Category: Power

With the COVID-19 pandemic that started in the world turning into a pandemic, the regulation of working environment and conditions in GAMA has come to our agenda.

As a first step, we created the crisis management board, a management unit consisting of expert personnel on the subject. We had to make important decisions one after the other. Work was started to regulate the administrative and current execution. Our first decision was that the epidemic was of vital importance and needed to be managed correctly. We presented the current data to the Board of Directors. The Board of Directors started the remote work program by being extremely fast and selfless. I would like to underline this; GAMA became one of the first institutions to take action in Türkiye. That’s why I’m grateful to the Board of Directors on my behalf.

The Crisis Management Board made many rational decisions by being highly reactionary. All the rules that are currently created and implemented within the company have been determined and created safer working and living environments. If we interpret these rules as no cases and problems, it was a pleasure for us to share that the right works were done.

The title of the article was “WHAT HAPPENED”, but due to professional responsibility, I cannot go without making a few suggestions.

In the CORONA days, the protection discipline that the virus has added to our lives consists of two main components.

The first is the use of masks.

Maintaining Social Distance;

Complying with Personal Hygiene Rules,

The second is the investment we make in our body, which will protect us in possible virus infections, that is, the tips on how to increase immunity and most importantly, how to protect it,

Consuming enough water daily (2 lt is enough)

Planned physical activity; which is the development of sports habits with many layers such as age, weight, gender spread over a period of time not less than 3 days and not less than 30 minutes per week.

Proper nutrition is a daily diet with a high proportion of vegetables and greens, consisting of high protein, fat and carbohydrates.

Undivided sleep period of at least 7 hours and at most 8 hours, which includes going to bed early and getting up early.

Vitamin intake; especially for Vitamin D, 15 minutes of sun intake will be sufficient during the morning hours from 10:00 to 11:00 in the evening from 16:00 to 17:00. It is important to leave the neck area where our skin is thinner and the inside of the arms exposed. Keep in mind that sun exposure increases the release of SEROTONİN. Serotonin plays a major role in eliminating anxiety and anxiety disorders caused by the crystallization of fears and fears experienced today.

There should be a limit to alcohol consumption, smoking and sugar use. Have a healthy day.

Dr. Ömür HİÇDÖNMEZ

Erkin BAŞYİĞİT – GAMA Holding Information Director

Recently, the most common terms for technological developments have been “Digital Transformation” and “Digital Destruction”. In the third quarter of the society and institutions, Digital transformation, which we define as the transition from the industrial revolution to the 4th industrial revolution, can also be defined as the use of up-to-date digital technologies in traditional business processes (production, sale of goods and services, etc.), the radical change of existing business processes/models and the emergence of new digital products and services.

Digital Destruction is the impact of the Fourth Industrial Revolution on the public and private sectors. Digital technology, which is becoming more and more widespread and cheaper, is leading to a widespread change in industrial, economic and social areas.

Based on the fact that digital clocks began to be used in the 1970s and the first digital computers developed by IBM were used in the Apollo mission, which was NASA’s manned round trip to the moon program in the 1960s, digital transformation actually emerges as a long-standing development. Therefore, in order to give a stronger definition to the term “Digital Transformation”, it would be right to frame it through the concept of industrial revolutions and in the context of a wider change that affects our lives. In order to better understand Industrial Revolution 4.0, it is necessary to look at the 3 Industrial revolutions that human beings have experienced from past to present.

Industrial Revolutions

The Industrial Revolution, or Industrial Revolution, is the process of transition in modern history from an economy based on agriculture and handicrafts to an economy dominated by the manufacture of machinery that exploits industry and steam power. This transition process first began in England in the 18th century (18th-19th centuries) and from there spread all over the world.

The Industrial Revolution was an industrial transformation that took place from the late 1800s until the First World War. The triggering tools of this transformation, in which iron and steel raw materials became widespread and contributed to the development of heavy industry, were mass production techniques (e.g. Ford Model T Henry Ford, the world’s first mass production car), electric power and internal combustion engines.

The Industrial Revolution is the transformation triggered by the introduction of computer and communication technologies (internet) in production that began in the 1980s.

The country that pioneered the Industrial Revolution is Germany. Launched for the first time at the International Hannover Industry and Industry Fair in 2011, the Industrial Revolution 4.0 aimed to produce smart products in smart factories by using Artificial Intelligence, Internet of Things, Big Data, 3-D printers, Robot and Automation technologies more. One of the most important factors in the emergence of the Industrial Revolution 4.0, which includes more than one different technological elements, can be revealed as the increase in the ability of computers to perform more operations (Computing Capacity) at low cost. As a supporting example of this factor, we can see that machine learning technologies such as Artificial Intelligence existed many years ago, but their use is not as widespread as it is today.

Planning Digital Transformation

In the process of digital transformation, each sector and each company may have its own needs and 4. The Industrial Revolution requires a new digital transformation strategy under the leadership of the company management, in which strategic opportunities and strengths are transformed into digital ideas in line with the objectives.

When we examine the digital transformation projects that companies have successfully completed, we see that such large-scale transformation/changes are considered as more than one project (Project Portfolio Management), iterative project methodologies such as Lean Startup or Agile are used for each project, so that the risk and recycling of each project are evaluated separately, and the risks in the probability of failure of digital transformation projects are minimized with such methods.

On the other hand, it is more challenging than technological transformation to manage such big changes successfully. Therefore, it is vital to determine the correct and effective change management model according to the structure of the organization (organic, non-organic, etc.) and apply this model with strong change leaders determined in a disciplined manner.

In order to structure the digital transformation process sustainably, the entrepreneurial mindset needs to be created throughout the company. Google uses the following formula (70-20-10 employee capacity ratio) to systematically uncover new business ideas by adding them to the daily work of employees. The destructive ideas (e.g. ideas containing Artificial Intelligence technology) are evaluated and tested and then revealed as products/services.

• Employees allocate 70% of their capacity to their main field of activity.
• Employees allocate 20% of their capacity to projects related to their main fields of activity.
• Employees allocate 10% of their capacity to unleash new and disruptive business ideas independent of their jobs.

Economic and Social Effects of Artificial Intelligence

Artificial intelligence can be defined as systems that can continuously improve themselves thanks to the one-to-one imitation of human behavior by a computer or any hardware through computer software and the information they collect. Artificial intelligence will undoubtedly have profound and devastating consequences for both society and the economy. According to PWC’s 2017 study, global GDP is projected to increase by $15 trillion by 2030, depending on artificial intelligence. It is estimated that half of this increase will consist of productivity improvements in the workforce and the other half will consist of increasing consumer demands.

History shows that the big change represented by artificial intelligence was initially met with fear and suspicion, and eventually, as usual, such devastating changes led to mass adoption.

Many professions will disappear with the spread of artificial intelligence. Accordingly, developing the capabilities of the existing workforce and adapting them to the needs of the artificial intelligence age will become a really challenging social problem. However, many new professions will emerge.

About 40percent of all jobs in the financial services industry could be done by software robots by 2030.

Between 40 and 50percent of jobs in the manufacturing, shipping and retail sectors could be done by hardware or software robots by 2030.

• Even robots can take on their tasks in the manufacturing sector with 3D printers.
• Blockchain will eliminate the need for intermediaries in financial transactions. According to the World Economic Forum, 10percent of GDP will be driven by blockchain by 2030.

Undoubtedly, as in the Industrial Revolutions we have experienced in the past, many companies/institutions that cannot adapt to the Industrial Revolution 4.0 will be eliminated. Based on the fact that an average of 70 percentof digital transformation efforts have resulted in failure, considering the speed of this devastating change and after a detailed analysis of the needs of the transformation, planning should be at the top of our to-do list, both as individuals and as institutions.

 

References

Digital Transformation

Survive and Thrive in Era of Mass Extinction

Thomas M. Siebel

Why Digital Transformations Fail

The Suprising Disciplines of How to Take Off and Stay Ahead

Tony Saldanha

Life is difficult for both parents and their children these days as the COVID-19 pandemic continues. Although returning children to school is an important and desirable step in this process, there may be many question marks in your and your children’s minds. Below, I have tried to gather up-to-date information about what awaits you in this process and how you can support your child.

When and how will schools open?

We are going through a difficult period and countries around the world are responding to this crisis in different ways. Each country is at a different stage in how and when to open schools. The final decision on this issue will be made by the central governments in consultation with the local authorities. When making this decision, it should take into account factors such as public health, education, etc. and take into account the advantages and risks of opening schools. While making these decisions, the most up-to-date scientific evidence should be used and the best interests of the child should be prioritized. But all this will differ from school to school.

Is it safe for my child to go back to school?

Schools should only be opened after they have become safe for students. The order in schools to be opened in such a period will be slightly different from the order you were used to before. In this context, schools may be opened for a certain period of time and temporarily closed again depending on the situation. Competent authorities will need to be flexible and adaptable to ensure the safety of each child, as new developments may occur on an ongoing basis. Official authorities in your area may not yet have made a decision to reopen schools. However, it is vital that detailed plans are already made so that students, teachers and other employees can be safe when they return to school and parents can send their children to school with peace of mind.

What measures can schools take to prevent the spread of the COVID-19 virus?

As schools reopen, each country must define a strategy consistent with the overall COVID-19 health strategy to protect students, employees, teachers and families.

At this point, some of the measures that schools can take can be listed as follows:

• Gradation of course start and end times
• Staging of meal times
• Moving classrooms to temporary or open spaces
• Going to school alternately to reduce the class size

Water and sanitation facilities will play a crucial role in the safe reopening of schools. School administrations should explore new methods for increasing hygiene measures and safely preparing food, including hand washing, respiratory hygiene (coughing or sneezing into the elbow), social distancing and disinfecting buildings. Administrative staff and teachers should be trained in social distancing and school hygiene practices.

What questions should I ask my child’s teacher or school administrator?

In such crisis situations, many questions may accumulate in our minds. The following questions are examples of some of them:

What steps has the school taken to ensure the safety of children?

• How will the school support students to protect their mental health and combat prejudice against students suffering from illness?
• How will the school direct children who need special support?

Will the school’s security and anti-bullying policies change when schools reopen?

• How can I support the school’s work on security through networks such as parent meetings etc.?

What should I do if my child misses classes?

Students around the world have shown how eager they are to continue going to school. With the support of their teachers and families, they were able to continue their lessons under difficult conditions.

But when schools reopen, children will need more support to make up for the lessons they left behind.

Many schools plan to offer make-up lessons so that students do not fall behind in classes. Accordingly, refresher or supplementary courses can be given at the beginning of the semester, after-school programs can be organized or additional homework can be given. School administrations may not open all classes full-time. In such a case, schools may prefer to apply both classroom and distance education (through homework, radio, TV or online education) together within the scope of the “blended learning” model.

At this point, you should support your child more at home by establishing a order for school and homework. This method will help your children when they feel uneasy and have difficulty focusing. You can also contact your child’s teacher or school for information.

If your child has lost a family member as a result of the outbreak, they may be feeling sad or worrying more than usual. In such a case, do not forget to inform your child’s teacher or school.

What should I do if my child is having trouble getting back to school?

Your child may be trying to cope with the stress of the ongoing crisis in a different way. Therefore, you should create a supportive and protective environment and give positive answers to their questions and the way they express their feelings. You should support your child and tell them that it is normal for them to feel anxious and anxious at such times.

Support your children to maintain the order they are used to and try to make everyday activities such as cooking, reading books as a family, and playing games fun. You can come together with other parents who have experienced the same things as you, share experiences, support each other, or join family or community groups.

 

Sincerely,

Dr. Ömür Hiçdönmez

GAMA Holding Workplace Physician

What’s a viral variant?

The new species of a virus, which emerges as a result of very small changes in its genetic code, are called viral variants. During the epidemic, a large number of genetic mutations and as a result, a large number of viral variants were formed. Among them, those that spread more easily become the dominant type of the epidemic, while others disappear.

Why are new variants causing anxiety?

In the initial data obtained in the studies, there is no evidence that new variants make the disease more severe than previous coronaviruses. However, even if they do not increase the severity of the disease, it becomes inevitable that the number of cases and thus the number of deaths increases with the increase in the transmission characteristics. The data also underscores the more important and worrying fact that the amount of virus in the human body reaches higher amounts in people infected with the new variant. The higher a person’s viral load, the greater their transmission capacity.

How do new variants emerge?

Like the viruses that cause other diseases, the corona virus spreads by penetrating into human cells and replicating itself in them, spreading to the body and then infecting other people.

This is what it means to copy oneself;

It means copying the genetic code that determines how different particles of the virus come together. However, this copy does not always correspond to the original. Minor errors in copying cause different cells to emerge. That means new variant viruses. Some viruses are copied based on DNA and some viruses are copied based on RNA. Coronaviruses are copied by RNA Replication. Unlike DNA copying, RNA molecules do not have a “correction” feature that corrects errors in the copies. That’s why more variant viruses are developing. Almost all of the detected viral variants have spike spikes that help the virus enter the cell. In this sense, it is likely that the properties of adhesion to the cell wall are increased. Let’s get to the crucial question at the end of so much scientific knowledge.

Are new variants resistant to developed vaccines?

Research on vaccines shows, at least for now, that vaccines are effective against these variants. Vaccines are known to create a general immune response and target spikes of the virus. Yes, as a result, variant viruses increase the risk of transmission due to excessive reproduction, and with the increase in viral load, it is quite possible that more people will get sick. However, it is still possible to cope with the virus by adapting to the mask-distance and hygiene use that we have. In addition to these three items, I will add the amount of time spent together. The less time we spend in close proximity, the less our exposure to contamination.

Have a healthy day.

GAMA Holding A.Ş.

Workplace Physician

Dr. Ömür Hiçdönmez

In 62 years, GAMA has completed 300 major projects with a total cost of 22 billion USD.

GAMA, the first Turkish contractor to do business abroad, continues to build large projects around the world. Stating that they have successfully completed the most efficient power plant in the Middle East, Ömer Tunçata, Chairman of the Board of Directors of GAMA Holding, made special statements to the İnşaat Dünyası Magazine.

Can you outline the sectors in which GAMA Holding operates and the size it has reached in these sectors?

To fully answer this question, it would be appropriate to briefly mention the history of GAMA. GAMA was founded in 1959 as a construction contracting company by young engineers who graduated from ITU, Uğurhan Tunçata, Erol Üçer, Yüksel Erimtan, and businessman Raif Mumcu from Samsun. GAMA, which started to work by performing various construction and infrastructure works, undertook the construction works of Mersin Thermal Power Plant with the American company Babcock Wilcox between 1965-70 and stepped into the field of power plant and industrial contracting works. With this project, GAMA became the first Turkish company to compete against foreign companies doing business in this sector in Türkiye until that day. In the following years, GAMA continued to work by specializing and growing in the construction of power plants and industrial plants. The sectors in which GAMA specializes can be briefly summarized as thermal, hydroelectric, natural gas and wind power plants, refineries, petrochemical and chemical facilities, iron-steel and metallurgical facilities, natural gas processing and LNG facilities, cement factories, infrastructure and metro projects.

The founding partners of GAMA realized the potential in these sectors and in 1970, they made some of the engineers working and trained within the company a partner of the company with great dedication and foresight. In this way, the staff has rejuvenated and the continuity of the company has been ensured. In this way, GAMA has made great developments in the specified sectors, made continuous breakthroughs in this regard with the large number of qualified personnel it has trained, gained the ability to expand abroad and became the first Turkish contracting company to do business abroad. Over the years, many qualified personnel have been distributed to other organizations in the sector and acted as a GAMA school. I would also like to emphasize that Erol Özman and Ergil Ersü, one of the deans of the sector, who have a great share in GAMA’s reaching today’s size, took part in these cadres.

Riga 420 MW Combined Cycle Turbine

Over the past 62 years, GAMA has successfully completed numerous major projects. These include 48 power plants with a total capacity of 28,000 MW, 8 refineries with a capacity of 25 million tons/year, 12 cement plants with a capacity of 8 million tons/year and 5 iron and steel plants with a capacity of 17 million tons/year. Among the projects that stand out in terms of their features; Türkiye ‘s first build-operate-transfer project 672 MW Birecik Hydroelectric Power Plant, Türkiye’s first subway Ankara Metro, Türkiye’s first underwater transition project Marmaray Istanbul Strait Railway Crossing, the first submarine pipeline Istanbul Strait Crossing, Türkiye’s first turnkey Mobile Field Hospital project, Türkiye’s first Çayırhan Thermal Power Plant installed in Türkiye’s Flue Gas Treatment Plant, the world’s largest company Russian Gazprom’s 38-story Headquarters in Moscow, Türkiye’s first high-calorie imported coal power plant 1320 MW Iskenderun Sugözü Power Plant, the first build-operate power plant of the Republic of Ireland where GAMA is also an investor 400 MW Tynagh Combined Gas Turbine.

A total of 125,000 Turkish workers were employed in GAMA’s overseas projects. GAMA established GAMA Holding in 2002 to bring together many of its subsidiaries in the sector under one roof. Currently, the activities are carried out within 4 sub-companies. Energy commitments are carried out by GAMA Power Systems Inc., industrial commitments are carried out by GAMA Industry Inc., energy and water investments are carried out by GAMA Enerji Inc., and some commercial activities are carried out by GAMA Trade Inc. GAMA Holding’s new field of activity is health investments in Türkiye.

NATPET Polypropylene Plant

In addition to Türkiye, how many countries have you produced projects in the construction sector so far? GAMA, predominantly in which countries?

Since 1975, GAMA has become an international brand with its opening abroad. It has grown into a world brand with its activities spreading to Europe, South East Asia, the Middle East, North Africa, Russia and CIS countries. Thanks to his experience in different geographical conditions, he has improved his ability to do business anywhere in the world. He completed as many as 300 large-scale projects in 20 different countries, 170 of which were in Türkiye, except for manufacturing projects in the geography extending from Ireland in the west to Sakhalin Island in Russia in the east. One of the projects completed in two very different geographies is the YAMAL LNG plant in the Arctic region, where the air temperature drops to -50 degrees; the other is the ALBA Combined Cycle Gas Turbine project, the largest and most efficient power plant in Bahrain, where the air temperature rises to +54 degrees. After Türkiye, GAMA mainly did business in Russia, Saudi Arabia and the Republic of Ireland. Our 6 ongoing projects are located in Türkiye, Algeria, Tunisia, Iraq and Libya.

Sares Wind Power Plant

How has 2020 been for you? How did the pandemic process reflect on your projects abroad and domestically?

In 2020, the world witnessed an important period. Like most institutions, we were affected by the pandemic. However, our 62 years of experience helps us overcome the different and risky conditions we face in different geographies. As a precaution, we first changed the way we work, implementing the remote working model very quickly in our head office. In order not to endanger the health of our employees, we interrupted some of our ongoing commitment projects and slowed down some of our projects. We continue our projects by taking all the necessary measures in accordance with the pandemic conditions.

We would also like to discuss your ongoing and upcoming projects. How is your agenda regarding commitment and build-operate-transfer projects progressing?

GAMA has 4 ongoing power plants and 2 city hospital projects with a total cost of USD 2 billion. 200 MW Hartha Thermal Power Station Rehabilitation in Iraq -Unit 1, 750 MW Boufarik Simple Cycle Power Plant in Algeria and 450 MW Rades C Combined Cycle Power Plant projects in Tunisia are expected to be completed in 2021. Our 4×350 MW Al Khalij Thermal Power Plant project in Libya was stopped for the third time due to force majeure after the civil war that started in Libya in February 2011. Our negotiations continue to continue in line with the employer’s request. Within the scope of GAMA privatization, it has been in the energy projects made with the Build-Operate-Transfer model from the beginning and today it plays an active role in the energy market with GAMA Enerji with an installed power of 1100 MW.

GAMA’s energy investments consist of natural gas cycle power plants, wind power plants and hydroelectric power plants, and it also carries out commercial activities within the energy market. There are İzmir Bayraklı and Kocaeli Integrated Health Campus projects that we carry out in partnership with Türkerler Holding within the scope of city hospitals projects that started to be tendered in 2011 and implemented with the Public-Private Partnership (PPP) model. In addition to the ongoing projects, we closely follow large infrastructure projects such as power plants, industrial facilities and TPAO’s Black Sea gas basin project during this period. Currently, the size of the business that our business development teams follow is close to 10 billion USD.

Yemen LNG Facility

How much has Yemen LNG Facility GAMA Holding achieved in total so far abroad? Will there be new markets that you aim to add to the countries/regions where you produce projects?

As GAMA Holding, we have achieved a project cost of 22 billion USD so far. The World Bank’s June 2020 report highlights the positive impact of Chinese demand recovery on commodity and energy demand. In parallel, the fact that energy and commodity exporting countries have an important place in GAMA’s target markets creates a positive expectation in terms of contracting works of power plants and industrial facilities. Despite the Covid-19 outbreak, we see that there is still a satisfactory market in the world for energy plants and industrial facility commitment, which is our expertise. These target markets include the Middle East, Russia, Ukraine and other CIS countries, Africa, Europe, South America, the Far East and Türkiye. Apart from these markets, we are always open to cooperation with different companies and new geographies using our experience.

İzmir City Hospital

İzmir City Hospital has been on Engineering News-Record (ENR)’s list of the largest international contractors for 21 years. What is at the heart of GAMA’s many years of success?

We are proud that GAMA has been on the ENR list for 21 years. The basis of this success is to be focused on development and change with the understanding of international management, to be able to make deep-rooted collaborations and joint ventures with domestic and foreign companies, to develop the ability to do business in different cultural, social and geographical conditions of the world, to have a qualified workforce, to specialize in certain issues, to put the customer at the forefront and to be able to do business without compromising on quality. However, one of the cornerstones of our success is that we finish our work on time and without any serious disputes with our employers and partners. GAMA has developed and effectively implements unique procedures and software that incorporate modern project management techniques in the areas in which it specializes. In all his works, he does not compromise on the principles of total quality management, commitment to ethical values and occupational health and safety. Effectively implements risk and compliance management. With this aspect, GAMA has expanded its business volume by gaining the respect of large international companies with which it cooperates. Today, GAMA has become one of the leading companies in the world, especially in the field of turnkey construction of power plants.

What kind of process do you foresee for the Turkish construction sector in the coming period?

We think that countries will prioritize infrastructure investments as a solution in the short term for the employment problem caused by Covid-19 conditions. However, some new investments may be replaced by rehabilitation and renovation projects to increase the efficiency of the facilities already in operation. We expect some projects whose construction tender processes have been postponed due to the pandemic to come up again and quickly. Turkish contracting companies have undertaken very high value projects all over the world to date and have become one of the sectors that bleach the face of Türkiye with their success. Turkish contracting firms continued to perform against political and economic fluctuations in the world thanks to their entrepreneurship, rapid adaptation and mobility. Despite the global effects of the pandemic and the pandemic, the projects continued even if they slowed down. As Turkish contracting companies in 2021, I think we will continue to undertake large projects in many different regions of the world.

Yamal LNG Facility

What does Yamal LNG Facility, Russian Federation GAMA Holding aim for from now on, especially in relation to its activities abroad?

Although it will take time to reach pre-COVID-19 levels in many sectors, I believe that the economic recovery will gradually accelerate starting from 2021. In particular, I think that large infrastructure projects that will increase employment will be on the priority agendas of countries and will create new business opportunities for us. I can say that I have a positive view of 2021. In this context, our near future foreign target as GAMA is to continue in the sectors we are currently active and specialize in. We aim to receive new commitment projects, evaluate investment opportunities in the field of energy and water, and make strategic collaborations. GAMA will continue to support production, trade, service, employment and exports by working in the most efficient way in line with the interests of our country and all our stakeholders.

Construction World, May 2021

Our company GAMA Enerji A.Ş. names the girls of our employees on the turbines of our SARES, GÖK II, and Kırkağaç Wind Power Plants on the International Day of the Girl Child. On this occasion, we celebrate the International Day of the Girl Child and wish our girls a fair and equal world order in every aspect of life in a bright future.

Alya, Aylin Gülin, Bade, Başak, Berra, Defne, Deniz, Derin, Derya, Duru, Ece, Ecrin, Eflin Yaz, Ekin, Elif, Fatima Zehra, Gizem, Gözde, Günaynur, Güneş, İpek, İrem, Lara, Lina, Marsya, Melis, Melisa, Merve, Meva Asel, Nil, Öykü, Rüya, Sara, Selin, Sena, Su Özüm, Tuğçe, Umay, Zeynep

Due to the increase in the population in our country and in the world and the rapid growth of urbanization, the amount of waste is increasing day by day in parallel with the increase in consumption. According to TurkStat data, the importance of the issue will be better understood when considering the daily per capita waste amount of 1.17 kg determined in 2016 for the population of Türkiye, which is expected to exceed 86.9 million in 2023 and 100 million in 2040. In addition, this situation disrupts the balance of the world by increasing the pressure on our natural resources, and our limited resources cannot meet the increasing needs. Therefore, the importance of efficient use of natural resources becomes more evident.

In this context, the Ministry of Environment and Urbanization of the Republic of Türkiye initiated the “Zero Waste” project in 2017. Zero Waste is a goal called “Waste Management Philosophy” that includes preventing waste, using resources more efficiently, preventing or minimizing waste formation by reviewing the causes of waste formation and collecting and recovering waste separately from its source in case of waste formation. 52% of the domestic wastes generated in our country are organic wastes, 6% are plastic wastes, of which a large part are plastic bags, 10% are paper-cardboard wastes, 4% are glass and 2% are metal wastes, and the remaining part includes other wastes.

When we look at these rates, we see that a large part of our waste can be used, that is, they can be recycled and turned into new products. In addition, since it is not separated from its source and thrown away, it goes to many usable waste storage sites such as plastic, paper-cardboard, glass, and metal, and approximately 1 billion TL of resources are lost every year. Considering that these wastes are disposed of directly at landfill sites without any processing, a rough calculation requires a storage area the size of hundreds of football fields every year. Likewise, administrative activities such as collection, transportation, and/or storage of these wastes will also incur additional costs.

According to the ideal waste management hierarchy, prevention and reduction of wastes in the place where they occur and reuse of wastes in cases where their formation cannot be prevented are the primary steps of the waste management hierarchy. Wastes that cannot be reused should be evaluated by following a path in the form of recycling, material recovery, or recovery as energy to bring them to the economy.

The Zero Waste Regulation was published in the Official Gazette dated 12.07.2019 and numbered 30829 by the Ministry of Environment and Urbanization of the Republic of Türkiye and entered into force. Within the scope of this regulation, industrial facilities included in the Annex-1 List of EIA Regulation had to obtain a basic level “Zero Waste Certificate” until 31 December 2020. In this context, our İç Anadolu Combined Cycle Gas Turbine, located in Kırıkkale, one of the GAMA Enerji power plants, was entitled to receive the basic level Zero Waste Certificate on 20.11.2020 as a result of the studies we carried out during 2020. The works for our power plants within the scope of the industrial facilities included in the Annex-1 List of EIA Regulation have been completed this year and document applications have been made.

 

https://sifiratik.gov.tr/

Yeşim Aştı

GAMA Enerji Inc. Quality and Certification Manager

With the “SAHIN96 Unmanned Aerial Vehicle Fire Extinguishing Ammunition” project developed with the support of Sinan Dülger, Production and Design Manager of GAMA Ticaret ve Turizm A.Ş., we hosted Osmaniye Şehit Major Adil Karagöz Anatolian High School students Cihanay Kelkoca and Oğulcan Doğan, who were the first in Türkiye at the high school level in the TEKNOFEST 2021 “Technology for the Benefit of Humanity” competition, in our GAMA Headquarters in December 2021. In our conversation moderated by Sinan Dülger and Emre Sümer, our GAMA Enerji Corporate Communications and Marketing Manager, the students explained the SAHIN96 project in detail and answered the questions that GAMA employees were curious about. As GAMA, we are happy to contribute to this project developed to protect our future and nature, we congratulate students for their work and wish them continued success.

Ongoing in Tunisia, our RADES-C Combined Cycle Power Plant Project has been 99.9% completed. The activities of steam admission to the steam turbine and general admission are planned to start in the forthcoming June to be completed in August in order to achieve the most critical milestone of our project which is starting combined cycle commercial operation. The commissioning activities of all systems excluding #steamturbine and steam turbine generator are about to be finished. All rough construction, architectural and landscaping works have been almost finished.