Operating in the energy, mining, and tourism sectors, with 21 companies—two of which are publicly listed—11 facilities, and 1,035 employees, ODAŞ pursues a global growth strategy through its companies located across different geographical areas. With the initial goal of creating an organization that can quickly adapt to the changing business world, continuously learn, and grow together, the company’s priority for the 2026 period will be to further strengthen an HR structure that places the right talent in the right roles, encourages development, and addresses employee experience from a holistic perspective.
CONDUCTING PILOT INITIATIVES
While leadership development, talent acquisition, and talent retention remain at the strategic core, ODAŞ People and Culture Manager Zeynep Demir states that they have transformed performance and reward processes into a more data-driven, transparent, and inclusive structure. “Our goal is to develop managers who can adapt to evolving ways of working, empower their teams, and make the learning organization culture permanent” she says.While enhancing employee experience, the company also supports a competency-based learning structure. ODAŞ Development Platform; psychological, dietitian, and sports support provided through Müzikartonline; culture and arts raffles; “Enerjik Bir Mola” initiatives; and various workshops constitute key components of this approach. On the learning and development side, the company creates annual development plans for both managers and employees, with a focus on leadership, feedback culture, collaboration, and agility. Stating that a critical step in the new period is transitioning core HR processes to an integrated, data-driven, and user-friendly system, Demir adds: “We are analysing the contributions that artificial intelligence can bring to HR practices and are conducting pilot initiatives, particularly in talent management, training planning, and decision support processes.”
