
to its vision of being a world-
class company with this new
structure of engineering
company, Erdemir Group aims
to become more competitive
with the backing of its
employees, who have reached
a level of expertise that is valid
on a global scale, who are
empowered with competent
business partners, and who
oversee sustainability criteria.
17
THE TRACE OF STEEL
IS EVERYWHERE IN
OUR LIVES
WHITE GOODS MANUFACTURED USING ERDEMİR
GROUP’S SUPERIOR QUALITY STEEL HAVE BEEN
MAKING LIVES EASIER FOR 50 YEARS AND
IMPROVING STANDARDS OF LIVING.
DEVELOPMENTS IN 2015
Erdemir Group in the Forbes Admired Companies” survey that the

journal carried out for the 15th time in
ERDEMİR GROUP
2000 list
2015. ENTERED THE FORBES
The Forbes 2000 list, created by assessing
publicly traded companies all around the Membership of WorldAutoSteel LIST, IN WHICH THE
world based on four basic criteria such as
Erdemir Group became a member
PUBLICLY TRADED
revenue, profitability, assets and market
value was published for the 13th time. of WorldAutoSteel, the automotive COMPANIES ALL
group of the World Steel Association.
Erdemir Group entered the list ranked
1,729th with US$ 5.3 billion of sales, Erdemir took another very important AROUND THE WORLD
US$ 732 million in profit, US$ 6.9 billion step towards increasing its weight in the
automotive industry with its membership
ARE ASSESSED, FROM
of assets and a market value of US$ 5.7
billion. of WorldAutoSteel, in which the leading 1,729 RANK.
steel producers of different countries
The most admired company of such as the USA, Japan, the UK, Germany,
the steel sector: Erdemir Sweden, Austria, Luxembourg, South
Korea, Brazil, Russia, China and India all
Capital, a journal for Business and the take part.
Economy, once again selected Erdemir as
the most admired company in the iron
and steel industry in the “Turkey’s Most
21.6%
İsdemir was awarded the first prize, in
recognition of reducing its energy intensity by
21.6% in the last three years.
20
2015 in Summary
Sustainability
ERDEMİR GROUP ACCOMPLISHED MANY Financial Information
SUCCESSES IN ITS 50TH ANNIVERSARY.
Erdemir Group received

“Exports Stars” prize
İsdemir won Grand prize in
energy efficiency Headquarters
In 2015, Erdemir Group moved to its new
Within the scope of the “2014 Export In 2015, İsdemir was awarded first prize headquarters in Batı Ataşehir, İstanbul.
Stars” assessment, İstanbul Mineral and by the General Directorate of Renewable
Metals Exporters’ Association (IMMEA) Energy in “Reducing Energy Intensity
awarded İsdemir first prize in the billet in Metal Industry Sector” category, in
category, second prize in the mineral recognition of reducing energy intensity
fuels category and third prize in the by 21.6% in the last three years.
flat products category; while Erdemir
was handed the second prize in the flat Erdemir Group participated in
products category and third prize in the “OHS Day” of the World Steel
mineral fuels category. Association.
Efficiency Award for Erdemir Erdemir Group continued its work
emphasizing the importance of OHS
Erdemir was awarded second prize in awareness in its plants by participating
the “Large-Scale Companies Sustainable in “OHS Day” organized by the World
Production” category in the Efficiency Steel Association. Within the scope of the
Project Awards organized for a second event organized under the slogan of a
time in 2015 by the Republic of Turkey “safer steel industry”, site audits in which
Ministry of Science, Industry and all department managers and employees
Technology with the aim of enhancing our participated were carried out in Erdemir
country’s competitive edge and enabling and İsdemir.
the country’s economy to achieve an
efficiency based sustainable structure. A new head office for Erdemir
The Basic Oxygen Furnace (BOF) Gas Group
Recovery and the operations to increasing
usage rates brought recognition to In its 50th year, Erdemir Group began to
Erdemir in the 2015 Efficiency Project operate from its new head office building
Awards. Erdemir is creating added in Batı Ataşehir, İstanbul. The new head
value for the environment and national office building was designed with the
economy with the project aimed at contribution of all units. It ensured that
maximizing the use of BOF gas, which is all employees had portable computers
one of the by-products released in the and wide wireless internet access in the
integrated production process and one building and that fewer printers and
of the activities aimed at raising energy other appliances were needed, thereby
efficiency. minimizing the environmental impact
of the new office. A free office structure
was designed so employees were not
burdened by the obligation to remain at
their desks, while increased social areas
were also provided. The ergonomics
of working was taken to the highest
level with many details such as in sound
insulation, the anti-allergic carpets and
special lighting that is easy on the eyes.
21
Erdemir Group has been The successful corporate THE TOTAL SALES
awarded with the Green Era governance of the Erdemir
Award. Group FIGURES OF 4 OF
Erdemir Group was awarded “The Within the scope of the Corporate
ERDEMİR GROUP
Green Era” award that is handed out Governance Principles Compliance COMPANIES, WHICH
for recognition and appreciation of Rating Report prepared by Kobirate
achievements in the environmental field International Credit Rating and Corporate ARE INCLUDED IN
and leading sustainable practices. The
success in integrating the sustainable
Governance Services Inc., Erdemir Group
received 8.83 points out of 10 as a result
THE 2014 REPORT
development objectives into the business of the points it collected under 4 main OF “TURKEY’S TOP
plans by continuously improving the
effectiveness and efficiency of operations
headings. Participating for the first time
in the activity in which the compliance
500 INDUSTRIAL
without affecting the ecological balance with the Corporate Governance Principles ENTERPRISES”, STOOD
brought the Group another international are assessed, Erdemir proved that it
award. The other important factors is a transparent, fair, responsible and AT OVER TL 13.4
behind the Group being given “The
Green Era” award were the increasing
accountable enterprise through the high
scores it received in the first year.
BILLION.
public awareness of waste management,
energy management and efficiency and The Capital Markets Board’s Corporate
the contributions to the protection of the Governance Principles Compliance
environment in Turkey with the use of Rating Note was given as a result of the
environmentally friendly technologies. examination of 408 criteria under the
main headings of shareholders, public
Four Erdemir Group companies disclosure and transparency, stakeholders
included in the ISO 500. and board of directors, prepared for “BIST
First Group Companies” by Kobirate. The
According to 2014 figures, two Erdemir 8.83 point rating received by Erdemir
Group companies succeeded in ranking demonstrates that potential risks have
in the top 10, while four Erdemir Group largely been identified and being kept
companies in the top 500 in the “Turkey’s under control, as well as showing that
Top 500 Industrial Enterprises” survey the Corporate Governance Principles
organized annually by the İstanbul published by the Capital Markets Board
Chamber of Industry (ISO). In the 2014 are largely complied with. Erdemir, which
ranking based on the sales of the products is one of the BIST First Group Companies,
manufactured by the same companies, gained inclusion into the BIST Corporate
İskenderun Demir ve Çelik A.Ş. ranked Governance Index with the results that it
7th, Ereğli Demir ve Çelik Fabrikaları T.A.Ş. achieved.
ranked in 8th place, Erdemir Çelik Servis
Merkezi San. ve Tic. A.Ş. was ranked in
137th position while Erdemir Madencilik
San. ve Tic. A.Ş. was in 221st place. With
these results, the total sales figures of
Erdemir Group of companies, which are
included in the 2014 report of “Turkey’s
Top 500 Industrial Enterprises”, amounted
to over TL 13.4 billion.
22
2015 in Summary
Sustainability
ERDEMİR THAT BASES ALL ITS ACTIVITIES Financial Information
ON SUSTAINABILITY AND CREATING

LASTING VALUE WAS INCLUDED IN THE
BIST SUSTAINABILITY INDEX BETWEEN
NOVEMBER 2015 AND OCTOBER 2016.
New Galvanizing Line contract Inclusion in Borsa İstanbul’s THE GROUP’S

signed. Sustainability Index
GALVANIZING
Erdemir Group shaping the needs
of clients, continued its investments,
Ereğli Demir ve Çelik Fabrikaları T.A.Ş.
(Erdemir), the parent company of the
CAPACITY WILL BE
aiming to be closer to their customers Group, which bases all its activities on MORE THAN DOUBLE
in 2015. A contract was signed for the sustainability and creating lasting value,
new galvanizing line investment that will was included in the Borsa İstanbul WITH THE NEW
contribute to the development of the
whole manufacturing sector, especially
(BIST) Sustainability Index, which
consists of companies traded on the
GALVANIZING LINE,
in the automotive industry, in July 2015. stock market and whose corporate FOR WHICH ERDEMİR
With this US$ 120 million investment, the sustainability performance are at a high
Group’s galvanizing capacity will more level. The companies included in the GROUP SIGNED A
than double. BIST Sustainability Index, which aims to
increase the understanding, knowledge
CONTRACT IN 2015.
Ersem Manisa plant started and practices in the field of sustainability
operation. in Turkey, were determined by being
subjected to assessment according to
Ersem Manisa, the 4th steel service center
of the Erdemir Group, became operational
the criteria of environment, biodiversity,
climate change, human rights, the
5 million tons
İsdemir broke a record with its production
in November, complementing the plants structure of board of directors, action volume of liquid steel exceeding 5 million tons
in Gebze, İskenderun and Ereğli. Turkey’s against corruption and occupational in Turkey.
largest and most modern steel service health and safety. As a result of the
center with 70 acres of open space and assessment conducted into BIST 50
25 acres of enclosed space, the plant companies, 29 companies were included
will provide cold slitting service with an in the Index between November 2015 and
annual capacity of approximately 150 October 2016.
thousand tons/year. The plant, which will
serve as an important link in the Group’s İsdemir broke a record in liquid
supply chain of products in the Aegean steel production in Turkey.
Region, will provide services to a wide
range of industries such as automotive, İsdemir succeeded in exceeding 5 million
packaging, panel-radiator, heating tons of liquid steel production, a first in
and cooling, white goods, electronics, Turkey, and broke a record in achieving
machinery manufacturing, agriculture, this production volume in Turkey.
distribution and pipe-profile.
23
İsdemir shares started to being www.erdemir.com.tr, won the “Standard

of Excellence” award in the US based
ERDEMİR GROUP’S
traded in BIST.
“Web Award” competition, one of the 2014 ANNUAL REPORT
industry’s prestigious competitions, and
In accordance with the first paragraph
of Article 16 in the Capital Market gained particularly strong results in WON A TOTAL OF
Law numbered 6362, as the number innovation and design. 8 AWARDS IN THE
of shareholders exceeds 500, İsdemir
gained the qualification to be a publicly
The 2014 Erdemir Group Annual Report INTERNATIONAL
with the theme of “We Gave Life to
held company and became subjected to
the Capital Markets regulations. For this
Steel” won three separate awards in “The ARENA WITH ITS “WE
purpose, İsdemir’s Articles of Association
International ARC Awards” competition
organized by Mercomm Inc. International
GAVE LIFE TO STEEL”
were amended in accordance with the
Capital Markets regulations. Furthermore,
Awards Programs. Erdemir Group Annual THEME.
Report, competing in the “steel” category
the İsdemir Board of Directors took a
in the ARC Awards defined as the
decision to apply to the Capital Market
Academy Awards of the annual reports,
Board (CMB) for İsdemir shares to be
won silver in the cover photo/design
traded on the BIST A.Ş. Free Trading
category, bronze in the interior design
Platform (Pre-Market Trading Platform)
category and gold in the original annual
with a decision numbered 333 and dated
report category.
January 12, 2015. The draft offering
circular prepared on June 11, 2015 was Erdemir Group was also deemed worthy
approved by the CMB on October 2, of five awards by LACP (League of
2015. The dematerialization process of American Communications Professionals)
the shares representing İsdemir capital with its Annual Report and ranked first in
was began by OYAK Yatırım Menkul the metal industry worldwide and won
Değerler A.Ş. on November 9, 2015. a platinum award. The 2014 Erdemir
The transfer process of dematerialized Group Annual Report that succeeded in
shares corresponding to the physical entering the world’s best top 100 annual
certificates received from the shareholders reports, ranked as the best top 50 in the
to the accounts of the beneficiaries will EMEA (Europe, Middle East, Africa) region,
be initiated by OYAK Yatırım Menkul and ranked as the best top 20 in Turkey
Değerler A.Ş. (OYAK Yatırım). rankings. The report also won the most
creative annual report award in the EMEA
Awards for Erdemir’s Web Site region.
and its Annual Report
Erdemir Group web site www.

erdemirgrubu.com.tr obtained the
highest score in the category of
production companies in the “Interactive
Media Awards” competition regarded as
the most prestigious competition in its
field in the USA and was awarded the
“Best in its Class” prize. Erdemir’s website,
24
2015 in Summary
Sustainability
IN 2015, ERDEMİR RANKED 6TH Financial Information
AMONG 45 COMPANIES IN THE

RESEARCH OF “TRANSPARENCY IN THE
CORPORATE REPORTING”.
The Bonds & Loans Award to

Erdemir Group
A high ranking in the
Transparency Survey in Bonds & Loans
Corporate Reporting Erdemir Group won second prize in the Foreign
Erdemir Group won the second prize Trade Financing category in the Bonds & Loans
2015 Turkey Awards.
in “Foreign Trade Finance” (Trade & Erdemir raised the principles of
Export Finance) category in the Bonds transparency, honesty and accountability
& Loans 2015 Turkey Awards, one of to world standards by being given a very
the most prestigious awards in Turkey’s high ranking in the “Transparency in
financial sector, with the foreign trade Corporate Reporting” survey prepared by
financing loan of a 5 year maturity and International Transparency Association.
amounting to US$ 200 million in total, In the survey, Erdemir ranked at 6th
which the Group used. As a general place among 45 companies defined
market practice, foreign trade financing as A-Group companies who have
loans are disbursed for a maximum 1 year overseas subsidiaries. Based on the
term; however, the Group succeeded corporate reporting of the companies
in obtaining the nonrecourse loan for a included in Borsa İstanbul (BIST)-100
grace period of 2 years, which does not index, which includes publicly-held
contain any guarantees and conditions the largest companies established
with a 5 years term, which is a first in Turkey and support the country’s
application in the market. This was the economy and industry, the transparency
criteria that brought the Group the award. performances of the companies were
examined within the framework of topics
such as “Reporting of Anti-Corruption
Program”, “Organizational Transparency”
and “Territorial Reporting” in the
“Transparency in Corporate Reporting”
survey.
Tax ranking
In the ranking of 2014 fiscal year tax

champions, while Erdemir ranked 18th
across Turkey, it took the first place in
Zonguldak. Erdemir Maden ranked 99th
across Turkey.
25
ECONOMIC AND SECTORAL ENVIRONMENT
WORLD ECONOMY appreciation of the US$, the fall of the

EUR, the EU’s common currency, and the
ACCORDING TO THE
The year of 2015 was marked by Japanese Yen stood out among the main LATEST FORECASTS
unease over global economic growth, reasons for the economic divergence
strong volatility in the money markets between advanced economies. Likewise, BY GLOBAL
and the Fed’s impending interest rate
hike.
emerging economies saw their currencies
lose value due to the decline in exports.
ORGANIZATIONS, IN
According to the latest forecasts
While yields and risk premiums climbed 2015, THE GLOBAL
higher due to the economic uncertainties
published by international organizations, in the global economy, investment ECONOMY WAS
the global economy was estimated to
have grown by 3% in 2015. When this
instruments linked to the commodity
markets, especially oil, saw significant
EXPECTED TO RECORD
growth is examined, the differences losses. 3% GROWTH.
between the growth rates of advanced
economies attract attention. In particular,
while the USA exhibited a higher than
expected rate of growth, the rates of
growth in Japan and the European Union
(EU) remained below expectations. The
26
2015 in Summary
Sustainability
MANUFACTURING PRODUCTION Financial Information
INCREASED BY 3.5%, SUPPORTED BY

DOMESTIC DEMAND, PROVIDING A
SIGNIFICANT CONTRIBUTION TO TURKEY’S
ECONOMY.
China’s economic growth, which had TURKISH ECONOMY

ridden on a wave of rising exports until
the 2008 financial crisis broke out in the Turkey’s economy demonstrated a
USA, entered a phase of slowdown due positive performance in 2015, despite
to the reduction in demand for Chinese the turmoil in the global economy and
goods as a result of advanced economies anxiety over the election environment
entering recession after the 2008 crisis. in the background.
After this development, the Chinese
government followed an incentive policy Turkey and other developing countries
intended to boost domestic demand and suffered from capital outflows which had
investment as well as export-led growth. not been seen in previous years due to
After having maintained a strong growth the interest rate hike by the Fed after a 10
rate until 2010 by investing in the country, year break and the volatilities in the global
China suffered its lowest performance for economy. Accordingly, the TL was one of
25 years with growth of just 6.8% in 2015,
moving permanently away from double-
the currencies which weakened sharply
against the US$ during the year. 3.4%
Turkey’s economy registered 3.4% growth
digit growth rates. The reduction in
However, Turkey’s economy demonstrated in the first three quarters of the year in one
production in parallel with the economic of the best performances among emerging
an unexpectedly resilient stance in the
slowdown in China, which is one of the economies.
face of the depreciation of the TL, which
world’s largest manufacturers, negatively
was more a reflection of the global
affected raw material exporters, causing
economy. Turkey’s economy exceeded
a fall in the revenues for commodity-
expectations with 4% growth in the
exporting countries, notably Russia; this
third quarter of the year. Consequently,
caused a deterioration in their economies.
Turkey’s economy posted an overall 3.4%
Moreover, while the devaluation policies
rate of growth the first three quarters
implemented by the Chinese government
of the year, demonstrating one of the
to protect its exports against the impact
best performances among emerging
of declining markets created turbulence
economies, and indicating that Turkey’s
in global markets, the devaluation of
economy was on course to close 2015
the Chinese currency allowed China to
with a growth rate of over 3%.
export goods and services more cheaply.
However, this raised economic anxieties The investment side of Turkey’s growth,
towards China. which had been following a weak course
for some time, could not show a lasting
performance, with the economic growth
more consumption driven. In contrast,
the main indicator of economic growth,
growth in the manufacturing production
index, contributed significantly to the
economy, posting 3.6% growth when
compared to the previous year, also with
the support of domestic demand.
27
The decline in energy prices, which THE STEEL INDUSTRY

started in September 2014, continued
in 2015. The decline in the price of oil, World Steel Industry
which constitutes a significant part of the
foreign trade deficit, also had an easing At the end of 2015, world crude steel
impact on the current account deficit. The production stood at 1.6 billion tons,
export-import coverage rose 4 percentage decreasing by 2.8% compared to 2014.
points to reach 69.5% in 2015. The The crude steel production capacity
current account deficit ended the year utilization rate declined from 73.4%
2015 at US$ 32.2 billion, a decrease across the world in 2014 to 69.7% in
of 26% compared to 2014. The most 2015.
important factor in this narrowing of the
current account deficit was the reduction Global steel production down in
in the foreign trade deficit on the back all regions of the world.
of the slump in energy costs. The foreign
trade deficit also contracted by 25%
Producing 50% of the world’s steel, 804
China’s crude steel production volume Producing 50% of the world’s steel, China’s
compared to its 2014 level. As a result,
stood at 804 million tons in 2015, crude steel production volume stood at 804
the current account deficit is estimated million tons.
decreasing by 2.3%. The crude steel
to have ended the year at 4-4.5% of GDP.
production of the EU-28 stood at
Preserving such levels is of paramount
166 million tons, decreasing by 1.8%.
importance in keeping the current
The CIS countries realized 102 million
account deficit sustainable.
tons of crude steel production, a decrease
Turkey continues to maintain of 4.3%. In particular, the crude steel
production in Ukraine decreased by
the position as a rising country
15.6% amid the tensions with Russia.
with its economic performance.
The Fed, which raised interest rates at
the end of 2015, is now expected to
continue raising rates, although not as it
had initially planned. It appears that those
economies that are highly dependent on
foreign capital will continue to experience
difficulties in 2016, although potentially
to a lesser extent. It would not be possible
to separate Turkey from other countries
in this group. However, the dynamism
in domestic demand and the flexible
structure of the Turkish private sector and
its rapid adaptation to global conditions
suggest that Turkey’s economy could
easily reach its targeted performance
level.
28
2015 in Summary
Sustainability
THE EXCESS SUPPLY IN CHINA WAS Financial Information
INSTRUMENTAL IN THE FALL IN GLOBAL

STEEL PRICES IN 2015.
Except for China, which had to export its With China’s economy leaving behind
excess production due to the contraction its run of double -digit growth that it
in domestic consumption, the other Asian had achieved for many years, the world’s
large steel producer countries registered second largest economy posted 6.8%
decline such as 5% in Japan, 2.6% in growth in 2015, its lowest rate of growth
South Korea. In contrast, India reached for 25 years. This trend of lower growth
the position of being the only country in China is expected to continue. Steel
that increased the crude steel production consumption decreased by 5.4% as a
among the top 15 steel producing result of the lower rate of growth, leading
countries with an increase of 2.6%. Chinese manufacturers to export their
Although the USA implemented the most excess supply. The country’s 2015 export
protectionist measures on steel products, volume increased by 20% to exceed 110
it has been the county whose crude steel million tons.
production reduced most decreasing by
10.5% after Ukraine among the top 15
crude steel producing countries.
According to figures announced by
the World Trade Organization (WTO), 2.6%
the year 2015 was marked by intense India was the only country among the top 15
steel producing countries to increase its crude
In 2015, apparent steel investigations in the steel industry. The
steel production, with an increase of 2.6%.
consumption in the world stood USA, the largest steel market in the world
at 1.5 billion tons decreasing by after China with consumption of about
3.1%. 100 million tons, in particular stepped up
its protectionist measures in 2015.
In 2015, apparent steel consumption of
Europe, which is one of the main markets Many countries in the world opened
near Turkey, increased with the recovery in anti-dumping investigations against
economic growth. In Ukraine, a member countries that flood the market with
of the CIS, steel consumption fell due to exports, in order to protect their domestic
the tensions with Russia, while in Russia steel industries for various products, or
itself, steel consumption fell as a result introduced safeguard subsidies. Although
of a worsening economic performance some of these investigations were no
amid declining oil prices and the sanctions doubt opened correctly, a significant
imposed against the country. majority of these investigations occurred
as a result of political pressures against
their governments by domestic steel
producers, which had allegedly been
harmed by the competition.
29
THE STEEL INDUSTRY IN TURKEY As of 2015, according to the World Steel

Association (worldsteel) data, Turkey was; 62%
Turkey produced 31.5 million The steel production capacity utilization rate
tons of crude steel in 2015. · The world’s 9th largest steelmaker stood at 62% in Turkey in 2015.
· The world’s 8th largest steel consumer
After a 1.8% decline in 2014, Turkey
completed 2015 with crude steel Despite the advantages of high
production of 31.5 million tons, marking production technology, knowledge and
a decline of 7.4%. Turkey ranked 9th high-quality production, for the last 3
among the world’s steel producers in years Turkish steel industry has been
2015, a place lower than in 2014. Of the suffering from a glut of imports being
crude steel produced, 74% was for long dumped from countries with a large
products and 26% for flat products. excess supply rather than strengthening
its position gained over years of efforts in
The capacity utilization rate of Turkey’s the world.
steel production edged down from 68%
in 2014 to 62% in 2015. In the same Production from integrated
period the capacity utilization rate for facilities increases
flat steel production decreased by 11
percentage points when compared to While 35% of Turkey’s steel was produced
the previous year to stand at 44%. The in integrated facilities in 2015, 65% was
country’s annual flat steel production produced in electric arc furnaces. The
capacity increased from 16 million tons proportion of steel produced in integrated
to 18.5 million tons in 2015 as a result of facilities increased when compared to
domestic investments commissioned at the previous year with the impact of
the end of 2014. In the same period, the the increase in the domestic flat steel
utilization rate of long product production consumption.
stood at 55%, a decrease of 5 percentage
Last year, the crude steel production of
points.
integrated facilities in Turkey amounted
Turkey’s billet production declined by to 11 million tons, increasing by 7.3%
5.6% compared to the previous year to compared to the previous year. The
23.2 million tons in 2015. Production of volume of steel produced by electric arc
slab, the semi finished product of flat furnace facilities stood at 20.5 million tons
steel products providing inputs to various in 2015 a decrease of 13.8%.
industries such as pipe profile, white
goods and automotive declined sharply
by 12% to 8.3 million tons.
30
2015 in Summary
Sustainability
AS ONE OF THE TOP 10 STEEL CONSUMING Financial Information
COUNTRIES IN THE WORLD, TURKEY

DEMONSTRATED THE MOST RAPID
GROWTH AMONG THESE COUNTRIES WITH
AN 11.7% INCREASE IN CONSUMPTION IN
2015.
The reduction in Turkish steel production Despite shrinking global steel
was mainly due to the increase in the consumption, Turkey’s steel
imports of finished and semi-finished consumption grew in excess of
products. In 2015, Turkey turned from
expectations.
being a net exporter to a net importer,
due to the increase in the volume of Turkey ranks 8th among the top 10 steel
imports. consuming countries in the world. Steel
consumption declined in six of these ten
Turkey’s import of finished steel product
countries in 2015 compared to 2014,
increased by 24.3% compared to the
while Turkey demonstrated the strongest
previous year, with a 27.9% increase
growth among these countries, with an
in imports of flat products and a 7.7%
11.7% increase.
increase in imports of long products.
However, imports of semi-finished With its young population, our country’s
products increased by 65.1% compared to
the previous year.
domestic steel consumption has
grown due to increasing urbanization
24.3%
Turkey’s finished steel product imports
and a number of new infrastructural
Imports of slab, semi-finished product of increased by 24.3% compared to the previous
investments. On the other hand, the year.
flat steel, increased by 61.3%; imports of
growth related to industrial production
billet, semi-finished product of long steel,
has also supported the growth in steel
increased by 45.5%. Thus, Turkey reached
consumption. The automotive, white
the highest level in its history, with
goods and machinery industry in
7.9 million tons of semi-finished product
particular turned the depreciation of
imports.
the TL against US$ into an advantage
and gained a competitive advantage in
A 5.6% decrease in Turkey’s
foreign markets during 2015, while at the
exports of finished steel same time achieving a significant increase
products. in the volume of production with strong
domestic consumption.
Particularly China, Russia, Japan and
South Korea, have excess capacity due
to shrinking domestic consumption,
followed a more aggressive export
policy in 2015, all increased their export
volumes.
Accordingly, Turkey’s exports of finished

steel products also dropped by 27.1%
due to the increasing protectionist
measures taken and with the impact of
long investigation periods. Exports of flat
products decreased by 21%, while exports
of long products decreased by 29%
compared to the previous year.
31
EXPECTATIONS FOR 2016 There is an expectation that

steel consumption in Turkey
After the contraction in 2015, will grow at a rate in excess of
steel consumption is expected the average among developing
to hold steady in 2016. countries, but not as much as in
In 2016 it is expected that the world 2015.
steel consumption to be at similar levels In a year dominated by the contraction
to 2015, with no major change when of demand in the world, Turkey whose
compared to 2015. Accordingly, only two steel consumption performance has
countries (China and Russia) are expected exceeded the average among developing
to exhibit a decline in steel consumption countries is expected to maintain its
in 2016. consumption growth in 2016, although
at a lower rate than in 2015. In addition
Demand is expected to continue
contracting in China; Chinese steel exports to the higher share of industry in Gross
Domestic Product (GDP), the growth trend
12.8 million tons
are therefore expected to increase from Turkey exported 12.8 million tons of finished
110 million tons in 2015 to 120 million in industry is expected to continue, due to steel products in 2015.
tons in 2016. This excess capacity, which the increasing rate of urbanization in our
puts pressure on the world steel industry, country with its young population.
is now expected to be gradually phased Despite the difficulties that Turkey
out due to both environmental pollution faced amid increasing competition
and the protectionist measures being in foreign markets and challenging
taken. market conditions in 2015, Turkey
The supply glut, which has resulted from exported 12.8 million tons of finished
the contraction in domestic demand in steel products. Steel producers in Turkey
those countries with excess capacity in are expected to play a more active role
the world, not just China, stands out as in export markets than in 2015 with
the most important challenge facing the the recovery forecast in the balance of
sector. The steel supply/demand balance supply and demand in 2016 and reduced
is expected to be corrected with the pressure in global markets from the
phasing out of around 200 million tons of countries with excess supply.
excess steel capacity in the next 3 years;
however, this process is not expected to
occur rapidly. Accordingly, it is expected
that the negative impact in markets
such as Turkey, where there is a high
proportion of imports, will rise and that
the protectionist measures taken in 2015
will be increased in 2016.
32
2015 in Summary
Sustainability
PRODUCTION QUANTITIES IN THE WORLD Financial Information
STEEL SECTOR BETWEEN 2014 AND 2015

ARE SHOWN IN THE FOLLOWING TABLE.
Global Steel Industry - Major Indicators

Country 2015 2014 2015/2014
9th
Turkey was ranked 9th among world steel
million tons Production Rank Production Rank Change (%) producers, with 31.5 million tons of steel
China 803.8 1 822.8 1 -2.3 production in 2015.
Japan 105.4 2 110.7 2 -4.8
India 89.8 3 87.3 4 2.6
USA 78.9 4 88.2 3 -10.5
Russia 71.1 5 71.5 6 -0.5
South Korea 69.6 6 71.5 5 -2.7
Germany 42.7 7 42.9 7 -0.6
Brazil 33.3 8 33.9 9 -1.9
TURKEY 31.5 9 34.0 8 -7.4
Ukraine 22.9 10 27.2 10 -15.6
Italy 22.0 11 23.7 11 -7.1
Taiwan, China 21.7 12 23.1 12 -7.1
Mexico 18.3 13 19.0 13 -3.9
Iran 16.1 14 16.3 14 -1.4
France 15.0 15 16.1 15 -7.2
World 1,622.8 1,607.2 -2.8
Source: worldsteel
Crude steel production annual growth trend
30
20
10
-10
-20
-30
2008 2009 2010 2011 2012 2013 2014 2015
Rest of World World China
Source: worldsteel
33
THE TRACE OF STEEL
IS EVERYWHERE IN
OUR LIVES
ERDEMİR GROUP HAS KEPT THE WHEELS OF
INDUSTRY TURNING FOR HALF A CENTURY, WHILE
CONTRIBUTING TO THE TURKISH ECONOMY BY
GENERATING EMPLOYMENT AND PRODUCTION.
2015 IN SUMMARY
STRATEGIES, PRODUCTION, Erdemir Group sets out its strategies by

anticipating the difficulties of a constantly
ERDEMİR GROUP IS
SALES
changing dynamic environment, and SHAPING ITS FUTURE
Moving forward with firm steps works on different scenarios that will
in line with its 2020 vision provide the Group with a competitive IN LINE WITH THE
Erdemir Group’s 2020 vision is to
advantage. The Group’s strengths such
as effective leadership, organizational
STRATEGIC PLANNING
“Become a World-Class Company”. This flexibility and agility stand out in PROCESS THAT
vision means being one of the best and implementing its strategies and plans.
exemplary in the sector with its way of INTEGRATES THE VIEWS
doing business rather than ranking at the
top on a global level in the indicators such
Research & Development, innovation,
formation of a World-Class Manufacturing
OF ALL UNITS WITHIN
as sales volume and production capacity. (WCM) system, sustainability, investing THE ORGANIZATION.
in people and respect for society are the
Erdemir Group is shaping its future in Group’s focus areas towards achieving
line with the strategic planning process its 2020 vision. Due to the plan in which
that integrates the views of all units these concepts are detailed, firm steps
within the organization. A measurable are taken towards achieving a world-class
and manageable game plan lies on the company as well as increasing the Group’s
foundation of the strategic planning reputation in the eyes of all stakeholders,
process. This plan clarifies the Group’s where the Group will fully meet its social
future claims, links and embodies the responsibilities and duty to society.
strategies with the daily operations and
includes strategic priorities and focus
areas. This plan also includes initiatives
to close the gap between the current
capabilities and potential to achieve its
vision. As the strategies are cascaded
from corporate level to functional level
and individual objectives, the process
is an integrated journey from vision to
individual performance.
36
2015 in Summary
Sustainability
IN 2015, ERDEMİR GROUP’S CRUDE Financial Information
STEEL PRODUCTION AMOUNTED TO 8.9

MILLION TONS, WITH FINISHED FLAT STEEL
PRODUCTION OF 7.4 MILLION TONS.
Erdemir Group continued to thousand tons, an increase of 5%, while

moving its competitive power finished flat steel product production
to the next level also in 2015. stood at 7 million 400 thousand tons, an
increase of 6%.
Rounding off 2015 breaking new records
in production, Erdemir Group single- In 2015, Erdemir Group operated at a
handedly produced 28% of crude steel capacity utilization rate of 100%. Overall
manufactured in Turkey. Directing its Equipment Effectiveness (OEE), that shows
production activities with the principles of the effectiveness and efficiency level of
high efficiency, low cost and a high quality production and enables monitoring of the
manufacturing, the Group continued to business performance, was recorded at
raise its competitive power to the next 71.01% for Erdemir in 2015. The amount
level in 2015. of labor needed to produce each ton of
finished steel product stood at 2.86 man
Erdemir Group continued to increase its hours/tons for Erdemir and 2.26 man
production in 2015 to meet the rapid hours/tons for İsdemir during the year.
increase in demand for flat steel products
in Turkey. The Group’s crude steel
production amounted to 8 million 930
37
2015 IN SUMMARY
Production by year (Thousand Tons)

IN 2015, THE TOTAL
PRODUCTION 2011 2012 2013 2014 2015
Hot Metal 6,812 7,172 7,603 7,695 8,077
LIQUID STEEL
Ereğli 3,039 2,934 3,412 3,413 3,438 PRODUCTION VOLUME
İskenderun 3,773 4,238 4,191 4,282 4,639
STOOD AT 9.1 MILLION
Liquid Steel 7,656 8,042 8,477 8,693 9,122
Ereğli 3,480 3,328 3,865 3,846 3,894 TONS IN ERDEMİR AND
İskenderun 4,176 4,714 4,582 4,847 5,228 İSDEMİR.
Crude Steel 7,473 7,867 8,268 8,493 8,930
Ereğli (Slab) 3,372 3,236 3,761 3,732 3,779
İskenderun (Slab) 3,288 3,093 3,103 3,631 3,570
İskenderun (Billet) 813 1,538 1,403 1,130 1,581
Flat Finished Product 6,119 5,983 6,427 6,954 7,400
Ereğli Tin Plate 227 237 257 255 235
Ereğli Galvanized 321 305 303 305 319
Ereğli Cold Rolled 1,104 1,056 1,284 1,186 1,266
Ereğli Hot Rolled 1,872 1,785 1,812 2,020 2,206
Ereğli Plate 247 248 253 348 334
İskenderun Hot Rolled 2,348 2,352 2,518 2,840 3,040
Long Finished Product 794 1,519 1,356 1,153 1,563
Billet 344 945 775 589 1,022
Wire Rod 446 574 581 564 541
Rebar 4 - - - -
Iron Ore 2,862 2,832 2,646 2,666 2,422
Pellet 1,495 1,543 1,480 1,550 1,547
Other 1,367 1,288 1,166 1,116 874
Erdemir Finished Products Workforce İsdemir Finished Products Workforce

Productivity (Man hours/Ton) Productivity (Man hours/Ton)
3.9 3.9 3.2

2.8
3.3
3.1 2.9 2.5 2.5
2.3
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
38
2015 in Summary
Sustainability
ERDEMİR GROUP, WHICH IS FOCUSED Financial Information
ON ACHIEVING LASTING SUCCESS BY

DIFFERENTIATING ITSELF IN TURKISH
INDUSTRY, HAS BEEN STEADILY INCREASED
ITS SERVICE QUALITY OVER THE YEARS, IN ITS
EFFORTS TO MEET CUSTOMER EXPECTATIONS.
Flat Steel Production Engineering and Project
Management Services
In 2015, Erdemir produced 2.5 million
tons of hot products and 1.8 million tons In 2015, Erdemir Engineering that
of cold products, while İsdemir produced manages Erdemir Group’s investments
3 million tons of hot products. The Group carried out successfully 24 projects in
total finished flat steel product production Ereğli facilities, 11 projects in İskenderun
stood at 7.4 million tons. Erdemir Romania facilities.
produced 64 thousand tons of silicon
flat steel, which including contract In 2015, 22.8 million tons of
manufacturing. handling services were provided
in Erdemir Group ports.
Long Steel Production
In 2015, a total of 22.8 million tons of
In 2015, Erdemir Group produced
1.6 million tons of finished long product
handling including 2.3 million tons to
third parties was carried out in the Group
22.8 million tons
including 1.02 million tons billet, In 2015, a total of 22.8 million tons of handling
ports.
541 thousand tons coil. were carried out in Erdemir Group ports.
As of the end of 2015, The Group’s

Iron Ore Production revenues from the ports amounted to
US$ 20 million and 875 thousand.
In 2015, 1.5 million tons of pellets were
produced in Erdemir Maden. The total A total of 10.3 million tons of handling
production of the other products (lump including 0.9 million tons of third-party
ore, fine ore, by products and pellet cake) handling services were carried out in
stood at 874 thousand tons. Erdemir port and revenues worth of
US$ 9 million and 917 thousand were
Steel Service Center Service obtained. The handling revenues worth
of US$ 10 million and 957 thousand were
In 2015, 960 thousand tons of sales were
obtained as a result of handling services
achieved in Erdemir Steel Service Centers.
provided in İsdemir port which amounted
452 thousand tons of this sale were
to 12.5 million tons including 1.3 million
crude; 508 thousand tons were processed
tons as third-party services.
product.
39
2015 IN SUMMARY
Fast and effective solutions Turkey’s steel imports reached their

highest ever level in 2015, spurred by
IN 2015, ERDEMİR
aimed at improving customer-
oriented service quality. increased domestic consumption. In the GROUP BROKE A
face of increasing competition, Erdemir
Erdemir Group is taking steps towards Group built on the growth in sales DISPATCH RECORD IN
providing just-in-time and effective
solutions for the needs of its customers
volumes seen in recent years to a new
record in 2015 with the support of new
THE FLAT PRODUCTS
in all of its activities in line with its goal investments commissioned domestically, GROUP BY SELLING
which facilitate superior product quality
of becoming a company that acts and
decides swiftly, as with the vision of and effective customer relationships 1.3 MILLION TONS
becoming a world-class company. management as a result of the high level
service offered in sales and distribution
OF COLD-ROLLED
The Group that has a strong position activities. In 2015, the Group broke a PRODUCT, 326
among the leading steel companies in
the world as well as in Turkey’s economy
dispatch record in the flat products group,
selling 1.3 million tons of cold rolled
THOUSAND TONS OF
is following closely the developments product, 326 thousand tons of galvanized GALVANIZED PRODUCT,
in the domestic and overseas markets. products, 244 thousand tons of packaging
The Group continues to supply the most steel and 5.4 million tons of hot-rolled flat 244 THOUSAND TONS
appropriate service for the needs and
expectations of Turkish industry through
steel.
OF PACKAGING STEEL
the customer-oriented sales policies and Despite difficulties in exporting AND 5.4 MILLION TONS
the high quality products. due to the adverse conditions
affecting the sector, Erdemir
OF HOT-ROLLED FLAT
Erdemir Group provides the most accurate
and fastest solutions to the needs of
products reached 42 countries STEEL.
in 2015.
customers through the marketing and
sales organization that is structured Erdemir Group, the most important
according to the industry. supplier of the Turkish steel industry, is
one at Turkey’s top exporters and also
Sales volumes break a new plays a proactive role in foreign markets.
record in 2015.
The Erdemir Group exported a total of
Despite encountering a year which has 849 thousand tons of finished products
significant volatility in domestic and in 2015 including 688 thousand tons
international markets, Turkey’s economy of flat products and 161 thousand tons
is estimated to have achieved more than of long products, with export revenues
3.5% growth in 2015, outperforming amounting to US$ 403 million. The Group
expectations. According to figures exported flat products to 42 countries and
announced by the Turkey Steel Producers’ long products to 8 countries, comprising
Association (TSPA), steel consumption 9% of the total sales.
increased by 11.7% in 2015, largely on the
back of the increased share of the industry The protectionist measures are increasing
and construction sectors in economic year after year in the sector because
growth. The consumption of flat steel of the excess supply released due to a
products that are the Erdemir Group’s reduction in global steel consumption
main product groups, increased by 12.7%. and this situation is restricting export
40
2015 in Summary
Sustainability
IN 2015, THE ERDEMİR GROUP RECORDED Financial Information
TOTAL FLAT STEEL PRODUCT SALES OF

7.2 MILLION TONS AND DOMESTIC FLAT
STEEL PRODUCT SALES OF 6.5 MILLION
TONS.
opportunities even further. Despite the Erdemir Group commanded a 36%

difficult market conditions that was felt market share of the domestic flat steel
more in 2015, Erdemir Group carried market in 2015, while its long product
out exports in a wide geographical area market share stood at 18%. The Group
extending from South America to the Far continued to expand its customer base
East due to proactive marketing strategies during the year, adding 87 new customers
that it manages successfully. to its portfolio.
The Group’s flat steel exports increased In 2015, hot rolled and plate
by 2% in 2015 compared to the previous products accounted for 74% of
year, while its long product exports the Erdemir Group’s total flat
declined by 29% compared to the steel sales, with cold products
previous year.
accounting for an 18% share.
Erdemir Group’s wide
recognition as a world-class
Turkey is one of the world’s leading
countries in terms of both production and
3.7 billion
Erdemir Group recorded total flat steel sales
steel brand consumption in the iron and steel sector, revenues of US$ 3.7 billion in 2015.
which is one of the primary driving forces
Erdemir Group has increased its presence of a strong economy the rate of growth
in different regions by reaching new in consumption exceeded the global
international markets with the more average, especially through the increase in
effective use of strategic planning, industrial production in 2015, along with
monitoring and evaluation functions in big-ticket investments such as TANAP (The
line with its vision of being a world-class Trans-Anatolian Natural Gas Pipeline), Flat steel export sales breakdown in 2015
company, and is recognized as a reliable the 3rd bridge and İstanbul’s 3rd airport,
steel brand worldwide with a wide range taking Turkey to the position of being the
of flat and long steel product groups. world’s 8th largest steel consumer.
Erdemir Group’s customer Erdemir Group maintained its strong

portfolio in flat steel market is
expanding.
position in the market by increasing
domestic shipments in Turkey’s flat
63%
steel market where competition heated
In response to customer demands, up due to a glut of imports and newly
Erdemir Group continued to diversify commissioned investments.
its product range in 2015 in response
to quality and product development According to data released by Turkey Steel EU 63%
activities oriented to end-users. These Producers’ Association (TSPA), Turkey’s flat Middle East and North Africa 14%
product and service improvements steel consumption stood at 16.45 million North America 13%
carried out under dynamic and innovative tons in 2015. Asia 3%
approach were one of the most important South America 2%
factors enhancing the strength of the Other 5%
Group in the market.
41
2015 IN SUMMARY
In 2015, Erdemir Group’s total flat product SALES (thousand tons) 2011 2012 2013 2014 2015
sales amounted to 7.2 million tons, an
Flat Finished Product 5,856 5,980 6,338 6,933 7,229
increase of 4% compared to 2014 with
domestic flat steel sales volumes growing Ereğli Tin Plate 214 253 255 258 244
by 5% to reach 6.5 million tons. The Ereğli Galvanized 213 155 126 79 63
Group’s total flat steel sales revenue stood Ereğli Cold Rolled 946 1,009 1,070 974 926
at US$ 3.7 billion in 2015. Ereğli Hot Rolled 1,583 1,623 1,669 1,736 1,884
Ereğli Plate 219 234 222 333 311
In 2015, hot and plate products
İskenderun Hot Rolled 2,317 2,309 2,432 2,846 2,841
accounted for 74% of Erdemir Group’s
flat steel sales, with cold products having Ersem Sales 364 397 564 707 960
an 18% share, galvanized products a 5% Ersem Galvanized 95 126 169 221 263
share and steel packaging comprising 3%. Ersem Cold Rolled 148 145 211 256 348
Ersem Hot Rolled 121 126 185 230 349
1.6 million tons of shipments Long Finished Product 791 1,468 1,346 1,163 1,552
for long products Billet 331 913 754 625 998
Erdemir Group shipped 554 thousand Wire-Rod 450 555 591 538 554
tons of coil and 998 thousand tons of Other 10 - - - -
billet in the finished long products group Iron Ore 2,904 2,895 2,399 2,853 2,285
during 2015. Exports accounted for Billet 1,477 1,556 1,463 1,538 1,532
10% of the total 1.6 million tons of long
Wire-Rod 1,427 1,339 936 1,315 753
products that were sold by the Group. As
it continues to increase the share of high
value added products in total shipments,
the Group earned US$ 625 million in Ersem commissioned its plant in the
revenues from the sales in 2015. Manisa Organized Industrial Zone in Long steel export sales breakdown in 2015
2015, which operates in line with the
Operational competence to principles of optimal cost, maximum
meet customer expectations as efficiency and quality production. Ersem
rapidly as possible serves customers of all sizes through
the facilities that have the competence
Erdemir Group’s Steel Service Center of manufacturing at precise tolerances,
in small volumes and of different kinds.
86%
Ersem is the highest capacity steel service
center in Turkey, and sets itself apart with Ersem allows end users to benefit from
its new and modern steel processing the economies of scale by reducing the
lines. Ersem offers its customers fast and use of resources such as plant, machinery,
high-tech solutions through the synergy time and labor with its expertise in supply
provided with the Erdemir Group, of chain management services and the Middle East and North Africa 86%
which it is a member. feature of just-in-time delivery. EU 14%
42
2015 in Summary
Sustainability
Ersem configured its sales and marketing Ersem achieved sales of 960 thousand
network on a regional base, and delivers tons in 2015, marking an increase of
the Erdemir quality and guarantee to its 36% compared to the previous year and
customers through the services and pre/ demonstrating a significant success in
after sales support that it offers. meeting the processed material needs of
its customers. It also raised its processed
product sales to 508 thousand tons, an
increase of 37%.
Erdemir Group Sales

Sector Sales amount Distribution (%)
Pipe Profile and Re-rolling 2.9 million tons 45
Distribution Channels 1.2 million tons 18
Automotive 694 thousand tons 11
Manufacturing Industry 613 thousand tons 9
Projected Works 527 thousand tons 8
Consumer Products 321 thousand tons 5
Packaging Industry 242 thousand tons 4
Flat Steel Sales Breakdown by Product Wire Rod Breakdown by Industry Ersem Steel Service Center Sales Breakdown
by Industry
74% 38% 47%
Hot-Rolled and Plates 74% Mesh and Nail 38% Automotive 47%
Cold Rolled 18% High Carbon 32% General Manufacturing 31%
Galvanized 5% Thin Wire 20% White Goods 12%
Metal Packaging Steel 3% Bolt and Nut 7% Distribution 7%
Electrode and Welding 3% Export 3%
43
44
2015 in Summary
Sustainability
THE TRACE OF STEEL

IS EVERYWHERE IN
OUR LIVES
FOOD PACKAGED WITH ERDEMİR GROUP PRODUCTS
CONTRIBUTE TO BUILDING HEALTHY GENERATIONS
THROUGH THE PROPERTIES THAT THEY PROTECT FOR
LONG PERIODS.
45
INFORMATION TECHNOLOGIES
Information technologies are the Group to work on more efficient

enterprise resource planning system in the
WITHIN THE SCOPE
developed within the vision of
being a world-class company coming period. OF INFORMATION
and a global player. IT process design activities were initiated TECHNOLOGIES, A
based on the Information Security
A Master Plan workshop was held at the
Management Systems and Processes WORKSHOP WAS HELD
Erdemir Group to determine a suitable
road map that will meet the needs of
(ITIL) that are commonly used to raise the IN 2015 TO DISCUSS
maturity level of information technology
stakeholders and to ensure adaptation
to rapidly changing and evolving
processes. THE 5-YEAR MASTER
information technologies, which was Certification process of ISO/IEC 27001 PLAN IN THE ERDEMİR
detailed for 5 years. Information Security Management
System in Erdemir and İsdemir, aimed
GROUP.
In this context, work was carried out
at increasing information security, were
for a “Transformation Project” that will
completed in 2015 and certification was
provide more traceable, manageable
received in March 2016.
and reportable infrastructure and enable
ISO/IEC 27001
Certification process of ISO/IEC 27001
Information Security Management System in
Erdemir and İsdemir were completed in 2015
and the certification was received in March
2016.
46
2015 in Summary
Sustainability
IN 2015, ERDEMİR GROUP CONTINUED ITS Financial Information
OPERATIONS IN THE FIELD OF INFORMATION

TECHNOLOGIES IN ORDER TO PROVIDE
INSTANT ACCESS TO INTEGRATED
INFORMATION FROM ALL LOCATIONS AND
RESPOND QUICKLY TO ALL NEEDS.
Working to offer instant access Service desk was established and support
to integrated information from services launched in order to more rapidly
any location solve employees’ problems related to
IT. The IT Service Desk application was
With the objective of increasing efficiency, commissioned for tracking and reporting
accessing information from any location the services provided.
and providing a flexible communication
environment, the wireless network Many business unit application demands,
infrastructure was renewed and remote which provide efficiency and tracking such
connection methods were simplified as stock fields monitoring, the monitoring
in the Group. Collaboration platforms of subcontractors’ employees, delivery
were integrated with audio and visual online system, were responded to and
systems and offered for service. The improvements were made in existing
“Çelik Portal” was launched to support applications.
internal communication and increase
sharing among employees. With the
In addition to these activities, software, Çelik Portal
infrastructure installation, improvement, The “Çelik Portal” was launched for use in
aim of creating institutional memory,
operation, maintenance and support order to support internal communication and
the Content Management System was increase sharing among employees in the
activities were carried out successfully
commissioned, which will accommodate Erdemir Group.
in order to provide existing services
all the knowledge while including also
on a 24/7 basis safely and without
management systems functions.
interruption.
The data center was planned in
Erdemir Group, that began to build the
accordance with the Group’s road map by
foundations of the “Transformation”
analyzing the data center infrastructure.
to be able to provide instant access to
Necessary maintenance and monitoring
integrated information from any location
of the components in the data centers’
and swiftly respond to all sorts of needs,
infrastructure were carried out and
continues its activities in the field of
unplanned downtime was reduced to a
information technologies with the goal of
minimum level.
maintaining the “Transformation” without
interrupting existing services.
47
PROCUREMENT AND SUPPLY
The downward trend in raw material

prices that began in 2014 continued in
are part of the Erdemir Group, were
consumed at a maximum capacity. Other
FINE ORE AND
2015. The slowdown in China’s growth domestic resources were purchased to PELLET PRODUCED
and decline in demand in international the maximum extent possible and utilized
commodity markets, the recession in to the consumption limits by taking into BY ERDEMİR MADEN
Brazil and Russia and yet the decisions
by miners not to cut output supported
account price and quality. WERE CONSUMED
the downward trend. The resistance In line with the philosophy of sustainable AT THE MAXIMUM
of high-cost mines to cut production procurement, Erdemir Group continued
both in China and other ore producer activities to develop domestic and foreign CAPACITY.
countries with the support of depreciated supply resources and to create alternatives
currencies and the relative decline in for all purchase items. Once new domestic
costs encouraged the downward trend in sources were identified, field visits were
prices. conducted, production conditions were
observed in place and quality testing was
As for Erdemir Group’s other main raw carried out through laboratory tests by
material, coking coal, the decision by taking samples.
Australian miners to maintain their high
levels of production, a relatively mild wet The market volatility in 2015 was
season in Australia, the reduced demands effectively exploited. The Group
for Chinese products in international maximized its profitability by earning
markets and the reflection of increased while buying instead of just focusing
production in Russia and in Mozambique on costs, while also benefiting from the
to the markets precipitated a decline in advantages of newly created resources.
coal prices during the year.
Even the contraction in supply resulting

from mines in Australia, Canada and the
United States, which had to halt their
operations due to high costs, could not
halt the downward trend in prices. The
combination of the slowdown in ore
and coal shipments to China combined
with the fall in oil prices also kept freight
markets working at low levels for most of
2015.
Domestic natural gas and electricity prices

remained stable from 2014 to 2015.
Domestic supply purchases, providing

significant advantages in terms of security
of supply in volatile market conditions,
were carried out at an optimum level.
Powder ore and pellets produced in
Erdemir’s Maden Divriği plants that
48
2015 in Summary
Sustainability
R&D Financial Information
Erdemir R&D Center successfully calorie meter, rotary furnace, 25 tons

completed the first year of tensile test machine and a 3D surface
operation. topography measuring - profilometer and
micro hardness tester.
The official opening of the R&D center
approved by the Republic of Turkey Within the scope of infrastructure
Ministry of Science, Industry and investments, for all the activities in the
Technology on August 26, 2014 and is R&D Center to be carried out freely in high
a first in Turkish steel sector was carried numbers and repetitions, independent of
out on May 22, 2015 by the Republic of the constraints in the production facilities
Turkey Ministry of Science, Industry and and without creating large-scale trial
Technology. Successfully completed the costs, activities were carried out aimed
first year of R&D Center was evaluated at coordinating these activities through
at a commission meeting held with the “simulator/pilot plants”.
Ministry officials on June 12, 2015.
An experimental sinter simulator, vacuum 4
In accordance with the objective of induction furnace, hot and cold rolling Erdemir R&D Center consists of 4 main
achieving a dynamic structure that simulator, hot-dip and coating simulator departments including Raw Materials and
are among the simulators for which the Iron Production, Steel Production and Casting
allows the production of innovative
procurement process is ongoing. Technologies, Hot Rolled Products and Process
products and being “Advanced Steel and Cold Rolled Products and Process.
Research Center”, Erdemir R&D Center
In 2015, some organizational changes
conducted intensive works in the fields
were implemented for the activities
of infrastructure investments, customer
aimed at innovation to become a priority
collaborations, recruitment of competent
and for developing new projects and
and experienced staff in 2015.
transforming them into commercial value.
The R&D Center operates in four main In September, the R&D Incentives and
departments including Raw Materials Intellectual Property Rights Department
and Iron Production, Steel Production and was established within the R&D
Casting Technologies, Hot Rolled Products Directorate. At Erdemir and İsdemir, the
and Process and Cold Rolled Products Erdemir and İsdemir Patent Registration
and Process. The utmost care was given Procedure was set up within the scope
to the determination of the current of provisions of “Patent Rights Protection
technological trends by particularly Decree Law” No. 551, that defines the
focusing on the training of employees steps to be taken in order to protect
working as researchers in Erdemir inventions which are planned to be
R&D Center. The existing technical made, to be put into practice or to be
equipment of the R&D laboratories commercialized as a result of participation
were improved with the addition of tools, business applications or R&D
new laboratory equipment such as a gas activities.
chromatography/mass spectrometer,
49
IN 2015, ERDEMİR MADEN COMPLETED

32,307 METERS OF DRILLING IN 171
DIFFERENT REGIONS WITHIN THE SCOPE OF
EXPLORATION AND DRILLING OPERATIONS.
In 2015, a total of 63 projects, 19 of As a result of the audit carried out

which were completed, were carried out between June 8-9, 2015, the experiment
by the R&D Center. One of the 9 projects laboratories were found to be fulfilling the
developed to benefit from the incentives management and technical requirements
under the TÜBİTAK-TEYDEB projects (the of the standard. Laboratories were
1501 program) was accepted and one accredited by “AB-0852-T” number within
project was rejected. The application and the scope of the following tests; coal
approval processes for the other 7 projects and ash content in coke, coal and upper
are continuing. calorific value in coke, galvanize coating
weight, saponification number in mineral
The number of grades oils, carbon - sulphur analysis in pig iron
amounted to 430 in flat and steel and steel sheet tensile testing.
products, 261 in long products
with the development of new Also in 2015, analytical activity of
products. the laboratories was enhanced with
new equipment such as the WD -XRF 691
In 2015, 19 new flat product grades were Spectrometer, the installation of which is In 2015, a total of 691 grades of flat and long
complete, DOS Oil Tester for tin products products were available as a result of the work
developed as a result of works carried
and an Online Gas Calorimeter and carried out jointly by Erdemir’s R&D and Quality
out jointly by Erdemir R&D and Quality
Automatic Sampling System to be used Technology units.
Technology units (14 new grades were
developed, 5 existing grades were revised) for iron ore evacuation.
and the total number of grades in flat
products rose to 430. The number of In Erdemir Maden, 6.5 million
grades amounted to 261 in long products, tons of additional magnetite ore
for which 11 new grades were produced. reserves were identified.
The following numbers of steel grades Erdemir Maden continued with the
with respect to their area of use were exploration and drilling activities aimed at
offered for sale; 2 grades for can and increasing iron ore reserves also in 2015.
packaging manufacturing, 2 grades 32,307 meters drilling were carried out in
suitable for heat treatment, 7 grades 171 different regions in the fields located
suitable for building and machinery in Divriği and 2,055 meters magnetite ore
manufacturing, 2 grades for white goods was cut.
sector, 4 grades for automotive sector,
1 grade for secondary producers and 1 The production and mining projects
grade suitable for pressurized use. are being prepared for the additional
6.5 million tons of magnetite ore reserves
ISO/IEC 17025 Certificate for identified as a result of these works.
Erdemir Laboratories Outside of Divriği, drilling activities
were carried out for hematite ore and
The experiment laboratories within manganese ore in the fields located in
Erdemir Quality Technology Directorate Kayseri and Denizli.
applied to TÜRKAK (Turkish Accreditation
Agency) to obtain accreditation certificate
under TS EN ISO/IEC 17025 standard.
50
2015 in Summary
Sustainability
INVESTMENTS Financial Information
In 2015, Erdemir Group undertook

an important transformation for the
In 2015, the No. 7 Air Separation IN 2015, ALL UNITS
Plant, Level 1 and 2 System
management of investments in line with Modernization of BOF Steel Mill THAT CARRY OUT
the operational excellence and becoming
lean, which are one of the main issues
and Continuous Casters No: 3 ENGINEERING
and 4 and the Construction of
being focused on, on the road to its 2020
vision. Business processes have been the New Bridge over the River PROCESSES AND PLANT
restructured in a manner which supports Gülüç and access roads projects INVESTMENTS WERE
the Group’s strategic objectives, while all were completed at Erdemir.
units that carry out engineering processes UNITED UNDER THE
• No. 7 Air Separation Plant Project
and plant investments were united under
the roof of Erdemir Mühendislik Yönetim
ROOF OF ERDEMİR
ve Danışmanlık Hizmetleri A.Ş.
The No. 7 Air Separation Plant,
which was installed to replace the air
ENGINEERING IN
Erdemir Group continues to invest separation plants that had completed ERDEMİR GROUP.
through this new structure which oversees their economic lives and were burdened
sustainability criteria, implements by high energy costs, and also to
projects consistent with its strategies reduce costs by increasing the amount
and completes them through efficient of coal injected to the blast furnaces,
and effective management and brings began production at the beginning
in employees who have reached the of 2015. The plant, which has a low
required level of expertise that is valid on specific energy consumption, will serve
a global scale. the No. 1 and 2 blast furnaces and is
expected to help lowering production
Investment activities that were costs.
completed or ongoing in the
• The Modernization of Level 1 and 2
Erdemir Group
of the Automation Systems at the
• Manisa Steel Service Center BOF Steel mill and continuous casting
of No: 3 and 4 Facilities
Erdemir Group established the 4th
Steel Service Center in Manisa in order In 2015, Level 1 and 2 systems of BOF
to achieve operational competence Steel Mill and Continuous Casting
to meet customer expectations in the Facilities No: 3 and 4 were renewed
shortest possible time. The plant, with to ensure the sustainability of Level 1 In Erdemir, No. 7 Air Separation Plant began
a coil slitting capacity of 150 thousand and 2 systems that have been in use production in 2015.
tons/year, will be an important link in since 1992, and the integration of
the supply chain in the Aegean region the newly added equipment. Thus, a
in transforming the Erdemir Group more modern system was established
from being just a mass producer steel which is able to detect incidences
supplier into a business partner offering of non-compliances more reliably,
effective solutions to its customers which is very safe, which supports the
with stocking, processing and logistics presence of dynamic models that will
services. allow increased production and cost
reductions and is user friendly.
51
IN 2015, ERDEMİR GROUP OPENED 4TH

STEEL SERVICE CENTER FOR SERVICE IN
MANİSA ORGANIZED INDUSTRIAL ZONE.
• Construction of the New Bridge over • Construction of the 4th Stove for
the River Gülüç and Access Roads Blast Furnace No. 1
With the Ereğli Steel Service Center, The stove capacities of Erdemir’s No. 1
established in the Gülüç Gate region, Blast Furnace were renewed without
reaching full capacity, 650 thousand tons changing the stoves and the capacities
of deliveries are carried out through the rose to 1,750,000 tsm/year. After this,
Gülüç Gate, and the 3rd party loads in only maintenance investments are
the port are received through this gate. planned for the stoves, a new stove
This bridge is used for the transportation will be constructed to prevent a loss of
of raw materials and auxiliary materials
production at the No. 1 blast furnace.
that arrive by land, which necessitate
the construction of a second bridge and • Erdemir Top Pressure Recovery
landscaping works. The construction of Turbines (TRT) Plants
the bridge was completed during the
At Erdemir’s blast furnaces, blast Erdemir Group’s galvanized product capacity
year and opened for use. This aims to
furnace gas, which has a certain will more than double with the completion of
halt the product deliveries from Kışla
pressure and is produced as a by- the No. 2 Continuous Galvanizing Line project,
Gate and deliveries from the Gülüç Gate, which is currently at the field application stage.
thereby relieving the pressure on city product of blast furnaces, will pass
traffic in the medium term. through “Top Pressure Recovery
Turbines” after being cleaned and
Ongoing investments at Erdemir cooled off, and electricity will be
in 2015 generated before the gas is piped to
low pressure gas distribution lines.
In Erdemir, intensive field applications
are continuing within the scope of the Erdemir Projects whose design,
projects such as the Rewamp of Ladle specification, tender activities are
Treatment Station to a Ladle Furnace ongoing:
(Ladle Furnace No:3), Modernization • New No. 4 Coke Oven Battery and By-
of Normalizing Furnace, Environmental Product Plants
Investments, Reconstruction of Gülüç • Continuous Pickling Line and Tandem
Gate Region as Transportation Gate, Cold Mill (CPL&TCM) Capacity
Raw Material Stocking and Blending Improvement and Strip Width
Yard Modernization, Modernization of Enlargement Project
Converter Slag Stopper System in B.O.F.
• 60 MW Turbo Generator and No. 6
Other projects for which there are Steam Boiler
ongoing applications: • R&D and Simulation Center
• No: 2 Pickling Line Welding Machine
• Erdemir No. 2 Continuous and Side Trimmer Modernization Project
Galvanizing Line • Surface Inspection Systems
High quality special products will be • Erdemir Additional Environmental
produced in the state-of-the-art No. Package
2 Continuous Galvanizing Line, with • Completion of Modernization of Levels
production aimed particularly at the 1 and 2 of the Steel Production Facilities
automotive industry. The contract of • Modernization of Level 2 of the No.
the investment, which will more than 2 Hot Rolling Mill and Additional
double the galvanized product capacity Investments in the Power Distribution
of the Erdemir Group was signed. System
52
2015 in Summary
Sustainability
R&D and Simulation Center as developments in the world economy

and Turkey’s economy. Efforts related
Efforts were initiated to establish a to investments aimed at environmental
Simulation Center in the Erdemir R&D protection, energy saving, product
Center to develop new products and development and quality improvement
production technologies, to raise the were maintained.
quality and standard of the products, to
increase efficiency, to reduce costs, to save In this context, the project for the Heart
energy and to carry out R&D operations Refractory Change of No. 3 Blast Furnace
in a more effective manner and under a was completed and commissioned
central structure. The Simulation Center, in 2015. Intensive field activities are
which is planned to be commissioned in continuing for the No. 3 and 4 Blast
2017, will also include two comprehensive Furnace TRT Plants and No. 2 Blast
laboratories including “Raw material R&D Furnace Re-line and Modernization
simulation” and “Product Development
R&D simulation”.
projects. Of the 25 projects that make up
the “Environmental Package”, 13 have
13
been completed, while field activities At İsdemir, 13 projects of the “Environmental
Erdemir plans to purchase “a Sinter pot Package” consisting of 25 projects, which focus
continue for the other projects.
on the environment, were completed.
grate”, “a vacuum induction melting
furnace”, “an induction melting furnace”, • İsdemir Top Pressure Recovery
“hot and cold rolling” and “a temper Turbines (TRT) Plants
and hot-dip coating simulator” for the Blast furnace gas from in İsdemir’s
laboratories. No. 3 and 4 blast furnaces, which is
of a certain pressure and is produced
The Group’s priority strategies with
as a by-product of blast furnaces, will
the simulation laboratories include
pass through “Top Pressure Recovery
“developing new products with high
Turbines” to be installed after being
added value” and “undertaking efforts to
cleaned and cooled off. Consequently
reduce raw material costs”.
electricity will be generated before
Investment activities in the being given to low pressure gas
distribution lines.
İsdemir Group that were
completed or ongoing during • 2. Blast Furnace Re-line and
2015 Modernization
Following the Modernization and As the No 2. Blast Furnace body with
Transformation Investments (MTI), work heart refractories and stoves completed
aimed at using the facilities in the most their estimated life cycles, the re-line
effective and efficient way continued at became mandatory in the plant. In this
İsdemir in 2015 and the projected liquid context, the Group aimed to ensure the
steel capacity was achieved. During this most optimal production and operation
period, planning activities were carried conditions, and also by carrying out
out for the completion investments improvement activities so the facility
that will increase the efficiency and could be used more efficiently and
effectiveness of implemented MTI effectively. With this modernization, the
projects by taking into consideration working volume of the blast furnace will
the developments in the sector as well increase to 1,450 m3.
53
IN 2015, ERDEMİR MADEN INITIATED WORK

ON AN INVESTMENT TO EXTRACT 3,158,000
TONS OF MAGNETITE ORE DISCOVERED IN
THE CÜREK AREA.
The project is expected to bring the Blast Furnace during when the No. 3 In 2015, investment efforts in
following benefits: and 4 Blast Furnaces are switched off. Erdemir Maden
• Fuel savings achieved by increasing Projects whose design, • Cürek Underground Operation
the temperature of the air supplied to specification, tender activities Investment
the blast furnace. are ongoing in İsdemir
• Fuel savings achieved by a In Erdemir Maden, within the scope
transitioning to the Bell Less Top • Hot Rolling Mill Improvement of works of life extension of Divriği
(BLT) Charging System by eliminating Investments pelletizing plant and increase of reserve
the need to change top equipment • 8th Air Separation Plant capacity, investment efforts began for
thereby reducing maintenance costs • Modernization of No.3 Coke Oven the production of 3,158,000 tons of
and downtime. Battery magnetite ore uncovered in Cürek area
• With the establishment of the onsite • Hot Slab Marking Machine Installation in 2015 as a result of field drillings.
granulating plant, savings of 15% in • Power Station Dust Collection and Upon the completion of the investment
coarse slag, reduction in transport Water Cooling System estimated to take one year, in July
with pot and maintenance costs and • Hot Rolling Mill Harmonic Filter / 2016, the ore production is planned
the opportunity to gain additional gas Compensation System to be begun in Cürek Underground
that will be generated by the No. 2 Operation.
INVESTMENT PROJECTS 2015 2016 2017 2018

Name Company 1. H 2. H 1. H 2. H 1. H 2. H 1. H 2. H
A-COMPLETED INVESTMENTS
MODERNIZATION OF BOF AND CONTINUOUS CASTING OF THE LEVEL 1 AND LEVEL 2 SYSTEMS OF THE 3RD & 4TH PLANTS ERDEMİR
NO. 7 AIR SEPARATION PLANT PROJECT ERDEMİR
MANİSA STEEL SERVICE CENTER ERSEM
NO. 3 BLAST FURNACE HEART REFRACTORY CHANGE İSDEMİR
B-ONGOING INVESTMENTS
NO. 2 CONTINUOUS GALVANIZING LINE (WIDE PRODUCT) ERDEMİR
BLAST FURNACES TOP PRESSURE RECOVERY TURBINES (TRT) PROJECT ERDEMİR
60 MW NEW TURBO GENERATOR AND NO. 6 STEAM BOILER ERDEMİR
ERDEMİR ENVIRONMENTAL INVESTMENTS ERDEMİR
REWAMP OF BOF LADLE TREATMENT STATION INTO LADLE FURNACE ERDEMİR
ERDEMİR GROUP R&D INVESTMENTS ERDEMİR
ERDEMİR COKE OVEN BATTERY NO. 4 AND MODERNIZATION OF THE BY-PRODUCT PLAN ERDEMİR
CONSTRUCTION OF NEW BRIDGE OVER GÜLÜÇ RIVER AND LINK ROADS ERDEMİR
ADDITIONAL INVESTMENTS IN ENERGY DISTRIBUTION SYSTEMS ERDEMİR
INCREASE IN PRODUCT RANGE AND CAPACITY AT NO. 2 COLD ROLLING MILL CONTINUOUS PICKLING-TANDEM LINE
ERDEMİR
(CPL-TCM) PROJECT
NO. 2 CONTINUOUS PICKLING LINE (CPL) WELDING MACHINE, EDGE CUTTING AND SCRAP CHOPPING UNIT’S RENOVATION ERDEMİR
CONSTRUCTION OF NO. 4 STOVE FOR NO. 1 BLAST FURNACE ERDEMİR
LEVEL 2 MODERNIZATION OF NO. 2 HOT ROLLING MILL ERDEMİR
NORMALIZING FURNACE MODERNIZATION ERDEMİR
ERDEMİR ADDITIONAL ENVIRONMENTAL PACKAGE 1 ERDEMİR
RECONSTRUCTION OF GÜLÜÇ GATE REGION AS A DELIVERY DOOR ERDEMİR
COMPLETION OF MODERNIZATION OF LEVELS 1 AND 2 OF THE STEEL PRODUCTION FACILITIES ERDEMİR
ONLINE SURFACE INSPECTION EQUIPMENT (1ST AND 2ND PHASE) ERDEMİR
MODERNIZATION OF RAW MATERIAL STORAGE AND BLENDING YARDS ERDEMİR
NEW CENTRAL BATHS AND DINING HALL BUILDINGS ERDEMİR
MODERNIZATION OF CONVERTER SLAG STOPPER SYSTEM ERDEMİR
NO. 3 BLAST FURNACE AND NO. 4 BLAST FURNACE TRT PLANTS PROJECT İSDEMİR
HOT ROLLING MILL IMPROVEMENT INVESTMENTS İSDEMİR
NO. 2 BLAST FURNACE RELINE AND STOVE MODERNIZATION İSDEMİR
NO. 8 AIR SEPARATION PLANT İSDEMİR
NEW ENVIRONMENTAL PACKAGE İSDEMİR
MODERNIZATION OF NO. 3. COKE OVEN BATTERY İSDEMİR
SOUTH PORT (1ST PHASE) İSDEMİR
HOT SLAB MARKING MACHINE INSTALLATION İSDEMİR
POWER STATION DUST COLLECTION AND WATER COOLING SYSTEM İSDEMİR
HOT ROLLING MILL HARMONIC FILTER / COMPENSATION SYSTEM İSDEMİR
CÜREK UNDERGROUND OPERATION ERDEMİR MADEN
54
2015 in Summary
Sustainability
MANAGEMENT SYSTEMS Financial Information
To continuously improve the Environment, OHSAS 18001 Occupational

Health and Safety, ISO 50001 Energy, ISO/
ERDEMİR AND İSDEMİR
Group performance
TS 16949 Quality for Automotive Sector
certificates. Beside this, Erdemir holds
HOLD THE ISO 9001
Erdemir Group implements management
system standards accepted worldwide ISO/IEC 17025 Laboratory Management QUALITY, ISO 14001
System accreditation certificates for
and prepared by the subject experts to
continuously improve its processes in all both Main Laboratories and Calibration ENVIRONMENT, OHSAS
business areas to provide a mechanism
that is more effective, accurate and less
Center. On the other hand, İsdemir holds
Laboratory Qualification Certificate.
18001 OCCUPATIONAL
costly and to meet the expectations of Studies undertaken by Erdemir and
İsdemir to obtain the ISO/IEC 27001
HEALTH AND SAFETY,
stakeholders at the highest level. These
standards allows the Group performance Information Security Management System ISO 50001 ENERGY,
certification that began in 2015 was
to be continuously improved for the
issues of efficient use of resources, more completed in March 2016. ISO/TS 16949 QUALITY
effective risk management and ensuring
stakeholder satisfaction. Ersem, the Steel Service Center, FOR AUTOMOTIVE
In 2015, Erdemir Group shared the basic
implements the ISO 9001 Quality, ISO/
TS 16949 Quality for Automotive Sector
SECTOR CERTIFICATES.
principles on occupational health and and ISO/IEC 27001 Information Security BESIDE THIS, ERDEMİR
safety, quality, the environment and Management System while Erdemir
energy as well as information security Romania implements the ISO 9001 HOLDS ISO/IEC
Quality, ISO 14001 Environment, OHSAS
by revising its management systems
policy and assigned information security 18001 Occupational Health and Safety 17025 LABORATORY
management representatives. and the ISO 50001 Energy Management
Systems. Erdemir Maden holds the OHSAS
MANAGEMENT SYSTEM
Group companies Erdemir and İsdemir 18001 Occupational Health and Safety ACCREDITATION
hold the ISO 9001 Quality, ISO 14001 Management System certificate.
CERTIFICATES FOR BOTH
MAIN LABORATORIES
AND CALIBRATION
CENTER. ON THE
OTHER HAND, İSDEMİR
HOLDS LABORATORY
QUALIFICATION
CERTIFICATE.
55
SUSTAINABILITY
SUSTAINABILITY APPROACH With the principles of sustainable

development being a guide in all business
ERDEMİR GROUP
The sustainability approach that and the decision-making processes: CONTINUES ITS
is integrated into all processes
allows Erdemir Group to create • Erdemir Group has successful practices ACTIVITIES AS A
that have represented our country at
added value in all areas of the United Nations, while possessing an CORPORATE CITIZEN
business. effective environmental management AWARE OF ITS
system, and holds an array of national
Playing an indispensable role in the
development of modern life and society, and international awards. RESPONSIBILITIES
Erdemir Group is the largest manufacturer • Erdemir Group carries out its duties TOWARDS THE
of steel, which will ensure it remains
one of the essential inputs of the green
as the “TSPA Environment Committee
Chairman” and “TOBB Climate
ECONOMY, THE
economy today and in the future, in
Turkey.
Change and Environment Committee ENVIRONMENT AND
Vice Presidency” with its successful
The Group pays regard to the social applications regarding environment. SOCIETY.
development to meet the needs • As a result of its high performance in
of everyone, the protection of the environmental management, Erdemir
environment, the efficient use of natural Group ranked among one of the
resources, ensuring the development and few companies in the Borsa İstanbul
employment in a balanced manner in its Sustainability Index in 2015.
production process, while adopting the
strategy pursued by its main shareholder, Ensuring the following lies at the heart of
OYAK - to create more value with fewer Erdemir Group’s sustainability goals;
resources.
• establishing the environmental
Erdemir Group is focused on generating footprint of steel production,
sustainable value in all areas, and pursues • supporting life cycle,
its activities as a corporate citizen aware • manufacturing high-strength steel,
of its responsibilities to the economy, the • promotion of smart product design
environment and society. The Group cares and promotion of the life cycle, with
about conducting all of its activities in consideration for the dissemination of
a manner which continuously improves reuse,
its environmental performance, while • ensuring the recycling of waste.
striving to create awareness across the
Group in this respect.
56
2015 in Summary
Sustainability
OCCUPATIONAL HEALTH AND SAFETY Financial Information
A safety culture that adopts workplaces and the equipment required

by these conditions, effective and
ERDEMİR GROUP
the principles of occupational
health and safety efficient planning of business processes, BELIEVES THAT EVERY
determination of rules and responsibilities
Erdemir Group sees providing a healthy in a clear and understandable manner and ACCIDENT CAN BE
and safe working environment for its
employees as a priority, and strives to
the creation of awareness that employees
are responsible for the health and safety
PREVENTED AND
create a safety culture in which this of themselves and their teammates. ACCIDENT-FREE STEEL
priority manifests itself in the ways of
doing business, where all employees The Group’s parent company, Erdemir, PRODUCTION IS
adopt the principles of occupational implemented the OHSAS 18001
Occupational Health and Safety
POSSIBLE.
health and safety.
Management System in order to
Believing that every accident can be manage occupational health and safety
prevented, and that accident-free performance within a system in 2004,
steel production is possible, even if it and was the first company in the industry
is not an easy target, Erdemir Group to obtain this certificate. For the same
handles occupational health and safety purpose, the OHSAS 18001 Occupational
practices through a holistic approach. Health and Safety Management System
The Group shapes its practices in line certificate was awarded to İsdemir in
with the physical conditions of the 2005, to Erdemir Maden in 2009 and to
Erdemir Romania in 2008.
57
IN 2015, ERDEMİR GROUP WITHIN THE

SCOPE OF OHS EFFORTS, APPOINTED THE
OHS LEADER TO CARRY OUT THE ACTIVITIES
ON BEHALF OF THE ENTIRE GROUP AND TO
LEAD.
The Basic Principles of Erdemir Priority given to training to

Group’s Occupational Health ensure a safety culture
and Safety (OHS) Policy:
Erdemir Group is aware that one of
• To produce “Accident-free steel” by the important steps towards creating
applying risk management, the culture of safety it strives for and
maintaining it is the training it provides
• To make working environments safe in this field. All of the Group’s employees
and to protect the health of employees, are given training in different subjects
to educate them of the different risks
• To ensure that employees adopt a specific to their jobs; support is provided
sustainable “safety culture”. from specialist lecturers. Also by virtue
of its knowledge and experience, the
In 2015, the Activities in the Group provides gratis guidance to Joint
field of Occupational Health and
Safety
Health Safety Unit companies, from
which subcontractors purchase services to
OHS training
In 2015, a total of 272,767 man-hours OHS
increase their awareness of their field of training was provided in Erdemir Group.
In 2015, Erdemir Group appointed an
business, and holds information meetings.
OHS Leader to carry out the activities on
behalf of the entire Group and to lead by
In 2015, a total of 157,462 man-hours of
restructuring in the field of Occupational
OHS training were provided in Erdemir,
Health and Safety.
110,330 man-hours in İsdemir, 4,856
man-hours in Erdemir Maden and 63
The Erdemir Group of companies
man-hours in Erdemir Engineering, where
successfully completed the OHSAS
both Group employees and employees of
18001 Occupational Health and Safety
the Group’s subcontractors attended the
Management System annual audits
training.
carried out by the TSE (Turkish Standards
Institute) again in 2015. In addition,
further measures were fulfilled in a short Systematic practices that
space of time at Erdemir Maden after the improve OHS performance
inspection of underground and surface
Erdemir Group continuously monitors
mines carried out by inspectors appointed
its risks regarding occupational health
by the Republic of Turkey Ministry of
and safety and the areas requiring
Labor and Social Security.
improvement through systematic
practices and is taking the necessary
İsdemir, one of the Group companies, has
measures. In addition to daily checks
achieved the best scores of the past 14
and inspections carried out regularly
years in the field of OHS. 2015 was the
by occupational safety experts and
first year when İsdemir achieved an overall
engineers, “Announced and Unannounced
accident rate of below 1, a total number
Safety Walkabouts”, in which managers
of accidents of less than 50 and total lost
also participate, are organized in
working days of less than 2 thousand
the Group’s workplaces to raise OHS
days. In 2015, İsdemir achieved the best
awareness to all levels of the organization
score of 3.15 in the accident frequency
and to create safe conditions.
rate.
58
2015 in Summary
Sustainability
OHS Training Number of Hours* Ratio in Total Average Training

Attendant Training (%) Hour per IN 2015, THE
Employee
Erdemir 24,199 157,462 41 17.24
IMPROVEMENTS
İsdemir 18,627 110,330 27 15.23 WERE CARRIED OUT
Erdemir Maden 255 4,856 21.20 19.04
Ersem 215 56 95 55 FOLLOWING 498
Erdemir Romania 280 6,738 51.94 24 SAFETY WALKABOUTS
* The hourly information provided in the table shows the amount of OHS training given to all employees. CONDUCTED BOTH
ANNOUNCED AND
A total of 194 announced and 136 As a result of the examination of 1,379
UNANNOUNCED IN
unannounced safety walkabouts hazard notifications and 133 near-misses ERDEMİR GROUP
were carried out at Erdemir during in Erdemir during 2015, improvements
2015, after which 2,857 workplace were carried out. At İsdemir, a total FACILITIES.
environment improvement activities were of 24,562 near-miss incidents were
performed. At İsdemir, a total of 168 examined and 80% of the issues requiring
safety walkabouts, including 26 general improvement were completed. In
announced safety walkabouts and 142 general standards, it is estimated that the
internal announced safety walkabouts improvement activities carried out after
were carried out. The improvement the reporting of 3 thousand near-miss
measures of most of the 2,297 issues incidents will prevent a fatal accident.
identified were completed. At İsdemir,
10,782 areas for improvement were also Proactive results from reactive
identified as a result of OHS systematic measures
activities, and were followed up on
systematically. At Erdemir Maden, physical An Erdemir standard has already been
non-conformities identified by the hazard created that can serve as an example
and near-miss notifications undertaken by to other companies with the Accident
the workers were eliminated. Analysis applied at Erdemir. Accidents
are analyzed according to business,
The reports filed by the Group’s human and environmental factors to
employees electronically are monitored derive proactive results from reactive
to identify hazard notifications that are measures and to get to the root causes of
an important factor in the prevention of accidents that take place in Erdemir, and
occupational accidents and near-miss to determine the measures to be taken.
incidents. The improvement activities The measures to be taken are determined
intended for these issues are included in in accordance with the statistical results
the objectives of the unit managers. obtained and measures are carried out
accordingly.
59
ERDEMİR GROUP CLOSELY FOLLOWS THE

DEVELOPMENTS AND PRACTICES IN THE
OHS FIELD AND SHARES ITS WORKS IN
VARIOUS PLATFORMS.
Emergency Management Employees are provided with world-

class protective equipment designed
Within the scope of the Regulation specifically for their work. The effective
on the Prevention of Major Industrial use of this equipment is constantly
Accidents and Mitigation of Impacts, monitored.
the safety report (SEVESO) prepared in
Erdemir was largely completed in 2015. Erdemir Group follows the
The final reports will be prepared in developments in the sector and
2016, following the preparation of the shares its knowhow
explosion protection document, work on
which started in 2015. These efforts will Erdemir Group has been following
allow Erdemir to take measures to prevent developments and best practices in the
major industrial accidents that may occur field of occupational health and safety
in the future. Meanwhile, 41 emergency both in the steel sector as well as in
drills were held in Erdemir’s various
facilities throughout the year.
different areas, and shares its own best
practices on various platforms.
41
41 Emergency Drills were held in Erdemir’s
At İsdemir, the collaboration entered into various facilities throughout 2015.
The Group supported the Safety Day
with the Search and Rescue Association practice organized under the slogan of a
(AKUT) under the Emergency Management “Safer Steel Industry” by the World Steel
System has been continuing since 2010. Association in 2015. In this context, site
All Emergency Awareness training audits focused on the five most commonly
sessions were completed in 2015; training occurring accident types were conducted
programs were offered to emergency and concurrently at Erdemir and İsdemir, with
on-scene managers and unit emergency the World Steel Association member
response teams. A project was prepared to organizations on April 28, 2015. The OHS
raise awareness about business continuity, committee meeting organized by the
emergency management and safety World Steel Association held in Saudi
culture in Turkey together with AKUT, Arabia was attended.
Social Accountability International (SAI)
that is the founder of SA 8000 Social Erdemir employees made a presentation
Compliance Standard and the Rapid about Erdemir Occupational Safety
Results Institute. Within the scope of the Practices in 2nd Occupational Health
project, five teams were established and and Safety Summit held in İzmir. İsdemir
the teams successfully completed the OHS employees participated with 6 posters
projects within 100 days. and 6 oral presentations in VIII. National
OHS Congress organized by the Chamber
World-class protective of Mechanical Engineers in Adana.
equipment for employees
At Erdemir Group, Protective Equipment
Commissions are in charge of determining
the appropriate protective equipment
appropriate for working conditions and
carrying out the necessary improvements
by monitoring them in use.
60
2015 in Summary
Sustainability
HUMAN RESOURCES Financial Information
World-class human resources To improve organizational AT THE END OF 2015,

performance
Erdemir Group believes world-class ERDEMİR GROUP
human resources are vital to achieve One of Erdemir Group’s priorities in its
its vision of becoming a world-class 2015 strategy map was “to strengthen EMPLOYED 12,659
company. It aims to achieve a culture
through which its employees are proud
the high-performance culture”. In this
direction, measurement and improvement
PEOPLE.
to work, can feel that they are members activities focused on the development
of a valuable family and are encouraged of feedback culture through programs
to put forward new ideas. The Group initiated especially for management
supports the professional and personal positions are carried out.
development of its employees, oversees
that they have good living standards A performance management system
and helps them organize their work is implemented for all employees to
environments and processes in a manner determine employee targets in parallel
which is healthier, more productive and with the Group’s objectives, to measure
ergonomic. their contribution and to plan their
development needs.
The Group believes its employees are
members of a large family that share
common goals, values and principles, and
implements human resources practices to
increase the satisfaction and loyalty of its
employees in a manner which allows the
inclusion of talented individuals within
the Group.
As of the end of 2015 Erdemir Group, one

of Turkey’s largest employers, provided
employment to 12,659 people.
61
IN 2015, ERDEMİR GROUP ACADEMY

ESTABLISHED A “LEADERSHIP FACULTY”
WITH THE OBJECTIVE OF RAISING LEADERS
WHO WILL CARRY THE GROUP TO THE
FUTURE.
Talent management Also in 2015, under the “Mentoring of

Managers preparing for their new duty”,
Erdemir Group defines talent 28 managers holding management or
management processes in line with the higher positions, who had been promoted
Group’s strategies and develops them and who had recently joined the Group,
by taking into account the Group’s began the mentoring program.
needs and the current applications
in the field of talent management. Progress with inspiring leaders
The process comprising the steps
of bringing the talent from outside To create a common management
the Group into the Group, retaining culture by developing its management
new and existing employees and and leadership skills and to set itself
implementing developmental activities apart in corporate performance, Erdemir
that will reveal employees’ potential Group established a “Leadership
is supported through different means
such as horizontal career paths, rotation,
Faculty” with the objective of raising
leaders who will carry the Group to the 194
mentoring and experiential learning future. In this context, 194 managers In 2015, 194 managers started “Executive
applications. started the “Executive Development Development Project” in the Erdemir Group.
Project” at the Erdemir Group in 2015.
Erdemir Group carries out training and In addition, Corporate Representation
development activities specific to the training was performed with the
individual for engineers/specialists and participation of 75 people to strengthen
upper level employees together with top managers’ media relations with the
managers. In addition, Group specific aim of creating a common language in
training is also designed for certain title media communication and corporate
group, unit or special development areas. representation.
From experience to the future Number of Employees Breakdown by Age

At Erdemir Group, an internal mentoring
program is carried out to support the
development of employees, to guide
employees based on the experience of
the managers and to transfer the Erdemir
leadership culture to new and potential
leaders. In this context, 20 internal
68% 44%
mentors continue the development
process in İstanbul and İskenderun. In
Ereğli, the development process continues
with a total of 26 mentors and 44
employees receiving mentoring. 8,537 Blue-Collar 68% 1,460 18-30 Years 11%
4,100 White-Collar 32% 5,559 31-40 Years 44%
22 Contracted 0% 5,572 41-55 Years 44%
68 56 and Older 1%
62
2015 in Summary
Sustainability
Continuous learning “Preparations for a Career Development In 2015, the Group Academy Portal, which
Program”, 94 new graduate employees is a continuous and up-to-date platform,
Erdemir Group carries out training activities participated in the training programs. was published, in which employees can
to enhance its employees’ personal and follow Erdemir Group Academy activities
professional knowledge, and offers Academy Portal up and running and their training schedules online, reach
continuous development opportunities articles and videos in many different fields
based on contemporary needs and which The training needs and activities across the when and where they want, and can
meet the Group’s common values to be Group are managed under a single roof participate in e-training.
adopted by the employees. The Group through Erdemir Group Academy to serve
continued to provide training in a wide the corporate strategy and objectives.
range of fields such as personal and
professional development, management,
management systems and occupational
health and safety.
In this context, a common Learning

Management System was implemented
within the Group. A competency-based
training catalog was issued and opened
to employees’ demands, and training
planning was carried out accordingly. As
for the staff who had recently joined the
Group, a “New Graduate Development
Program” was created and online
orientation program was designed
to accelerate the adaptation of new
employees. Within the framework of
Employee Tenure Breakdown by Province Education Level
54% 50% 49%
5,071 0-10 Years 40% 6,277 Kdz. Ereğli 50% 959 Primary School and Below 8%
6,776 11-20 Years 54% 5,459 İskenderun 43% 990 Elementary School 8%
521 21-25 Years 4% 281 İstanbul 2% 6,257 High School and Equivalent 49%
291 26 and Over 2% 268 Romania 2% 1,280 Vocational School 10%
255 Sivas 2% 2,820 Undergraduate 22%
87 Gebze 1% 353 Master/Ph.D. 3%
27 Manisa 0%
5 Singapore 0%
63
IN 2015, THROUGH THE “IN-UNIT TRAINING

SYSTEM”, TRAINING WAS PROVIDED TO
2,655 EMPLOYEES IN ERDEMİR AND 6,848
EMPLOYEES IN İSDEMİR.
Occupational/Technical, personal development, executive and obligatory training

Company Participants Hours
Erdemir - Kdz. Ereğli 31,508 249,822
İsdemir - İskenderun 44,174 311,648
Erdemir Group - İstanbul 923 458
Erdemir Maden - Sivas 1,626 22,909
Erdemir Mühendislik 126 887
Erdemir Çelik Servis Merkezi 302 12,368
Erdemir - Romania 280 12,973
Congress, summit, conference students, and the Steel and Ore Class
and seminar participations Program provided internship opportunities
to a total of 187 students from the Faculty 573
Employees are given the chance to and Vocational Junior Colleges during the In Erdemir Group, a total of 573 students were
participate in domestic and international summer. Meanwhile, İsdemir provided offered internships during the summer of 2015.
events to follow current developments summer internship for 386 university
related to the sector and business, for students, long-term internship for 5
the purpose of transferring the Group’s university students, skills training internship
knowledge and experience on a variety of for 185 vocational high school students.
topics.
The selection of students who will
In 2015, a total of 404 employees from participate in Ore Class Program designed
Erdemir (323 Erdemir, 81 joint services to meet the Group’s manpower needs
employees) and 362 employees from was carried out by the evaluation center.
İsdemir attended the congress, summit, On-the-job trainings were provided the
conference and seminars. interns to ensure their development;
rotation plans were created in which
A dynamic learning model they are allowed the opportunity to see
the different units. At the end of the
At Erdemir and İsdemir, the “In-Unit internship, measurements were carried
Training System” is implemented that out by intern evaluation team with an
allows continuous improvement in the evaluation matrix and using means such
ways of doing business by sharing of as an exam and project.
the knowledge and experience it has
built up over the years. In this context, Additional amenities offered to
2,655 employees from Erdemir and 6,848 employees
employees from İsdemir received training.
Erdemir Group supports its employees
Internship programs and their families through various facilities
such as lodgings in Ereğli and İskenderun,
Internship programs were converted into cultural centers, sporting facilities such as
an approach cantered on the Company’s stadium, sports halls, tennis courts,
manpower needs by restructuring with beaches and swimming pools to increase
Iron Class, Steel Class and Ore Class brands the commitment of employees, enrich
at Erdemir in 2015. The Iron Class program their social lives and improve their
provided on-the-job training through skill communication with each other. Health
internships to 165 Vocational High School centers provide employees with
64
2015 in Summary
Sustainability
preventive medicine, periodic

examinations, services aimed at the
and Statistical Modeling Training for
Executives (SMTE), which are aimed at
IN ERDEMİR, US$ 45.5
prevention of work accidents and employees, are provided in order to MILLION OF RETURNS
occupational diseases, emergency promote this and similar projects that
response and first aid. It provides add value to the Group. In addition to WERE OBTAINED FROM
employees with food and transportation. these training programs, the Group plans
to offer Measurement Systems Analysis THE SUGGESTIONS
Continuous improvement (MSA) training in 2016. RECEIVED THROUGH
and employee involvement in
sustainable development In 2015, Group employees shared SUGGESTION SYSTEMS
opportunities for improvement
Viewing continuous improvement as one they noticed in many areas such as AND WHOSE RETURN
of the most important components of
its corporate culture, Erdemir Group has
occupational health and safety, the
environment, customer satisfaction,
CAN BE CALCULATED
been working to be an organization that quality improvement, energy saving, BETWEEN 2011 AND
is sustainable, innovative, competitive, fast efficiency, streamlining business processes,
and agile, able to respond immediately contributing to the lifespan of equipment 2015; IN İSDEMİR,
and employee satisfaction through the
to customer demands, with lean and
effective processes. In this respect, suggestion system. In Erdemir, suggestions RETURNS OF US$ 32.4
the Group cares about its employees’ received through suggestion systems and
whose return could be calculated brought
MILLION HAVE BEEN
participation, contributions and ideas.
Operational excellence projects also add returns of US$ 11.7 million in 2015 and OBTAINED TO DATE.
strength to the synergy created by the US$ 45.5 million between 2011 and 2015;
teamwork conducted with all levels of in İsdemir, US$ 32.4 million of returns have
employees in many areas and contribute been obtained so far.
to achieving the strategic objectives.
In 2015, in İsdemir, the record was broken
In 2015, seven operational excellence with 13.61 suggestions per person, with
projects in Erdemir and six in İsdemir 336 of the 1,148 established kaizen
were implemented to achieve lower activities were completed, from which
cost production, to extend the life of TL 68 million of revenue was obtained.
equipment, to achieve energy saving 53% of İsdemir’s employees took part
and raw material optimization, and to in the kaizen activities. In 2016, an
improve product quality. These efforts, application was tabled to participate in
that enable a review of which processes the “Successful Team of the Year Award”
are most efficient, provided the Group competition organized by the İzmir
with a cost advantage and also supported branch of KalDer with “the reduction
the development of environmental of CH-4 crane moving cable system
and energy performance. Erdemir was breakdown and maintenance duration”
awarded second prize in “the Efficiency kaizen project. In İsdemir, patents are
Project Awards Competition” organized obtained for the innovative and creative
by the Republic of Turkey Ministry of ideas revealed as a result of suggestion
Science, Industry and Technology with the systems and kaizen activities and a
project aimed at increasing production contribution was made to intellectual
and consumption of BOF Gas. accumulation. In this context, at İsdemir,
9 patent applications were made, 2
Statistical Data Analysis Training (SDA), patents and 1 utility model (petty patent)
supported by the Minitab® program, certificate were obtained. Six patent
Design of Experiments Training (DoE) applications are in the review stage.
65
THE ENVIRONMENT AND ENERGY
Environmentally friendly In 2015, the success in integrating the

sustainable development objectives
AIMING TO USE
production
into the business plans by continuously RESOURCES AT
Erdemir Group knows that the production improving the effectiveness and
process largely depends on the existence efficiency of operations without affecting MOST EFFICIENCY
and continuity of natural resources and
is constantly working to improve its
the ecological balance brought the
Group “The Green Era” award in the
AND ACHIEVE THE
environmental performance. Aiming to international arena. The other important HIGHEST LEVEL OF
use the resources in the most efficient factors behind the decision to give the
manner and prevent losses, and to Group the “The Green Era” award were RECYCLING, ERDEMİR
achieve the highest level of recycling, the
Group chooses environmentally friendly
the efforts to increase public awareness of
waste management, energy management
GROUP CHOOSES
clean production technologies in its and efficiency and its contributions to the ENVIRONMENTALLY
investments. protection of the environment in Turkey
with the use of environmentally friendly
FRIENDLY AND CLEAN
Ensuring that all employees adopt the
Group’s environmental approach is
technologies. TECHNOLOGIES IN ITS
achieved through the management INVESTMENTS.
systems policy; efforts are undertaken to
make sure this approach is adhered to.
66
2015 in Summary
Sustainability
ERDEMİR GROUP CARRIES OUT AN Financial Information
ENVIRONMENTAL IMPACT ASSESSMENT

FOR ALL OF ITS INVESTMENTS AND
MODERNIZATION PROJECTS AND ENSURES
COMPLIANCE WITH THE RELEVANT
LEGISLATION.
Erdemir Group companies, Erdemir, March 9, 2016, which will also be valid
İsdemir and Erdemir Romania that for 5 years. Erdemir Maden obtained
implement ISO 14001 Environmental the Environmental Permit and License
Management System ensured the Certificate covering issues such as Air
continuity of the certification in 2015. Emissions, Wastewater Discharge and
Landfill within the scope of Environmental
Environmental credit for Permits and Licenses Regulation in 2015.
Erdemir Group
In line with the Regulation on the Control
Erdemir Group submitted a loan of Water Pollution, the Continuous
application to the European Bank for Wastewater Monitoring System (CWMS),
Reconstruction and Development (EBRD) which allows wastewater parameters
for the financing of investments with to be monitored online by the Ministry
regard to energy and resource efficiency of Environment and Urbanization was
and in this context site inspections were
carried out in Erdemir and İsdemir.
established in Erdemir and İsdemir. All of
the Continuous Emission Measurement EUR 75 million
Systems (CEMS) were connected to A EUR 75 million loan to be disbursed to the
The disbursement of a EUR 75 million the data network of the Ministry of Erdemir Group by the EBRD to finance the
loan to the Erdemir Group to finance the Environment and Urbanization. Erdemir investment of the Blast Furnace Top Pressure
investment of Blast Furnace Top Pressure and İsdemir greenhouse gas monitoring Recovery Turbines (TRT), which will be built in
Recovery Turbines (TRT), to be provided Erdemir and İsdemir, was approved.
plans were uploaded to the Ministry of
to Erdemir and İsdemir by the EBRD, was Environment and Urbanization system
approved in January 2016. and consent was obtained. In line with
the Regulation on Soil Pollution Control
Regulatory compliance and Point Source Contaminated Sites,
Erdemir Group observes full compliance notifications were passed through the
with the legislation regarding the Contaminated Sites Information System.
environment, as in all areas. In 2015, According to the Industrial Air Pollution
Erdemir, the parent company of the Control Regulation, Emission Verification
Group, obtained an Environmental Measures that should be performed
Permit and License Certificate from biannually were carried out in September
the Ministry of Environment and 2015 at Erdemir Maden. The result of the
Urbanization, regarding Wastewater measurements showed that the limits
Discharge, Air Emissions, Landfill-1st set out in the Regulation had not been
Class (Hazardous Waste Landfill), the exceeded. The Annual Validation Test
Waste Acceptance Facility and Non- (AVT) that needs to be performed every
hazardous Waste Recycling, which will year was carried out, and a Continuous
be valid for 5 years. İsdemir completed Emission Measurement device located in
its efforts to obtain the Environmental the DeSOx flue verified the results.
Permit and License Certificate regarding
Wastewater Discharge, Air Emissions
and Waste Acceptance Facility including
Non-hazardous Waste Recycling on
67
ERDEMİR GROUP AIMS TO ACHIEVE

THE HIGHEST LEVEL OF RECYCLING
TO MINIMIZE ITS IMPACT ON THE
ENVIRONMENT.
Environmental impact The awareness training on topics such as

assessments of the investment Erdemir’s Environmental Management
System, climate change, major industrial
Erdemir Group is conducting accidents, and classification of waste was
environmental impact assessments provided to 458 employees in Erdemir
for all investment and modernization and 50 contractor employees. In addition,
projects and complies with the legislation training sessions were provided for
in this regard. In 2015, environmental 30 environmental representatives. At
impact assessment permit documents İsdemir, legal requirement and ISO 14001
were obtained for the No. 2 Continuous Environmental Management System
Galvanizing Line Project, the Construction training sessions were provided to 4,273
of Stove for the No. 1 Blast Furnace employees.
and the widening in product range and
capacity at the No. 2 Cold Rolling Mill Within the scope of Hazardous Materials
Continuous Pickling-Tandem Line (CPL-
TCM).
Safety Consulting, 106 Erdemir employees
and 96 İsdemir employees received Afforestation
general awareness training; 228 Erdemir In 2015, Group companies Erdemir Maden
Effective waste management employees and 176 İsdemir employees planted 15,200 trees, İsdemir planted 6,201
received task-oriented training; 51 trees and Erdemir planted 1,512 trees.
and maximum recycling
Erdemir employees received loading
Erdemir Group aims to achieve the safety training and 98 İsdemir employees
highest level of recycling to minimize its received safety training.
environmental impacts and send waste
that cannot be recycled to licensed Within the scope of the World
companies in accordance with laws and Environment Day events, Group
regulations. employees provided environmental
awareness training at the Erdemir Primary
Afforestation and the School, the Mustafa Akçakoca Açıkalın
conservation of green fields Secondary School and in the Ereğli
Vocational Junior College in order to raise
Erdemir Group continues its efforts public awareness.
towards increasing the presence of trees
and the conservation of green fields in
the regions where it operates. In 2015, Erdemir Facilities Solid Waste İsdemir Facilities Solid Waste
Group companies Erdemir Maden planted Recovery Rate (%) Recovery Rate (%)
15,200 trees, İsdemir planted 6,201 trees
and Erdemir planted 1,512 trees. 79.3 71.3 75
60.5
Raising awareness of employees 57.5 57.2
and stakeholders 74.6
72 72.1
In 2015, the Erdemir Group continued to 71.3
provide environmental training intended
for its employees in accordance with the
legislation related to the environment and
impacts on the environment.
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
68
2015 in Summary
Sustainability
With the United Nations General 24th Quality Congress, the Preparatory
Assembly designating 2015 as the year Meeting on International Climate Change
of “International Light and Light-Based Negotiations and the 38th International
Technologies”, an event was organized in Association for the Energy Economics
the Iron and Steel Anatolia High School Conference.
in İskenderun in order to raise awareness
about photonics science and technology Under the leadership of the World Steel
and light pollution, in which 100 pupils Life Cycle Assessment Specialist Team,
participated. Erdemir and İsdemir have been carrying
out life cycle assessment (LCA) for 2015. In
Collaborations and events the LCA study to be conducted together
supported with the World Steel the following
environmental impacts will be assessed:
The World Steel Association’s (world
steel) Environmental Committee meeting, • Use of raw materials (iron ore, iron and In 2015, the rate of recirculated water stood at
which was hosted by Erdemir Group, was steel scrap) and recycling rate 92% in Erdemir’s facilities and 96% in İsdemir
held in İstanbul in 2015. Within the scope • Water consumption and water facilities.
of the event, representatives of leading emissions
companies in the world steel industry • CO2 and particulate matter (PM10-2.5)
visited the Erdemir site and discussed emissions
Erdemir’s environmental activities and • Waste generation, recycling and
practices. disposal amounts (Blast Furnace Slag
and Steel Mill Slag are included)
Erdemir Group attended a number of • Primary energy demand and energy
events throughout the year, including the consumption
World Steel Association’s Sustainability • Global Warming Potential (CO2, CH4)
Reporting event, the Product • Acidification potential (SO2, NOx)
Sustainability and BOF Slag Applications • Eutrophication potential (NOx)
Workshops, the 2nd Carbon Summit, the
Rate of Recirculated Water Use at Rate of Recirculated Water Use at

Erdemir Facilities (%) İsdemir Facilities (%)
93 96
95 95
92 92
93
91
89
89
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
69
ERDEMİR GROUP IS COMMITTED TO

APPLYING TECHNOLOGICAL INNOVATIONS
THAT INCREASE ENERGY EFFICIENCY, TO
BENEFIT FROM THE BY-PRODUCTS AT THE
HIGHEST LEVEL AND TO MINIMIZE ENERGY
LOSSES.
Energy comprises a significant Competitive advantage and IN ACCORDANCE WITH
portion of Erdemir Group’s costs rewards brought about by
in terms of its inputs. energy savings and recycling ITS EFFORTS TO SAVE
The rapid depletion of fossil fuel reserves Operating in an energy intensive ENERGY, ERDEMİR HAS
that supply an important proportion
of the world’s energy needs, the
industry, Erdemir Group achieves a
competitive advantage through smart
CUT ITS SPECIFIC
environmental impacts of these resources and efficient energy use. For the effective ENERGY
bring with them the obligation of energy
saving and to seek the use of alternative
use of resources, all by-product fuels
released during production processes
CONSUMPTION BY
energy resources worldwide. are used at the highest level instead of 44.5% SINCE 1982,
primary energy sources. Although the
As an integrated steel producer, the Group is capable of generating nearly AND İSDEMİR HAS
environmental performance of Erdemir
Group is directly affected by energy
all of the energy it needs, it monitors
market conditions and plans energy
ACHIEVED 38.5% IN
management. Energy accounts for a
significant portion of the inputs on
production to achieve a cost advantage. ENERGY SAVINGS
Group companies are among the most
the basis of cost. Therefore, the Group successful in the sector in specific energy SINCE 2001 WHEN IT
deems energy efficiency as an important
investment with the monitoring and
consumption. WAS TRANSFERRED TO
support of the upper management. In line As a result of activities aimed at saving THE GROUP.
with its Management Systems Policy, the energy, Erdemir has reduced its specific
Group commits to apply technological energy consumption by 44.5% since it
innovations that increase energy started monitoring energy consumption
efficiency to gain the greatest benefit in 1982; İsdemir meanwhile achieved
from by-products and to minimize energy 38.5% in savings since was transferred
losses. to the Group in 2001. In 2015, Erdemir
and İsdemir achieved the lowest specific
Group Companies, Erdemir, İsdemir and energy consumption per ton of crude
Erdemir Romania, which implement the steel.
ISO 50001 Energy Management System,
are constantly raising their energy
efficiency.
70
2015 in Summary
Sustainability
In Erdemir, the savings from the

improvement investments such as the
Work on Erdemir’s “Power Plant
Optimization Project”, which is planned
63% ENERGY SAVINGS
installation of additional Combustion to be commissioned at the beginning of WERE ACHIEVED WITH
System on the Waste Heat Boiler 2016, was completed in 2015. The project
of Cogeneration Plants, OG Fan aims to achieve maximum efficiency by THE “VARIABLE SPEED
Capacity Increase, No. 3 Slab Furnace
Modernization and Evaporative Cooling
optimizing the fuel used in steam boilers.
In addition, Blast Furnace Top Pressure
DRIVE ON THE NO. 5
System (ECS), which were implemented Recovery Turbines (TRT) are planned to STEAM BOILER FD
in 2014 to bring the highest possible be commissioned at the end of 2016
benefit from waste heat, were observed when the ongoing construction work (FORCED DRAUGHT)
clearly in 2015. The Cogeneration Plant
Additional Combustion System reduced
is completed. The feasibility studies for
the purchase of a new Steam Boiler and
AIR FANS” PROJECT IN
blast furnace gas emissions, while the use new extraction steam generator able to İSDEMİR.
of BOF increased significantly with the produce 60 MW of power, and which
new BOF fan. will replace the No. 1, 2 and 3 Turbo
Generators, were completed.
This project provided benefits which far
exceeded expectations by extending At İsdemir, excess air intake was prevented
the gas recovery durations with the by allowing the FD (Forced Draught) fan
work taken in the automation system in motors to operate at varying speeds.
addition to reducing the amount of heat These motors are able to align with the
released into the atmosphere. intake air requirements of the generating
units by using the variable speed drive on
Erdemir was awarded second prize in the two constant speed motor FD Air Fans
the “Large-Scale Companies Sustainable with the use of the Variable Speed Drive
Production” category in the Efficiency on the FD Air Fans of No. 5 Steam Boiler
Project Awards organized the second time project. Taking the power consumption
in 2015 by Ministry of Science, Industry of other steam boilers as the basis, a 63%
and Technology in recognition of its energy saving was achieved with this
BOF Gas Recovery and Increasing Usage project.
project.
İsdemir was awarded the first prize

in Reducing Energy Intensity in Metal
Industry Sector by the General Directorate
of Renewable Energy. İsdemir has also
won a total of 5 first, 1 second and 1
third prize and 2 Special Jury Prizes
between 2002 and 2015, by participating
in “Energy Efficiency in the Industry
Project Competition” in the category
of “Increasing Energy Efficiency in the
Industry Projects (SEVAP-3)” organized
by the Ministry of Energy and Natural
Resources.
71
CORPORATE SOCIAL RESPONSIBILITY
Corporate Social Responsibility Culture-Art Center in the Mimar Sinan

Fine Arts University between June 2-5,
Erdemir Group offers a portion of 2015. The award-winning works were also
the added value generated by the exhibited in Ereğli, Divriği and İskenderun.
contribution efforts to the community
especially in the regions where it operates. The children’s theatre event, organized
in Ereğli to commemorate the 23rd April
The 3rd Steel Sculpture Competition with National Sovereignty and Children’s
the “Steel and Life” topic intended for Day and which has become a regular
graduate and post-graduate students fixture, was staged on April 21, 2015.
from the sculpture department of the In the event, primary school pupils and
universities in Turkey was organized in employees’ children in Ereğli had the
2015. The competition, organized to opportunity to watch a musical play
support the education of the arts in our
country, help young talent in this field and
entitled “I’m not Rubbish”, free of charge.
Nearly 800 children watched the play that 800
to draw attention to the place of steel in aims to draw attention to the importance The play “I’m not Rubbish”, held within the
human life, attracted the participation of of recycling, raise environmental framework of the children’s theatre event
14 schools with 144 works of art which awareness in childhood and encourage organized in Ereğli to commemorate the 23rd
were made with Erdemir products. A total positive habits. April National Sovereignty and Children’s Day,
of 28 works of art were awarded in the and which has become a regular fixture, was
As in previous years, food packages watched by nearly 800 children.
competition and 44 works were found
worthy of exhibition. were provided to low-income families
in 2015; 2,600 low-income families in
The works of art that were awarded Ereğli and the surrounding areas and 1
and found worthy of exhibition in the thousand families in İskenderun and its
Steel and Life National Steel Sculpture surroundings were provided with food
Student Competition were exhibited in packages.
the Tek Kubbe Hall of the Tophane-i Amire
Steel and Life

Sculpture
Competition
A total of 28 works of art were awarded in the
“Steel Sculpture Competition”, organized for
the 3rd time in 2015.
72
2015 in Summary
Sustainability
ERDEMİR GROUP CONTINUED TO Financial Information
CONTRIBUTE TO THE COMMUNITY WITH

VARIOUS SOCIAL RESPONSIBILITY PROJECTS
IMPLEMENTED IN 2015.
Erdemir Group continued to support the Corporate Reputation Survey conducted

activities of various non-governmental to assess stakeholder expectations and
organizations carrying out work for the the impacts of the activities undertaken
benefit of the community in 2015. on the perceptions of the Group in 2014
was renewed.
The donations were made to the Turkish
Spinal Chord Injury Association, the Erdemir Group, the leader of Turkey’s
Turkey Foundation for Children in Need steel industry, organized various events
of Protection (KORUNCUK), The Turkish throughout the year to share the
Foundation for Combating Soil Erosion, excitement of its 50th year of operation
supporting Reforestation and the with its customers, employees and the
Protection of Natural Habitats (TEMA) and residents of Ereğli, where the production
the Buğday Association for Supporting journey began. Erdemir Group shed
Ecological Living (Buğday) on behalf of light both on its long-standing past
the Erdemir Group running team that and the history of Turkish industry in a
consists of employees participating in the documentary and book called “the Dance
Step by Step, that is the collective charity of Iron and Coal” prepared especially
run. Although it was the first time Erdemir for Erdemir Group’s 50th year. It also
Group participated in the run, it attracted immortalized the 50th year with a stamp
500 sponsors and the Group ranked in the commemorating this special year. The
top 15 among “Good-hearted companies” Group brought together customers,
based on the voluntary donations made business leaders and executives from the
by the Group and its employees. The OYAK and Erdemir Group of companies
Group also provided financial support to in the 50th year reception held at the
the Search and Rescue Association (AKUT) Head Office on June 11, 2015. The
and Clean Seas Association (TURMEPA) celebrations in Ereğli, where the Group’s
while maintaining its contributions to production journey began, turned into
the Ereğli Association for the Physically a feast in which the employees and
Disabled. the people of Ereğli mingled with each
other. Erdemir Group asked for feedback
The Group continued to provide the from the residents of Ereğli for the 50th
heating and electricity needs of some anniversary events in the Reputation
educational institutions located close to Survey conducted in 2014. Accordingly,
the sites of Erdemir Group companies the Group held a celebration consisting
in Ereğli and İskenderun. The Group of an outdoor concert and a dance show
also provided the steel sheet material in which nearly 15 thousand people
requested for undergraduate and attended. Within the scope of the
graduate studies at various universities celebration activities, the Tipcat Rhythm
in Turkey, while it also provided services Orchestra, which consists of the children
such as maintenance, repairs, material, of Erdemir employees took to the stage,
cleaning and lunch to a number of and a “Steel Pedal” bicycle tour was
educational institutions in Ereğli, organized. Within the scope of the 50th
İskenderun and Divriği. anniversary events, Erdemir Group’s Steel
and Life Sculpture Competition exhibition
In Divriği, the Group organized chess
attracted art lovers in İstanbul, Ereğli, Sivas
tournaments in the categories of primary,
and İskenderun.
high school and vocational junior college
and the painting competition at the level
of primary and secondary education
within the scope of OHS activities. The
73
THE TRACE OF STEEL
IS EVERYWHERE IN
OUR LIVES
ERDEMİR GROUP BRINGS HAPPINESS TO PEOPLE WITH
THE PRODUCTS THAT IT MANUFACTURES; IT HAS BEEN
GOING ON ITS WAY CONTINUOUSLY TOGETHER WITH
THEM FOR 50 YEARS.
CORPORATE GOVERNANCE
Information on Members of the Board of Directors
Members of the Board of Directors of Ereğli Demir ve Çelik Fabrikaları T.A.Ş.

OYTAŞ İÇ VE DIŞ TİCARET A.Ş. Chairman of the Elected as Independent Member of the Board of Directors of Erdemir on September
(Representative: Ali Pandır) Board of Directors - 20, 2012 Ali Pandır resigned from his position as Independent Member of the Board of
Managing Director Directors as of November 14, 2013, and reelected as Member of the Board of Directors at
the Ordinary General Assembly Meeting held on March 31, 2014, was elected as a Member
of the Board of Directors on May 27, 2013 and appointed as Chairman of the Board of
Directors and Managing Director, Ali Pandır has been serving as real person representative
of OYTAŞ İç ve Dış Ticaret A.Ş. since November 15, 2013.
OYAK GİRİŞİM DANIŞMANLIĞI Deputy Chairman of Elected as Member of the Board of Directors of Erdemir on September 30, 2009, Nihat
A.Ş. the Board of Directors Karadağ resigned from his position as Member of the Board of Directors as of September
(Representative: Nihat Karadağ) 12, 2012. Since that date, Nihat Karadağ has been serving as the real-person representative
of OYAK Girişim Danışmanlığı A.Ş., which was elected as Member of the Board of Directors
and appointed as Vice Chairman of the Board of Directors on the same date; and reelected
as Member of the Board of Directors at the Ordinary General Assembly Meeting held on
March 31, 2014 and appointed as Vice Chairman of the Board of Directors.
REPUBLIC OF TURKEY PRIME Member of the Board Privatization Administration of Turkey, which in turn was elected as Member of the Board
MINISTRY PRIVATIZATION of Directors of Directors of Erdemir on September 20, 2012, resigned from his duty as of January 5,
ADMINISTRATION 2013. Ali Kaban, who was appointed to the vacant position of real-person representative
(Represented by: Ali Kaban) on March 6, 2014, serves as the real-person representative of the Privatization
Administration of Turkey, which was reelected as Member of the Board of Directors at the
Ordinary General Assembly Meeting held on March 31, 2014.
OMSAN LOJİSTİK A.Ş. Member of the Board Elected as Member of the Board of Directors of Erdemir on February 27, 2006, Dinç
(Representative: Dinç Kızıldemir) of Directors Kızıldemir resigned from his position as Member of the Board of Directors as of
September 11, 2012. Since that date, Dinç Kızıldemir has been serving as the real-person
representative of OMSAN Lojistik A.Ş., which was elected as Member of the Board of
Directors and appointed as Member of the Board of Directors on the same date; and
reelected as Member of the Board of Directors at the Ordinary General Assembly Meeting
held on March 31, 2014 and appointed as Member of the Board of Directors.
OYKA KAĞIT AMBALAJ SANAYİİ Member of the Board Elected as Member of the Board of Directors of Erdemir on March 31, 2008, Ertuğrul
VE TİCARET A.Ş. of Directors Aydın resigned from his position as Member of the Board of Directors as of September 12,
(Representative: Ertuğrul Aydın) 2012. Since that date, Ertuğrul Aydın has been serving as the real person representative
of OYKA Kağıt Ambalaj Sanayii ve Ticaret A.Ş., which was elected as Member of the Board
of Directors on the same date; and reelected as Member of the Board of Directors at the
Ordinary General Assembly Meeting held on March 31, 2014.
OYAK PAZARLAMA HİZMET VE Member of the Board Elected as Member of the Board of Directors of Erdemir on March 9, 2010, Fatma Canlı
TURİZM A.Ş. of Directors resigned from her position as Member of the Board of Directors as of September 13, 2012.
(Representative: Fatma Canlı) Since that date, Fatma Canlı has been serving as the real-person representative of OYAK
Pazarlama Hizmet ve Turizm A.Ş., which was elected as Member of the Board of Directors
on the same date; and reelected as Member of the Board of Directors at the Ordinary
General Assembly Meeting held on March 31, 2014.
Emin Hakan Eminsoy Independent Member Emin Hakan Eminsoy was appointed as Independent Member of the Board of Directors of
of the Board of Erdemir on March 4, 2014. Mr Eminsoy who was reelected as Independent Member of the
Directors Board of Directors at the Ordinary General Assembly Meeting held on March 31, 2015, he is
currently holding his position.
Hakkı Cemal Ererdi Independent Member Due to the end of duties of Nazmi Demir and Atilla Tamer Alptekin who have been elected
of the Board of as independent board members on March 31, 2015, Hakkı Cemal Ererdi has been elected
Directors as independent board members at the Regular General Assembly held on the same date.
Mr Ererdi is currently holding his position.
Ali Tuğrul Alpacar Independent Member Due to the end of duties of Nazmi Demir and Atilla Tamer Alptekin who have been elected
of the Board of as independent board members on March 31, 2015, Ali Tuğrul Alpacar has been elected
Directors as independent board members at the Regular General Assembly executed on March 31,
2015 Mr Alpacar is currently holding his position.
76
2015 in Summary
Sustainability
Erdemir Group General Managers

Sedat Orhan General Manager of Sedat Orhan has been serving as the General Manager of Ereğli Demir ve Çelik Fabrikaları
Ereğli Demir ve Çelik T.A.Ş. since August 16, 2013.
Fabrikaları T.A.Ş.
Recep Özhan General Manager of Appointed as Acting General Manager of İskenderun Demir ve Çelik A.Ş. on July 2, 2012,
İskenderun Demir ve Recep Özhan has been serving as the General Manager since November 21, 2012.
Çelik Fabrikaları A.Ş.
Burak Büyükfırat Acting General Mesut Uğur YILMAZ who had been serving as Acting General Manager of Erdemir
Manager of Erdemir Mühendislik, Yönetim ve Danışmanlık Hizmetleri A.Ş. since February 1, 2014, has been
Mühendislik, Yönetim appointed as General Manager on April 10, 2014. After the resignation of Mr Yılmaz
ve Danışmanlık from his duty on January 29, 2015, Burak Büyükfırat was appointed as Acting General
Hizmetleri A.Ş. Manager on February 2, 2015.
Başak Turgut Acting General Emin Parıldar who had been serving as Acting General Manager of Erdemir Çelik Servis
Manager of Erdemir Merkezi Sanayi ve Ticaret A.Ş. since February 3, 2014, has resigned from his duty in this
Çelik Servis Merkezi position as of June 30, 2015. After the resignation of Mr Parıldar, Başak Turgut was
Sanayii ve Ticaret A.Ş. appointed as Acting General Manager on July 1, 2015.
Halil Melih Türkeş General Manager of After the resignation of Cemal Erdoğan Günay, who had been serving as General
Erdemir Romania S.R.L. Manager of Erdemir Romania S.R.L since September 27, 2010, Halil Melih Türkeş was
appointed as General Manager since January 13, 2015.
Halil Yıldırım General Manager of Halil Yıldırım has been serving as General Manager of Erdemir Madencilik Sanayi ve
Erdemir Madencilik Ticaret A.Ş. since September 2, 2013.
Sanayi ve Ticaret A.Ş.
Sukhjeet Sekhon General Manager of Sukhjeet Sekhon has been serving as General Manager of Erdemir Asia Pacific PTE. LTD.
Erdemir Asia Pacific since July 1, 2014.
PTE. LTD.
77
Erdemir Group Coordinators

Bülent Beydüz Chief Financial Affairs Officer Bülent Beydüz has been serving as Erdemir Group’s Chief Financial Affairs Officer
of Erdemir Group since April 11, 2011.
Başak Turgut Chief Marketing and Sales Başak Turgut who was appointed as Chief Marketing and Sales Officer on February
Officer of Erdemir Group 1, 2013, has been serving as Chief Marketing and Sales Officer of Erdemir Group
since June 10, 2013.
Oğuz Nuri Özgen Chief Production Officer of Oğuz Nuri Özgen has been serving as Erdemir Group’s Chief Production Officer
Erdemir Group since July 2, 2012.
Şevkinaz Alemdar Chief Purchasing Officer of Şevkinaz Alemdar who was appointed as Chief Purchasing Officer on May 18,
Erdemir Group 2013, has been serving as Chief Purchasing Officer of Erdemir Group since
November 7, 2013.
Eric Andre Cornil Vitse Chief Technology Officer Mesut Uğur Yılmaz who had been serving as Erdemir Group Chief Technology
Erdemir Group Officer since July 2, 2012, has resigned from his duty in this position as of January
29, 2015. Burak Büyükfırat has been assigned to this position by proxy on February
24, 2015. Burak Büyükfırat’s duty has ended as of 13.10.2015 and Eric Andre
Cornil Vitse has taken up his duty as Erdemir Group Chief Technology Officer since
October 14, 2015.
Naci Özgür Özel Chief Strategy Officer of Naci Özgür Özel has been serving as Erdemir Group’s Strategic Planning and
Erdemir Group Business Development Coordinator since May 29, 2014.
Banu Kalay Erton Chief Corporate Affairs Officer Banu Kalay Erton has been serving as Erdemir Group’s Chief Corporate Affairs
of Erdemir Group Officer since June 13, 2014.
Ahmet Tunç Noyan Chief Information Technology Ahmet Tunç Noyan has been serving as Erdemir Group’s Chief Information
Officer of Erdemir Group Technology Officer since July 1, 2014.
Oya Şehirlioğlu Chief Legal Officer of Erdemir Oya Şehirlioğlu has been serving as ERDEMİR Group’s Chief Legal Officer since
Group January 14, 2015.
Vacant Chief Human Resources
Officer of Erdemir Group
General Manager and Assistant General Managers of Ereğli Demir ve Çelik Fabrikaları T.A.Ş.
Kaan Böke Human Resources Assistant Kaan Böke has been serving as Human Resources Assistant General Manager since
General Manager April 2, 2012.
Mehmet Mücteba Bekcan Technical Services and Mehmet Mücteba Bekcan, who was appointed as Technical Services and
Investments Assistant General Investments Acting Assistant General Manager on July 14, 2010, he has been
Manager serving as Technical Services and Investments Assistant General Manager since
March 14, 2011. Mehmet Mücteba Bekcan’s duty as Erdemir Technical Services and
Investments Assistant General Manager has ended as of January 9, 2015, and this
position has been abrogated.
Esat Günday Operations Assistant General Esat Günday, who was appointed as Operations Acting Assistant General Manager
Manager on July 13, 2006, has been serving as Operations Assistant General Manager since
January 1, 2007.
Sami Nezih Tunalıtosunoğlu Financial Affairs Assistant Sami Nezih Tunalıtosunoğlu has been serving as Financial Affairs Assistant General
General Manager Manager since April 11, 2011.
78
2015 in Summary
Sustainability
CORPORATE GOVERNANCE PRINCIPLES Financial Information
COMPLIANCE REPORT
SECTION I - STATEMENT OF COMPLIANCE WITH CORPORATE GOVERNANCE PRINCIPLES

Ereğli Demir ve Çelik Fabrikaları T.A.Ş., one of the public companies in Turkey with the broadest base, enjoys a leading position in its
field in the Turkish industry, and is well aware of its responsibilities towards its stakeholders. Transparency, accountable management
approach, compliance with ethical and legal codes is integral components of the corporate management. Erdemir has always fulfilled its
responsibilities, arising from legislations, in an accurate and prompt manner.
Our Company has assigned Investor Relations Manager who has “Capital Market Activities Advanced Level License” and “Corporate
Governance Rating Specialist License”, also works as a full-time manager in the corporation and a member of Corporate Governance
Committee in accordance with CMB’s II-17.1 Communiqué on Corporate Governance. In addition, Company has appointed an employee
who works in Investor Relations Department.
Within the year 2015, our Company has been continued its endeavors to ensure full compliance with the mandatory or optional
regulations of the Corporate Governance Principles within the scope of Communiqué numbered II-17.1 “Corporate Governance” - the
details of which are presented below. The procedures for designating independent candidates and making public disclosures were
completed and candidates were elected according to regulations. The established committees under the BoD functioned effectively
during the year. The information that must accompany the disclosure document to be submitted to the General Assembly includes
such standard documents as those indicating preferred shares, voting rights and organizational changes, as well as the CVs of BoD
membership applicants and the reports and announcements that need to be prepared for related party transactions, all of which
were provided to our investors three weeks prior to the General Assembly. In addition, the Company’s website and annual report
were reviewed and revisions required to comply with the principles were made. The policies formed under the scope of the Corporate
Governance Principles and the working directives of the committees are published on our website.
Ereğli Demir ve Çelik Fabrikaları T.A.Ş. believes in the importance of ensuring full compliance with the Principles of the Corporate
Governance. However, a number of obstacles stand in the way of compliance. There are a number of difficulties in the national and
international arena concerning compliance, failure to ensure an overlap with the market and the current structure of the Firm. These are
the difficulties which have caused possible delays in practice for the operations within the firm and a number of arguments in Turkey.
Thus, full compliance has not yet been achieved as to a number of non- mandatory principles. An array of efforts and undertakings
towards the goal of ensuring full compliance promptly are in progress. This goal will have been achieved upon the completion of
administrative, legal and technical infrastructure projects. The said goal also includes the monitoring of the recent developments
including the Capital Markets Board, which are to be issued, concerning the limited number of principles that have not been put into
practice. The Principles of the corporate governance in practice and those which have not yet been harmonized are presented below.
SECTION II - THE SHAREHOLDERS
2.1. Investor Relations Department
The relationships with our partners, corporate investors and analysts are carried out systematically in a fashion that supports Company
value. In line with this very purpose, the Company organizes meetings with the domestic and the foreign investors and announces
material disclosures to the public immediately. Additionally, the Company fulfills its responsibilities towards regulatory bodies such as the
Borsa Istanbul and the Capital Markets Board, and provides prompt replies to the queries of the partners, the analysts and the portfolio
managers. In 2015, Investor Relations Department answered per month around 300 questions received from shareholders, institutional
investors and analysts of investment firms by phone and e-mail.
Inquiries made by our shareholders by telephone and e-mail within the year are responded to. Such inquiries are concerned with the
entry into the registration system, the General Assembly and the dividend distribution. Depending on the nature and the content of the
requested information in case of necessity, the query is shared with the independent auditors of the Company and the relevant responses
are submitted to the enquirer.
The remarks concerning the financial statements and the footnotes as well as the material disclosures are announced to the investors of
the Borsa Istanbul and to the public via Public Disclosure Platform. The financial statements, the footnotes and the material disclosures
are also published on the Company website.
Investor Relations Department has been formed which reports directly to the Group Chief Corporate Affairs Officer Banu Kalay Erton. The
relevant contact information is available in the annual report and on the Company website.
79
CORPORATE GOVERNANCE PRINCIPLES

COMPLIANCE REPORT
Investor Relations Department

Name Title Telephone E-mail
İdil Önay Manager +90-216-578 81 49 [email protected]
Ahmet Görpeoğlu Specialist +90-216-578 80 97 [email protected]
İdil Önay who has “Capital Market Activities Advanced Level License” and “Corporate Governance Rating Specialist License” was
employed in the corporation as a full-time manager and appointed as a member of Corporate Governance Committee in accordance
with CMB’s II-17.1 Communiqué on Corporate Governance.
Investor Relations Department prepares an activity report, at least annually, to the BoD. 2015 activity report presented in BoD meeting
dated 15 February 2016.
The table below presents activities performed within 2015 so that investors could be informed in-depth concerning the operations of
the Company:
The number of investors and analysts who have been contacted: 409
The number of tele-conferences held regarding financials: 4
The number of analyst meetings held regarding financials: 3
2.2. The Use of Shareholders’ Rights to Obtain Information

Pursuant to the Inquiry Policy of our Company, all shareholders, potential investors and analysts shall be treated equally and fairly with
regard to their right of the use of request and enquiry of information. It is also essential that our disclosures be passed onto everyone
simultaneously with the same content. All information sharing is to be made in line with the content announced to the public earlier.
Within the framework of the sharing of information, the shareholders and the market players are informed regarding all types of
information along with material disclosures. The retrospective material disclosures are published on the Company website.
Loads of written and verbal requests for information from the shareholders are responded to promptly under the supervision of the
Investor Relations Department and in line with the provisions of the Capital Markets Board Legislation. For the purpose of extending
the shareholders’ right to enquiry, any information that might harbor an impact on the shareholders’ right of use under the principles
of the Corporate Governance is updated and published on the website. The information on our website is published in Turkish and
English, and duly allows fair use for both domestic and foreign shareholders.
The Company’s activities are regularly and periodically audited by an Independent Auditor(s), appointed by the General Assembly/
Assembly Resolution, regularly and periodically. The independent auditing procedures for the year 2015 were carried out by Güney
Bağımsız Denetim ve Serbest Muhasebeci Mali Müşavirlik A.Ş. (i.e. A Member Firm of Ernst & Young Global Limited).
The request of shareholders allowing the appointment of a special auditor has not been drawn out as an individual right as per
our Articles of Association. Accordingly, no request concerning the appointment of a special auditor has, yet, been received by our
Company.
2.3. The General Assembly Meetings

Ordinary General Assembly shall be held within three months from the end of the Company’s activity period and at least once in a
year, discussing and resolving upon the subjects of agenda. Extraordinary General Assembly shall be held whenever required by the
Company’s business in compliance with the provisions written in the law and Articles of Association.
The Ordinary General Assembly Meeting for the year 2014 was held on March 31, 2015 in İstanbul and 66.21% of the shares were
represented in the General Assembly.
80
2015 in Summary
Sustainability
Invitations to the General Assembly Meetings are issued by the BoD in compliance with the TCC, Capital Markets Code and Company’s
Articles of Association. The public is informed immediately of the BoD’s decision to hold the General Assembly Meeting through the
Public Disclosure Platform and Electronic General Meeting System (e-GEM). It is also published in the Turkish Trade Registry Gazette
and national newspapers. General Assembly announcements are made in a way that complies with legal regulations as well as made
on our websites at www.erdemir.com.tr and www.erdemirgrubu.com.tr, no later than 3 weeks prior to the General Assembly in order
to reach the highest number of shareholders possible.
Prior to the General Assembly Meeting, the agenda items and related documents are announced to the public in compliance
with all legal processes and regulations. Balance sheets, income statements and annual reports are prepared prior to the General
Shareholders’ Meetings and made available to shareholders within the period determined in the applicable regulation via the
websites, at the Karadeniz Ereğli branch and at the Head Office of the Company in İstanbul and a copy of the above documents are
provided upon request. The General Assembly Meeting Minutes and information documents which Company is obliged to provide
as per corporate governance principles, are made available for uninterrupted access to our shareholders at www.erdemir.com.tr and
www.erdemirgrubu.com.tr.
Open ballot voting is used in the General Assembly for voting on agenda articles simply by raising hands/electronic voting. Chairman
of the General Assembly Meeting is responsible from managing the meeting efficiently and providing usage of shareholders’ rights.
The members of Board of Directors, officers responsible from preparing financials, auditors and people who are related with the
agenda items take great care to attend the meetings.
A number of shareholders intended to raise their concerns outside of the agenda during the speeches they delivered at the Ordinary
General Assembly Meeting. They addressed queries relating to the Company’s performance and strategies. Such questions were
replied by the Assembly Chairman and the relevant executives under the guidance of the Chairman. No shareholders submitted a
written question to the Investor Relations Department on the basis of not having received an answer at the General Assembly.
There had been no shareholders intended to ask questions or raise their concerns out of the agenda at the Ordinary General Assembly
Meeting. No shareholders submitted a written question to the Investor Relations Department on the basis of not having received an
answer at the General Assembly Meeting.
During the Ordinary General Assembly Meeting held in 2015, the Company did not receive any requests from shareholders for any
additional items to be included on the agenda.
The minutes and the list of attendants of the General Assembly Meetings are disclosed to public via the Company’s website, Public
Disclosure Platform, Electronic General Meeting System (e-GEM) and published in the Turkish Trade Registry Gazette pursuant to the
relevant regulations. Consequently, media members and other stakeholders cannot attend the General Assembly Meetings.
General Assembly meetings are held at Company Headquarters and Electronic General Meeting System to facilitate attendance at
meetings. Under conditions stipulated in the Articles of Association, meetings may be held in Ankara or Karadeniz Ereğli. The location
of the General Assembly meeting is selected to enable easy access to all shareholders. Proxy forms were placed on our website and
announced to shareholders in a newspaper for shareholders wishing to be represented through proxy at the meeting. Resolutions
made by the Board of Directors for the convention of General Shareholders’ Meetings are shared with the public via disclosures.
There has not been any transaction that required the approval of the majority of the independent board members for the Board of
Directors to take a decision, and where the decision was left to be resolved by the General Assembly because this condition was not met.
A separate item on the General Assembly agenda regarding the donations and the aids offered in the period is included. Within the
framework of the Company’s policy, the Shareholders were kept informed of the donations and aids realized in 2013 and 2014, which
amounted to 926,757 TRY and 1,398,594 TRY, respectively.
81

COMPLIANCE REPORT
Shareholders who have a management control, members of the Board of Directors, managers with administrative responsibility and
their spouses, relatives by blood or marriage up to second degree have not conducted a significant transaction with the company or
subsidiaries thereof which may cause a conflict of interest, or/and conduct a transaction on behalf of themselves or a third party which
is in the field of activity of the company or subsidiaries thereof, or become an unlimited shareholder to a corporation which operates
in the same field of activity with the company or subsidiaries thereof. There were also no transactions conducted by persons who have
the opportunity to access information of the company in a privileged way, on their behalf within the scope of the Company’s field of
activity.
2.4. Voting Rights and Minority Rights

The shareholders or their proxies who present in the Ordinary and Extraordinary General Assembly meetings shall exercise their voting
rights pro rata to the total nominal value of the shares. Each share has only one voting right. In the meetings of General Assembly,
shareholders may cause to represent themselves through other shareholders or proxies assigned from outside of the Company. Proxies
who are also company shareholders have the authority to cast the votes of shareholders to whom they represent, in addition to their
own votes. The rights of voting by proxy are reserved within the Capital Markets Board regulations.
Shareholders may participate in General Assembly meetings via electronic environment pursuant to Article 1527 of Turkish
Commercial Code. Company may setup an electronic general assembly system which will enable Shareholders to participate in the
General Assembly meetings, to communicate their opinions, to furnish suggestions and to cast their votes or may purchase service of
systems set up for such purposes pursuant to the provisions of Regulation on General Assembly meetings of Joint-Stock Companies to
be held via Electronic Environment.
The capital is divided into shares Group A and Group B. 1 share of certificate, issued to the bearer amounting to 1 Kr is Group A and
349,999,999,999 share of certificates amounting to 3,499,999,999.99 Turkish Liras is Group B.
Resolutions regarding any amendment in the Articles of Association which are likely to affect, directly or indirectly, the obligations in
the Share Sale Agreement in respect of investment and employment, and, the rights granted to the Group A shares in connection with
those obligations as well as the amendments which are to affect the quorum for meeting and resolution of Board of Directors and the
rights belonging to the Group A shares,
- Resolutions regarding closedown or sales of or an encumbrance upon the integrated steel production facilities and mining facilities
owned by the Company and/or its subsidiaries or a resolution on reduction in capacity of such facilities,
- Resolutions regarding closedown, sales, demerger or merger or liquidation of the Company and / or its subsidiaries owning the
integrated steel production facilities and mining facilities,
can be passed only through affirmative votes of the usufructuary in representation of Group A shares. Otherwise, the resolutions
passed shall be invalid.
No cross shareholding relations exist in the capital of the Company. Minority shares are not represented in the management.
Cumulative voting system is not mentioned in the Articles of Association. Even though minority rights are not determined less
than one in twenty by the Articles of Association, in accordance with Article 38 of the Articles of Association, provisions of Turkish
Commercial Code and Capital Market Law shall be applied to the issues that are not written in the Articles of Association in regard to
minority rights.
2.5. Dividend Right
The Articles of Association do not grant any privileges regarding participation in the Company’s profits. Each share has an equal
dividend right.
The dividend distribution policy, as disclosed to shareholders at the General Assembly, is in the activity report. In addition, the policy
is posted on the Company websites, along with a short history of dividend distribution and detailed information about capital
accumulation.
82
2015 in Summary
Sustainability
The distribution of the Company profit is stated, in compliance with the arrangements of the Capital Markets Board, following the
Article 34 of the Articles of Association, titled “Determination and Allocation of the Profit”.
Our Company’s Dividend Distribution Policy is as follows:
“As a principle, Company implements the policy of distributing all of its distributable profit in cash within the provision of forecasted
free cash flow generation by considering financial leverage ratios, investment/financing needs and anticipation of the market under
the scope of effective regulations and clauses of Company’s Articles of Association. Dividend distribution policy is reviewed by the
Board of Directors every year considering national and global economic conditions, Company’s projects on agenda and funds.
Dividend is paid by fixed or variable installments in accordance with the legislation by giving authority to the Board of Directors at the
General Assembly Meeting, where dividend distribution is decided, until 15 December of the relevant calendar year.
General Assembly is authorized for distribution of dividend advance in accordance with relevant legislations.”
At March 31, 2015 dated Ordinary General Assembly, it has been decided to distribute TRY 1,400 million cash dividend based on 2014
financial results and as of May 26, 2015 dividend distribution has started.
2.6. Transfer of Shares
There is no restriction regarding the transfer of our Company’s shares in the Articles of Association, and the provisions of the Turkish
Commercial Code shall be applicable on this matter.
SECTION III - THE PUBLIC DISCLOSURE AND TRANSPARENCY
3.1. Corporate Website and Its Contents
Erdemir’s corporate websites (www.erdemir.com.tr and www.erdemirgrubu.com.tr) is actively in use both in Turkish and English. The
websites include the following issues under the Investor Relations heading:
Corporate Governance Financial Statements

Corporate Governance Principles Compliance Report Summary Information for Investors
Board of Directors Financial and Operational Highlights
Management Annual Reports
Capital Structure Disclosures and Announcements
Trade Registry Information General Assembly Announcement
Articles of Association Minutes of General Assembly
Information About the Share which has Usufructary Right General Assembly Meeting Information Document
Safe Harbor Statement General Assembly List of Attendants
Code of Ethics and Business Conduct The Proxy Statement
Policies and Regulations Dividend Payments and Capital Increases
Committees Credit Ratings
Internal Directive on the Operation Principles and Procedures of the General Assembly Stock Price Information
Independent Auditor Analyst Information
Chairman’s Message Frequently Asked Questions
Interim Reports Contact Us
Complete information required by the CMB Corporate Governance Principles is available on our company website.
3.2. Annual Report

The Ereğli Demir ve Çelik Fabrikaları T.A.Ş. annual report is prepared in detail and according to CMB Corporate Governance Principles
to ensure that complete and accurate information about the Company’s operations reaches the public.
83

COMPLIANCE REPORT
SECTION IV - STAKEHOLDERS
4.1. Informing Stakeholders
Stakeholders such as the Company employees, the customers, the suppliers, the trade unions, the non-governmental organizations,
the state and the prospective investors are provided, upon request, with written or verbal information on the issues concerning them
besides the information included in the financial statements and the reports disclosed to the public as per the legislations of the
Capital Markets Board.
The Company employees are informed regarding the Company practices through e-mail, Company’s newspaper and intranet
announcements.
The demands and expectations of our customers are received through customer visits, and activities for developing new qualities are
carried out depending on the changing demands that may emerge in the market. The customer complaints are delved into in the field
and the required corrective actions are taken accordingly.
After the market researches, offers are requested from suppliers for the procurement of the materials and services. Feedback is
provided on demand basis after the evaluation of the relevant procurement departments.
Additionally, our Company exchanges ideas with the potential customers and suppliers during the exhibitions and fairs.
The recommendations and ideas of our employees are received through the Erdemir Recommendation System (ERÖS) and the
Performance Management System. The required upgrading and improvement actions are practiced accordingly.
The Company has set up a mechanism which allows the stakeholders to convey transactions against the Company legislation and non-
ethical behaviors to the Code of Ethics Advisors and/or the Ethics Committee. For this purpose, contact addresses are provided on the
Company website under the heading of the Code of Ethics and Business Conduct.
4.2. Participation of Stakeholders in Management
No particular regulation exists for the stakeholders’ participation in the management. However, our affiliates, employees and the
other stakeholders are informed through meetings. All of the Board Members are elected by voting in General Assembly with the
attendance of stakeholders.
4.3. Human Resources Policy
Operating in an industry where competitive market conditions prevail, Erdemir Group has established its human resources policies and
practices on forming, improving and retaining qualified labor force equipped with skills of producing knowledge, identifying solutions
to problems, taking initiative by assuming responsibility, being open to improvement and suitable for teamwork.
For this main objective, the Group is attentive to employing staff members who are appropriate for the Group’s strategies and
objectives. The Group also pays due notice to offering training opportunities to the current employees so that they can have the
means of enriching their professional experience.
Erdemir Group effectively identifies the needs of its white and blue collar employees for training and improvement as well as the
added-value they create through the Individual Performance Management. Moreover, the Group carries out processes of assignments
and appointments in a manner that would maximize business productivity in line with objective criteria.
Relations with unionized workforce are carried out through the representatives of the trade union. For white-collar employees, there
is no extra trade union representative. However, the required divisions such as the Human Resources, the Training, the Administrative
Affairs, the Occupational Health and Safety have been established within the Group in order to carry out relations with our employees.
The Group did not receive any complaints from the employees in relation to any cases concerning discrimination in 2014 or the
previous years.
The Company has created written procedures and regulations regarding all human resources processes and all these documents are
made available to all employees at an easily-accessible corporate portal. Furthermore, employees are also informed via e-mail.
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4.4. Code of Ethics and Social Responsibility

The fundamental principles of the business conduct have been determined by the Code of Ethics and Business Conduct, which are
disclosed to the public through the Company’s websites (www.erdemir.com.tr and www.erdemirgrubu.com.tr). Code of Ethics and
Business Conduct constitute the common values and creeds of our Company along with the changes occurring in legal, societal and
economic conditions.
Our Company fulfills its responsibilities towards the society. While creating value for the economy of the region and the country, the
Group operates through its goods and services. Furthermore, Erdemir Group subsidiaries maintain their contributory activities for the
societal development in a broad range, which is considered an integral part of the business processes.
For the Group, contributing to social issues voluntarily and effectively by coming up with solutions is a significant principle.
Accordingly, the Group maintained its activities regarding social responsibility in cooperation with the local authorities and the
non-governmental organizations in 2015. In order to provide a number of activities: improving the physical conditions and technical
equipment of the health and education institutions, philanthropic undertakings, supporting arts and sports activities, supporting
scientific studies of universities, offering opportunities of internship to the university and vocational school students can be listed all
pursuant to the Group’s adherence to the principle of social responsibility.
SECTION V - BOARD OF DIRECTORS
5.1. Structure and Formation of Board of Directors
Within the scope of Articles of Association, Board of Directors consists of minimum 5 and maximum 9 members to be selected by the
General Assembly of Shareholders under the provisions of Turkish Commercial Code and Capital Markets Board Law. Members of
Board of Directors are appointed for three years and the independent members are appointed for 1 year; the members with expired
tenure may be re-elected.
9 members, 3 of whom would be independent members, were elected at the Ordinary General Assembly Meeting dated March 31,
2015. Our Chairman was appointed as the Managing Directors. Although there is no executive board in the Company, OYTAŞ İç ve Dış
Ticaret A.Ş. (Represented by Ali Aydın PANDIR) serves as the Managing Director. Sedat Orhan was appointed as General Manager of
Ereğli Demir ve Çelik Fabrikaları T.A.Ş. in 16.08.2013. Our General Manager’s résumé was published on our Company websites.
The procedure to be followed to assemble the Board of Directors, the quorum for the meeting and the resolution, voting, as well as
duties, rights and authorities of Board of Directors are subject to provisions of Turkish Commercial Code and related legislation.
Board of Directors Title Effective from

OYTAŞ İç ve Dış Ticaret A.Ş. (Represented by: Ali Aydın Pandır) Chairman - Executive Director 27.05.2013
OYAK Girişim Danışmanlığı A.Ş. (Represented by: Nihat Karadağ) Deputy Chairman 12.09.2012
Republic of Turkey Prime Ministry Privatization Administration (Represented
Board Member 20.09.2012
by: Ali Kaban)
OMSAN Lojistik A.Ş. (Represented by: Dinç Kızıldemir) Board Member - Executive Director 11.09.2012
OYKA Kağıt Ambalaj San. ve Tic. A.Ş. (Represented by: Ertuğrul Aydın) Board Member 12.09.2012
OYAK Pazarlama Hizmet ve Tur. A.Ş. (Represented by: Fatma Canlı) Board Member 13.09.2012
Emin Hakan Eminsoy Independent Board Member 04.03.2014
Hakkı Cemal Ererdi Independent Board Member 31.03.2015
Ali Tuğrul Alpacar Independent Board Member 31.03.2015
Three applications to our Company were evaluated in 2015 for Independent Board Member position. In our Company tasks of
Candidate Nomination Committee are carried out by Corporate Governance Committee. The Committee reports, prepared by the
Committee on February 05, 2015, pertaining to the candidacy of Mr Emin Hakan Eminsoy, Mr Hakkı Cemal Ererdi and Mr Ali Tuğrul
Alpacar as the independent board members were submitted to the Board of Directors on February 10, 2015. Due to being a member
of the Group 1 within the scope of Corporate Governance Principles, the application was submitted to the Capital Markets Board in
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line with the required process pertaining to the independent board members. No opposing or dissenting view was received for this.
The independence declarations of the Independent Board Members are included in the appendix of the Board of Directors’ Activity
Report. In 2015, no situation has occurred for violation of the independency.
The members of the Board of Directors are not prevented from assuming other duties outside the Company. The Board Members’
résumés and duties outside of the Company, are published on the Company website, under the scope of the Corporate Governance
Principles No: 1.3.1. The positions held outside of the Company by the Board Members can be found in the appendix of the Board of
Directors’ Annual Report.
Except the Independent Board Members, Board of Directors consists of legal persons and Company has a woman member who is the
proxy of a legal person.
5.2. Principles of Activity of the Board of Directors
The Board of Directors meets at the Company headquarters or at a different location, determined by the Board, at least six times a year
or as often as business requires. The Board of Directors elects a chairman among its members during the first meeting of the year. In
the absence of the chairman, a deputy chairman is also elected by the Board of Directors during the first meeting of the year to act on
behalf of the chairman. The procedure applied for assembling the Board of Directors, the quorum for the meeting, the resolution and
voting as well as the task, rights and powers of the Board of Directors are subject to the Turkish Commercial Code and the provisions
of relevant legislation. The decisions of the Board of Directors are written down on the decision book and signed by the Chairman
and the members. Reserving the Article 22 of the Articles of Association, the rights and powers assigned to the Group A, the Board of
Directors can delegate all or a number of the representative and administrative powers of the Company to one or several executive
members of the Board of Directors, other than the independent board members.
No resolution can be passed by Board of Directors on the issues mentioned in articles 22 and 37 of the present Articles of Association
without the affirmative vote of the member of Board of Directors as the usufructuary to represent the Group A shares.
The requests of the members of the Board and the managers are taken into consideration concerning the items on agenda, whereas
the meeting agenda of the Board of Directors is formed by the Chairman of the Board. 7 meetings were held by the Board of Directors
in 2015. The attendance rate was 95% for these meetings. The date for the following Board meeting is set based on the requirement
of the company and on the requests arising from the members. The members are invited to the meeting via e-mail messages. The
secretariat, set up in accordance with the Corporate Governance Principles under the body of the Board of Directors, informs the Board
members on the meeting agenda and forwards them the relevant documents on the agenda. Neither the Chairman nor the members
of the Board have a weighted voting right. All members, including the Chairman, have equal voting rights. Dissenting opinions and
votes, disclosed at Board of Directors’ meetings, are written down in the minutes.
It shall be observed the Corporate Management Principles, the implementation of which is made obligatory by Capital Markets Board.
The transactions made and the resolutions passed without observing the obligatory principles are held invalid and deemed contrary to
the articles of association.
With regard to the implementation of the Corporate Management Principles, the regulations of Capital Market Board on corporate
management are observed in the transactions deemed to have an important nature and any related party transactions of the
company, which are of important nature as well as the transactions for giving security and establishing pledge and mortgage in favor
of third persons.
There was no dissenting vote related with the Board Members’ different opinions in the relevant period.
The questions, addressed by a Board Member during the meeting are written on the decision record upon the relevant Board Member
request.
Board Members have not been granted weighted voting rights and/or negative vetoing rights.
The amount of the insurance, which covers personal responsibilities of Board Members arising from the legal obligations, is US$ 75
million. The insurance compensates for the legal expense and indemnity.
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5.3. Number, Structure and Independence of the Committees Established Under the Board of Directors
The Audit Committee, The Early Detection of Risk Committee and The Corporate Governance Committee were set up so that the
Board of Directors is able to perform their tasks and responsibilities more effectively. By considering the structure of the Board of
Directors, the fulfilling of the power, the duty and the responsibility foreseen for The Candidate Nomination Committee and the
Remuneration Committee was delegated to and passed onto the Corporate Governance Committee upon the Board of Directors’
decision Numbered 9148, dated June 29, 2012. The frequency of gathering for the committees, their activities and procedures to be
followed while carrying out the activities are stated in the regulations published on our website. The decisions made as a result of
work carried out independently by the committees are submitted to the Board of Directors as proposals and the ultimate decision is
reached conclusively by the Board of Directors.
Our Company has ensured the structuring of the management within the framework of the Communiqué regarding the Corporate
Governance Principles. One member is assigned for more than one committee due to the condition that requires the Auditing
Committee to be made up of completely independent board members and the chairmen of the other committees to be comprised of
the independent board members.
Audit Committee
Name-Surname Title Relation with the Company Details
Hakkı Cemal Ererdi Chairman Board Member Independent / Not Executive
Ali Tuğrul Alpacar Member Board Member Independent / Not Executive
Frequency of Meetings: Once every three months and at least four times a year.
Early Detection of Risk Committee

Emin Hakan Eminsoy Chairman Board Member Independent / Not Executive
Hakkı Cemal Ererdi Member Board Member Independent / Not Executive
Frequency of Meetings: Once every two months and at least six times a year.
Corporate Governance Committee

Emin Hakan Eminsoy Chairman Board Member Independent / Not Executive
Ali Tuğrul Alpacar Member Board Member Independent / Not Executive
İdil Önay Member Investor Relations Manager Non-independent / Not Executive
Frequency of Meetings: Once every three months and at least four times a year.
5.4. Risk Management and Internal Control Mechanism
Under the body of the Board of Directors, The Early Detection of Risk Committee was set up and the working directives of the
Committee were published on the company websites.
Risks are monitored and managed in compliance with the regulation and procedures related with management of the market and
customer risks which are directed towards measuring the risks Erdemir Group is exposed to and developing hedging methods to keep
these risks within risk tolerances.
Almost all of our receivables are guaranteed with the Direct Debit System, the Credited Direct Collection System and the Trade Credit
Insurance. Risk positions of our customers are monitored regularly and when exceeding the limits, a margin call is issued.
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COMPLIANCE REPORT
Duration is calculated based on the credit portfolio and cash flow projections in order to manage interest rate risks Erdemir Group is
exposed to and the amount of gain / loss, which may arise possible interest rate changes, is measured using a sensitivity analysis.
Additionally, the ratio of total amount of loans with a floating interest rate to whole credit portfolio of the Group is monitored and
actions are taken to keep this ratio within a defined limit. Derivative instruments are assessed and analyzed in detail. According to firm
and market situation, convenient transactions are executed within certain limits.
Similarly, with regards to liquidity risk management, credit usage and paybacks and cash flow projections are monitored and necessary
actions are taken.
The feasibility reports, including all types of technical and financial evaluations, related to all planned investments in the Erdemir
Group’s mid/long term strategic road map are prepared by the System Development Department of the relevant Group Companies
and are submitted to Business Development Directorate. The Business Development Department examines the feasibility reports
from their consistency and accuracy perspectives, then prepares the financial evaluation reports by analyzing “Internal Rate of Return,
Net Present Value, Return on Investment period and ratio, then submits these reports to the Group Financial Affairs Coordinator. No
planned investments can be submitted to the Board of Directors without the approval of the Group Financial Affairs Coordinator.
Internal Audit Department is in charge of evaluating and improving the effectiveness of risk management, control and governance
processes of Erdemir Group companies and it reports directly to the Chairman and Executive Director of the Board. In accordance with
Capital Markets Board regulations, the effectiveness of internal control system is evaluated by the Board of Directors at least once in
a year. In this context, Internal Audit Department reports to the Audit Committee, which comprises of independent board members,
about internal audit activities regularly as requested.
5.5. Strategic Targets of the Company
Company’s vision, medium and long term targets and strategies are determined within the scope of Company’s Strategic Planning
Process. In accordance with Company’s strategic approach, next year’s targets and activities are detailed and set Company’s budget
within the context of budget process. Annual budgets are approved by the Board of Directors and monitored during the year.
Targets in Company’s budget, which is approved by the Board of Directors, are deployed towards individual targets by all the units
utilizing the target deployment systematic.
Company’s current situation is reviewed and Company’s activities are compared with the previous period and budget targets in the
regular meetings of Board of Directors.
5.6. Financial Rights
All types of rights, benefits and fees vested upon the board members and executives with administrative responsibilities, and the
criteria deemed to determine such rights, benefits and fees as well as the compensation basics are published under the Compensation
Policy heading of our Company websites. The Board Members are paid in accordance with the decision of General Assembly which
is also disclosed to the public through the general assembly minutes published on the Company websites. The fees remitted to the
executives with administrative responsibilities are determined by the Board of Directors. The payments effected to the executives are
disclosed to the public and included in our Annual Report.
According to the decisions made by the General Assembly Meeting held on March 31, 2015, the Board Members elected in
representation of the B Group shares shall not be paid. The Board Members elected in representation of the A Group Shares shall be
paid 2,360 TRY per month (at the beginning of the relevant month, paid in advance, net) and the Independent Board Members shall
be paid 5,500 TRY per month (at the beginning of the relevant month, paid in advance, net).
At the determination of the monetary rights of the Board members, a rewarding that is based on performance and showing the
performance of the Company is not applied. No loans were offered to either a board member or an executive within the period. No
loan utilization was granted directly or through a third party. Furthermore, no collaterals such as bails were offered in favor.
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BOARD OF DIRECTORS COMMITTEE OPERATING Financial Information
PRINCIPLES AND AN ASSESSMENT OF SUCH

COMMITTEES’ EFFECTIVENESS
Under Company Board of Directors resolution 9347 dated 31 March 2015, it was resolved, pursuant to the provisions of Capital
Markets Board Corporate Governance Communique 11-17.1:
• To appoint independent directors Hakkı Cemal ERERDİ and Ali Tuğrul ALPACAR to serve as the Audit Committee and Mr ERERDİ to
be the committee’s chairman;
• To appoint independent directors Emin Hakan EMİNSOY and Ali Tuğrul Alpacar and investor relations manager İdil ÖNAY to serve as
the Corporate Governance Committee and Mr EMİNSOY to be committee’s chairman;
• To appoint independent directors Emin Hakan EMİNSOY and Hakkı Cemal ERERDİ to serve as the Risk Detection Committee and Mr
EMİNSOY to be the committee’s chairman.
Taking the structure of the company Board of Directors into account, the board decided under resolution 9149 dated 29 June 2012 to
delegate the authorities, duties, and responsibilities of both a nomination committee and a remuneration committee to the Corporate
Governance Committee instead.
Committees’ meeting schedules and their activities, and operational procedures are specified in sets of regulations that are published
on our corporate websites www.erdemirgrubu.com.tr and www.erdemir.com.tr. The decisions that such committees take are of an
advisory nature and they are submitted as such to the Board of Directors, which has the final say.
During 2015, the Board of Directors’ committees fulfilled their duties and responsibilities as required by corporate governance
principles and their own regulations and they convened in accordance with their annual meeting schedules as indicated below.
• The Audit Committee convened four times: 09 February 2015, 16 April 2015, 04 August 2015, 27 October 2015.
• The Corporate Governance Committee convened four times: 10 February 2015, 27 April 2015, 05 August 2015, 04 November 2015.
• The Risk Detection Committee convened six times: 10 February 2015, 27 April 2015, 05 August 2015, 04 November 2015,
16 December 2015, 29 December 2015.
Reports containing information about these committees’ activities and the results of the committees’ meetings were submitted to the
Board of Directors.
Board of Directors’ committee activities in 2015
The Audit Committee oversaw the operation and effectiveness of the Company’s:
• Accounting system,
• Public disclosure of financial information,
• Independent auditing,
• Internal control and internal auditing system.
The Corporate Governance Committee’s activities consisted of:
• Contributing to the developmental and implementary processes of the Company’s corporate governance principles and making
solution-oriented suggestions to the Board of Directors on such matters; ascertaining whether or not corporate governance
principles are being complied with at the company and, if they are not, identifying both the reasons for and any conflicts of interest
that may arise on account of such less than full compliance; making recommendations to the Board of Directors on ways to improve
corporate governance practices.
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BOARD OF DIRECTORS COMMITTEE OPERATING

PRINCIPLES AND AN ASSESSMENT OF SUCH
COMMITTEES’ EFFECTIVENESS
• Overseeing the activities of the Investor Relations Unit.
• Working on a transparent system for identifying, evaluating, and training candidates for seats on the Board of Directors; identifying
policies and strategies for such a system.
• Regularly assessing the structure and effectiveness of the Board of Directors; making recommendations to the Board of Directors
concerning possible changes in such matters.
• Determining and overseeing approaches, principles, and practices applicable to board members’ and senior executives’ performance
evaluations and career-planning processes.
• Making suggestions pertaining to principles governing the remuneration of board members and senior executives taking the
company’s long-term objectives into account.
The Risk Detection Committee’s activities consisted, as required by laws and regulations, of:
• Identifying risks with the potential to threaten the company’s existence, development, and/or continuity.
• Ensuring that due precautions are taken with respect to risks that are identified.
• Dealing with risk management issues.
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2015 in Summary
Sustainability
INTERNAL AUDIT SYSTEM Financial Information
The effectiveness of the risk management, control and governance processes in Erdemir Group companies is assessed through audits
conducted by Internal Audit Department which reports directly to the Group’s Chairman & Managing Director. The Audit Committee,
which consists of independent board members, is informed about the audit activities and effectiveness of the internal control system
at least once in a year and upon request.
All business process audits at Erdemir Group are carried out with risk based and value added approach, in accordance with the annual
audit calendar approved by the Group’s Chairman & Managing Director, and based on international standards for the professional
practice of internal auditing. During the audit activities, internal control environment of a process is evaluated with a systematic
approach and mitigating controls are suggested if necessary. Action plans determined by the management are followed up and
reported regularly.
Quality assurance activities are held to assess effectiveness of the activities performed by the internal audit function. Performance
evaluations are conducted within the audit team continuously and in real time, constructive feedback of audited process owners are
gathered through the evaluation surveys at the end of each audit project. Auditing practices are reviewed regularly and professional
standards are taken into consideration consistently.
Internal audit function also coordinates the works to improve and maintain ethics and compliance system as well. Investigation
activities are carried out by the Internal Audit Directorate with regards to conformity with Erdemir Group Code of Ethics and Business
Conduct updated in 2014. There are written and verbal communication channels (e-mail, mail and ethics hotline) where shareholders
may directly get information from and/or report possible violations. Ethics Committee is the top governance body responsible for
resolving incompliances with regards to Erdemir Group Code of Ethics and Business Conduct and applying sanctions when needed.
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2015 AFFILIATED COMPANY REPORT
AFFILIATED COMPANY REPORT AS PER ARTICLE 199 OF THE TURKISH COMMERCIAL CODE
During 2015, our Company was not–at the instigation either of its majority shareholder, the Turkish Armed Forces Pension Fund
(OYAK), or of any OYAK affiliate–a party to any legal transaction that would have benefited either OYAK or an OYAK affiliate; neither
did our Company take or avoid taking any action on the grounds that doing so would have been beneficial either to OYAK or to
an OYAK affiliate. All of the business dealings between our Company and our majority shareholder and our majority shareholder’s
affiliates during 2015 took place under conditions that were consistent with market (i.e. arms-length) conditions.
During 2015, both the extensive and continuous trading in goods of a commercial nature between our Company and its affiliate
İskenderun Demir ve Çelik AŞ as governed by CMB Corporate Governance Communique 11-17.1 corresponded to more than 10%
of the total cost of sales and the extensive and continuous trading in goods of a commercial nature between our Company and
its affiliate Erdemir Çelik Servis Merkezi Sanayii ve Ticaret AŞ as governed by CMB Corporate Governance Communique 11-17.1
corresponded to more than 10% of the total cost of sales. It is anticipated that such dealings will continue take to place on the same
basis in 2016 as well on the grounds that they appear to be reasonable when compared with those of previous years and with market
conditions.
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2015 in Summary
Sustainability
STATEMENT OF RESPONSIBILITY Financial Information
STATEMENT OF RESPONSIBILITY PURSUANT TO THE ARTICLE 9 OF THE SECOND SECTION OF THE CAPITAL MARKETS BOARD’S
COMMUNIQUÉ ON PRINCIPLES OF FINANCIAL REPORTING IN CAPITAL MARKETS
BOARD OF DIRECTORS’ RESOLUTION ON THE APPROVAL OF FINANCIAL STATEMENTS AND ANNUAL REPORT
RESOLUTION DATE: 08.03.2016
RESOLUTION NUMBER: 9396
Period: 01.01.2015 - 31.12.2015,
We have reviewed Ereğli Demir ve Çelik Fabrikaları T.A.Ş. consolidated financial statements and annual report for the fiscal year ended
31 December 2015.
We hereby declare that:
Based on the information we possess within the scope of our duties and responsibilities in the Company;
• The consolidated financial statements and the annual report do not contain any incorrect statement or any omission of material
facts that may result in misleading conclusion as of the date of the issuance,
• The consolidated financial statements prepared in accordance with the financial reporting standards in effect provide an accurate
view of the assets, liabilities, financial position and profit (loss) of the Company,
• The annual report provides an accurate view of the development and performance of the business and the consolidated financial
position of the Company along with the principal risks and uncertainties the Company is exposed to.
Sincerely,
Hakkı Cemal ERERDİ Ali Tuğrul ALPACAR Bülent BEYDÜZ

Chairman of the Audit Committee Member of the Audit Committee Erdemir Group’s Chief Financial Affairs
Officer
*This statement has been published on the Public Disclosure Platform (PDP) on March 8, 2016.
93
EREĞLİ DEMİR VE ÇELİK FABRİKALARI T.A.Ş. AND ITS SUBSIDIARIES

CONSOLIDATED FINANCIAL STATEMENTS FOR THE PERIOD 1 JANUARY - 31 DECEMBER 2015 AND
INDEPENDENT AUDITOR’S REPORT
(Convenience Translation of Consolidated Financial Statements Originally Issued in Turkish - See Note 34)
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2015 in Summary
Sustainability
EREĞLİ DEMİR VE ÇELİK FABRİKALARI T.A.Ş. AND ITS SUBSIDIARIES Financial Information
Güney Bağımsız Denetim ve Tel: +90 212 315 3000

SMMM A.Ş. Fax: +90 212 230 8291
Eski Büyükdere Cad. ey.com
Orjin Maslak No: 27 Ticaret Sicil No: 479920-427502
Maslak, Sarıyer 343398
İstanbul - Turkey
(Convenience translation of a report and consolidated financial statements originally issued in Turkish)
INDEPENDENT AUDITORS’ REPORT
ON THE CONSOLIDATED FINANCIAL STATEMENTS
To the Board of Directors of Ereğli Demir ve Çelik Fabrikaları T.A.Ş.;
Report on Financial Statements
We have audited the accompanying consolidated statement of financial position of Ereğli Demir ve
Çelik Fabrikaları T.A.Ş. (the Company) and its subsidiaries (together will be referred to as “the Group’’)
as at 31 December 2015 and the related consolidated statement of profit or loss, consolidated
statement of other comprehensive income, consolidated statement of changes in equity and
consolidated statement of cash flows for the year then ended and a summary of significant accounting
policies and explanatory notes.
Management’s Responsibility for the Financial Statements
The Group management is responsible for the preparation and fair presentation of these consolidated
financial statements in accordance with the Turkish Accounting Standards and for such internal
controls as management determines is necessary to enable the preparation and fair presentation of
consolidated financial statements that are free from material misstatement, whether due to error
and/or fraud.
Independent Auditors’ Responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our
audit. Our audit was conducted in accordance with Standards on Auditing as issued by the Capital
Markets Board of Turkey and Auditing Standards which are part of the Turkish Auditing Standards
issued by POA. Those standards require that ethical requirements are complied with and that the
independent audit is planned and performed to obtain reasonable assurance whether the
financial statements are free from material misstatement.
Independent audit involves performing independent audit procedures to obtain independent audit
evidence about the amounts and disclosures in the financial statements. The independent audit
procedures selected depend on our professional judgment, including the assessment of the risks of
material misstatement of the financial statements, whether due to error and/or fraud. In making those
risk assessments; the entity’s internal control system is taken into consideration. Our purpose,
however, is not to express an opinion on the effectiveness of internal control system, but to design
independent audit procedures that are appropriate for the circumstances in order to identify the
relation between the financial statements prepared by the Group and its internal control system. Our
independent audit includes also evaluating the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by the Company’s management, as well as evaluating
the overall presentation of the financial statements.
We believe that the audit evidence we have obtained during our independent audit is sufficient and
appropriate to provide a basis for our audit opinion.
95
Güney Bağımsız Denetim ve Tel: +90 212 315 3000

SMMM A.Ş. Fax: +90 212 230 8291
Eski Büyükdere Cad. ey.com
Orjin Maslak No: 27 Ticaret Sicil No: 479920-427502
Maslak, Sarıyer 343398
İstanbul - Turkey
(Convenience translation of a report and consolidated financial statements originally issued in Turkish)
Opinion
In our opinion, the accompanying consolidated financial statements present fairly, in all material
respects, the financial position of Ereğli Demir ve Çelik Fabrikaları T.A.Ş. and its subsidiaries as at 31
December 2015 and their financial performance and cash flows for the year then ended in accordance
with the Turkish Accounting Standards.
Emphasis of Matter
Without qualifying our opinion we draw attention to the matter in Note 16 to the accompanying
consolidated financial statements. The court cases related to Capital Market Board’s (“CMB”) claim
that the Company had prepared its 31 December 2005 financial statements in accordance with
International Financial Reporting Standards instead of Communiqué Serial XI, No:25 on “Accounting
Standards in Capital Markets” without taking the permission of the CMB in prior years were concluded
against the Company at Council of State and such conclusions declared to the Company via
notifications sent in July 2012. On 1 August 2012, the Company applied to the Administrative Court to
remove the conflicting decisions of this court; but the Administrative Court decided to reject the
application by the notification made on 17 February 2014. However, lawsuit filed by the Privatization
Administration (“PA”) of The Turkish Republic is at the stage of appeal at the Supreme Court and is
pending as of the date of our report.
Reports on Other Responsibilities Arising From Regulatory Requirements
1) Auditors’ report on Risk Management System and Committee in accordance with subparagraph
4, Article 378 of Turkish Commercial Code no. 6102 (“TCC”) is prepared to be submitted to the
Board of Directors of the Company on 8 March 2016.
2) In accordance with subparagraph 4, Article 402 of the TCC, no significant matter has come to
our attention that causes us to believe that the Company’s bookkeeping activities for the period
1 January - 31 December 2015 and financial statements are not in compliance with the code
and provisions of the Company’s articles of association in relation to financial reporting.
3) In accordance with subparagraph 4, Article 402 of the TCC, the Board of Directors submitted to
us the necessary explanations and provided required documents within the context of audit.
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TABLE OF CONTENTS
Page
CONSOLIDATED STATEMENT OF FINANCIAL POSITION 98-99
CONSOLIDATED STATEMENT OF INCOME 100
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME 101
CONSOLIDATED STATEMENT OF CHANGES IN EQUITY 102
CONSOLIDATED STATEMENT OF CASH FLOW 103
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS 104-183
NOTE 1 GROUP’S ORGANIZATION AND NATURE OF OPERATIONS 104-105
NOTE 2 BASIS OF PRESENTATION OF THE CONSOLIDATED FINANCIAL STATEMENTS 106-128
NOTE 3 SEGMENTAL REPORTING 128
NOTE 4 CASH AND CASH EQUIVALENTS 129
NOTE 5 FINANCIAL DERIVATIVE INSTRUMENTS 130-133
NOTE 6 FINANCIAL LIABILITIES 133-134
NOTE 7 TRADE RECEIVABLES AND PAYABLES 135-136
NOTE 8 OTHER RECEIVABLES AND PAYABLES 136-137
NOTE 9 INVENTORIES 137-138
NOTE 10 PREPAID EXPENSES 138
NOTE 11 INVESTMENT PROPERTIES 139
NOTE 12 PROPERTY, PLANT AND EQUIPMENT 140-141
NOTE 13 INTANGIBLE ASSETS 142-143
NOTE 14 GOVERNMENT GRANTS AND INCENTIVES 144
NOTE 15 EMPLOYEE BENEFITS 144-146
NOTE 16 PROVISIONS 147-151
NOTE 17 COMMITMENTS AND CONTINGENCIES 152
NOTE 18 OTHER ASSETS AND LIABILITIES 153
NOTE 19 DEFERRED REVENUE 153
NOTE 20 EQUITY 154-156
NOTE 21 SALES AND COST OF SALES 157
NOTE 22 RESEARCH AND DEVELOPMENT EXPENSES, MARKETING, SALES AND DISTRIBUTION EXPENSES,
GENERAL ADMINISTRATIVE EXPENSES 158
NOTE 23 OPERATING EXPENSES ACCORDING TO THEIR NATURE 158-159
NOTE 24 OTHER OPERATING INCOME/EXPENSES 159-160
NOTE 25 FINANCE INCOME 160
NOTE 26 FINANCE EXPENSE 161
NOTE 27 TAX ASSETS AND LIABILITIES 161-166
NOTE 28 EARNINGS PER SHARE 166
NOTE 29 RELATED PARTY TRANSACTIONS 167-168
NOTE 30 NATURE AND LEVEL OF RISKS DERIVED FROM FINANCIAL INSTRUMENTS 169-179
NOTE 31 FINANCIAL INSTRUMENTS (FAIR VALUE AND FINANCIAL RISK MANAGEMENT DISCLOSURES) 180-182
NOTE 32 SUBSEQUENT EVENTS 183
NOTE 33 ADDITIONAL INFORMATION FOR CASH FLOW STATEMENTS 183
NOTE 34 OTHER ISSUES AFFECTING THE CONSOLIDATED FINANCIAL STATEMENTS MATERIALLY OR
THOSE REQUIRED TO BE DISCLOSED FOR A CLEAR, UNDERSTANDABLE AND INTERPRETABLE PRESENTATION 183
97
(Convenience Translation into English of Consolidated Financial Statements Originally Issued in Turkish-See Note 34)

CONSOLIDATED STATEMENT OF
FINANCIAL POSITION AS OF 31 DECEMBER 2015
(Amounts are expressed in Turkish Lira (“TRY Thousand”) unless otherwise indicated.)
(Audited) (Audited) (Audited) (Audited)

Current Period Current Period Previous Period Previous Period
31 December 31 December 31 December 31 December
2015 2015 2014 2014
ASSETS Note USD’000 TRY’000 USD’000 TRY’000
Current Assets 2.751.401 7.999.975 3.178.814 7.371.353
Cash and Cash Equivalents 4 1.009.321 2.934.703 943.038 2.186.810

Financial Derivative Instruments 5 15.286 44.445 15.795 36.628
Trade Receivables 7 561.504 1.632.629 757.626 1.756.860
Due From Related Parties 29 14.834 43.130 15.701 36.409
Other Trade Receivables 7 546.670 1.589.499 741.925 1.720.451
Other Receivables 8 712 2.069 1.639 3.800
Inventories 9 1.113.595 3.237.890 1.405.144 3.258.389
Prepaid Expenses 10 18.143 52.754 16.094 37.320
Other Current Assets 18 32.840 95.485 39.478 91.546

Non Current Assets 3.657.490 10.634.515 3.692.406 8.562.321

Other Receivables 8 5.183 15.069 10.237 23.738
Financial Investments 27 79 27 63
Investment Properties 11 24.670 71.731 24.879 57.691
Property, Plant and Equipment 12 3.520.075 10.234.969 3.535.882 8.199.357
Intangible Assets 13 69.596 202.357 72.689 168.559
Prepaid Expenses 10 15.112 43.939 10.931 25.348
Deferred Tax Assets 27 8.188 23.807 13.748 31.881
TOTAL ASSETS 6.408.891 18.634.490 6.871.220 15.933.674

The details of presentation currency translation to TRY explained in Note 2.1.
The accompanying notes form an integral part of these consolidated financial statements.
98
2015 in Summary
Sustainability
CONSOLIDATED STATEMENT OF
FINANCIAL POSITION AS OF 31 DECEMBER 2015

31 December 31 December 31 December 31 December
2015 2015 2014 2014
LIABILITIES Note USD’000 TRY’000 USD’000 TRY’000
Current Liabilities 899.513 2.615.423 1.339.179 3.105.422

Financial Liabilities 6 8.353 24.286 274.948 637.577
Short Term Portion of Long Term Fin. Liab. 6 360.179 1.047.256 615.918 1.428.252
Trade Payables 7 200.235 582.203 180.076 417.579
Due to Related Parties 29 9.159 26.630 7.904 18.329
Other Trade Payables 7 191.076 555.573 172.172 399.250
Other Payables 8 11.583 33.680 13.623 31.591
Deferred Revenue 19 32.115 93.377 32.972 76.458
Current Tax Liabilities 27 74.896 217.769 55.935 129.708
Short Term Provisions 16 150.298 437.007 101.138 234.528
Payables for Employee Benefits 15 41.168 119.700 42.917 99.520
Other Current Liabilities 18 13.981 40.650 19.023 44.113
Non Current Liabilities 1.197.164 3.480.875 1.085.836 2.517.945
Financial Liabilities 6 654.960 1.904.361 581.269 1.347.905
Provisions for Employee Benefits 15 173.997 505.915 210.326 487.724
Deferred Tax Liabilities 27 360.711 1.048.802 283.803 658.110
Other Non Current Liabilities 18 151 442 158 367
EQUITY 4.312.214 12.538.192 4.446.205 10.310.307
Equity Attributable to Equity Holders of
the Parent 4.189.170 12.180.429 4.313.813 10.003.303
Share Capital 20 1.818.371 3.500.000 1.818.371 3.500.000
Inflation Adjustment to Capital 20 81.366 156.613 81.366 156.613
Treasury Shares (-) 20 (60.387) (116.232) (60.387) (116.232)
Share Issue Premium 20 55.303 106.447 55.303 106.447
Other Comprehensive Income/Expense to be
Reclassified to Profit/(Loss) (36.155) (80.580) (44.682) (101.563)
Revaluation Reserve of Tangible Assets 12.623 27.215 10.405 24.151
Actuarial (Loss)/Gain funds (48.778) (107.795) (55.087) (125.714)
Other Comprehensive Income/Expense to be
Reclassified to Profit/(Loss) (31.483) 4.010.257 (4.007) 1.623.162
Cash Flow Hedging Reserves (754) (2.192) 3.088 7.160
Foreign Currency Translation Reserves (30.729) 4.012.449 (7.095) 1.616.002
Restricted Reserves Assorted from Profit 20 441.058 950.831 313.307 617.355
Retained Earnings 20 1.506.960 2.527.180 1.422.232 2.616.106
Net Profit for the Period 414.137 1.125.913 732.310 1.601.415
Non-Controlling Interests 123.044 357.763 132.392 307.004
TOTAL LIABILITIES AND EQUITY 6.408.891 18.634.490 6.871.220 15.933.674
99

CONSOLIDATED STATEMENT OF INCOME
FOR THE YEAR ENDED 31 DECEMBER 2015

1 January - 1 January - 1 January - 1 January -
31 December 2015 31 December 2015 31 December 2014 31 December 2014
Note USD’000 TRY’000 USD’000 TRY’000
OPERATING INCOME
Revenue 21 4.382.455 11.914.581 5.251.572 11.484.137
Cost of Sales (-) 21 (3.624.633) (9.854.290) (4.136.479) (9.045.652)
GROSS PROFIT 757.822 2.060.291 1.115.093 2.438.485
Marketing, Sales and Distribution
Expenses (-) 22 (48.186) (131.002) (54.777) (119.786)
General Administrative Expenses (-) 22 (104.733) (284.738) (106.097) (232.012)
Research and Development Expenses (-) 22 (3.399) (9.240) (3.201) (6.999)
Other Operating Income 24 101.301 275.408 67.936 148.563
Other Operating Expenses (-) 24 (117.672) (319.916) (61.202) (133.839)
OPERATING PROFIT 585.133 1.590.803 957.752 2.094.412
Finance Income 25 155.113 421.707 104.950 229.505
Finance Expense (-) 26 (223.280) (576.343) (170.798) (358.346)
PROFIT BEFORE TAX 516.966 1.436.167 891.904 1.965.571
Tax Expense 27 (89.442) (273.858) (132.442) (304.780)
- Current Corporate Tax Expense (162.473) (472.407) (114.729) (266.045)
- Deferred Tax Income 73.031 198.549 (17.713) (38.735)
NET PROFIT FOR THE PERIOD 427.524 1.162.309 759.462 1.660.791
- Non-Controlling Interests 13.387 36.396 27.152 59.376
- Equity Holders of the Parent 414.137 1.125.913 732.310 1.601.415
EARNINGS PER SHARE 28 0,3217 0,4575
(TRY 1 Nominal value per share)
100
2015 in Summary
Sustainability
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME


1 January - 1 January - 1 January - 1 January -
Note USD’000 TRY’000 USD’000 TRY’000
PROFIT FOR THE PERIOD 427.524 1.162.309 759.462 1.660.791

Other Comprehensive Income/(Expense):
Not to be reclassified subsequently to profit
or loss
Change in Revaluation Reserve of Tangible Assets 2.219 3.064 (491) 896
Change in Actuarial (Loss)/Gain 7.970 22.930 (30.472) (75.386)
Tax Effect of Changes in Actuarial (Loss)/Gain (1.594) (4.586) 6.094 15.077

To be reclassified subsequently to profit or loss
Change in Cash Flow Hedging Reserves (4.905) (12.078) 9.445 20.842
Tax Effect of Change in Cash Flow Hedging
Reserves 981 2.416 (1.889) (4.168)
Change in Foreign Currency Translation Reserves (26.345) 2.462.935 (7.038) 792.010
OTHER COMP. INCOME/EXPENSE FOR THE
PERIOD (AFTER TAX) 27 (21.674) 2.474.681 (24.351) 749.271
TOTAL COMPREHENSIVE INCOME FOR THE
PERIOD 405.850 3.636.990 735.111 2.410.062
Distribution of Total Comprehensive Income
- Non-controlling Interests 10.662 102.999 25.259 78.814
- Equity Holders of the Parent 395.188 3.533.991 709.852 2.331.248
101

CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
Other comprehensive Other comprehensive

income/expense not income/expense
to be reclassified to be reclassified
subsequently to profit subsequently to profit
or loss or loss Retained Earnings
Revalu-
ation
Inflation Reserve Foreign Restricted Equity
Adjust- Share of Actuarial Cash Flow Currency Reserves Net Profit Attri- Non- Total Share-
Share ment to Treasury Issue Tangible loss/(gain) Hedging Translation Assorted Retained For The butable to controlling holders’
(Audited) Note Capital Capital Shares (-) Premium Assets funds Reserves Reserves from Profit Earnings Period the Parent Interests Equity
1 January 2015 3.500.000 156.613 (116.232) 106.447 24.151 (125.714) 7.160 1.616.002 617.355 2.616.106 1.601.415 10.003.303 307.004 10.310.307
Net profit for the
period - - - - - - - - - - 1.125.913 1.125.913 36.396 1.162.309
Other comprehensive
income/(loss) - - - - 3.064 17.919 (9.352) 2.396.447 - - - 2.408.078 66.603 2.474.681
Total comprehensive
income/(loss) - - - - 3.064 17.919 (9.352) 2.396.447 - - 1.125.913 3.533.991 102.999 3.636.990
Dividend distributed (*) - - - - - - - - - (1.356.865) - (1.356.865) (52.240) (1.409.105)
Transfers 20 - - - - - - - - 333.476 1.267.939 (1.601.415) - - -
31 December 2015 20 3.500.000 156.613 (116.232) 106.447 27.215 (107.795) (2.192) 4.012.449 950.831 2.527.180 1.125.913 12.180.429 357.763 12.538.192
(Audited)
1 January 2014 3.500.000 156.613 (116.232) 106.447 23.255 (66.809) (9.344) 844.664 500.949 2.607.273 919.974 8.466.790 240.030 8.706.820
Net profit for the
period - - - - - - - - - - 1.601.415 1.601.415 59.376 1.660.791
Other comprehensive
income/(loss) - - - - 896 (58.905) 16.504 771.338 - - - 729.833 19.438 749.271
Total comprehensive
income/(loss) - - - - 896 (58.905) 16.504 771.338 - - 1.601.415 2.331.248 78.814 2.410.062
Dividend distributed (*) - - - - - - - - - (794.735) - (794.735) (11.840) (806.575)
Transfers 20 - - - - - - - - 116.406 803.568 (919.974) - - -
31 December 2014 20 3.500.000 156.613 (116.232) 106.447 24.151 (125.714) 7.160 1.616.002 617.355 2.616.106 1.601.415 10.003.303 307.004 10.310.307
In annual General Assembly dated 31 March 2015, dividend distribution (gross dividend per share: TRY 0,4000 (2014: TRY 0,2343)) amounting to TRY 1.400.000 thousand
(*)
(31 March 2014: TRY 820.000 thousand) from 2014 net profit was approved. As the Company holds 3,08% of its shares with a nominal value of TRY 1 as of 31 March 2015,
dividends for treasury shares are netted off under dividends paid. The dividend payment was completed at 26 May 2015. The Group paid TRY 52.240 thousand dividend to
non-controlling interests on İsdemir and Ermaden apart from the Equity holders of the Parent in current year (2014: TRY 11.840 thousand).
102
2015 in Summary
Sustainability
CONSOLIDATED STATEMENT OF CASH FLOWS

(Audited) (Audited)
1 January 1 January 1 January 1 January
Note USD TRY’000 USD TRY’000
CASH FLOWS FROM OPERATING ACTIVITIES
Profit before tax and non-controlling interests 516.966 1.436.167 891.904 1.965.571
Adjustments to reconcile net profit before tax to net cash provided by
operating activities:
Depreciation and amortization expenses 21/23 206.511 561.442 199.663 436.622
Provision for employee termination benefits 15 25.965 70.591 25.127 54.947
Provision for seniority incentive premium 15 1.639 4.456 4.632 10.130
Gain on sale of property plant and equipment 24 (364) (989) (482) (1.054)
Gain on sale of investment property 24 (16.834) (45.767) - -
Loss on write off of property plant and equipment 24 1.346 3.659 1.887 4.127
Increase in provision for doubtful receivables 7/8 4.540 12.343 3.860 8.441
Increase in the allowance for inventories 9 9.871 26.836 6.831 14.938
Increase in the impairment of tangible assets 12 728 1.980 8.485 18.555
Increase in provision for unpaid vacations 15 3.350 9.109 3.883 8.492
(Decrease)/increase in provision for pending claims and lawsuits 16 (5.381) (14.630) 9.641 21.082
Increase in penalty prov. for obligatory empl.t shortage of disabled people 16 1.189 3.233 698 1.527
Increase in provision for termination fee of long term contract 16 75.000 203.903 - -
Increase in provision for state right on mining activities 16 626 1.703 2.223 4.861
(Decrease)/increase in provision for civil defense fund 16 (3.466) (9.422) 3.179 6.951
Interest expenses 26 45.077 122.551 84.265 184.271
Interest income from bank deposits 25 (31.734) (86.276) (24.545) (53.675)
Interest income from overdue sales 24 (23.843) (64.821) (27.145) (59.360)
Unrealized foreign currency (profit)/loss of financial liabilities (3.483) (9.468) (12.564) (27.474)
Loss/(gain) on fair value changes of derivative financial instruments 26 12.274 33.369 (5.588) (12.220)
Net cash provided by operating activities before changes in working
capital 819.977 2.259.969 1.175.954 2.586.732
Changes in working capital 33 493.567 1.435.096 195.772 453.975
Interest income from overdue sales collected 27.763 75.480 27.750 60.683
Lawsuits paid 16 (3.145) (8.550) (3.447) (7.537)
Penalty paid for the employment shortage of disabled people 16 (1.174) (3.192) (402) (880)
Corporate tax paid 27 (141.371) (384.346) (82.919) (181.327)
Employee termination benefits paid 15 (13.502) (36.709) (18.190) (39.777)
State rights paid for mining activities 16 (1.323) (3.598) (1.381) (3.019)
Unused vacation paid 15 (1.877) (5.102) (2.960) (6.474)
Seniority incentive premium paid 15 (589) (1.602) (1.017) (2.224)
Net cash provided by operating activities 1.178.326 3.327.446 1.289.160 2.860.152
CASH FLOWS FROM INVESTING ACTIVITIES
Changes in financial investments - - (29) (63)
Cash provided by sale of investment property 11 14.967 40.000 - -
Cash (used) by purchase of investment property 11 - - (680) (1.488)
Cash used in the purchase of tangible assets 12 (197.884) (537.987) (151.042) (330.298)
Cash used in the purchase of intangible assets 13 (7.277) (19.783) (6.783) (14.834)
Cash provided by sales of tangible assets 12/13/24 4.895 13.308 569 1.245
Net cash used in investing activities (185.299) (504.462) (157.965) (345.438)
CASH FLOWS FROM FINANCING ACTIVITIES
New borrowings 1.238.628 3.601.435 964.751 2.237.160
Repayment of borrowings (1.686.345) (4.903.216) (1.125.564) (2.610.071)
Interest paid (42.520) (116.301) (78.671) (172.037)
Interest received on bank deposits 32.530 87.308 22.839 49.945
Dividends paid (519.831) (1.356.865) (380.040) (794.735)
Dividends paid to non-controlling interests (19.871) (51.835) (5.330) (11.840)
Net cash used in by financing activities (997.409) (2.739.474) (602.015) (1.301.578)
NET CHANGES IN CASH AND CASH EQUIVALENTS (4.382) 83.510 529.180 1.213.136
CASH AND CASH EQUIVALENTS AT THE BEGINNING OF THE PERIOD 4 940.865 2.181.773 355.997 759.804
Currency translation difference, net 71.461 665.415 55.689 208.833
CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD 4 1.007.944 2.930.698 940.866 2.181.773
Accrued interest income 4 1.377 4.005 2.172 5.037
CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD INCLUDING
ACCRUED INTEREST INCOME 4 1.009.321 2.934.703 943.038 2.186.810
103

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
NOTE 1 - GROUP’S ORGANIZATION AND NATURE OF OPERATIONS
Erdemir Grubu (“Group”), is composed of Ereğli Demir ve Çelik Fabrikaları T.A.Ş. (“Erdemir” or “the Company”), and its subsidiaries
which it owns the majority of their shares or has a significant influence on their management structure.
The immediate parent and ultimate controlling party of the Group are Ataer Holding A.Ş. and Ordu Yardımlaşma Kurumu, respectively.
Ordu Yardımlaşma Kurumu (OYAK/Armed Forces Pension Fund) was incorporated on 1 March 1961 under the Act No. 205 as a private
entity under its own law subject to Turkish civil and commercial codes and autonomous in financial and administrative matters. OYAK,
being an “aid and retirement fund” for Turkish Armed Forces’ members, provides various services and benefits within the framework
of social security concept anticipated by Turkish Constitution. OYAK has nearly sixty direct and indirect subsidiaries in industry, finance
and service sectors. The detailed information about OYAK can be found on its official website (www.oyak.com.tr).
The Company was incorporated in Turkey as a joint stock company in 1960. The principal activities of the Company are production of
iron and steel rolled products, alloyed and non-alloyed iron, steel and pig iron castings, cast and pressed products, coke and their by-
products.
The Company’s shares have been traded in Istanbul Stock Exchange since the establishment of the Istanbul Stock Exchange (year
1986).
The main operations of the companies included in the consolidation and the share percentage of the Group for these companies are
as follows:
Country of 2015 2014

Name of the Company Operation Operation Share % Share %
İskenderun Demir ve Çelik A.Ş. Turkey Integrated Steel Production 95,07 95,07
Erdemir Madencilik San. ve Tic. A.Ş. Turkey Iron Ore and Pellet 90,00 90,00
Erdemir Çelik Servis Merkezi San. ve Tic. A.Ş. Turkey Steel Service Center 100 100
Erdemir Mühendislik Yön. ve Dan. Hiz. A.Ş. Turkey Management and Consultancy 100 100
Erdemir Romania S.R.L. Romania Silicon Steel Production 100 100
Erdemir Asia Pacific Private Limited Singapore Trading 100 100
The registered address of the Company is Barbaros Mahallesi Ardıç Sokak No:6 Ataşehir/İstanbul.
104
2015 in Summary
Sustainability

NOTE 1 - GROUP’S ORGANIZATION AND NATURE OF OPERATIONS (cont’d)
The number of the personnel employed by the Group as at 31 December 2015 and 31 December 2014 are as follows:
Paid Hourly Paid Montly 31 December 2015

Personnel Personnel Personnel
Ereğli Demir ve Çelik Fab. T.A.Ş. 4.530 1.797 6.327
İskenderun Demir ve Çelik A.Ş. 3.446 1.816 5.262
Erdemir Madencilik San. ve Tic. A.Ş. 128 127 255
Erdemir Çelik Servis Merkezi San. ve Tic. A.Ş. 215 87 302
Erenco Erdemir Mühendislik Yön. ve Dan. Hiz. A.Ş. - 240 240
Erdemir Romania S.R.L. 218 50 268
Erdemir Asia Pacific Private Limited - 5 5
8.537 4.122 12.659
Paid Hourly Paid Montly 31 December 2014

Personnel Personnel Personnel
Ereğli Demir ve Çelik Fab.T.A.Ş. 4.593 1.861 6.454
İskenderun Demir ve Çelik A.Ş. 3.795 1.818 5.613
Erdemir Madencilik San. ve Tic. A.Ş. 137 139 276
Erdemir Çelik Servis Merkezi San. ve Tic. A.Ş. 61 73 134
Erenco Erdemir Mühendislik Yön. ve Dan. Hiz. A.Ş. - 114 114
Erdemir Romania S.R.L. 227 51 278
Erdemir Asia Pacific Private Limited - 3 3
8.813 4.059 12.872
105

NOTE 2 - BASIS OF PRESENTATION OF THE CONSOLIDATED FINANCIAL STATEMENTS
2.1 Basis of Presentation
The Company and all its subsidiaries in Turkey maintain their legal books of account and prepare their statutory financial statements
(“Statutory Financial Statements”) in accordance with accounting principles issued by the Turkish Commercial Code (“TCC”) and tax
legislation.
The Group’s consolidated financial statements and disclosures have been prepared in accordance with the communiqué numbered
II-14,1 “Communiqué on the Principles of Financial Reporting In Capital Markets” (“the Communiqué”) announced by the Capital
Markets Board (“CMB”) (hereinafter will be referred to as “the CMB Accounting Standards”) on 13 June 2013 which is published on
Official Gazette numbered 28676.
The financial statements are prepared on cost basis, except the derivative financial instruments and tangible assets used for silicon
steel and iron ore carried on fair value.
In accordance with article 5th of the CMB Reporting Standards, companies should apply Turkish Accounting Standards/Turkish
Financial Reporting Standards and its interpretations issued by the Public Oversight Accounting and Auditing Standards Authority of
Turkey (“POA”).
Functional and Reporting Currency
The functional currency of the Company and its subsidiaries’ İskenderun Demir ve Çelik A.Ş. “İsdemir” and Erdemir Çelik Servis Merkezi
San. ve Tic. A.Ş “Ersem” are US Dollars; Erdemir Madencilik San. ve Tic. A.Ş. “Ermaden” and Erdemir Mühendislik Yönetim ve Danışmanlık
Hizmetleri A.Ş. “Erenco” are TRY.
Functional currency for the subsidiary abroad
The functional currency of the foreign subsidiaries Erdemir Asia Pacific Private Limited “EAPPL” is US Dollars; Erdemir Romania S.R.L is EUR.
Presentation currency translation
Presentation currency of the consolidated financial statements is TRY. According to IAS 21 (“The Effects of Changes in Foreign Exchange
Rates”) financial statements, that are prepared in USD Dollars for the Company, İsdemir, Ersem and EAPPL; in Euro for Erdemir Romania,
have been translated in TRY as the following method:
a) The assets and liabilities on financial position as of 31 December 2015 are translated from USD Dollars into TRY using the Central
Bank of Turkey’s exchange rate which is TRY 2,9076=US $ 1 and TRY 3,1776=EUR 1 on the balance sheet date (31 December 2014:
TRY 2,3189= US $ 1, TRY 2,8207=EUR 1).
b) For the twelve months period ended 31 December 2015, income statements are translated from the average TRY 2,7187 = US $ 1
and TRY 3,0181=EUR 1 rates of 2015 January - December period (31 December 2014: TRY 2,1868 = US $ 1 TRY 2,9059 = 1 EUR).
c) Exchange differences are shown in other comprehensive income as of foreign currency translation reserve.
d) The differences between presentation of statutory and historical figures are recognised as translation differences under equity. All
capital, capital measures and other measures are represented with their statutory figures, other equity accounts are represented
with their historic cost figures in the accompanying financial statements.
106
2015 in Summary
Sustainability

NOTE 2 - BASIS OF PRESENTATION OF THE CONSOLIDATED FINANCIAL STATEMENTS (cont’d)
2.1 Basis of Presentation (cont’d)
USD amounts presented in the financial statements
The figures in USD amounts presented in the accompanying consolidated financial statements comprising the statements of financial
position as of 31 December 2015 and 31 December 2014, consolidated statement of income and other comprehensive income, and
consolidated statement of cash flows for the year ended 31 December 2015 represent the consolidated financial statements within
the frame of functional currency change that the Company has made, which is effective as of July 1, 2013, prepared in accordance
with the TAS 21- Effects of Changes in Foreign Exchange Rates.
Going concern
The Group prepared its consolidated financial statements in accordance with the going concern assumption.
Approval of the consolidated financial statements
The consolidated financial statements have been approved and authorized to be published on 8 March 2016 by the Board of Directors.
The General Assembly has the authority to revise the financial statements.
2.2 Comparative Information and Restatement of Consolidated Financial Statements with Prior Periods
The Group’s consolidated financial statements are presented in comparison with the previous period in order to allow for the
determination of the financial position and performance trends. The comparative information is reclassified when necessary in order
to be aligned with the current period consolidated financial statements.
2.3 Consolidation Principles
The consolidated financial statements include the accounts of the parent company, Ereğli Demir ve Çelik Fabrikaları T.A.Ş., and its
Subsidiaries on the basis set out in sections below. The financial statements of the companies included in the consolidation have
been prepared as of the date of the consolidated financial statements and are based on the statutory records with adjustments and
reclassifications for the purpose of presentation in conformity TAS/TFRS promulgated by the POA as set out in the communiqué
numbered II-14.1, and Group accounting and disclosure policies.
Subsidiaries are the Companies controlled by Erdemir when it is exposed, or has rights, to variable returns from its involvement with
the investee and has the ability to affect those returns through its power over the investee.
Subsidiaries are consolidated from the date on which the control is transferred to the Group and are no longer consolidated from the
date that the control ceases.
The statement of financial position and statements profit or loss of the Subsidiaries are consolidated on a line-by-line basis and
the carrying value of the investment held by Erdemir and its Subsidiaries is eliminated against the related shareholders’ equity.
Intercompany transactions and balances between Erdemir and its Subsidiaries are eliminated on consolidation. The cost of, and the
dividends arising from, shares held by Erdemir in its Subsidiaries are eliminated from shareholders’ equity and income for the year,
respectively.
107

2.3 Consolidation Principles (cont’d)
The table below sets out all Subsidiaries included in the scope of consolidation and discloses their direct and indirect ownership, which are
identical to their economic interests, as of 31 December 2015 and 31 December 2014 (%) and their functional currencies:
31 December 2015 31 December 2014
Functional Ownership Effective Functional Ownership Effective
Currency Interest Shareholding Currency Interest Shareholding
İsdemir US Dollars 95,07 95,07 US Dollars 95,07 95,07
Ersem US Dollars 100,00 100,00 US Dollars 100,00 100,00
Ermaden Turkish Lira 90,00 90,00 Turkish Lira 90,00 90,00
Erdemir Mühendislik Turkish Lira 100,00 100,00 Turkish Lira 100,00 100,00
Erdemir Romania S.R.L. Euro 100,00 100,00 Euro 100,00 100,00
Erdemir Asia Pasific US Dollars 100,00 100,00 US Dollars 100,00 100,00
2.4 Comparative Information and Restatement of Consolidated Financial Statements with Prior Periods
The Group’s consolidated financial statements are presented in accordance with the communiqué numbered II-14,1 “Communiqué on
the Principles of Financial Reporting In Capital Markets” (“the Communiqué”) announced by the Capital Markets Board (“CMB”). The
Group’s consolidated financial statements are prepared in comparison with the previous period in order to allow for the determination
of the financial position and performance trends in accordance with a new illustrative financial statements and guidance that has
been effective from the interim periods ended after 30 June 2013.
Reclassifications of financial position are as follows:
(Previously
Reported) (Restated) (Difference)
Account 31 December 2014 31 December 2014 31 December 2014
Short Term Other Payables (1) 7.389 31.591 24.202

Short Term Payables for Employee Benefits (1) 123.722 99.520 (24.202)
Trade Payables (2) 417.255 417.579 324
Other Current Liabilities (2) 44.437 44.113 (324)
-
(1)
TRY 24.202 thousand employee’s income tax payables that was reported under “Payables for Employee Benefits”, is reclassified under “Short Term Other Payables” in
consolidated financial statements as of 31 December 2014.
(2)
TRY 324 thousand expense accruals that was reported under “Other Current Liabilities”, is reclassified under “Trade Payables” in consolidated financial statements as of
31 December 2014.
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2.4 Comparative Information and Restatement of Consolidated Financial Statements with Prior Periods (cont’d)
Reclassifications of income statement are as follows:
(Previously
Reported) (Restated) (Difference)
1 January - 1 January - 1 January -
Account 31 December 2014 31 December 2014 31 December 2014
General Administrative Expenses (-) (1) (223.509) (232.012) (8.503)

Other Operating Expenses (-) (1) (142.342) (133.839) 8.503
Financial Income (2) 88.888 229.505 140.617
Financial Expense (-) (2) (217.729) (358.346) (140.617)
-
(1)
Provision for doubtful receivables TRY 8.503 thousand which were reported under “Other Operating Expenses (-)” was reclassified to “General Administrative Expenses (-)”
on the consolidated statement of income for the year ended 31 December 2014.
(2)
Foreign exchange loss (net) TRY 22.993 thousand out of TRY 140.617 thousand which were reported under “Financial Expense (-)” was reclassified to foreign exchange
gain from deferred tax base under “Financial Income” for the year ended 31 December 2014.
2.5 Significant Judgments and Estimates of the Group on Application of Accounting Policies
The Group makes estimates and assumptions prospectively while preparing its consolidated financial statements. These accounting
estimates are rarely identical to the actual results. The estimates and assumptions that may cause significant adjustments to the carrying
values of assets and liabilities in the following reporting periods are listed below:
2.5.1 Useful lives of property, plant and equipment and intangible assets
The Group calculates depreciation for the fixed assets by taking into account their production amounts on the basis of cash flow unit set
by independent expert valuation Firm and useful lives that are stated in Note 2.8.3 and 2.8.4 (Note 12, Note 13).
2.5.2 Deferred tax
The Group recognizes deferred tax on the temporary timing differences between the carrying amounts of assets and liabilities in the
financial statements prepared in accordance with TFRS and statutory financial statements which is used in the computation of taxable
profit. The related differences are generally due to the timing difference of the tax base of some income and expense items between
statutory and TFRS financial statements. The Group has deferred tax assets resulting from tax loss carry-forwards and deductible
temporary differences, which could reduce taxable income in the future periods. All or partial amounts of the realizable deferred tax
assets are estimated in current circumstances. The main factors which are considered include future earnings potential; cumulative
fiscal losses in recent years; history of loss carry-forwards and other tax assets expiring, the carry-forward period associated with the
deferred tax assets, future reversals of existing taxable temporary differences that would, if necessary, be implemented, and the nature
of the income that can be used to realize the deferred tax asset (Note 27).
2.5.3 Fair values of derivative financial instruments
The Group values its derivative financial instruments by using the foreign exchange and interest rate estimations and based on the
valuation estimates of the market values as of the balance sheet date (Note 5).
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2.5 Significant Judgments and Estimates of the Group on Application of Accounting Policies (cont’d)
2.5.4 Provision for doubtful receivables
Allowance for doubtful receivables reflect the future loss that the Group anticipates to incur from the trade receivables as of the
balance sheet date which is subject to collection risk considering the current economic conditions. During the impairment test for
the receivables, the debtors are assessed with their prior year performances, their credit risk in the current market, their performance
after the reporting date up to the issuing date of the financial statements; and also the renegotiation conditions with these debtors are
considered. As of reporting date the provision for doubtful receivables is presented in Note 7 and Note 8.
2.5.5 Provision for inventories
During the assessment of the provision for inventory the following are considered; analyzing the inventories physically and historically,
considering the employment and usefulness of the inventories respecting to the technical personnel view. Sales prices listed and
related data by sales prices of realized sales after balance sheet date, average discount rates given for sale and expected cost incurred
to sell are used to determine the net realizable value of the inventories. As a result of this, the provision for inventories with the net
realizable values below the costs and the slow moving inventories are presented in Note 9.
2.5.6 Provisions for employee benefits
Actuarial Assumptions about discount rates, inflation rates, future salary increases and employee turnover rates are made to calculate
Group’s provision for employee benefits. The details related with the defined benefit plans are stated in Note 15.
2.5.7 Provision for lawsuits
Provision for lawsuits is evaluated by the Group based on opinions of Group Legal Counsel and legal consultants. The Group
determines the amount of provisions based on best estimates. As of Reporting date, provision for lawsuits is stated in Note 16.
2.5.8 Provision for termination fee of long term contract
The Group has initiated termination process of long-term service agreement, which is signed on 11 August 2008 to transport of
overseas iron ore supplies with capesize vessels for 2008-2022 period, in the last quarter of 2015. The Group Management has
concluded that there is a constructive obligation because of the Management’s decision and supplier’s intention towards termination
process related to the contract as of 31 December 2015 and possibility of cash outflow is more likely than not. The parties reached a
certain agreement on 24 February 2016 on termination of the aforementioned agreement with USD 75.000 thousand termination fee
and signing of a new freight contract linked with market prices. Therefore, it is considered that subsequent agreement on termination
cost, is an adjusting event after the balance sheet date since it lets the measurability of constructive obligation in a trustable manner.
As a result, USD 75.000 thousand provision for termination fee of long term contract is recognized as of 31 December 2015 (Note 16
and 24).
2.5.9 Impairments on Assets
The Group, performs impairment tests for assets that are subject to depreciation and amortization in case of being not possible to
prevent recovery of the assets at each reporting period. Assets are grouped at the lowest levels which there are separately identifiable
cash flows for evaluation of impairment (cash generating units). As a result of the impairment works performs by the Group
management, as of the reporting date any impairment except calculated provision on non-financial assets has not been estimated
(Note 12).
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2.6 Offsetting
Financial assets and liabilities are offset and the net amounts are reported with their net values in the balance sheet where either there
is a legally enforceable right to offset the recognized amounts or there is an intention to settle on a net basis, or realize the asset and
settle the liability simultaneously.
2.7 Adoption of New and Revised Financial Reporting Standards
The accounting policies adopted in preparation of the consolidated financial statements as at 31 December 2015 are consistent
with those of the previous financial year, except for the adoption of new and amended TFRS and TFRIC interpretations effective as
of 1 January 2015. The effects of these standards and interpretations on the Group’s financial position and performance have been
disclosed in the related paragraphs.
The new standards, amendments and interpretations which are effective as at 1 January 2015 are as follows:
• TAS 19 Defined Benefit Plans: Employee Contributions (Amendment)

TAS 19 requires an entity to consider contributions from employees or third parties when accounting for defined benefit plans.
The amendments clarify that, if the amount of the contributions is independent of the number of years of service, an entity is
permitted to recognize such contributions as a reduction in the service cost in the period in which the service is rendered, instead
of allocating the contributions to the periods of service. The amendment is to be applied retrospectively for annual periods
beginning on or after July 1, 2014.
Annual Improvements to TAS/TFRSs
In September 2014, POA issued the below amendments to the standards in relation to “Annual Improvements - 2010-2012 Cycle” and
“Annual Improvements - 2011-2013 Cycle.
Annual Improvements - 2010-2012 Cycle
• TFRS 2 Share-based Payment

Definitions relating to performance and service conditions which are vesting conditions are clarified. The amendment is effective
prospectively.
• TFRS 3 Business Combinations
The amendment clarifies that all contingent consideration arrangements classified as liabilities (or assets) arising from a business
combination should be subsequently measured at fair value through profit or loss whether or not they fall within the scope of IAS
39 (or IFRS 9, as applicable). The amendment is effective for business combinations prospectively.
• TFRS 8 Operating Segments
The changes are as follows: i) An entity must disclose the judgements made by management in applying the aggregation criteria
in IFRS 8, including a brief description of operating segments that have been aggregated and the economic characteristics (e.g.,
sales and gross margins) used to assess whether the segments are ‘similar’. ii) The reconciliation of segment assets to total assets is
only required to be disclosed if the reconciliation is reported to the chief operating decision maker. The amendment will not have
an impact on the financial position or performance of the Group.
111

2.7 Adoption of New and Revised Financial Reporting Standards (cont’d)
Annual Improvements - 2010-2012 Cycle (cont’d)
• TAS 16 Property, Plant and Equipment and TAS 38 Intangible Assets

The amendment to TAS 16.35(a) and TAS 38.80(a) clarifies that revaluation can be performed, as follows: i) Adjust the gross
carrying amount of the asset to market value or ii) determine the market value of the carrying amount and adjust the gross
carrying amount proportionately so that the resulting carrying amount equals the market value. The amendment will not have an
impact on the financial position or performance of the Group.
• TAS 24 Related Party Disclosures
The amendment clarifies that a management entity - an entity that provides key management personnel services - is a related
party subject to the related party disclosures. In addition, an entity that uses a management entity is required to disclose the
expenses incurred for management services. The amendment will not have an impact on the financial position or performance of
the Group.
• TFRS 3 Business Combinations

The amendment clarifies that: i) Joint arrangements are outside the scope of TFRS 3, not just joint ventures ii) The scope exception
applies only to the accounting in the financial statements of the joint arrangement itself. The amendment will not have an impact
on the financial position or performance of the Group.
• TFRS 13 Fair Value Measurement

The portfolio exception in TFRS 13 can be applied to financial assets, financial liabilities and other contracts within the scope of IAS
39 (or IFRS 9, as applicable). The amendment will not have an impact on the financial position or performance of the Group.
• TAS 40 Investment Property

The amendment clarifies the interrelationship of TFRS 3 and TAS 40 in determining whether the transaction is the purchase of an
asset or business combination. The amendment will not have an impact on the financial position or performance of the Group.
Standards issued but not yet effective and not early adopted
Standards, interpretations and amendments to existing standards that are issued but not yet effective up to the date of issuance of the
consolidated financial statements are as follows. The Group will make the necessary changes if not indicated otherwise, which will be
affecting the consolidated financial statements and disclosures, when the new standards and interpretations become effective.
• TFRS 9 Financial Instruments - Classification and measurement

As amended in December 2012 and February 2015, the new standard is effective for annual periods beginning on or after January
1, 2018, with early adoption permitted. Phase 1 of this new TFRS introduces new requirements for classifying and measuring
financial instruments. The amendments made to TFRS 9 will mainly affect the classification and measurement of financial assets
and measurement of fair value option (FVO) liabilities and requires that the change in fair value of a FVO financial liability
attributable to credit risk is presented under other comprehensive income. The Group will quantify the effect in conjunction with
the other phases, when the final standard including all phases is adopted by POA.
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2015 in Summary
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Standards issued but not yet effective and not early adopted (cont’d)
• TFRS 11 Acquisition of an Interest in a Joint Operation (Amendment)

TFRS 11 is amended to provide guidance on the accounting for acquisitions of interests in joint operations in which the activity
constitutes a business. This amendment requires the acquirer of an interest in a joint operation in which the activity constitutes a
business, as defined in TFRS 3 Business Combinations, to apply all of the principles on business combinations accounting in TFRS 3
and other TFRSs except for those principles that conflict with the guidance in this TFRS. In addition, the acquirer shall disclose the
information required by TFRS 3 and other TFRSs for business combinations. These amendments are to be applied prospectively for
annual periods beginning on or after January 1, 2016. Earlier application is permitted. The amendments will not have an impact
on the financial position or performance of the Group.
• TAS 16 and TAS 38 - Clarification of Acceptable Methods of Depreciation and Amortisation (Amendments to TAS 16 and TAS 38)
The amendments to TAS 16 and TAS 38, have prohibited the use of revenue-based depreciation for property, plant and equipment
and significantly limiting the use of revenue-based amortisation for intangible assets. The amendments are effective prospectively
for annual periods beginning on or after January 1, 2016. Earlier application is permitted. The amendments will not have an
impact on the financial position or performance of the Group.
• TAS 16 Property, Plant and Equipment and TAS 41 Agriculture (Amendment) - Bearer Plants
TAS 16 is amended to provide guidance that bearer plants, such as grape vines, rubber trees and oil palms should be accounted
for in the same way as property, plant and equipment in TAS 16. Once a bearer plant is mature, apart from bearing produce,
its biological transformation is no longer significant in generating future economic benefits. The only significant future
economic benefits it generates come from the agricultural produce that it creates. Because their operation is similar to that of
manufacturing, either the cost model or revaluation model should be applied. The produce growing on bearer plants will remain
within the scope of TAS 41, measured at fair value less costs to sell. Entities are required to apply the amendments for annual
periods beginning on or after January 1, 2016. Earlier application is permitted. The amendment is not applicable for the Group
and will not have an impact on the financial position or performance of the Group.
• IAS 27 Equity Method in Separate Financial Statements (Amendments to IAS 27)

In April 2015, Public Oversight Accounting and Auditing Standards Authority (POA) of Turkey issued an amendment to TAS 27
to restore the option to use the equity method to account for investments in subsidiaries and associates in an entity’s separate
financial statements. Therefore, an entity must account for these investments either:
οο At cost
οο In accordance with IFRS 9 or
οο Using the equity method defined in TAS 28
113

Standards issued but not yet effective and not early adopted (cont’d)
The entity must apply the same accounting for each category of investments. The amendment is not applicable for the Group and will
not have an impact on the financial position or performance of the Group.
• TFRS 10 and TAS 28: Sale or Contribution of Assets between an Investor and its Associate or Joint Venture (Amendments)
In February 2015, amendments issued to TFRS 10 and TAS 28, to address the acknowledged inconsistency between the
requirements in TFRS 10 and TAS 28 in dealing with the loss of control of a subsidiary that is contributed to an associate or a joint
venture, to clarify that an investor recognizes a full gain or loss on the sale or contribution of assets that constitute a business, as
defined in TFRS 3, between an investor and its associate or joint venture. The gain or loss resulting from the re-measurement at fair
value of an investment retained in a former subsidiary should be recognized only to the extent of unrelated investors’ interests in
that former subsidiary. An entity shall apply those amendments prospectively to transactions occurring in annual periods beginning
on or after January 1, 2016. Earlier application is permitted. The Group is in the process of assessing the impact of the standard on
financial position or performance of the Group.
• TFRS 10, TFRS 12 and TAS 28: Investment Entities: Applying the Consolidation Exception (Amendments to IFRS 10 and IAS 28)
In February 2015, amendments issued to TFRS 10, TFRS 12 and TAS 28, to address the issues that have arisen in applying the
investment entities exception under TFRS 10 Consolidated Financial Statements. The amendments are applicable for annual periods
beginning on or after January 1, 2016. Earlier application is permitted. The amendment is not applicable for the Group and will not
have an impact on the financial position or performance of the Group.
• TAS 1: Disclosure Initiative (Amendments to TAS 1)

In February 2015, amendments issued to TAS 1. Those amendments include narrow-focus improvements in the following five
areas: Materiality, Disaggregation and subtotals, Notes structure, Disclosure of accounting policies, Presentation of items of other
comprehensive income (OCI) arising from equity accounted investments. The amendments are applicable for annual periods
beginning on or after January 1, 2016. Earlier application is permitted. These amendments are not expected have significant impact
on the notes to the consolidated financial statements of the Group.
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Annual Improvements to TFRSs - 2012-2014 Cycle
In February 2015, POA issued, Annual Improvements to TFRSs 2012-2014 Cycle. The document sets out five amendments to four
standards, excluding those standards that are consequentially amended, and the related Basis for Conclusions. The standards affected
and the subjects of the amendments are:
• IFRS 5 Non-current Assets Held for Sale and Discontinued Operations - clarifies that changes in methods of disposal (through sale
or distribution to owners) would not be considered a new plan of disposal, rather it is a continuation of the original plan
• IFRS 7 Financial Instruments: Disclosures - clarifies that I) the assessment of servicing contracts that includes a fee for the
continuing involvement of financial assets in accordance with IFRS 7; ii) the offsetting disclosure requirements do not apply to
condensed interim financial statements, unless such disclosures provide a significant update to the information reported in the
most recent annual report
• IAS 19 Employee Benefits - clarifies that market depth of high quality corporate bonds is assessed based on the currency in which
the obligation is denominated, rather than the country where the obligation is located
• IAS 34 Interim Financial Reporting -clarifies that the required interim disclosures must either be in the interim financial statements
or incorporated by cross-reference between the interim financial statements and wherever they are included within the interim
financial report
The new standards, amendments and interpretations that are issued by the International Accounting Standards Board (IASB) but not
issued by Public Oversight Authority (POA)
The following standards, interpretations and amendments to existing IFRS standards are issued by the IASB but not yet effective up to
the date of issuance of the financial statements. However, these standards, interpretations and amendments to existing IFRS standards
are not yet adapted/issued by the POA, thus they do not constitute part of TFRS. The Group will make the necessary changes to its
consolidated financial statements after the new standards and interpretations are issued and become effective under TFRS.
• IFRS 13 Fair Value Measurement

As clarified in the Basis for Conclusions short-term receivables and payables with no stated interest rates can be held at invoice
amounts when the effect of discounting is immaterial. The amendment is effective immediately.
115

• IFRS 15 Revenue from Contracts with Customers

In May 2014, the IASB issued IFRS 15 Revenue from Contracts with Customers. The new five-step model in the standard provides
the recognition and measurement requirements of revenue. The standard applies to revenue from contracts with customers and
provides a model for the sale of some non-financial assets that are not an output of the entity’s ordinary activities (e.g., the sale of
property, plant and equipment or intangibles). IFRS 15 original effective date was January 1, 2017. However, in September 2015,
IASB decided to defer the effective date to reporting periods beginning on or after January 1, 2018, with early adoption permitted.
Entities will transition to the new standard following either a full retrospective approach or a modified retrospective approach.
The modified retrospective approach would allow the standard to be applied beginning with the current period, with no
restatement of the comparative periods, but additional disclosures are required. The Group is in the process of assessing the impact
of the standard on financial position or performance of the Group.
• IFRS 9 Financial Instruments - Final standard (2014)

In July 2014 the IASB published the final version of IFRS 9 Financial Instruments. The final version of IFRS 9 brings together the
classification and measurement, impairment and hedge accounting phases of the IASB’s project to replace IAS 39 Financial
Instruments: Recognition and Measurement. IFRS 9 is built on a logical, single classification and measurement approach for financial
assets that reflects the business model in which they are managed and their cash flow characteristics. Built upon this is a forward-
looking expected credit loss model that will result in more timely recognition of loan losses and is a single model that is applicable
to all financial instruments subject to impairment accounting. In addition, IFRS 9 addresses the so-called ‘own credit’ issue, whereby
banks and others book gains through profit or loss as a result of the value of their own debt falling due to a decrease in credit
worthiness when they have elected to measure that debt at fair value. The Standard also includes an improved hedge accounting
model to better link the economics of risk management with its accounting treatment. IFRS 9 is effective for annual periods
beginning on or after January 1, 2018. However, the Standard is available for early application. In addition, the own credit changes
can be early applied in isolation without otherwise changing the accounting for financial instruments. The Group is in the process of
assessing the impact of the standard on financial position or performance of the Group.
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2015 in Summary
Sustainability

• IFRS 16 Leases
In January 2016, the IASB has published a new standard, IFRS 16 ‘Leases’. The new standard brings most leases on-balance sheet
for lessees under a single model, eliminating the distinction between operating and finance leases. Lessor accounting however
remains largely unchanged and the distinction between operating and finance leases is retained. IFRS 16 supersedes IAS 17
‘Leases’ and related interpretations and is effective for periods beginning on or after January 1, 2019, with earlier adoption
permitted if IFRS 15 ‘Revenue from Contracts with Customers’ has also been applied. The Group is in the process of assessing the
impact of the standard on financial position or performance of the Group.
• IAS 12 Income Taxes: Recognition of Deferred Tax Assets for Unrealised Losses (Amendments)
In January 2016, the IASB issued amendments to IAS 12 Income Taxes. The amendments clarify how to account for deferred tax
assets related to debt instruments measured at fair value. The amendments clarify the requirements on recognition of deferred tax
assets for unrealised losses, to address diversity in practice. These amendments are to be retrospectively applied for annual periods
beginning on or after January 1, 2017 with earlier application permitted. However, on initial application of the amendment, the
change in the opening equity of the earliest comparative period may be recognised in opening retained earnings (or in another
component of equity, as appropriate), without allocating the change between opening retained earnings and other components
of equity. If the Group applies this relief, it shall disclose that fact. The Group is in the process of assessing the impact of the
amendments on financial position or performance of the Group.
• IAS 7 ‘Statement of Cash Flows (Amendments)

In January 2016, the IASB issued amendments to IAS 7 ‘Statement of Cash Flows’. The amendments are intended to clarify IAS
7 to improve information provided to users of financial statements about an entity’s financing activities. The improvements to
disclosures require companies to provide information about changes in their financing liabilities. These amendments are to be
applied for annual periods beginning on or after January 1, 2017 with earlier application permitted. When the Company/Group
first applies those amendments, it is not required to provide comparative information for preceding periods. The Group is in the
process of assessing the impact of the amendments on financial position or performance of the Group.
2.8 Valuation Principles Applied/Significant Accounting Policies
Valuation principles and accounting policies used in the preparation of the consolidated financial statements are as follows:
2.8.1 Revenue recognition
Revenue is measured at the fair value of the received or receivable amount. The estimated customer returns, rebates, and other similar
allowances are deducted from this amount.
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2.8 Valuation Principles Applied/Significant Accounting Policies (cont’d)
2.8.1 Revenue recognition (cont’d)
Sale of goods
Revenue from the sale of goods is recognized when all the following conditions are satisfied:
• The Group transfers the significant risks and benefits of the ownership of the goods to the buyer;
• The Group retains neither a continuing managerial involvement usually associated with ownership nor effective control over the
goods sold;
• The amount of revenue is measured reliably;
• It is probable that the economic benefits associated with the transaction will flow to the Group; and
• The costs incurred or to be incurred due to the transaction are measured reliably.
Dividend and interest revenue
Interest revenue is accrued on a time basis, by reference to the principal outstanding and at the effective interest rate applicable,
which is the rate that exactly discounts the estimated future cash receipts through the expected life of the financial asset to that asset’s
net carrying amount. Group’s interest income from time deposits is recognized in financial income. Group’s interest income from sales
with maturities is recognized in other operating income.
Rental income
Rental income from investment properties is recognized on a straight-line basis over the term of the relevant lease and recognised
under other operating income.
2.8.2 Inventories
Inventories are valued at the lower of cost or net realizable value. The costs, including an appropriate portion of fixed and variable
overhead expenses, are assigned to inventories held by the method most appropriate to the particular class of inventory, with the
majority valued by using the monthly weighted average method. Net realizable value is the estimated selling price in the ordinary
course of business, less estimated costs of completion and the estimated costs necessary to make the sale.
2.8.3 Property, plant and equipment
Property, plant and equipment purchased before 30 June 2013 are disclosed in the financial statements at their indexed historical
cost for inflation effects as at 30 June 2013, on the other hand the purchases made in 30 June 2013 and in later periods are presented
at their historical cost, less depreciation and impairment loss. Except for land and construction in progress, other tangible assets
are depreciated according to straight-line basis or units of production method basis using the expected useful lives and production
amounts of the assets.
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2.8.3 Property, plant and equipment (cont’d)
The Group’s tangible fixed assets operating in the production of iron ore and high silicon flat steel are stated in the balance sheet at
their fair value amounts at the date of acquisition. Any increase arising from the revaluation of the existing assets is recorded under
the revaluation reserve, in the shareholders’ equity. A decrease in carrying amount arising on the revaluation of assets is charged to
the consolidated income statement to the extent that it exceeds the balance in the revaluation reserve that is related to the previous
revaluation.
The carrying values of property, plant and equipment are reviewed for impairment when events or changes in circumstances
indicate the carrying value may not be recoverable. If any such indication exists and where the carrying values exceed the estimated
recoverable amount, the assets or cash-generating units are written down to their recoverable amounts. The recoverable amount of
property, plant and equipment is the greater of net selling price and value in use.
In assessing the value in use, the estimated future cash flows are discounted to their present values using a pre-tax discount rate that
reflects current market assessments of the time value of money and the risks specific to the asset. For an asset that does not generate
largely independent cash inflows, the recoverable amount is determined for the cash-generating unit to which the asset belongs.
Impairment losses are recognized in the consolidated income statement.
The rates that are used to depreciate the fixed assets are as follows:
Rates
Buildings 2-16%
Land improvements 2-33% and units of production level
Machinery and equipment 3-50% and units of production level
Vehicles 5-25% and units of production level
Furniture and fixtures 5-33%
Other tangible fixed assets 5-25%
Expenses after the capitalization are added to the cost of related asset and reflected in financial statements as a separate asset if
they shall mostly provide an economic benefit and their cost is measured in a trustable manner. Tangible assets are reviewed for
impairment if there are conditions showing that the securities are more than amount recoverable. Assets are grouped at the lowest
level which is cash-generating unit in order to determine impairment. Carrying amount of a tangible asset and recoverable value is the
one which is higher than the net sales price following the deduction of commensurable value for the sale of the asset. Useful life of
assets are reviewed as of date of balance sheet and adjusted, if required.
Maintenance and repair expenses are recorded as expense to the comprehensive income statement of the related period. The
Company omits the carrying values of the changed pieces occurred with respect to renovations from the balance sheet without
considering whether they are subject to depreciation in an independent manner from other sections. Main renovations are subject to
deprecation based on the shortest of residual life of the related tangible asset or useful life of the renovation itself.
Advances paid related to purchasing of tangible assets are monitored in prepaid expenses under fixed assets until the related asset is
capitalized or recognized under on-going investments.
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2.8.4 Intangible assets
Intangible assets purchased before 30 June 2013 are recognized at their acquisition cost indexed for inflation effects as at 30 June
2013, on the other hand the purchases made in and after 30 June 2013 are recognized at acquisition cost less any amortization and
impairment loss. Intangible assets are amortized principally on a straight-line basis over their estimated useful lives and production
amounts. The estimated useful life and amortization method are reviewed at the end of each annual reporting period, and any
changes in the estimate are accounted for on a prospective basis.
The amortization rates of the intangible assets are stated below:
Rates
Rights 2-33%
Exploration costs and other intangible fixed assets with special useful lives 5-10% and units of production
Other intangible fixed assets 20-33%
2.8.5 Investment properties
Investment properties, which are held to earn rental income and/or for capital appreciation are measured initially at cost any
accumulated impairment losses.
Investment properties are derecognized when either they have been disposed of or when the investment property is permanently
withdrawn from use and no future economic benefit is expected from its disposal. Any gains or losses on the retirement or disposal of
an investment property are recognized in the consolidated statement of income under other operating income/(expense).
2.8.6 Impairment of assets
Assets subject to depreciation and amortization are tested for impairment when events or changes in circumstances indicate the
carrying value may not be recoverable. An impairment loss is recognized for the amount by which the asset’s carrying amount
exceeds its recoverable amount. The recoverable amount is the greater of net selling price and value in use. Recoverable amounts
are estimated for individual assets (for the cash-generating unit). Non-financial assets that are impaired are evaluated for reversal of
impairment amount at each reporting date.
2.8.7 Borrowing costs
Borrowing costs that are directly attributable to the acquisition, construction or production of qualifying assets, one that takes a
substantial period of time to get ready for use or sale, are capitalized as part of the cost of that asset in the period in which the asset is
prepared for its intended use or sale. Investment revenues arising from the temporary utilization of the unused portion of facility loans
are netted off from the costs eligible for capitalization.
All other borrowing costs are recognized directly in the consolidated income statement of the period in which they are incurred.
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2.8.8 Financial instruments
Financial assets and financial liabilities are recognized in the Group’s consolidated balance sheet when the Group becomes a legal
party for the contractual provisions of the financial instrument.
Financial assets
Financial assets, are initially measured at fair value, less transaction costs except for those financial assets classified as at fair value
through profit or loss, which are initially measured at fair value. All financial assets are recognized and derecognized on a trade
date where the purchase or sale of a financial asset is under a contract whose terms require delivery of the financial asset within the
timeframe established by the market.
Financial assets are classified into the following specified categories: financial assets as ‘at fair value through profit or loss’, ‘held-to-
maturity investments’, ‘available-for-sale financial assets’ and ‘loans and receivables’. The classification depends on the nature and
purpose of the financial assets and is determined at the time of initial recognition.
Effective interest method
The effective interest rate method is a method of calculating the amortized cost of a financial asset and of allocating the interest
income over the relevant period. The effective interest rate is the ratio exactly discounts the estimated future cash receipts through the
expected life of the financial asset to the net present value of the financial asset or in a shorter period where appropriate.
Incomes related to the debt instruments that are held to maturity and are available for sale, and financial assets that are classified as
loans and receivables are calculated according to the effective interest rate method.
Available for sale financial assets
Some of the shares and long term marketable securities held by the Group are classified as available for sale and recognized at their
fair values.
The financial assets, which are not priced in an active market and the fair value cannot be recognized accurately, are recognized at cost
less accumulated impairments.
Gains and losses arising from changes in fair value are recognized directly in the investments revaluation reserve with the exception
of impairment losses, interest calculated using the effective interest method and foreign exchange gains and losses on monetary
assets which are recognized directly in the consolidated income statement. Where the investment is disposed of or is determined to
be impaired, the cumulative gain or loss previously recognized in the investments revaluation reserve is included in the consolidated
income statement for the period.
Dividends associated with the available for sale equity instruments are recognized in consolidated income statement when the Group
has the right to receive the related payments.
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2.8.8 Financial instruments (cont’d)
Financial assets (cont’d)
Receivables
Trade receivables and other receivables are initially recognized at their fair value. Subsequently, receivables are measured at amortized
cost using the effective interest method.
Impairment of financial assets
Financial assets, other than those at fair value through profit or loss, are assessed for indicators of impairment at each reporting
period. Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the
initial recognition of the financial asset, the estimated future cash flows of the investment have been impacted.
For receivables, the amount of the impairment is the difference between the asset’s carrying amount and the present value of
estimated future cash flows, discounted at the original effective interest rate.
The carrying amount of the financial asset is reduced by the impairment loss directly for all financial assets with the exception of trade
receivables where the carrying amount is reduced through the use of an allowance account. When a trade receivable is uncollectible,
it is written off against the allowance account. Subsequent recoveries of amounts previously written off are credited against the
allowance account. Changes in the carrying amount of the allowance account are recognized in the consolidated income statement
under general administrative expenses.
With the exception of available for sale equity instruments, if, in a subsequent period, the amount of the impairment loss decreases
and the decrease can be related objectively to an event occurring after the impairment was recognized, the previously recognized
impairment loss is reversed through profit or loss to the extent that the carrying amount of the investment at the date the impairment
is reversed does not exceed what the amortized cost would have been had the impairment not been recognized.
In respect of available for sale equity securities, any increase in fair value subsequent to an impairment loss is recognized directly in the
consolidated statement of comprehensive income.
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and demand deposits and other short-term highly liquid investments which their
maturities are three-months or less from date of acquisition and that are readily convertible to a known amount of cash and are
subject to an insignificant risk of changes in value. The carrying amount of these assets approximates their fair value.
Financial liabilities
Financial liabilities and equity instruments issued by the Group are classified according to the substance of the contractual
arrangements entered into and the definitions of a financial liability and an equity instrument. An equity instrument is any contract
that evidences a residual interest in the assets of the Group after deducting all of its liabilities. The accounting policies adopted for
specific financial liabilities and equity instruments are set out below.
Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities.
122
2015 in Summary
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2.8.8 Financial instruments (cont’d)
Financial liabilities (cont’d)
Other financial liabilities
Other financial liabilities are initially accounted at fair value, net of transaction costs.
Subsequently other financial liabilities are accounted at amortized cost using the effective interest method, with interest expense
recognized on an effective interest rate basis.
The effective interest method is a method of calculating the amortized cost of a financial liability and of allocating the interest expense
to the relevant period. The effective interest rate is the rate that exactly discounts the estimated future cash payments through the
expected life of the financial liability, or, where appropriate, a shorter period to the net carrying amount.
Derivative financial instruments and hedge accounting
Derivatives are initially recognized at cost of acquisition and are subsequently accounted to their fair value at the end of each
reporting period. The method of recognizing the result of gain or loss is dependent on the nature of the item being hedged.
On the date a derivative contract is entered into, the Group designates certain derivatives as either a hedge of the fair value of a
recognized asset or liability (fair value hedge) or a hedge from changes that could affect the statement of income due to a specific risk
in cash flow of a forecasted transaction (cash flow hedge). Fair value of the Group’s interest swap contracts is determined by valuation
methods depending on analyzable market data.
Changes in the fair value of the derivatives that are designated and qualified as cash flow hedges and that are highly effective, are
recognized in equity as hedging reserve. Where the forecasted transaction or firm commitment results in the recognition of an asset or
a liability, the gains and losses previously booked under equity are transferred from equity and included in the initial measurement of
the cost of acquisition of the asset or liability. Otherwise, amounts booked under equity are transferred to the consolidated statement
of income and classified as revenue or expense in the period in which the hedged item affects the statement of income.
When the hedging instrument expires, is sold, or when a hedge no longer meets the criteria for hedge than hedge accounting is
terminated. Any cumulative gain or loss existing in equity at that time remains in equity and is recognized when the committed or
forecasted transaction ultimately is recognized in the statement of income. However, if the hedged transaction is not realized, the
cumulative gain or loss that was reported in equity is immediately transferred to the profit or loss of the current period.
The Group measures the derivative financial instruments held for fair value hedge purpose with their fair values and recognizes them
in the consolidated income statement under financial income/(expense).
123

2.8.9 The effects of foreign exchange rate changes
Foreign currency transactions are recorded at the rates of exchange prevailing on the dates of the transactions. Assets and liabilities
denominated in foreign currencies are converted at the exchange rates prevailing on the balance sheet date.
The Group records foreign currency (currencies other than the functional currency of the related company) transactions using
exchange rates of the date the transaction is completed. Foreign currency monetary items are evaluated with exchange rates as
of reporting date and arising foreign exchange income/expenses are recorded in consolidated statement of income. All monetary
assets and liabilities are evaluated with exchange rates of the reporting date and related foreign currency translation differences are
transferred to consolidated statement of income. Non-monetary foreign currency items that are recognized at cost are evaluated with
historic exchange rates. Non-monetary foreign currency items that are recognized at fair value are evaluated with exchange rates of
the dates their fair values are determined.
2.8.10 Earnings per share
Earnings per share, disclosed in the consolidated income statement, are determined by dividing the net income attributable to equity
holders of the parent by the weighted average number of shares outstanding during the period concerned.
In Turkey, companies can increase their share capital by distributing “bonus shares” to shareholders from retained earnings. In
computing earnings per share, such “bonus share” distributions are assessed as issued shares. Accordingly, the weighted-average
number of shares are computed by taking into consideration of the retrospective effects of the share distributions.
2.8.11 Subsequent events
Subsequent events include all events that take place between the balance sheet date and the date of authorization for the release
of the balance sheet, although the events occurred after the announcements related to the net profit/loss or even after the public
disclosure of other selective financial information.
In the case that events occur requiring an adjustment, the Group adjusts the amounts recognized in its consolidated financial
statements to reflect the adjustments after the balance sheet date. Post period end events that are not adjusting events are disclosed
in the notes when material.
2.8.12 Provisions, contingent liabilities and contingent assets
Provisions are recognized when the Group has a present obligation as a result of a past legal or subtle event, where it is probable
that the Group will be required to settle that obligation and when a reliable estimate can be made of the amount of the obligation.
Contingent liabilities are assessed continuously to determine the probability of outflow of the economically beneficial assets. For
contingent liabilities, when an outflow of resources embodying economic benefits are probable, provision is recognized for this
contingent liability in the period when the probability has changed, except for the cases where a reliable estimate cannot be made.
When the Group’s contingent liabilities’ availability is possible but the amount of resources containing the economic benefits cannot
be measured reliably, then the Group discloses this fact in the notes.
124
2015 in Summary
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2.8.13 Related parties
A related party is a person or entity that is related to reporting entity, the entity that is preparing its financial statements.
(a) A person or a close member of that person’s family is related to a reporting entity if that person:
(i) has control or joint control over the reporting entity;
(ii) has significant influence over the reporting entity; or
(iii) is a member of the key management personnel of the reporting entity or of a parent of the reporting entity.
(b) An entity is related to a reporting entity if any of the following conditions applies:
(i) The entity and the reporting entity are members of the same group (which means that each parent, subsidiary and fellow
subsidiary is related to the others).
(ii) One entity is an associate or joint venture of the other entity (or an associate or joint venture of a member of a group of which
the other entity is a member).
(iii) Both entities are joint ventures of the same third party.
(iv) One entity is a joint venture of a third entity and the other entity is an associate of the third entity.
(v) The entity is a post-employment benefit plan for the benefit of employees of either the reporting entity or an entity related to
the reporting entity. If the reporting entity is itself such a plan, the sponsoring employers are also related to the reporting entity.
(vi) The entity is controlled or jointly controlled by a person identified in (a).
(vii) A person identified in (a)(i) has significant influence over the entity or is a member of the key management personnel of the
entity (or of a parent of the entity).
A related party transaction is a transfer of resources, services or obligations between a reporting entity and a related party, regardless
of whether a price is charged.
2.8.14 Taxation and deferred income taxes
Turkish tax legislation does not permit a parent company and its subsidiary to file a consolidated tax return. Therefore, provisions for
taxes, as reflected in the consolidated financial statements, have been calculated on a separate-entity basis.
Income tax expense represents the sum of the current tax and deferred tax.
Current tax
The tax currently payable is based on taxable profit for the year. Taxable profit differs from profit as reported in the consolidated
income statement because it excludes items of income or expense that are taxable or deductible in future and it further excludes
items that are never taxable or deductible. The Group’s liability for current tax is calculated using tax rates that have been enacted or
substantively enacted by the balance sheet date.
125

2.8.14 Taxation and deferred income taxes (cont’d)
Deferred tax
Deferred tax is determined by calculating the temporary differences between the carrying amounts of assets/liabilities in the financial
statements and the corresponding tax bases, used in the computation of the taxable profit, using currently enacted tax rates. Deferred
tax liabilities are generally recognized for all taxable temporary differences where deferred tax assets resulting from deductible
temporary differences are recognized to the extent that it is probable that future taxable profit will be available against which the
deductible temporary difference can be utilized. Such assets and liabilities are not recognized if the temporary difference arises from
goodwill or from the initial recognition (other than in a business combination) of other assets and liabilities in a transaction that
affects neither the taxable profit nor the accounting profit.
Deferred tax liabilities are recognized for taxable temporary differences associated with investments in subsidiaries and associates, and
interests in joint ventures, except where the Group is able to control the reversal of the temporary difference and it is probable that
the temporary difference will not reverse in the foreseeable future. Deferred tax assets arising from deductible temporary differences
associated with such investments and interests are only recognized if it is probable that there will be sufficient taxable profits against
which to utilize the benefits of the temporary differences and they are expected to reverse in the foreseeable future.
The carrying amount of deferred tax assets is reviewed at each balance sheet date and reduced to the extent that it is no longer
probable that sufficient taxable profits will be available to allow all or part of the asset to be recovered.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the liability is settled
or the asset realized, based on tax rates (and tax laws) that have been enacted or substantively enacted by the balance sheet date.
The measurement of deferred tax liabilities and assets reflects the tax consequences that would follow from the manner in which the
Group expects, at the reporting date, to recover or settle the carrying amount of its assets and liabilities.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current tax assets against current tax
liabilities and when they relate to income taxes levied by the same taxation authority and the Group intends to settle its current tax
assets and liabilities on a net basis.
Current and deferred tax for the period
Current and deferred tax are recognized as an expense or income in the consolidated income statement, except when they relate to
the items credited or debited directly to the equity (in this case the deferred tax related to these items is also recognized directly in the
equity), or where they arise from the initial accounting of a business combination. In the case of a business combination, the tax effect
is taken into account in calculating goodwill or determining the excess of the acquirer’s interest in the net fair value of the acquiree’s
identifiable assets, liabilities and contingent liabilities over cost.
126
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Sustainability

2.8.15 Employee benefits
According to the Turkish and Romanian law and union agreements, employee termination payments are made to employees in the
case of retiring or involuntarily leaving. Such payments are considered as a part of defined retirement benefit plan in accordance with
IAS19 (revised) “Employee Benefits” (“IAS 19”).
The termination indemnities accounted in the balance sheet and seniority incentive premium in accordance with the union
agreements in force represent the present value of the residual obligation. Actuarial gains and losses, on the other hand, are
recognized in the statement of other comprehensive income.
The Group makes certain assumptions about discount rates, inflation rates, future salary increases and employee turnover rates in
calculation of provisions for employee benefits. The present value of employee benefits is calculated by an independent actuary and
some changes are done in accounting assumptions used in calculations. The impact of the changes in assumptions is recognized in the
statement of income. The details related with the defined benefit plans are stated in Note 15.
Liabilities due to unused vacations classified as provisions due to employee benefits are accrued and discounted if the discount effect
is material.
The Group companies operating in Turkey are required to pay social insurance premiums to the Social Security Agency. As long as it
pays these insurance premiums, the Group does not have any further obligation. These premiums are reflected in the payroll expenses
incurred in the period.
2.8.16 Government grants and incentives
Government grants and incentives are recognized at fair value when there is assurance that these grants and incentives will be
received and the Group has met all conditions required. Government grants and incentives related to costs are recognized as revenue
during the periods they are matched with the costs they will cover.
127

2.8.17 Statement of cash flows
Cash flows during the period are classified and reported as operating, investing and financing activities in the consolidated statement
of cash flows.
Cash flows arising from operating activities represent the cash flows that are used in or provided by the Group’s steel products and
metal sales activities.
Cash flows arising from investment activities represent the cash flows that are used in or provided by the investing activities (direct
investments and financial investments) of the Group.
Cash flows arising from financing activities represent the cash proceeds from the financing activities of the Group and the repayments
of these funds.
Cash and cash equivalents comprises of the cash on hand, the demand deposits and highly liquid other short-term investments which
their maturities are three months or less from the date of acquisition, are readily convertible to cash and are not subject to a significant
risk of changes in value.
The translation difference that occurs due to translation from functional currency to presentation currency is shown as translation
difference on cash flow statement.
2.8.18 Share capital and dividends
Common shares are classified as equity. Dividends on common shares are recognized in equity in the period which they are approved
and declared.
2.8.19 Treasury shares
When share capital recognized as equity is repurchased, the amount of the consideration paid which includes directly attributable
costs, is net of any tax effects, and is recognized as a deduction from equity. Repurchased shares are classified as treasury shares
and are presented as a deduction from total equity. When treasury shares are sold or reissued subsequently, the amount received is
recognized as an increase in equity, and the resulting surplus or deficit on the transaction is transferred to/from retained earnings.
NOTE 3 - SEGMENTAL REPORTING
The operations of the Group in İskenderun and Ereğli have been defined as geographical segments. However, the segments with
similar economic characteristics have been combined into a single operating segment considering the nature of the products and the
production processes, methods to allocate the products and the type of customers or to provide services.
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Sustainability

NOTE 4 - CASH AND CASH EQUIVALENTS
The detail of cash and cash equivalents as of 31 December 2015 and 31 December 2014 is as follows:
31 December 31 December
2015 2014
Cash 28 27
Banks - demand deposits 45.482 52.083
Banks - time deposits 2.889.193 2.134.700
2.934.703 2.186.810
Time deposit interest accruals (-) (4.005) (5.037)
Cash and cash equivalents excluding interest accruals 2.930.698 2.181.773
The breakdown of demand deposits is presented below:
2015 2014
US Dollars 16.775 19.530

TRY 19.328 15.511
EURO 8.775 10.146
Romanian Lei 493 6.746
GB Pound 15 13
Japanese Yen 4 137
Other 92 -
45.482 52.083
The breakdown of time deposits is presented below:
2015 2014
US Dollars 2.866.533 1.768.703

TRY 9.504 357.129
EURO 13.016 8.745
Romanian Lei 140 123
2.889.193 2.134.700
Group’s bank deposits consist of deposits with maturity from 1 day to 3 months depending on immediate cash needs. Interest is
received based on current short-term rates on the market.
129

NOTE 5 - FINANCIAL DERIVATIVE INSTRUMENTS
The detail of financial derivative instruments as of 31 December 2015 and 31 December 2014 is as follows:

Asset Liability Asset Liability
Fair value hedging derivative financial assets
Forward contracts 9.122 85 18.776 3.957
Option contracts 1.709 - 2.353 659
Cross currency swap contracts 52.913 14.015 49.443 12.379
63.744 14.100 70.572 16.995
Cash flow hedging derivative financial assets
Forward contracts for cash flow hedges of currency risk
of sales 12.571 640 17.028 -
Cross currency swap contracts for cash flow hedges of
currency risk of borrowings 10.182 24.555 4.513 9.570
Interest rate swap contracts for cash flow hedges of
interest rate risk of borrowings 72 703 - 2.103
Commodity swap contracts for cash flow hedges of
price fluctuations of raw material purchases 440 852 199 1.267
23.265 26.750 21.740 12.940

87.009 40.850 92.312 29.935
130
2015 in Summary
Sustainability

NOTE 5 - FINANCIAL DERIVATIVE INSTRUMENTS (cont’d)
Derivative instruments for fair value hedge
As of 31 December 2015 and 31 December 2014, the details of forward, option and cross currency swap transactions for fair value
hedge are as follows:
Assets Liabilities
Nominal Fair Nominal Fair
31 December 2015 Value Value Value Value
Forward contracts
Buy USD/Sell EUR Less than 3 months 141.485 8.571 17.848 85
Buy USD/Sell EUR Between 3-6 months 14.154 551 - -
155.639 9.122 17.848 85

Options contracts
Buy USD/Sell EUR Less than 3 months 11.187 1.709 - -
11.187 1.709 - -

Cross currency / interest rates swap contracts
Buy USD/Sell TRY Between 6-12 months 44.841 22.386 44.841 13.946
Buy EUR/Sell TRY More than 12 months 88.421 30.527 88.421 69
133.262 52.913 133.262 14.015
300.088 63.744 151.110 14.100
Assets Liabilities
Nominal Nominal
31 December 2014 Value Fair Value Value Fair Value

Forward contracts
Buy USD/Sell TRY Less than 3 months 441.870 18.776 - -
Buy TRY/Sell USD Less than 3 months - - 77.876 3.957
441.870 18.776 77.876 3.957

Options contracts
Buy TRY/Sell USD Less than 3 months 11.598 1.108 23.196 214
Buy USD/Sell EUR Between 6-12 months 11.843 696 23.686 348
Buy USD/Sell EUR More than 12 months 8.935 549 17.871 97
32.376 2.353 64.753 659
Cross currency swap contracts

Buy USD/Sell TRY More than 12 months 50.066 18.630 50.066 9.126
Buy EUR/Sell TRY More than 12 months 117.734 30.813 117.734 3.253
167.800 49.443 167.800 12.379
642.046 70.572 310.429 16.995
131

Derivative instruments for cash flow hedge
Forward contracts for cash flow hedges of currency risk of sales:
Buy USD - Sell EUR forward contracts measured at fair value through other comprehensive income are designated as hedging
instruments in cash flow hedges of forecast sales in EUR. These forecast transactions are highly probable and their maturities vary
between January 2016 and March 2017.
The terms and conditions of the forward contracts match the terms and conditions of the expected highly probable forecast sales in
EUR. As a result, no hedge ineffectiveness arises requiring recognition and is tracked under other comprehensive income/expense
accounts since the aforementioned derivative transaction is a cash flow hedge derivative transaction until the sales is realized in
accordance with hedge accounting. TRY 8.450 thousand is recognised on consolidated statement of income until the collection is
made following the recording of revenue.
In respect of these contracts which has a nominal value of TRY 623.640 thousand for the purpose of hedging cash flow risk, with
related deferred tax effect TRY 11.931 thousand was included in other comprehensive income (31 December 2014: TRY 17.028
thousand).
As of 31 December 2015, TRY 50.635 thousand realised reclassification from other comprehensive income to sales during the year
(31 December 2014: None).
Cross currency and interest rate swap contracts for cash flow hedges of interest rate and currency risk of borrowings.
Group has fixing contracts for future interest and principle payments of floating interest rate borrowings. The fair values of these
contracts match the floating rate borrowings and was included in other comprehensive income. The maturities of these transactions
will be completed in December 2017.
The terms and conditions of those contracts match the terms and conditions of the floating rate borrowings. As a result, no hedge
ineffectiveness arises requiring recognition through profit or loss.
In respect of these contracts which has a nominal value of TRY 201.186 thousand, for the purpose of hedging cash flow risk, with
related deferred tax effect TRY (15.004) thousand was included in other comprehensive income (31 December 2014: TRY (7.160)
thousand).
Commodity swap contracts for hedges of price risk of raw material purchases:
The Group purchases iron ore on an ongoing basis as its operating activities. The Group has concluded iron ore swap contracts in order
to be protected from price risk of iron ore which shall be supplied in future and shall be used in the production of related sales in line
with its contracted sales.
Group’s iron ore forward contracts measured at fair value through other comprehensive income match iron ore price risk associated
with future long term sales contracts. These sales are highly probable and terms and conditions of iron ore forward contracts match
sales terms. As a result, no hedge ineffectiveness arises requiring recognition through profit or loss.
132
2015 in Summary
Sustainability

Derivative instruments for cash flow hedge (cont’d)
Commodity swap contracts for hedges of price risk of raw material purchases (cont’d):
The maturities of these 100 thousands tons of iron ore contracts which has a nominal value of TRY 12.117 thousand, are vary
between January 2016 and January 2017 and fair value with related deferred tax effect, TRY (412) thousand was included in other
comprehensive income.
As of 31 December 2015, TRY 2.493 thousand realised reclassification from other comprehensive income to cost of inventories during
the year (31 December 2014: None).
NOTE 6 - FINANCIAL LIABILITIES
Breakdown of financial liabilities is as follows:
2015 2014
Short term financial liabilities 24.286 637.577

Current portion of long term financial liabilities 1.047.256 1.222.019
Corporate bonds issued - 206.233
Total short term financial liabilities 1.071.542 2.065.829
Long term financial liabilities 1.904.361 1.347.905

Total long term financial liabilities 1.904.361 1.347.905
2.975.903 3.413.734
As of 31 December 2015, the breakdown of the Group’s loans with their original currency and their weighted average interest rates is
presented as follows:
Weighted
Average Rate of Short Term Long Term
Interest Type Type of Currency Interest (%) Portion Portion 31 December 2015
No interest TRY - 24.286 - 24.286

Fixed TRY 9,26 170.482 12.865 183.347
Fixed US Dollars 3,99 22.925 52.523 75.448
Fixed EURO 3,27 2.422 46.725 49.147
Floating US Dollars Libor+2,03 717.249 1.619.418 2.336.667
Floating EURO Euribor+0,5 103.824 143.919 247.743
Floating Japanese Yen JPY Libor+0,22 30.354 28.911 59.265
1.071.542 1.904.361 2.975.903
133

NOTE 6 - FINANCIAL LIABILITIES (cont’d)
As of 31 December 2014, the breakdown of the Group’s loans with their original currency and their weighted average interest rates is
presented as follows:
Weighted
Average Rate of Short Term Long Term
Interest Type Type of Currency Interest (%) Portion Portion 31 December 2014
No interest TRY - 24.300 - 24.300

Fixed TRY 9,10 196.110 166.462 362.572
Fixed US Dollars 1,68 396.802 58.794 455.596
Fixed EURO 5,50 955 2.971 3.926
Floating TRY Trlibor+1,5 206.233 - 206.233
Floating US Dollars Libor+2,18 1.113.305 889.051 2.002.356
Floating EURO Euribor+0,32 103.141 185.311 288.452
Floating Japanese Yen JPY Libor+0,22 24.983 45.316 70.299
2.065.829 1.347.905 3.413.734
The breakdown of the loan repayments with respect to their maturities as follows:
2015 2014
Within 1 year 1.071.542 2.065.829

Between 1-2 years 921.923 588.577
Between 2-3 years 488.184 522.255
Between 3-4 years 328.902 137.072
Between 4-5 years 163.914 16.680
Five years or more 1.438 83.321
2.975.903 3.413.734
134
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Sustainability

NOTE 7 - TRADE RECEIVABLES AND PAYABLES
As of the balance sheet date, the details of the Group’s trade receivables are as follows:
2015 2014
Short term trade receivables
Trade receivables 1.670.078 1.784.623
Due from related parties (Note 29) 43.130 36.409
Notes receivables - 42
Discount on receivables (-) (2.586) (2.107)
Provision for doubtful trade receivables (-) (77.993) (62.107)
1.632.629 1.756.860
The movement of the provision for short term doubtful trade receivables are as follows:
1 January - 1 January -
Opening balance 62.107 61.380

Provision for the period 8.210 1.804
Doubtful receivables collected (-) (126) -
Provision released (-) (1.303) (62)
Translation difference 9.105 (1.015)
Closing balance 77.993 62.107
According to the market conditions and product types, a certain interest charge is applied for deferred trade receivables and overdue
interest is applied for overdue trade receivables.
As the Group provides services and products to a large number of customers, collection risk is widely distributed amongst these
customers and there is no significant credit risk exposure. Therefore, the Group does not provide for any further provision beyond the
doubtful receivables provisions that the Group has already provided for in the consolidated financial statements.
As of the balance sheet date, there is no significant amount of overdue receivables within the trade receivables.
Other explanatory notes related to the credit risk of the Group are disclosed in Note 30.
The Group provides provision according to the balances of all unsecured receivables under legal follow up.
135

NOTE 7 - TRADE RECEIVABLES AND PAYABLES (cont’d)
As of the balance sheet date, the details of the Group’s trade payables are as follows:
Short term trade payables 2015 2014
Trade payables 557.016 400.717

Due to related parties (Note 29) 26.630 18.329
Discount on trade payables (-) (3.086) (1.791)
Expense accruals 1.643 324
582.203 417.579
NOTE 8 - OTHER RECEIVABLES AND PAYABLES
As of the balance sheet date, the details of the Group’s other receivables and payables are as follows:
Short term other receivables 2015 2014
Receivables from water system construction 1.763 3.527

Deposits and guarantees given 306 273
2.069 3.800
Long term other receivables 2015 2014
Receivables from Privatization Authority 67.397 62.403

Receivables from water system construction 14.036 22.836
Deposits and guarantees given 1.033 902
Provision for receivables from Privatization Authority (-) (67.397) (62.403)
15.069 23.738
136
2015 in Summary
Sustainability

NOTE 8 - OTHER RECEIVABLES AND PAYABLES (cont’d)
The movement of the provision for other doubtful receivables are as follows:

Other doubtful receivables collected (-) (482) -
Translation difference 40 (254)
Short term other payables 2015 2014
Taxes payable 3.093 951
Employee’s income tax payables 21.453 24.202
Deposits and guarantees received 7.394 5.248
Dividend payables to shareholders (*) 1.740 1.190
33.680 31.591
(*)
Dividend payable represents the uncollected balances by shareholders related to the prior years.
NOTE 9 - INVENTORIES
As of the balance sheet date, the details of the Group’s inventories are as follows:
2015 2014
Raw materials 730.302 773.832

Work in progress 473.829 648.460
Finished goods 890.682 877.211
Spare parts 603.435 480.502
Goods in transit 409.524 361.212
Other inventories 298.551 228.924
Allowance for impairment on inventories (-) (168.433) (111.752)
3.237.890 3.258.389
137

NOTE 9 - INVENTORIES (cont’d)
The movement of the allowance for impairment on inventories:

Provision released (-) (12.256) (15.013)
Translation difference 29.845 8.075
The Group has provided an allowance for the impairment on the inventories of finished goods, work in progress and raw materials
within the scope of aging reports in the cases when their net realizable values are lower than their costs or for slow moving
inventories. The provision released has been recognized under cost of sales (Note 21).
NOTE 10 - PREPAID EXPENSES
As of the balance sheet date, the details of the Group’s short term prepaid expenses are as follows:
2015 2014
Insurance expenses 31.477 20.250

Order advances given 6.465 4.200
Prepaid utility allowance to employees 6.619 6.622
Other prepaid expenses 8.193 6.248
52.754 37.320
As of the balance sheet date, the details of the Group’s long term prepaid expenses are as follows:
2015 2014
Order advances given 28.490 18.949

Insurance expenses 12.596 3.787
Other prepaid expenses 2.853 2.612
43.939 25.348
138
2015 in Summary
Sustainability

NOTE 11 - INVESTMENT PROPERTIES
Cost 31 December 2015 31 December 2014
As of 1 January 57.691 51.647

Additions - 1.488
Disposals (568) -
Translation difference 14.608 4.556
As of 31 December 71.731 57.691
Book value 71.731 57.691
According to the recent valuation reports, the fair value of the Group’s investment properties is TRY 174.782 thousand
(31 December 2014: TRY 216.760 thousand). The fair values of the investment properties have been determined in reference to the
valuations of independent valuation firms authorized by the CMB of Turkey. The valuations are undertaken predominantly by using
the precedent values of similar properties as references under market approach.
According to the decision of Board of Directors of the Company, dated 10 April 2015 and numbered 9350; the investment properties
of the Group located in Balıkesir, Edremit District, Altınoluk town, are sold on 15 April 2015 in return for the value of TRY 46.000
thousand. TRY 45.767 thousand profit from investment property sales, recognised under other operating income.
The Group’s all investment properties consist of land parcels.
For the year ended 31 December 2015, the Group generated rent income amounting to TRY 377 thousand (31 December 2014: TRY
256 thousand) recognized under other operating income.
139

NOTE 12 - PROPERTY, PLANT AND EQUIPMENT

Other
Land Machinery Furniture Property, Construction
Improve- and and Plant and in Progress
Land ments Buildings equipment Vehicles Fixtures Equipment (CIP) Total
Cost
Opening balance as of 1
January 136.061 1.917.551 3.005.236 12.622.883 786.026 384.588 29.062 394.444 19.275.851
Transfers (****) - - - - - - 4.206 - 4.206
Translation difference 30.816 478.001 761.406 3.206.481 161.833 74.677 8.893 106.464 4.828.571
Additions (*) 290 1.374 827 81.255 14.168 14.533 9.156 416.384 537.987
Transfers from CIP (**) 6.676 21.813 48.335 258.136 1.461 2.482 13.847 (356.824) (4.074)
Disposals - (110) (736) (60.878) (5.023) (2.008) (5.144) - (73.899)
Closing balance as of
31 December 2015 173.843 2.418.629 3.815.068 16.107.877 958.465 474.272 60.020 560.468 24.568.642
Accumulated Depreciation
January - (1.331.471) (2.052.408) (6.995.000) (459.676) (197.737) (20.526) (19.676) (11.076.494)
Transfers (****) - - - - - - (1.615) - (1.615)
Translation difference - (336.009) (523.730) (1.784.145) (80.044) (27.913) (5.021) (4.995) (2.761.857)
Charge for the period - (51.124) (75.059) (374.028) (27.694) (17.343) (4.400) - (549.648)
Impairment (***) - - (17) (1.963) - - - - (1.980)
Disposals - 67 713 47.905 4.998 1.717 2.521 - 57.921
31 December 2015 - (1.718.537) (2.650.501) (9.107.231) (562.416) (241.276) (29.041) (24.671) (14.333.673)
Net book value as of

31 December 2014 136.061 586.080 952.828 5.627.883 326.350 186.851 8.536 374.768 8.199.357

31 December 2015 173.843 700.092 1.164.567 7.000.646 396.049 232.996 30.979 535.797 10.234.969
(*)
The amount of capitalized borrowing cost is TRY 388 thousand for the current period (31 December 2014: TRY 3.936 thousand).
(**)
TRY 4.074 thousand is transferred to intangible assets (Note 13).
The Group review the amount of discarded fixed asset which is not able to generate cash flows independently. Accordingly, the review led to the recognition of an
(***)
impairment loss of TRY (1.980) thousand that has been recognized in profit or loss under other operating expenses (Note 24). (31 December 2014: TRY (18.555) thousand).
(****)
The Group’s opening balances of leasehold improvements under intangible assets transferred to other property, plant and equipment.
As of 31 December 2015, the Group has no collaterals or pledges upon its tangible assets. (31 December 2014: None).
140
2015 in Summary
Sustainability

NOTE 12 - PROPERTY, PLANT AND EQUIPMENT (cont’d)

Other
Land Machinery Furniture Property, Construction
Improve- and and Plant and in Progress
Land ments Buildings equipment Vehicles Fixtures Equipment (CIP) Total
Cost
January 122.007 1.724.939 2.721.371 11.379.466 731.536 354.805 23.577 429.980 17.487.681
Translation difference 8.669 148.388 235.353 990.267 50.047 22.931 1.635 33.161 1.490.451
Additions 400 381 560 59.157 3.810 12.682 4.425 248.883 330.298
Transfers from CIP (*) 4.985 43.843 47.952 208.186 1.770 7.039 78 (317.580) (3.727)
Disposals - - - (14.193) (1.137) (12.869) (653) - (28.852)
31 December 2014 136.061 1.917.551 3.005.236 12.622.883 786.026 384.588 29.062 394.444 19.275.851
Accumulated Depreciation
January - (1.187.900) (1.828.208) (6.178.044) (414.762) (186.916) (18.295) - (9.814.125)
Translation difference - (103.488) (160.523) (543.162) (23.834) (8.373) (1.319) (1.121) (841.820)
Charge for the period - (40.083) (63.677) (285.197) (22.121) (13.885) (1.565) - (426.528)
Impairment - - - - - - - (18.555) (18.555)
Disposals - - - 11.403 1.041 11.437 653 - 24.534
31 December 2014 - (1.331.471) (2.052.408) (6.995.000) (459.676) (197.737) (20.526) (19.676) (11.076.494)

31 December 2013 122.007 537.039 893.163 5.201.422 316.774 167.889 5.282 429.980 7.673.556

31 December 2014 136.061 586.080 952.828 5.627.883 326.350 186.851 8.536 374.768 8.199.357
(*)
TRY 3.727 thousand is transferred to intangible assets (Note 13).
The breakdown of depreciation expenses related to property, plant and equipment is as follows:
2015 2014
Associated with cost of production 523.859 402.224
General administrative expenses 6.846 10.507
Marketing, sales and distribution expenses 18.142 13.653
Research and development expenses 801 144
549.648 426.528
141

NOTE 13 - INTANGIBLE ASSETS
Exploration Costs
and Other Assets
with Specific Other
Rights Useful Life Intangible Assets Total
Cost
Opening balance as of 1 January 252.514 95.819 9.717 358.050
Translation difference 62.283 - 3.983 66.266
Additions 14.944 4.221 618 19.783
Transfers from CIP 4.074 - - 4.074
Transfers (*) - (4.206) - (4.206)
Closing balance as of 31 December 2015 333.815 95.834 14.318 443.967
Accumulated amortization
Opening balance as of 1 January (119.676) (62.603) (7.212) (189.491)
Translation difference (28.403) - (3.916) (32.319)
Charge for the period (15.431) (5.354) (630) (21.415)
Transfers (*) - 1.615 - 1.615
Closing balance as of 31 December 2015 (163.510) (66.342) (11.758) (241.610)
Net book value as of 31 December 2014 132.838 33.216 2.505 168.559

(*)
The Group’s opening balances of leasehold improvements under intangible assets transferred to property, plant and equipment.
As of 31 December 2015, the Group has no collaterals or pledges upon its intangible assets (31 December 2014: None).
142
2015 in Summary
Sustainability

NOTE 13 - INTANGIBLE ASSETS (cont’d)
Exploration Costs
and Other Assets
with Specific Other
Rights Useful Life Intangible Assets Total
Cost
Opening balance as of 1 January 220.331 91.881 7.105 319.317
Translation difference 18.771 290 1.111 20.172
Additions 10.747 3.648 439 14.834
Transfers from CIP 2.665 - 1.062 3.727
Closing balance as of 31 December 2014 252.514 95.819 9.717 358.050
Accumulated amortization
Opening balance as of 1 January (98.121) (56.144) (5.902) (160.167)
Translation difference (8.227) (88) (1.108) (9.423)
Charge for the period (13.328) (6.371) (202) (19.901)
Closing balance as of 31 December 2014 (119.676) (62.603) (7.212) (189.491)
The breakdown of amortization expenses related to intangible assets is as follows:
2015 2014
Associated with cost of production 17.504 17.374
General administrative expenses 3.363 2.013
Marketing, sales and distribution expenses 548 514
21.415 19.901
143

NOTE 14 - GOVERNMENT GRANTS AND INCENTIVES
These grants and incentives can be used by all companies, which meet the related legislative requirements and those grants have no
sectoral differences.:
• Incentives under the jurisdiction of the research and development law (100% corporate tax exemption etc.)
• Inward processing permission certificates,
• Social Security Institution incentives
• Insurance premium employer share incentive.
Research and development incentive premiums taken or certain to be taken amounts to TRY 836 thousand (2014: TRY 531 thousand)
which are accounted under income statement for the year ended 31 December 2015.
NOTE 15 - EMPLOYEE BENEFITS
The Group’s short term payables for employee benefits are as follows:
2015 2014
Due to personnel 93.459 74.611
Social security premiums payable 26.241 24.909
119.700 99.520
Long term provision of the employee termination benefits of the Group is as follows:
2015 2014
Provisions for employee termination benefits 404.699 393.478

Provisions for seniority incentive premium 28.289 25.389
Provision for unpaid vacations 72.927 68.857
505.915 487.724
According to the articles of Turkish Labor Law in force, there is an obligation to pay the legal employee termination benefits to
each employee whose employment contracts are ended properly entitling them to receive employee termination benefits. Also, in
accordance with the effective laws of the Social Insurance Act No: 506 No: 2422 on 6 March 1981 and No: 4447 on 25 August 1999
and with the amended Article 60 of the related Act, it is obliged to pay the employees their legal employee termination benefits, who
are entitled to terminate.
As of 31 December 2015, the amount payable consists of one month’s salary limited to a maximum of TRY 3.828,37
(31 December 2014: TRY 3.438,22). As of 1 January 2016, the employee termination benefit has been updated to a maximum of TRY
4.092,53.
The employee termination benefit legally is not subject to any funding requirement.
144
2015 in Summary
Sustainability

NOTE 15 - EMPLOYEE BENEFITS (cont’d)
The employee termination benefit has been calculated by estimating the present value of the future probable obligation of the
Group arising from the retirement of employees. TAS 19 (“Employee Benefits”) requires actuarial valuation methods to be developed
to estimate the Group’s obligation under defined benefit plans. The obligation as of 31 December 2015 has been calculated by an
independent actuary. The actuarial assumptions used in the calculation of the present value of the future probable obligation are as
follows:
Discount rate 10,70% 8,00%

Inflation rate 7,75% 6,50%
Salary increase real 1.5% real 1.5%
Maximum liability increase 7,75% 6,50%
Discount rates are determined considering the expected duration of the retirement obligations and the currency in which the
obligations will be paid. In calculations as of 31 December 2015, a fixed discount rate is used. Long term inflation estimates are made
using an approach consistent with discount rate estimates and long term inflation rate fixed over years is used.
The anticipated rate of resignation which do not result in the payment of employee benefits is also considered in the calculation.
The anticipated rate of resignation is assumed to be related with the past experience, therefore past experiences of employees are
analyzed and considered in the calculation. In the actuarial calculation as of 31 December 2015, the anticipated rate of resignation is
considered to be inversely proportional to the past experience. The anticipated rate of resignation is between 2%-0% for the employees
with past experience between 0-15 years or over.
The movement of the provision for employee termination benefits is as follows:
1 January- 1 January-

Service cost 40.125 26.379
Interest cost 30.466 28.568
Actuarial loss/(gain) (22.930) 75.386
Termination benefits paid (36.709) (39.777)
Translation difference 269 (4.606)
145

NOTE 15 - EMPLOYEE BENEFITS (cont’d)
The sensitivity analysis of the assumptions which was used for the calculation of provision for employment termination benefits as of
31 December 2015 as follows:
Sensitivity level
Discount rate
Rate 1% increase 1% decrease
Change in employee benefits liability (35.505) 41.291
Inflation rate
Rate 1% increase 1% decrease
Change in employee benefits liability 38.280 (25.618)
According to the current labor agreement, employees completing their 10th, 15th and 20th service years receive seniority incentive
premium payments.
The movement of the provision for seniority incentive premium is as follows:

Service cost 3.970 2.312
Interest cost 2.229 1.870
Actuarial loss/(gain) (1.743) 5.948
Termination benefits paid (1.602) (2.224)
The movement of the provision for unused vacation is as follows:

Vacation paid during the period (-) (5.102) (6.474)
Provisions released (-) (45.042) (39.983)
146
2015 in Summary
Sustainability

NOTE 16 - PROVISIONS
The Group’s short term provisions are as follows:
2015 2014
Provision for lawsuits 210.914 214.722

Provision for termination fee of long term contract 218.070 -
Penalty prov. for employment shortage of disabled pers. 5.434 5.223
Provision for state right on mining activities 2.589 4.484
Provision for civil defense fund - 10.099
437.007 234.528
The movement of the short term provisions is as follows:
1 January Change Provision Translation 31 December

2015 for the period Payments released difference 2015
Provision for lawsuits 214.722 42.931 (8.550) (57.561) 19.372 210.914

Penalty prov. for employment
shortage of disabled pers. 5.223 4.265 (3.192) (1.032) 170 5.434
Provision for state right on
mining activities 4.484 2.589 (3.598) (886) - 2.589
Provision for termination fee
of long term contract - 203.903 - - 14.167 218.070
Provision for civil defense fund 10.099 - - (9.422) (677) -
234.528 253.688 (15.340) (68.901) 33.032 437.007
1 January Change Provision Translation 31 December

2014 for the period Payments released difference 2014
Provision for lawsuits 194.475 43.919 (7.537) (22.837) 6.702 214.722

Penalty prov. for employment
shortage of disabled pers. 4.568 2.546 (880) (1.019) 8 5.223
Provision for state right on
mining activities 2.642 4.861 (3.019) - - 4.484
Provision for civil defense fund 3.341 6.951 - - (193) 10.099

205.026 58.277 (11.436) (23.856) 6.517 234.528
147

NOTE 16 - PROVISIONS (cont’d)
Provision for lawsuits
As of 31 December 2015 and 31 December 2014, lawsuits filed by and against the Group are as follows:
2015 2014
Lawsuits filed by the Group 474.468 401.529

Provision for lawsuits filed by the Group 54.849 49.380
The provisions for the lawsuits filed by the Group represents the doubtful trade receivables.
2015 2014
Lawsuits filed against the Group 293.156 242.347

Provision for lawsuits filed against the Group 210.914 214.722
The Company, prepared its consolidated financial statements as of 31 March 2005, 30 June 2005 and 30 September 2005 according
to CMB’s Communiqué Serial XI No 25 on “Accounting Standards to be implemented in Capital Markets” which is not in effect
today, whereas its consolidated financial statements of 31 December 2005 was prepared according to International Financial
Reporting Standards by virtue of the Article 726 and Temporary Article 1 of the aforementioned Communiqué, and CMB’s letter no.
SPK.017/83-3483 dated 7 March 2006, sent to the Group Management. The aforementioned Communiqué (Serial XI No. 25 on the
“Accounting Standards to be implemented in Capital Markets”), and Communiqués inserting some provisions thereto together with
the Communiqués amending it, became effective starting with the consolidated financial statements of the first interim period ending
after 1 January 2005.
CMB asked the Company to prepare its consolidated financial statements of 31 December 2005 all over again according to the same
accounting standards set used during the period, to publish those statements, and to submit them to the General Assembly Approval
as soon as possible, by stating on its decision no. 21/526 dated 5 May 2006 that the Company’s changing the accounting standards
set used during the term (Serial XI, No 25) at the end of the same term (IFRS) caused decrease amount of TRY 152.330 thousand on
the period due to negative goodwill income.
The Company challenged the aforementioned decision before the 11th Administrative Court of Ankara (E. 2006/1396). This lawsuit
was rejected on 29 March 2007, but the Company appealed this rejection on 11 September 2007. 13th Chamber of the Council of
State rejected the appeal on 12 May 2010; however the Company also appealed this rejection on 2 September 2010. However, 13th
Chamber of the Council of State also dismissed this appeal against rejection on 6 June 2012 with its decision No. E. 2010/4196, K.
2012/1499. This decision was notified to the Company’s lawyers on 16 July 2012.
148
2015 in Summary
Sustainability

Provision for lawsuits (cont’d)
CMB, prepared the Company’s consolidated financial statements as of 31 December 2005, which had been prepared according to
the IFRS, by adding the negative goodwill of TRY 152.330 thousand, that had previously been added to the accumulated earnings, to
the profit of 2005 on its own motion and account, and published them on Istanbul Stock Exchange Bulletin on 15 August 2006; with
the rationale that the Company had not fulfilled its due demand on grounds that “Article 726 and Temporary Provision 1 of CMB’s
Communiqué Serial XI, No. 25 authorize the use of IFRS on consolidated financial statements of 2005, although CMB had given the
Company a ‘permission’ No. SPK.0.17/83-3483 of 7 March 2006, and the lawsuits regarding this issue are still pending”. The Company
challenged CMB’s aforementioned decision by a separate lawsuit on 10 October 2006. 11th Administrative Court of Ankara rejected
this case on 25 June 2007. The Company appealed this rejection 11 October 2007; 13th Chamber of the Council of State, accepted the
appeal request and abolished the rejection judgment. CMB appealed the Chamber’s decision on 6 September 2010. 13th Chamber of
the Council of State accepted CMB’s appeal and reverted its previous abolishment decision, and ratified 11th Administrative Court of
Ankara’s judgment by the majority of the votes on 30 May 2012 with its decision no. E. 2010/4405; K. 2012/1352. This decision was
notified to the Company’s lawyers on 20 July 2012.
Had the Company started to prepare its consolidated financial statements in accordance with IFRS after 31 December 2005, it would
also have to present the comparative consolidated financial statements in accordance with IFRS based on “IFRS 1: First-time adoption
of International Financial Reporting Standards” and the previously recognized negative goodwill would be transferred directly to
retained earnings on 1 January 2005 instead of recognizing in the consolidated income statement in accordance with “IFRS 3: Business
Combinations”. Therefore, the net profit for the periods ended 31 December 2015 and 31 December 2014 will not be affected from
the above mentioned disputes.
Company’s Shareholders’ General Assembly, which was held at 30 March 2006, decided dividend distribution according to the
consolidated financial statements as of 31 December 2005, which was prepared according to IFRS. Privatization Administration, who
has a usufruct right over 1 (one) equity share among the Company shares it transferred to Ataer Holding A.Ş., filed a lawsuit at 1
May 2006 the 3th Commercial Court of Ankara against the aforementioned General Assembly decision, and claimed that, dividend
distribution decision must be abolished and TRY 35.673 thousand allegedly unpaid dividend must be paid to itself (E. 2006/218). The
Court rejected the case on 23 October 2008; Privatization Administration appealed this rejection on 7 January 2009. Court of Appeals’
11th Chamber reversed this rejection judgment on 30 November 2010; this time the Company appealed the Chamber’s decision on
18 February 2011. However, the Chamber rejected the Company’s appeal on 14 July 2011. The case file, sent back to 3th Commercial
Court of Ankara once again. (E. 2011/551). The case was dismissed at the hearing held on 26 June 2015. The case is at the stage of
appeal.
The Company, based on the above mentioned reasons, doesn’t expect for the possible effects of changes in the net profit for the
year ended 31 December 2005 due to the lawsuits mentioned above to have any impact in the accompanying consolidated financial
statements as of 31 December 2015 and 31 December 2014.
Enerjia Metal Maden Sanayi ve Ticaret A.Ş. initiated a debt collection proceeding that might end with a bankruptcy judgment against
the Company based on the Export Protocol No. 69187 of 2 July 2009 and “Additional Terms to the Erdemir-Enerjia Export Protocol No.
68197” drafted by and between Enerjia and the Company.
149

Provision for lawsuits (cont’d)
However the process stopped upon the Company’s objection to Enerjia’s request, and that led Enerjia to file a lawsuit against the
Company before the 7th Commercial Court of Ankara on 27 March 2010 claiming that the objection should be overruled and USD
68.312.520 should be paid to itself (E. 2010/259). The Court dismissed the case, in favor of the Company, on 23 June 2011. Enerjia
appealed this rejection. 23rd Chamber of the Court of Appeals accepted this rejection on 6 April 2012 (E. 2011/2915) and after this,
the case file was sent back to the 7th Commercial Court of Ankara. The case file was sent to the 4th Commercial Court of Ankara due
to the case shall seen by delegation according to the regulatory framework regarding the commercial courts. The Court has dismissed
the case at the hearing held on 9 September 2015. The case is at the stage of appeal.
An action of debt was instituted by Messrs. Bor-San Isı Sistemleri Üretim ve Pazarlama A.Ş. against our company at the 3rd Civil Court
of Kdz. Ereğli on 17 April 2013 under file no 2013/253 Esas claiming for the compensation of the loss arising from the sales contract
of TRY 18 thousand, reserving the rights for surplus. The Company was informed from the amendment petition, which was served
to the company on 1 November 2013 that the plaintiff pleaded from the court to raise the claim to TRY 10.838 thousand as assessed
by the expert opinion submitted to the court. The Company contested to the expert opinion and the amendment petition within
the statutory period. The court has given the judgment of dismissal on 11 March 2014. The plaintiff, Bor-San Isı Sistemleri Üretim ve
Pazarlama A.Ş. has appealed against the judgment. Upon the reversal of judgment, the Company appealed the decision of Supreme
Court of Appeal. The rejection decision of Supreme Court of Appeal has been notified to the Company on 28 January 2015. The case
ongoing with the Kdz. Ereğli Civil Court of First Instance 3rd (2015/16 E.) has dismissed at the hearing held on 9 September 2015. The
case is at the stage of appeal.
Corus International Trading Ltd. Co. (new trading title: Tata Steel International (North America) Ltd.) located at Illinois state of United
States of America and the Company executed a contract in 2008. The company fulfilled all its performances arisen from this contract
in January and February in 2009. Corus International Trading Ltd. Co. sold to third parties the products supplied from our company
but thereafter alleged that they directed claim to some compensation and that these claims must be covered by Erdemir. Parties could
not reach an exact agreement about this matter and then Corus International Trading Ltd. Co filed an action for compensation at
amount of USD 4.800 thousand together with accessory against the Company in Illinois State District Court of USA. It is learnt through
a notified made to the Company on 21 July 2010. After the subject case is dismissed by the court from jurisdiction aspect; this time a
lawsuit is re-filed by Tata Steel International (North America) Ltd.) in Texas State District Court. This case is also dismissed by the court
from jurisdiction aspect.
It is learnt through a notified made to the Company on 31 October 2012 that Corus International Trading Ltd. Co. (new trading
title: Tata Steel International (North America) Ltd.) filed an action for compensation at amount of TRY 8.669 thousand (USD 4.800
thousand) together with accessory against the Company before Ankara 14th Commercial Court of First Instance. As a result of
adjudication made; the court adjudged to dismiss the case on procedural grounds because of non-competence and to send the file to
commissioned and competent Karadeniz Ereğli Commercial Court of First Instance in Duty when the judgment becomes definite and
in case of request. The case still continues on file no. 2013/63 in Karadeniz Ereğli 2nd Civil Court of First Instance. The court file has
been entrusted to the expert. Date of next hearing of the case is 12 April 2016.
150
2015 in Summary
Sustainability

Provision for termination fee of long term contract
The Company signed fixed rate freight contract on 11 August 2008 for the 2008-2022 period with third parties considering the
fact that fixed-price overseas transportation of iron ore supplies with capesize vessels shall be more favorable under current market
conditions.
The Company has evaluated the extraordinary decrease in freight prices resulted from decrease in iron ore and oil prices in 2015 and
started negotiations with the service provider in the last quarter of 2015 regarding the termination of fixed price long-term freight
contract, which is in force.
The parties reached an final agreement on 24 February 2016 on termination of the aforementioned agreement with USD 75.000
thousand fee and signing of a new freight contract.
The Company has considered the termination cost as constructive obligation since the Management has taken a decision towards
termination process related to the contract as of December 31, 2015 as well as an expectation is also formed by the supplier regarding
the termination of aforementioned agreement and cash flows can be estimated in a trustable manner as of December 31, 2015 even if
the termination process is concluded with the protocol after 31 December 2015. As a result, TRY 203.903 thousand (equivalent to USD
75.000 thousand) provision recognised under other operational expenses in the financial statements for the ended 31 December 2015
(Note 24).
Provision for state right on mining activities
According to “Mining Law” numbered 3213 and regulation on “Mining Law Enforcement “published in the Official Gazette,
(*)
numbered 25716 on 3 February 2005, the Group is obliged to pay state right on mining activities based on the sales.
151

NOTE 17 - COMMITMENTS AND CONTINGENCIES
The guarantees received by the Group are as follows:
2015 2014
Letters of guarantees received 1.514.383 1.538.130

1.514.383 1.538.130
The Collaterals, Pledges and Mortgages (CPM) given by the Group are as follows:
2015 2014
A. Total CPM given for the Company’s own legal entity 105.891 73.574
B. Total CPM given in favour of subsidiaries consolidated on line-by-line basis 787.106 1.155.440
C. Total CPM given in favour of other 3rd parties for ordinary trading operations - -
D. Other CPM given - -
i. Total CPM given in favour of parent entity - -
ii. Total CPM given in favour of other Group companies out of the scope of
clause B and C - -
iii. Total CPM given in favour of other 3rd parties out of the scope of clause C - -
892.997 1.229.014
As of 31 December 2015, the ratio of the other CPM given by the Group to shareholders equity is 0% (31 December 2014: 0%). Total
CPM given in favor of subsidiaries consolidated on line-by-line basis amounting to TRY 787.106 thousand has been given as collateral
for financial liabilities explained in Note 6.
The breakdown of the Group’s collaterals given regarding service purchases according to their TRY equivalents of foreign currency is as
follows:
2015 2014
US Dollars 514.969 771.816

TRY 140.257 144.474
EURO 206.288 274.778
Japanese Yen 31.483 37.946
892.997 1.229.014
152
2015 in Summary
Sustainability

NOTE 18 - OTHER ASSETS AND LIABILITIES
As of the balance sheet date, the details of the Group’s other assets and liabilities are as follows:
Other current assets
2015 2014
Other VAT receivable 51.684 44.134

Deferred VAT 33.417 37.035
Prepaid taxes and funds 1.575 1.422
Other current assets 8.809 8.955
95.485 91.546
Other current liabilities
2015 2014
VAT payable 36.003 40.524

Other current liabilities 4.647 3.589
40.650 44.113
Other non-current liabilities
2015 2014
Other non-current liabilities 442 367

442 367
NOTE 19 - DEFERRED REVENUE
As of the balance sheet date, the details of the Group’s short term deferred revenue are as follows:
2015 2014
Advances received 87.937 73.839
Deferred income 5.440 2.619
93.377 76.458
153

NOTE 20 - EQUITY
As of 31 December 2015 and 31 December 2014, the capital structure is as follows:
Shareholders (%) 2015 (%) 2014
Ataer Holding A.Ş. 49,29 1.724.982 49,29 1.724.982

Quoted in Stock Exchange 47,63 1.667.181 47,63 1.667.181
Erdemir’s own shares 3,08 107.837 3,08 107.837
Historical capital 100,00 3.500.000 100,00 3.500.000
Effect of inflation 156.613 156.613

Restated capital 3.656.613 3.656.613
Treasury shares (116.232) (116.232)
3.540.381 3.540.381
The Company is subject to registered capital limit. The board of directors may, at any time it may think necessary, increase the capital
by means of issuing bearer shares each with a nominal value of 1 Kr (one Kurus) up to the amount of the registered capital, which is
TRY 7.000.000.000 in accordance with the requirements as set forth herein.
The issued capital of the Company in 2015 consists of 350.000.000.000 lots of shares (31 December 2014: 350.000.000.000 lots).
The nominal value of each share is 1 Kr (Turkish cent) (31 December 2014: 1 Kr). This capital is split between A and B group shares.
Group A shares consist of 1 share with a share value of 1 Kr and Group B shares consist of 3.499.999.999,99 shares representing TRY
349.999.999.999 of the issued capital.
The Board of Directors consists of 9 members, 3 of which are independent. The number and qualifications of independent members
are ascertained in compliance with the CMB’s Communique numbered II-17,1 on Corporate Governance Principles.
The General Assembly has to choose one member to the Board of Directors from the nominees of the Privatization Administration
as the beneficiary owner representing A Group shares. In case, the Board member representing the A Group shares leaves the board
within the chosen period, a new board member is obliged to be chosen from the nominees of the Privatization Administration as the
beneficiary owner. For decisions to be taken about the rights assigned to A Group shares, the board member representing A Group
shares is also obliged to use an affirmative vote. The decisions to change the Articles of Association of the Company that will have an
effect on the board of directors’ meeting and decision quorum, rights assigned to A Group shares, rights assigned to A Group shares
in relation to investments and employment decisions and any other changes in the Articles of Association of the Company which will
directly or indirectly affect the rights of A Group shares, have to receive an affirmative vote of the beneficiary owner representing the A
Group shares. Otherwise, the decisions are accepted as invalid.
Article IV-K of Articles of Association “According to Turkish Commercial Code Article 329, transactions of an entity’s own shares” allows
Erdemir to purchase, hold, sell or transfer its own shares, without voting rights. As of 31 December 2015, the Company holds its own
shares with a nominal value of TRY 107.837 thousand (31 December 2014: TRY 107.837 thousand). The Company’s own shares have
been reclassified with its inflation adjusted value in the consolidated balance sheet as a deduction under equity.
154
2015 in Summary
Sustainability

NOTE 20 - EQUITY (cont’d)
Other equity items 2015 2014
Share premium 106.447 106.447

Revaluation reserves 27.215 24.151
- Cash flow hedging reserves 27.215 24.151
Cash Flow Hedging Reserves (2.192) 7.160
Foreign currency translation reserves 4.012.449 1.616.002
Actuarial (loss)/gain fund (107.795) (125.714)
Restricted reserves assorted from profit 950.831 617.355
- Legal reserves 950.831 617.355
Retained earnings 2.527.180 2.616.106
- Extraordinary reserves 781.469 780.894
- Accumulated profit 987.684 855.200
- Statutory reserves 758.027 980.012
7.514.135 4.861.507
However, in accordance with the communiqué numbered II-14,1 “Communiqué on the Principles of Financial Reporting In Capital
Markets” (“the Communiqué”) on 13 June 2013 which is published on Official Gazette numbered 28676, “Paid-in capital”, “Restricted
profit reserves” and “Share premium” should be presented by using their registered amounts in the statutory records. The restatement
differences (e.g. inflation restatement differences) arising from the application of this Communiqué should be associated with the:
-- “Capital restatement differences” account, following the “paid-in capital” line item in the financial statements, if the differences
are caused by “paid-in capital” and have not been added to capital yet;
-- “Retained earnings”, if the differences are arising from “restricted profit reserves” and “share premium” and have not been
associated with either profit distribution or capital increase yet.
Other equity items are carried at the amounts that are valued based on the CMB’s Financial Reporting Standards.
Capital restatement differences may only be considered as part of the paid-up capital.
Listed companies distribute dividend in accordance with the Communiqué No. II-19.1 issued by the CMB which is effective from February
1, 2014.
Companies distribute dividends in accordance with their dividend payment policies settled and dividend payment decision taken in
general assembly and also in conformity with relevant legislations. The communiqué does not constitute a minimum dividend rate for
the publicly-held subsidiaries. Companies distribute dividend in accordance with the method defined in their dividend policy or articles of
incorporation. In addition, dividend can be distributed by fixed or variable installments and advance dividend can be paid in accordance
with profit on interim financial statements of the Company.
In accordance with the Turkish Commercial Code (TCC), unless the required reserves and the dividend for shareholders as determined in
the article of association or in the dividend distribution policy of the company are set aside, no decision may be made to set aside other
reserves, to transfer profits to the subsequent year or to distribute dividends to the holders of usufruct right certificates, to the members
of the board of directors or to the employees; and no dividend can be distributed to these persons unless the determined dividend for
shareholders is paid in cash.
155

NOTE 20 - EQUITY (cont’d)
Inflation adjustments to issued capital and historical amount of extraordinary reserves can be used as an internal source of capital
increase, dividend distribution in cash or the net off from prior period losses. In case of usage of inflation adjustment to issued capital
in dividend distribution in cash, it is subject to corporation tax.
Other sources which might be used in dividend distribution, except the net profit for the period, in statutory books of the Company
are equal to TRY 596.363 thousand as of 31 December 2015 (31 December 2014: TRY 960.741 thousand).
The legal reserves and the share premium, which is regarded as legal reserve in accordance with TCC Article 466, are presented using
their amounts in statutory records. In this context, the difference of inflation restatements in accordance with IFRS framework, that are
not subject to profit distribution or capital increase as of the date of financial statements, is associated with the retained earnings.
According to the first paragraph of Article 519 numbered 6102 of the Turkish Commercial Code (“TCC”), 5% of the profit shall
be allocated as the first legal reserves, up to 20% of the paid/issued capital. First dividend is appropriated for shareholders after
deducting from the profit. Following the deduction of the amounts from the “profit”, General Assembly of Shareholders is authorized
to decide whether shall be the remaining balance shall be fully or totally placed in extraordinary legal reserves or whether it is
distributed, also taking into consideration the Company’s profit distribution policy. According to the sub-clause 3 of the clause 2
of Article 519 of the Turkish Commercial Code, after deducting dividends amounting to 5% of the paid/issued capital from the
part decided to be allocated; ten percent of the remaining balance shall be appropriated to second legal reserves. If it is decided to
distribute the profit as bonus share, through the method of adding the profit to the capital, second legal reserves is not appropriated.
According to the CMB Communiqué, until the company’s Article of Association was revised on 31 March 2008, an amount equal to the
first dividend distributed to shareholders is allocated as status reserves in order to be used in the plant expansion. Also according to
the 13th Article of Association before the revision on 31 March 2008, 5% of the net profit for the period after taxation is estimated to
be allocated as legal reserves up until reaching 50% of the paid/issued capital. The reserve amount that exceeds the 20% of the legal
reserves, defined by the Article 519 of TCC, is recorded as status reserve. Company’s Shareholders’ General Assembly, which was held
at 30 March 2012, decided status reserves can be used as an internal source of capital increase and profit sharing.
Cash flow hedging reserve arises from the recognition of the changes in the fair value of derivative financial instruments that are
designated and effective as hedges of future cash flows directly in equity. The amounts deferred in equity are recognized in the
consolidated statement of income in the same period, if the hedged item affects profit or loss.
Revaluation reserve of property, plant and equipment arises from the revaluation of land and buildings. In the case of a sale or
retirement of the revalued property, the related revaluation surplus remaining in the properties revaluation reserve is transferred
directly to the retained earnings.
The amendment in IAS-19 “Employee Benefits” does not permit the actuarial gain/loss considered in the calculation of provision for
employee termination benefits to be accounted for under the statement of income. The gains and losses arising from the changes in
the actuarial assumption have been accounted for by “Actuarial (Loss)/Gain Funds” under the equity. The funds for actuarial gains/
(losses) in the employee termination benefits is not in a position to be reclassified under profit and loss.
As it stated in Note 2.1, foreign currency translation reserve arises from expressing the assets and liabilities of the Group’s foreign
operations in reporting currency TRY by using exchange rates prevailing on the balance sheet date. Exchange differences arising, if
any, are recognized under translation reserve in equity.
156
2015 in Summary
Sustainability

NOTE 21 - SALES AND COST OF SALES
Sales Revenue
Domestic sales 10.592.118 9.962.783
Export sales 1.159.922 1.230.427
Other revenues (*) 198.004 308.022
Sales returns (-) (27.678) (11.158)
Sales discounts (-) (7.785) (5.937)
11.914.581 11.484.137
Cost of sales (-) (9.854.290) (9.045.652)
Gross profit 2.060.291 2.438.485

(*)
The total amount of by product exports in other revenues is TRY 23.409 thousand (31 December 2014: TRY 139.685 thousand).
The breakdown of cost of goods sales for the periods 1 January - 31 December 2015 and 1 January - 31 December 2014 is as follows:
Raw material usage (6.894.340) (6.376.176)

Personnel costs (1.212.635) (1.085.243)
Energy costs (698.858) (616.695)
Depreciation and amortization expenses (531.742) (409.791)
Factory overheads (290.866) (214.760)
Other cost of goods sold (65.500) (142.572)
Non-operating costs (*) (26.147) (67.390)
Freight costs for sales delivered to customers (87.211) (62.594)
Inventory write-downs within the period (Note 9) (39.092) (29.951)
Reversal of inventory write-downs (Note 9) 12.256 15.013
Other (20.155) (55.493)
(9.854.290) (9.045.652)
Due to the planned/unplanned halt production of plant of the Group’s, operations were suspended temporarily in the current period. As a result of this, unallocated
(*)
overheads, TRY (26.147) thousand, has been accounted directly under cost of goods sold (31 December 2014: TRY (67.390) thousand).
157

NOTE 22 - RESEARCH AND DEVELOPMENT EXPENSES, MARKETING, SALES AND DISTRIBUTION EXPENSES, GENERAL
ADMINISTRATIVE EXPENSES
The breakdown of operational expenses according to their nature for the periods 1 January - 31 December 2015 and 1 January -
31 December 2014 is as follows:
Marketing, sales and distribution expenses (-) (131.002) (119.786)

General administrative expenses (-) (284.738) (232.012)
Research and development expenses (-) (9.240) (6.999)
(424.980) (358.797)
NOTE 23 - OPERATING EXPENSES ACCORDING TO THEIR NATURE
The breakdown of operational expenses according to their nature for the periods 1 January - 31 December 2015 and 1 January -
Personnel expenses (-) (71.000) (65.053)

Depreciation and amortization (-) (18.690) (14.167)
Service expenses (-) (41.312) (40.566)
(131.002) (119.786)
The breakdown of general administrative expenses for the periods 1 January - 31 December 2015 and 1 January - 31 December 2014
is as follows:

Depreciation and amortization (-) (10.209) (12.520)
Service expenses (-) (105.430) (71.756)
Tax, duty and charges (-) (7.237) (3.934)
Provision for doubtful receivables (-) (11.734) (8.503)
(284.738) (232.012)
158
2015 in Summary
Sustainability

NOTE 23 - OPERATING EXPENSES ACCORDING TO THEIR NATURE (cont’d)
The breakdown of research and development expenses for the periods 1 January - 31 December 2015 and 1 January -

Depreciation and amortization (-) (801) (144)
Other (-) (2.117) (2.491)
(9.240) (6.999)
NOTE 24 - OTHER OPERATING INCOME/EXPENSES
The breakdown of other operating income for the periods 1 January - 31 December 2015 and 1 January - 31 December 2014 is as
follows:
Other operating income
Gain on sale of investment property (Note 11) 45.767 -
Interest income from on credit sales 64.821 59.360
Discount income 16.283 15.479
Provisions released 68.015 23.896
Service income 21.328 18.389
Maintenance repair and rent income 13.676 7.243
Warehouse income 4.191 3.085
Indemnity and penalty detention income 2.151 4.079
Insurance indemnity income 13.747 738
Royalty income - 606
Gain on sale of tangible assets 989 1.054
Other income and gains 24.440 14.634
275.408 148.563
159

NOTE 24 - OTHER OPERATING INCOME/EXPENSES (cont’d)
The breakdown of other operating expenses for the periods 1 January - 31 December 2015 and 1 January - 31 December 2014 is as
follows:
Other operating expenses (-)
Provision expenses (37.131) (41.057)
Discount expenses (22.961) (9.155)
Provision for termination fee of long term contract (Note 16) (203.903) -
Port facility pre-licence expenses (7.235) (4.906)
Lawsuit compensation expenses (3.576) (3.765)
Penalty expenses (2.764) (3.485)
Service expenses (3.297) (2.638)
Rent expenses (1.803) (618)
Donation expenses (2.091) (10.213)
Stock exchange registration expenses (1.018) (910)
Loss on disposal of tangible assets (3.659) (4.127)
Stock exchange registration expenses - (5.588)
Impairment of property, plant and equipment (Note 12) (1.980) (18.555)
Other expenses and losses (28.498) (28.822)
(319.916) (133.839)
NOTE 25 - FINANCE INCOME
The breakdown of finance income for the periods 1 January - 31 December 2015 and 1 January - 31 December 2014 is as follows:
Financial incomes 31 December 2015 31 December 2014
Interest income on bank deposits 86.276 53.675

Foreign exchange gains (net) 335.431 163.610
Fair value differences of derivative financial instruments (net) - 12.220
421.707 229.505
160
2015 in Summary
Sustainability

NOTE 26 - FINANCE EXPENSE
The breakdown of finance expenses for the periods 1 January - 31 December 2015 and 1 January - 31 December 2014 is as follows:
Financial expenses (-) 31 December 2015 31 December 2014
Interest expenses on financial liabilities (122.551) (184.271)

Interest cost of employee benefits (32.695) (30.438)
Foreign exchange loss from deferred tax base (385.199) (140.617)
Fair value differences of derivative financial instruments (net) (33.369) -
Other financial expenses (2.529) (3.020)
(576.343) (358.346)
During the period, the interest expenses of TRY 388 thousand have been capitalized as part of the Group’s property, plant and
equipment (31 December 2014: TRY 3.936 thousand).
NOTE 27 - TAX ASSETS AND LIABILITIES
2015 2014
Corporate tax payable:
Current corporate tax provision 472.407 266.045
Prepaid taxes and funds (-) (254.638) (136.337)
217.769 129.708
Taxation:
Current corporate tax expense 472.407 266.045
Deferred tax income/(expense) (198.549) 38.735
273.858 304.780
161

NOTE 27 - TAX ASSETS AND LIABILITIES (cont’d)
Corporate tax
The Group, except its subsidiary in Romania and Singapore, is subject to Turkish corporate taxes in force. The necessary provisions are
allocated in the consolidated financial statements for the estimated liabilities based on the Group’s results for the year. Turkish tax
legislation does not permit a parent company and its subsidiary to file a consolidated tax return. Therefore, provisions for taxes, as
reflected in the consolidated financial statements, have been calculated on a separate-entity basis.
Corporate tax is applied on taxable corporate income, which is calculated from the statutory accounting profit by adding non-
deductible expenses, and by deducting dividends received from resident companies, other exempt income and investment incentives
utilized.
The effective corporate tax rate in Turkey is 20%, 16% in Romania and 17% in Singapore as of 31 December 2015 (31 December 2014:
in Turkey 20%, in Romania 16%, in Singapore 17%). The total amount of the corporate tax paid by the Group in 2015 is TRY 384.346
thousand (31 December 2014: TRY 181.327 thousand).
In Turkey, advance tax returns are filed on a quarterly basis. The temporary tax of 2015 has been calculated over the corporate
earnings using the rate 20%, during the temporary taxation period. (31 December 2014: 20%).
Losses can be carried forward to offset the future taxable income for up to maximum 5 years (Romania: 7 years). However, losses
cannot be carried back to offset the profits of the previous periods, retrospectively.
In Turkey, a definite and distinct reconciliation procedure for tax assessment does not exist. Companies file their tax returns between
1April - 25 April following the closing period of the related year’s accounts. Tax returns and related accounting records may be
examined and revised within five years.
Income withholding tax
In addition to corporate taxes, companies should also calculate income withholding taxes on dividends distributed, except for the
dividends distributed to fully fledged taxpayer companies receiving and declaring these dividends and to Turkish branches of foreign
companies. The rate of income withholding tax applied to all companies in the period of 24 April 2003 - 22 July 2006 is 10%. This rate
was changed to 15% as of 22 July 2006 by the decision of the Council of Ministers, numbered 2006/10731. Undistributed dividends
incorporated in share capital are not subject to the income withholding taxes.
19,8% withholding tax must be applied to the investment allowances relating to investment incentive certificates obtained prior to
24 April 2003. Investment disbursements without any investment incentive certificate after this date which are directly related to
production facilities of the company can be deducted by 40% from the taxable income. The investments without investment incentive
certificates do not qualify for tax allowance.
162
2015 in Summary
Sustainability

Investment allowance application
With the decision numbered 2006/95, which was taken during the meeting of the Constitutional Court on 15 October 2009, the
phrase “only related to the years 2006, 2007 and 2008…” which was a part of the Temporary Article 69 of the Income Tax Law was
cancelled and the cancellation became effective from the date the decision has been published in the Official Gazette on 8 January
2010. According to the decision, the investment incentive amount outstanding that cannot be deducted from 2008 taxable income
previously, will be deducted from taxable income of the subsequent profitable years.
Regarding the cancellation decision taken by the Constitutional Court, an amendment was made in the 69th article in Income Tax
Regulation using the regulation numbered 6009 and dated 23 July 2010. Consequently, in compliance with the cancellation decision
of the Constitutional Court, the year limitation has been abolished and investment allowance has been limited to 25% of the profit.
As limitation of investment allowance to 25% of the profit by regulation numbered 6009 is found to be contrary to law by the
Constitutional Court, the Constitutional Court cancelled the regulation and stayed an execution. Corporate tax ratio of 30% in the
previous regulation for the ones who benefit from investment allowance has been decreased to the effective corporate tax with the
amendment made (31 December 2014: 20%).
Deferred tax
The Group recognizes deferred tax assets and liabilities based upon the temporary differences arising between its taxable statutory
financial statements and its financial statements prepared in accordance with the CMB’s Communiqué on Accounting Standards.
These differences usually result in the recognition of revenue and expenses in different reporting periods for the CMB regulations and
tax purposes.
Tax rate used in the calculation of deferred tax assets and liabilities (excluding land) are 20% for the subsidiaries in Turkey, 17% for the
subsidiary in Singapore and 16% for the subsidiary in Romania (31 December 2014: in Turkey 20%, in Romania 16%, in Singapore 17%).
Deferred tax related with the temporary differences arising from land parcels is calculated with the tax rate of 5% (31 December 2014: 5%).
As the companies in Turkey cannot give a consolidated corporate tax declaration, subsidiaries that have deferred tax assets are not
netted off with subsidiaries that have deferred tax liabilities and disclosed separately.
163

2015 2014
Deferred tax assets:
Carry forward tax losses 2.316 2.056
Provisions for employee benefits 101.179 97.545
Investment incentive 10.532 -
Provision for lawsuits 42.183 37.598
Provision for termination fee of long term contract 43.614 -
Inventories 7.491 15.601
Provision for other doubtful receivables 13.479 12.481
Tangible and intangible fixed assets 11.227 9.901
Other 29.857 21.606
261.878 196.788
Deferred tax liabilities:

Tangible and intangible fixed assets (1.250.788) (788.481)
Fair values of the derivative financial instruments (9.232) (13.399)
Amortized cost adjustment on loans (3.472) (6.199)
Inventories (17.625) (10.828)
Other (5.756) (4.110)
(1.286.873) (823.017)
(1.024.995) (626.229)
In the financial statements which are prepared according to the TAS, of Ereğli Demir ve Çelik Fabrikaları T.A.Ş. and its affiliates that
are separate taxpayer entities, the net deferred tax assets and liabilities of the related companies are classified separately within
the accounts of deferred tax assets and liabilities of Ereğli Demir ve Çelik Fabrikaları T.A.Ş. and its subsidiaries’ consolidated financial
statements. The temporary differences disclosed above besides the deferred tax asset and liabilities, have been prepared on the basis
of the gross values and show the net deferred tax position.
Presentation of deferred tax assets/(liabilities):

2015 2014
Deferred tax assets 23.807 31.881

Deferred tax (liabilities) (1.048.802) (658.110)
(1.024.995) (626.229)
164
2015 in Summary
Sustainability

Maturities of carry forward tax losses are as follows:
Carry forward tax losses Deferred tax assets

1 year - - - -
2 year - - - -
3 year 14.475 - 14.475 -
4 year - 19.100 - 1.629
5 year - 8.651 - 8.651
14.475 27.751 14.475 10.280
Deferred tax asset/(liability) movements: 31 December 2015 31 December 2014
Opening balance (626.229) (409.266)

Deferred tax income 198.549 (38.735)
The amount in comprehensive (expense)/income (2.170) 10.909
Translation difference (595.145) (189.137)
Closing balance (1.024.995) (626.229)
Reconciliation of tax provision is as follows:
Reconciliation of tax provision:
Profit before tax 1.436.167 1.965.571
Statutory tax rate 20% 20%
Calculated tax acc. to effective tax rate 287.233 393.114
Reconciliation between the tax provision and calculated tax:

- Non-deductible expenses 2.777 4.668
- Effect of tax losses unrecognised deferred tax assets in prior years - (92.022)
- Effect of currency translation to non taxable assets (7.906) (4.219)
- Investment incentives (10.532) -
- Effect of non-taxable adjustments 2.583 3.164
- Effect of the different tax rates due to foreign subsidiaries (297) 75
Tax exp. in reported in the consolidate stat. of income 273.858 304.780
165

NOTE 27 -TAX ASSETS AND LIABILITIES (cont’d)
As of 1 January - 31 December 2015 and 2014, the details of the tax gains/(losses) of the other comprehensive income/(expense) are
as follows:
1 January - 31 December 2015

Other comprehensive income/(loss) in the current Amount Tax income/ Amount
period before tax (expense) after tax
Change in revaluation reserves of fixed assets 3.064 - 3.064
Change in actuarial (loss)/gain 22.930 (4.586) 18.344
Change in cash flow hedging reserves (12.078) 2.416 (9.662)
Change in foreign currency translation reserves 2.462.935 - 2.462.935
2.476.851 (2.170) 2.474.681
1 January - 31 December 2014

Other comprehensive income/(loss) in the current Amount Tax income/ Amount
period before tax (expense) after tax
Change in revaluation reserves of fixed assets 896 - 896
Change in actuarial (loss)/gain (75.386) 15.077 (60.309)
Change in cash flow hedging reserves 20.842 (4.168) 16.674
Change in foreign currency translation reserves 792.010 - 792.010
738.362 10.909 749.271
NOTE 28 - EARNINGS PER SHARE
1 January - 1 January-

Number of shares outstanding 350.000.000.000 350.000.000.000

Profit for the period attributable to equity holders - TRY thousand 1.125.913 1.601.415

Profit per share with 1 TRY nominal value TRY % 0,3217/32,17% 0,4575/45,75%
166
2015 in Summary
Sustainability

NOTE 29 - RELATED PARTY TRANSACTIONS
The immediate parent and ultimate controlling parent of the Group are Ataer Holding A.Ş. and Ordu Yardımlaşma Kurumu
respectively (Note 1).
The transactions between the Group and its subsidiaries, which are related parties of the Group, have been eliminated in the
consolidation and therefore are not disclosed in this note.
The details of transactions between the Group and other related parties are disclosed below:
Due from related parties (short term) 31 December 31 December

2015 2014
Oyak Renault Otomobil Fab. A.Ş.(2) 30.868 27.886

Bolu Çimento Sanayi A.Ş.(1) 6.060 3.887
Adana Çimento Sanayi T.A.Ş. (1) 6.068 4.071
Other 134 565
43.130 36.409
The trade receivables from related parties mainly arise from sales of iron, steel and by-products.
Due to related parties (short term) 31 December 31 December

2015 2014
Omsan Lojistik A.Ş.(1) 6.286 3.306
Omsan Denizcilik A.Ş.(1) 6.162 4.982
Oyak Pazarlama Hizmet ve Turizm A.Ş.(1) 8.954 5.361
Oyak Savunma ve Güvenlik Sistemleri A.Ş.(1) 3.542 2.876
Other 1.686 1.804
26.630 18.329
Trade payables to related parties mainly arise from purchased service transactions.
(1)
Subsidiaries of the parent company
(2)
Joint venture
167

NOTE 29 - RELATED PARTY DISCLOSURES (cont’d)
Major sales to related parties 1 January - 1 January -

Oyak Renault Otomobil Fab. A.Ş.(2) 147.533 128.005
Adana Çimento Sanayi T.A.Ş.(1) 20.700 19.262
Bolu Çimento Sanayi A.Ş.(1) 18.973 16.929
Aslan Çimento A.Ş.(1) 1.209 2.652
Other 3.455 3.662
191.870 170.510
The major sales to related parties are generally due to the sales transactions of iron, steel and by-products.
Major purchases from related parties 1 January - 1 January -

Omsan Denizcilik A.Ş.(1) 66.838 110.485
Oyak Pazarlama Hizmet ve Turizm A.Ş.(1) 61.441 42.422
Omsan Lojistik A.Ş.(1) 41.235 32.243
Oyak Savunma ve Güvenlik Sistemleri A.Ş.(1) 31.701 30.539
Omsan Logistica SRL (1) 8.524 7.758
Other 12.836 7.018
222.575 230.465
The major purchases from related parties are generally due to the purchased service transactions.
(1)
Subsidiaries of the parent company
(2)
Joint venture
The terms and policies applied to the transactions with related parties:
The period end balances are un-secured and their collections will be done in cash. As of 31 December 2015, the Group provides no
provision for the receivables from related parties (31 December 2014: None).
Salaries, bonuses and other benefits of the key management:
For the year ended 31 December 2015, the total compensation consisting of short term benefits such as salaries, bonuses and other
benefits of the key management of the Group is TRY 22.083 thousand (31 December 2014: TRY 18.448 thousand).
168
2015 in Summary
Sustainability

NOTE 30 - NATURE AND LEVEL OF RISKS DERIVED FROM FINANCIAL INSTRUMENTS
Additional information about financial instruments
(a) Capital risk management
The Group manages its capital through the optimization of the debt and the equity balance that minimizes the financial risk.
Through the forecasts regularly prepared by the Group, the future capital amount, debt to equity ratio and similar ratios are forecasted
and required precautions are taken to strengthen the capital.
The capital structure of the Group consists of debt which includes the financial liabilities disclosed in Note 6, cash and cash equivalents
and equity attributable to equity holders of the parent company, comprising issued capital, reserves and retained earnings as disclosed
in Note 20.
The Group’s Board of Directors analyze the capital structure in regular meetings. During these analyses, the Board of Directors also
evaluates the risks associated with each class of capital together with the cost of capital. The Group, by considering the decisions of
the Board of Directors, aims to balance its overall capital structure through the payment of dividends, new share issues and share buy-
backs as well as the issue of new debt or the redemption of existing debt.
As of 31 December 2015 and 31 December 2014 the net debt/equity ratio is as follows:
Note 2015 2014
Total financial liabilities 6 2.975.903 3.413.734

Less: Cash and cash equivalents 4 2.934.703 2.186.810
Net debt 41.200 1.226.924
Total adjusted equity (*) 12.648.179 10.428.861
Total resources 12.689.379 11.655.785
Net debt/Total adjusted equity ratio 0% 12%

Distribution of net debt/total adjusted equity 0/100 11/89
(*)
Total adjusted equity is calculated by subtracting cash flow hedging reserves and actuarial (loss)/gain fund and adding non-controlling interests.
(b) Significant accounting policies
The Group’s accounting policies related to the financial instruments are disclosed in Note 2 “Summary of Significant Accounting
Policies, 2.8.8 Financial Instruments”.
169

NOTE 30 - NATURE AND LEVEL OF RISKS DERIVED FROM FINANCIAL INSTRUMENTS (cont’d)
Additional information about financial instruments (cont’d)
(c) Financial risk management objectives
The Group manages its financial instruments through a separate treasury function which was established for that purpose. The
developments are followed on a real time basis. The Group’s corporate treasury function manages the financial instruments
through daily regular meetings by evaluating the domestic and international markets and by considering the daily cash inflows
and outflows in accordance with the policies and regulations issued by the Group Risk Management Unit. At the end of each day,
each Group company prepares a “daily cash report” and Group Risk Management Unit calculates daily Value at Risk (VaR) for cash
and cash equivalents. The information included therein is consolidated by the treasury function and used to determine the cash
management strategies. Additionally, the Group’s annual payment schedules are followed through the weekly reports and annual
cash management is followed by the monthly reports.
The Group utilizes derivative financial instruments as required and within the terms and conditions determined by the Group Risk
Management Unit. Instruments that are highly liquid and securing a high-level yield are preferred when determining the financial
instruments. In that respect, the Group has a right to claim the accrued interest on time deposits when withdraw before the
predetermined maturity.
(d) Market risk
The Group is exposed primarily to the financial risks of changes in foreign exchange rates and interest rates. The Group utilizes the
following financial instruments to manage the risks associated with the foreign exchange rates and interest rates. Also, the Group
follows price changes and market conditions regularly and takes action in pricing instantaneously.
The Group prefers floating interest rates for long term borrowings. To hedge against the interest risk the Group uses interest swap
contracts for some of its borrowings.
In the current period, there is no significant change in the Group’s exposure to the market risks or the manner which it manages and
measures risk when compared to the previous year.
(e) Credit risk management
Trade receivables include a large number of customers scattered in various sectors and regions. There is no risk concentration on a
specific customer or a group of customers. The majority trade receivables are assured by bank letters of guarantee and/or credit limits.
The credit reviews are performed continuously over the accounts receivable balance of the customers. The Group does not have a
significant credit risk arising from any customer.
170
2015 in Summary
Sustainability

(e) Credit risk management (cont’d)
Credit risk of financial instruments
Receivables
Trade Receivables Other Receivables Derivative
Related Other Related Other Bank financial
31 December 2015 Party Party Party Party Deposits instruments
Maximum credit risk exposure as of

balance sheet date (*) (A+B+C+D+E) 43.130 1.589.499 - 17.138 2.934.675 87.009
- Secured part of the maximum credit risk
exposure via collateral etc. - 1.443.837 - - - -
A. Net book value of the financial assets
that are neither overdue nor impaired 43.130 1.589.499 - 17.138 2.934.675 87.009
B. Carrying amount of financial assets that
are renegotiated, otherwise classified as
overdue or impaired - - - - - -
C. Net book value of financial assets that
are overdue but not impaired - - - - - -
- secured part via collateral etc. - - - - - -
D. Net book value of impaired financial
assets - - - - - -
- Overdue (gross carrying amount) - 77.993 - 67.397 - -
- Impairment (-) - (77.993) - (67.397) - -
- Secured part via collateral etc. - - - - - -
- Not overdue (gross carrying amount) - - - - - -
- Impairment (-) - - - - - -
E. Off-balance sheet financial assets
exposed to credit risk - - - - - -
171

(e) Credit risk management (cont’d)
Credit risk of financial instruments
Receivables
Trade Receivables Other Receivables Derivative
Related Other Related Other Bank financial
31 December 2014 Party Party Party Party Deposits instruments
Maximum credit risk exposure as of

balance sheet date (*) (A+B+C+D+E) 36.409 1.720.451 - 27.538 2.186.783 92.312
- Secured part of the maximum credit risk
exposure via collateral etc. - 1.659.676 - - - -
A. Net book value of the financial assets
that are neither overdue nor impaired 36.409 1.712.411 - 27.538 2.186.783 92.312
B. Carrying amount of financial assets that
are renegotiated, otherwise classified as
overdue or impaired - - - - - -
C. Net book value of financial assets that
are overdue but not impaired - 8.040 - - - -
- secured part via collateral etc. - 8.040 - - - -
D. Net book value of impaired financial
assets - - - - - -
- Overdue (gross carrying amount) - 62.107 - 62.403 - -
- Impairment (-) - (62.107) - (62.403) - -
- Not overdue (gross carrying amount) - - - - - -
- Impairment (-) - - - - - -
E. Off-balance sheet financial assets
exposed to credit risk - - - - - -
(*)
The factors that increase credibility such as guarantees received are not taken into account in determination of amount.
Trade receivables that are overdue but not impaired amounting to TRY 8.040 thousand, are past due up to 1-30 days and secured with
guarantees.
172
2015 in Summary
Sustainability

(f) Foreign currency risk management
As of 31 December 2015 and 31 December 2014, stated in Note 2.8.9 the foreign currency position of the Group in terms of original
currency is calculated as it as follows:
31 December 2015
TRY TRY EURO Jap. Yen
(Total in reporting (Original (Original (Original
currency) currency) currency) currency)
1. Trade Receivables 241.540 29.234 66.196 -
2a. Monetary financial assets 47.460 26.445 6.367 163
2b. Non- monetary financial assets - - - -
3. Other 135.547 133.830 541 -
4. Current assets (1+2+3) 424.547 189.509 73.104 163
5. Trade receivables - - - -
6a. Monetary financial assets - - - -
7. Other 55.422 41.946 3.227 133.765
8. Non-current assets (5+6+7) 55.422 41.946 3.227 133.765
9. Total assets (4+8) 479.969 231.455 76.331 133.928
10. Trade payables 321.345 281.247 7.776 574.931
11. Financial liabilities 333.717 194.768 34.012 1.282.188
12a. Other monetary financial liabilities 459.280 456.032 752 -
12b. Other non-monetary financial liabilities 211.382 211.382 - -
13. Current liabilities (10+11+12) 1.325.724 1.143.429 42.540 1.857.119
14. Trade payables - - - -
16a. Other monetary financial liabilities 496.217 496.217 - -
16b. Other non-monetary financial liabilities - - - -
17. Non-current liabilities (14+15+16) 728.638 509.082 59.996 1.200.730
18. Total liabilities (13+17) 2.054.362 1.652.511 102.536 3.057.849
19. Net asset/liability position of off-balance sheet derivative financial
instruments (19a-19b) (883.204) (12.224) (274.100) -
19a. Off-balance sheet foreign currency derivative financial assets 156.598 68.178 27.826 -
19b. Off-balance sheet foreign currency derivative financial liabilities 1.039.802 80.402 301.926 -
20. Net foreign currency asset/liability position (9-18+19) (2.457.597) (1.433.280) (300.305) (2.923.921)
21. Net foreign currency asset/liability position of monetary items
(1+2a+5+6a-10-11-12a-14-15-16a) (1.553.980) (1.385.450) (29.973) (3.057.686)
22. Fair value of derivative financial instruments used in foreign currency
hedge 20.969 - 6.599 -
23. Hedged foreign currency assets 1.039.802 80.402 301.926 -
24. Hedged foreign currency liabilities 156.598 68.178 27.826 -
25. Exports 1.183.331
26. Imports 5.316.966
173

(f) Foreign currency risk management (cont’d)

31 December 2014
TRY TRY EURO Jap. Yen
(Total in reporting (Original (Original (Original
currency) currency) currency) currency)
1. Trade Receivables 105.778 19.224 30.458 7.433
2a. Monetary financial assets 382.516 370.877 3.608 6.603
3. Other 105.294 105.193 36 -
4. Current assets (1+2+3) 593.588 495.293 34.103 14.036
5. Trade receivables - - - -
6a. Monetary financial assets - - - -
7. Other 36.867 31.348 1.956 -
8. Non-current assets (5+6+7) 36.867 31.348 1.956 -
9. Total assets (4+8) 630.455 526.642 36.059 14.036
10. Trade payables 254.101 230.220 4.047 533.504
12a. Other monetary financial liabilities 633.869 632.979 316 -
12b. Other non-monetary financial liabilities 127.120 127.120 - -
13. Current liabilities (10+11+12) 1.570.599 1.416.750 41.267 1.737.100
14. Trade payables - - - -
16a. Other monetary financial liabilities 483.582 483.582 - -
16b. Other non-monetary financial liabilities - - - -
17. Non-current liabilities (14+15+16) 883.373 649.776 66.750 2.183.187
18. Total liabilities (13+17) 2.453.972 2.066.525 108.017 3.920.287
19. Net asset/liability position of off-balance sheet derivative financial
instruments (19a-19b) (578.049) (335.054) (86.147) -
19a. Off-balance sheet foreign currency derivative financial assets 326.618 208.885 41.739 -
19b. Off-balance sheet foreign currency derivative financial liabilities 904.667 543.939 127.886 -
20. Net foreign currency asset/liability position (9-18+19) (2.401.566) (1.874.938) (158.104) (3.906.251)
21. Net foreign currency asset/liability position of monetary items
(1+2a+5+6a-10-11-12a-14-15-16a) (1.838.558) (1.549.305) (73.950) (3.906.251)
22. Fair value of derivative financial instruments used in foreign currency
hedge 66.168 18.777 16.801 -
23. Hedged foreign currency assets 904.667 543.939 127.886 -
24. Hedged foreign currency liabilities 326.618 208.885 41.739 -
25. Exports 1.370.112
26. Imports 5.301.714
174
2015 in Summary
Sustainability

The following table shows the Group’s sensitivity to a 10% (+/-) change in the TRY, USD, EURO and Japanese Yen. 10% is the sensitivity
rate used when reporting foreign currency risk internally to key management personnel and represents management’s assessment of
the possible change in foreign exchange rates.
As of 31 December 2015 asset and liability balances are translated by using the following exchange rates: TRY 2,9076 = US $ 1, TRY
3,1776 = EUR 1 and TRY 0,0241= JPY 1 (31 December 2014: TRY 2,3189 = US $ 1, TRY 2,8207 = EUR 1 and TRY 0,0193= JPY 1)
Profit/(loss) after capitalization on tangible assets

and before tax and non-controlling interest
Appreciation of Depreciation of
31 December 2015 foreign currency foreign currency

1- TRY net asset/liability (142.106) 142.106
2- Hedged portion from TRY risk (-) 6.818 (6.818)
3- Effect of capitalization (-) - -
4- TRY net effect (1+2+3) (135.288) 135.288
5- US Dollars net asset/liability - -
6- Hedged portion from US Dollars risk (-) - -
8- US Dollars net effect (5+6+7) - -
9- Euro net asset/liability (8.327) 8.327

10- Hedged portion from Euro risk (-) 8.842 (8.842)
12- Euro net effect (9+10+11) 515 (515)
13- Jap. Yen net asset/liability (7.040) 7.040

14- Hedged portion from Jap. Yen risk (-) - -
16- Jap. Yen net effect (13+14+15) (7.040) 7.040

TOTAL (4+8+12+16) (141.813) 141.813
In addition to the Group’s foreign currency sensitivity to a 10% (+/-) change in TRY, TRY 154.606 thousand of income/(TRY (62.935)
thousand expense) will occur due to the decrease/(increase) in deferred tax base. (31 December 2014: TRY 166.866 thousand income/
TRY (56.859 thousand expense).
175

Profit/(loss) after capitalization on tangible assets

and before tax and non-controlling interest
Appreciation of Depreciation of
31 December 2014 foreign currency foreign currency

1- TRY net asset/liability (153.988) 153.988
2- Hedged portion from TRY risk (-) 20.889 (20.889)
4- TRY net effect (1+2+3) (133.099) 133.099
5- US Dollars net asset/liability 64 (64)
6- Hedged portion from US Dollars risk (-) - -
8- US Dollars net effect (5+6+7) 64 (64)
9- Euro net asset/liability (20.297) 20.297

10- Hedged portion from Euro risk (-) 11.773 (11.773)
12- Euro net effect (9+10+11) (8.524) 8.524
13- Jap. Yen net asset/liability (8.108) 8.108

14- Hedged portion from Jap. Yen risk (-) - -
16- Jap. Yen net effect (13+14+15) (8.108) 8.108

TOTAL (4+8+12+16) (149.667) 149.667
(g) Interest rate risk management
The majority of the Group’s borrowings are based on floating interest rate terms. In order to manage the exposure to interest rate
movements on certain portion of the bank borrowings, the Group uses interest rate swaps and changes floating rates to fixed rates.
In addition, through the use of deposits in which the Group has a right to claim the accrued interest when withdrawn before the
predetermined maturity, the Group minimizes the interest rate risk by increasing the share of floating rate denominated assets in its
consolidated the balance sheet.
Furthermore, for borrowings denominated in foreign currencies, except for US Dollars, the Group minimizes its interest rate risk by
leveraging in foreign currencies that bear lower interest rate. In addition, a higher interest rate is applied to the trade receivables with
a maturity when compared to the interest rate exposed for trade payables.
176
2015 in Summary
Sustainability

(g) Interest rate risk management (cont’d)
Interest rate sensitivity
The following sensitivity analysis is based on forecasted interest rate changes for the liabilities denominated in variable interest rates.
The information details the Group’s sensitivity to an increase/decrease of 0,50% for US Dollars and EURO, 0,25% for Jap.Yen and
1,00% for TRY denominated interest rates.
Since the principal payments of the loans with floating interest rates are not affected from changes in interest rates, the risk exposure
of the Group loans is measured using a sensitivity analysis instead of a Value at Risk calculation.
Interest position table

2015 2014
Floating interest rate financial instruments
Financial liabilities 2.643.675 2.567.340
For the year round, if the US Dollars, EURO and Jap. Yen denominated interest rates increase/decrease by 100 base points in TRY, 50
base points in US Dollars and EURO and 25 base points in Jap.Yen respectively ceteris paribus, the profit before taxation and non-
controlling interest after considering the effect of capitalization and hedging would be lower/higher TRY 4.088 thousand.
(h) Liquidity risk management
Ultimate responsibility for liquidity risk management rests with the Board of Directors, which has built an appropriate liquidity risk
management framework for the management of the Group’s short, medium and long-term funding and liquidity management
requirements. The Group manages liquidity risk by continuously monitoring forecasted and actual cash flows and matching the
maturity profiles of financial assets and liabilities and maintaining adequate funds and reserves.
Liquidity risk tables
Conservative liquidity risk management includes maintaining sufficient cash, availability of sufficient amount of borrowings and funds
and ability to settle market positions.
The Group manages its funding of actual and forecasted financial obligations by maintaining the availability of sufficient number of
high quality loan providers.
The following table details the Group’s expected maturity for its derivative and non derivative financial liabilities. Interests which will
be paid on borrowings in the future are included in the relevant columns in the following table.
177

(h) Liquidity risk management (cont’d)
31 December 2015
Total cash
outflow per Less than 3-12 1-5 More than
Book agreement 3 months months years 5 years
Contractual maturity analysis value (I+II+III+IV) (I) (II) (III) (IV)
Non derivative financial liabilities
Borrowings from banks 2.975.903 3.123.556 110.099 1.017.556 1.994.004 1.897

Trade payables 582.203 585.289 585.289 - - -
Other financial liabilities (*) 190.530 190.530 190.530 - - -
Total liabilities 3.748.636 3.899.375 885.918 1.017.556 1.994.004 1.897
Derivative financial liabilities
Derivative cash inflows 87.009 1.059.166 256.585 488.588 313.993 -

Derivative cash outflows (40.850) (1.005.664) (248.513) (478.460) (278.691) -
46.159 53.502 8.072 10.128 35.302 -
(*)
Only the financial liabilities under other payables and liabilities are included.
178
2015 in Summary
Sustainability

(h) Liquidity risk management (cont’d)
31 December 2014
Total cash
outflow per Less than 3-12 1-5 More than
Book agreement 3 months months years 5 years
Contractual maturity analysis value (I+II+III+IV) (I) (II) (III) (IV)
Non derivative financial liabilities
Borrowings from banks 3.413.734 3.578.406 1.194.804 878.607 1.402.728 102.267

Trade payables 417.579 419.370 419.370 - - -
Other financial liabilities (*) 154.888 154.888 154.888 - - -
Total liabilities 3.986.201 4.152.664 1.769.062 878.607 1.402.728 102.267
Derivative financial liabilities
Derivative cash inflows 92.312 1.299.858 662.798 275.636 361.424 -

Derivative cash outflows (29.935) (1.481.913) (647.187) (293.993) (540.733) -
62.377 (182.055) 15.611 (18.357) (179.309) -
(*)
Only the financial liabilities under other payables and liabilities are included.
179

NOTE 31 - FINANCIAL INSTRUMENTS (FAIR VALUE AND FINANCIAL RISK MANAGEMENT DISCLOSURES)
Additional information about financial instruments
Categories of the financial instruments and their fair values

Derivative
financial Derivative
Available Financial instruments financial
Cash for sale liabilities at through other instruments
and cash Loans and financial amortized comprehensive through Carrying
31 December 2015 equivalent receivables assets cost income/loss profit/loss value Note
Financial Assets
Cash and cash
equivalents 2.934.703 - - - - - 2.934.703 4
Trade receivables - 1.632.629 - - - - 1.632.629 7
Financial investments - - 79 - - - 79
Other financial assets - 17.138 - - - - 17.138 8
Derivative financial
instruments - - - - 23.265 63.744 87.009 5
Financial Liabilities
Financial liabilities - - - 2.975.903 - - 2.975.903 6
Trade payables - - - 582.203 - - 582.203 7
Other liabilities - - - 190.530 - - 190.530 8/15/18
instruments - - - - 26.750 14.100 40.850 5
31 December 2014
Financial Assets
Cash and cash
equivalents 2.186.810 - - - - - 2.186.810 4
Trade receivables - 1.756.860 - - - - 1.756.860 7
Financial investments - - 63 - - - 63
Other financial assets - 27.538 - - - - 27.538 8
instruments - - - - 21.740 70.572 92.312 5
Financial Liabilities
Financial liabilities - - - 3.413.734 - - 3.413.734 6
Trade payables - - - 417.579 - - 417.579 7
Other liabilities - - - 154.888 - - 154.888 8/15/18
instruments - - - - 12.940 16.995 29.935 5
180
2015 in Summary
Sustainability

NOTE 31 - FINANCIAL INSTRUMENTS (FAIR VALUE AND FINANCIAL RISK MANAGEMENT DISCLOSURES) (cont’d)
Categories of the financial instruments and their fair values (cont’d)
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market
participants at the measurement date.
Estimated fair values of financial instruments have been determined by the Group by using available market information and
appropriate valuation methodologies. However, judgement is necessarily required to interpret market data. Accordingly, estimates
presented herein are not necessarily indicative of the amounts the Group could realise in a current market exchange.
The following methods and assumptions are used to estimate the fair values of financial instruments:
Financial assets
Financial assets that are carried at cost value including cash and cash equivalents are assumed to reflect their fair values due to their
short term nature.
The carrying value of receivables, with related impairments are assumed to reflect their fair values.
Financial liabilities
Fair values of short term borrowings and trade payables are assumed to approximate their carrying values due to their short term
nature.
Fair values of long term financial liabilities are assumed to approximate their carrying values due to mostly they have floating interest
rates and repricing at short term.
181

NOTE 31 - FINANCIAL INSTRUMENTS (FAIR VALUE AND FINANCIAL RISK MANAGEMENT DISCLOSURES) (cont’d)
Financial liabilities (cont’d)
Financial asset and liabilities at fair value Fair value level as of reporting date
31 December 2015 Level 1 Level 2 Level 3
Financial assets and liabilities at fair value
through profit/loss
Derivative financial assets 63.744 - 63.744 -
Derivative financial liabilities (14.100) - (14.100) -
-
through other comprehensive income/expense
-
Total 46.159 - 46.159 -
Financial asset and liabilities at fair value Fair value level as of reporting date
31 December 2014 Level 1 Level 2 Level 3
through profit/loss
Financial assets and liabilities at fair

Total 62.377 - 62.377 -
First Level: Quoted (non adjusted) prices in active markets for identical assets or liabilities.
Second Level: Other valuation techniques for which all inputs which have a significant effect on the recorded fair value are observable,
either directly or indirectly.
Third Level: Valuation techniques which use inputs which have a significant effect on the recorded fair value that are not based on
observable market data.
182
2015 in Summary
Sustainability

NOTE 32 - SUBSEQUENT EVENTS
A letter of intent was signed for a 50:50 partnership with the German technology company The Linde Group in order to establish a
new air separation unit in İskenderun that will supply the additional industrial gases required for our subsidiary İsdemir’s production
and to reduce the costs with an effective and efficient management. With this new unit to start its operations in less than 20 months
thanks to this agreement, which is the first international joint venture of Erdemir Group in its 50-years of history, İsdemir’s oxygen
production capacity and nitrogen production capacity will increase by 14% and 45%, respectively.
NOTE 33 - ADDITIONAL INFORMATION FOR CASH FLOW STATEMENTS
Details of changes in working capital for the periods between 1 January - 31 December 2015 and 1 January - 31 December 2014 are as
follows:
1 January- 1 January-
Current trade receivables 570.000 102.712
Inventories 829.687 412.375
Other short term receivables/current assets 17.518 (58)
Other long term receivables/non current assets 46.164 28.129
Current trade payables 58.614 (130.540)
Other short term payables/liabilities (78.333) 30.885
Other long term payables/liabilities (8.554) 10.472
1.435.096 453.975
NOTE 34 - OTHER ISSUES AFFECTING THE CONSOLIDATED FINANCIAL STATEMENTS MATERIALLY OR THOSE REQUIRED TO BE
DISCLOSED FOR A CLEAR, UNDERSTANDABLE AND INTERPRETABLE PRESENTATION
Convenience translation to English:
As at December 31, 2015, the accounting principles described in Note 2 (defined as Turkish Accounting Standards/Turkish Financial
Reporting Standards) to the accompanying financial statements differ from International Financial Reporting Standards (“IFRS”) issued
by the International Accounting Standards Board with respect to the application of inflation accounting, certain reclassifications and
also for certain disclosures requirement of the POA/CMB. Accordingly, the accompanying financial statements are not intended to
present the financial position and results of operations in accordance with IFRS.
183
CONTACT INFORMATION
ERDEMİR GROUP ERDEMİR MADENCİLİK SAN. VE TİC. A.Ş. ERDEMİR ROMANIA SRL
Barbaros Mahallesi Ardıç Sk No:6 Cürek Yolu 5. km Divriği/SİVAS/TURKEY 18, Soseaua Gaesti, Targoviste
34746 Ataşehir/İSTANBUL/TURKEY Tel : +90 346 419 11 21(5 lines) 130087 Dambovita/ROMANIA
Tel : +90 216 578 80 00 Fax : +90 346 419 11 50 Tel : +40 245 60 71 00
Fax : +90 216 469 48 10 Web : www.erdemirmaden.com.tr Fax : +40 245 60 60 70
Web : www.erdemirgrubu.com.tr e-mail : [email protected] Web : www.erdemir.ro
e-mail : [email protected] e-mail : [email protected]
ERDEMİR ÇELİK SERVİS
EREĞLİ DEMİR VE ÇELİK FABRİKALARI T.A.Ş. MERKEZİ SAN. VE TİC. A.Ş. ERDEMİR ASIA PACIFIC PTE LTD
Uzunkum Caddesi No: 7 Gebze Organize Sanayi Bölgesi 10 Science Park Rood
67330 Kdz. Ereğli/ZONGULDAK/TURKEY 700. Sk. No: 724 #03-11 The Alpha Singapore 117684
Tel : +90 372 323 25 00 Gebze/KOCAELİ/TURKEY Tel : +65 6883 00 57 - 59
Fax : +90 372 333 15 00 Tel : +90 262 679 27 27 e-mail : [email protected]
Web : www.erdemir.com.tr Fax : +90 262 679 27 97
e-mail : [email protected] Web : www.ersem.com.tr
e-mail : [email protected]
İSKENDERUN DEMİR VE ÇELİK A.Ş.
Karşı Mahalle Şehit Yüzbaşı Ali Oğuz Bulvarı ERDEMİR MÜHENDİSLİK YÖNETİM VE
No:1 Payas HATAY/TURKEY DANIŞMANLIK HİZMETLERİ A.Ş.
Tel : +90 326 758 40 40 Barbaros Mah. Ardıç Sk. No:6
Fax : +90 326 758 53 51- 758 38 38 34746 Ataşehir/İSTANBUL/TURKEY
Web : www.isdemir.com.tr Tel : +90 216 578 83 19
e-mail : [email protected] Fax : +90 216 469 48 37
Web : www.muhendislikerdemir.com.tr
e-mail : [email protected]
184
This report has been published using recycled paper and environment-friendly technologies. Produced by Tayburn
Tel: (90 212) 227 04 36
100% recyclable Erdemir steel is used in this report. www.tayburnkurumsal.com
www.erdemirgrubu.com.tr

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2015 ANNUAL REPORT

WE ARE WITH YOU AT

WE HAVE ALWAYS THOUGHT BIG WITH THE RESPONSIBILITY OF

WE ACCOMPLISHED GREAT SUCCESS TOGETHER WITH OUR EMPLOYEES,

WE ARE THE ERDEMİR GROUP. WE HAVE BEEN WORKING TO MAKE

Contributing to Turkey’s The capital structure of the Erdemir

HAS BEEN CREATING VALUE FOR TURKISH

As of 31 December 2015, the Erdemir

KEY FINANCIAL INDICATORS

Key Financial Indicators ERDEMİR GROUP

ACTING IN ACCORDANCE WITH THE Shareholding Structure

PRINCIPLE OF CONTINUOUS DEVELOPMENT,

Ataer Holding A.Ş. 49.29%

ERDEMİR GROUP - MILESTONES

Erdemir achieved the Competency

NEW RECORDS FOR PRODUCTION AND

2005 The tender process regarding Erdemir’s Environment

MESSAGE FROM THE CHAIRMAN OF THE BOARD

Esteemed Stakeholders, Our Group’s total investment

ERDEMİR GROUP PRESSED AHEAD WITH

MESSAGE FROM THE CHAIRMAN OF THE BOARD

As Erdemir Group, we gave special

The investments we have planned for

ALİ PANDIR NİHAT KARADAĞ DİNÇ KIZILDEMİR

ALİ KABAN ERTUĞRUL AYDIN FATMA CANLI

EMİN HAKAN EMİNSOY HAKKI CEMAL ERERDİ ALİ TUĞRUL ALPACAR

ERDEMİR GROUP IN BRIEF

ITS CONTRIBUTION TO THE TURKISH

Erdemir Group in the Forbes Admired Companies” survey that the

SUCCESSES IN ITS 50TH ANNIVERSARY.

Erdemir Group received

ON SUSTAINABILITY AND CREATING

New Galvanizing Line contract Inclusion in Borsa İstanbul’s THE GROUP’S

İsdemir shares started to being www.erdemir.com.tr, won the “Standard

Erdemir Group web site www.

AMONG 45 COMPANIES IN THE

The Bonds & Loans Award to

In the ranking of 2014 fiscal year tax

ECONOMIC AND SECTORAL ENVIRONMENT

WORLD ECONOMY appreciation of the US$, the fall of the

INCREASED BY 3.5%, SUPPORTED BY

China’s economic growth, which had TURKISH ECONOMY

ECONOMIC AND SECTORAL ENVIRONMENT

The decline in energy prices, which THE STEEL INDUSTRY

INSTRUMENTAL IN THE FALL IN GLOBAL

ECONOMIC AND SECTORAL ENVIRONMENT

THE STEEL INDUSTRY IN TURKEY As of 2015, according to the World Steel

COUNTRIES IN THE WORLD, TURKEY

Accordingly, Turkey’s exports of finished

ECONOMIC AND SECTORAL ENVIRONMENT

EXPECTATIONS FOR 2016 There is an expectation that

STEEL SECTOR BETWEEN 2014 AND 2015

Global Steel Industry - Major Indicators

Crude steel production annual growth trend

2008 2009 2010 2011 2012 2013 2014 2015

Rest of World World China

STRATEGIES, PRODUCTION, Erdemir Group sets out its strategies by

STEEL PRODUCTION AMOUNTED TO 8.9

Erdemir Group continued to thousand tons, an increase of 5%, while

Production by year (Thousand Tons)