Integrated

Report
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Contents

The transition into a

14 About the Report 44 Stakeholder Relationship at Tüpraş 142 Annexes
16 Message from the General Manager 46 Tüpraş’s Sustainability Priorities 144 SDGs Performance Realization Table
18 Tüpraş at a Glance 48 Capitals of Tüpraş 152 Stakeholders and Communication
Methods

carbon neutral energy

22 Highlights of Sustainability Activities 50 Financial Capital
153 Task Force on Climate-related Financial
24 Sustainability at Tüpraş from Past to Present 62 Human Capital
Disclosures (TCFD) and Tüpraş
26 Strategic Transition Plan 80 Manufactured Capital
162 Performance Indicators
30 Achievements and Awards 98 Intellectual Capital
170 Tüpraş 2022 Integrated Report –

company
32 Tüpraş Value Generation Model 114 Social and Relationship Capital Reporting Principles

34 Management Approach 128 Natural Capital 182 Tüpraş’s Memberships and the
Platforms it Supports
183 Limited Assurance Report We focus on four business areas
189 SASB Index
- sustainable refining, biofuels,
191 GRI Index
204 Glossary
zero-carbon electricity and green
205 Contact hydrogen.
Our Goal
You can access the Tüpraş website from the link below:
https://www.tupras.com.tr/en/default
become a We seek to advance our identity as Turkey’s largest industrial

carbon neutral enterprise with our contribution to the circular economy and the
responsibility we take in the transition to a low carbon economy,
and aim to lead the energy transformation. We are taking rapid
and strong strides with the Strategic Transition Plan which we
Energy Company have implemented in line with this goal. We resolutely press
ahead with our investments in new and priority areas which
support our sustainability approach and which offer strong
profitability.

We built the plan on the basis of having a balanced and

diversified clean energy portfolio. Within the scope of the plan,
we focus on four business areas that we have identified as
sustainable refining, biofuels, zero-carbon electricity and green
hydrogen.

We train a workforce with the knowledge and skills compatible

with the low-carbon business models of the future. We strive to
improve the environmental and social impacts of our value chain.
We aim to achieve inclusion in social benefit with a people-
oriented approach. Backed by the operational and financial
performance which we have achieved, we continue to contribute
to Tüpraş’s market and brand value as well as its shareholder
value. With our strong corporate structure and governance
approach, we act with a focus on creating more positive value
for all our stakeholders.

We have determined our main goal as the transition into a

carbon neutral energy company by 2050 with new technologies
and to become the leading energy company of the future. As we
move forward towards reaching our main goal with an integrated
strategy, we have shared the results of the steps taken and the
outputs of our implementations with our stakeholders through
our first integrated report.

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Investing in a
better future
We use resources efficiently in all of our processes to contribute to the
circular economy. While increasing the competitiveness and profitability of
our existing assets, we prioritize investment in new areas which offer strong
profitability and support our sustainability approach through the resources
we create.

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Carbon neutral
by 2050
We support our R&D and innovation competency with comprehensive
collaborations and incentives. We also reduce the carbon emissions in our
refining activities by investing in new generation environmental technologies.
We become more steadfast in our steps to become the leading energy company
of the future using alternative energy production methods.

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Our transformative power

rests on competent
human resources
We create an egalitarian, inclusive, fair and safe working environment which
is respectful to human rights for our human resources. We focus on deploying
their talent in the most efficient way. In order to promote the transition to low-
carbon business models, we undertake projects which will support our human
resources that will implement the strategic transformation.

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Contribution to a
stronger society
We have increased our contribution in the field of social responsibility,
believing that a strong Turkey will rise on the basis of a strong society.
We participate in key initiatives that support gender equality. We realize
educational projects for students and carry out investments in cultural
development.

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Sustainable value for

stakeholders and the
economy
As Turkey’s largest industrial enterprise, we unwaveringly meet our country’s
energy needs. We maintain our strong growth momentum with our successful
operational and financial results. We work with all our strength to create
sustainable value for our stakeholders and the economy.

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About the Report

Tüpraş’s reporting activities are focused on accountability and transparency. Our goal is to respond to any questions and requests for information from our stakeholders
in a timely, accurate and complete manner, within the scope of the legal framework under which our activities are regulated.

FOCUS ON SUSTAINABILITY AND ENVIRONMENTAL, SOCIAL, STANDARDS AND FRAMEWORK CAPITAL MARKETS BOARD (CMB) AND ANNUAL REPORT
GOVERNANCE ACTIVITIES (ESG) REFERENCES
Tüpraş 2022 Integrated Report was prepared by taking into account the requirements of
the below given standards, frameworks and ESG rating companies.
Tüpraş’s 2022 Integrated Report (Report) addresses the Company’s performance in the Explanations in areas where Tüpraş complies with the principles in the Capital Markets
fields of Sustainability as well as Environmental, Social, Governance (ESG) activities in detail Board (CMB) Sustainability Principles Compliance Framework are included in the 2022
within the scope of Tüpraş’s strategic goal of transforming into a carbon neutral energy Annual Report. The company’s evaluations regarding the principles which the Company
company and in line with its strategic priorities. GRI - Global Reporting Initiative has not yet fully complied with are included in the Statement of Compliance with the
GRI 11: Oil and Gas Sector Standard 2021 Sustainability Principles in the Corporate Governance section of the 2022 Annual Report.
It is recommended that this Report, which is the main source of explanation regarding the
Company’s ESG performance, should be reviewed together with the Policies available on
the Tüpraş website.

IFRS - International Financial Reporting Standards - AUDIT APPROACH

Integrated Reporting Framework
REPORTING PERIOD
For the selected ESG indicators included in the report, PwC Bağımsız Denetim ve
Serbest Muhasebeci Mali Müşavirlik A.Ş. provided a limited assurance report, which is in
The figures in the report refer to the period from 1 January 2022 to 31 December 2022
accordance with International Assurance Audits Standard 3000 - “Assurance Engagements
unless otherwise stated. Some realizations from the first quarter of 2023 are also included. SASB - Sustainability Accounting Standards Board
Other than Audits or Reviews of Historical Financial Information, International Framework
Oil and Gas Industry - Refining and Marketing
The report includes the integrated business model, which summarizes Tüpraş’s ability for Assurance Engagements and Related Conforming Amendments” (“ISAE 3000” Revised)
Standard
to create long-term value for its stakeholders, its risk and opportunity management, its and in accordance with International Assurance Auditing Standard 3410 - “Assurance
priorities, future strategies, stakeholder communication and performance indicators in the Engagements on Greenhouse Gas Statements (“ISAE 3410”), which was issued by the
financial, environmental, social and managerial fields. International Auditing and Assurance Standards Board. The aforementioned report, which
includes the list and scope of the assured indicators, is on pages 183-188. The financial
Task Force on Climate-related Financial Disclosures
information in the integrated report was audited by the same independent audit firm.
Relevant Independent Auditor Reports are included in the 2022 Annual Report.
TÜPRAŞ ECOSYSTEM
The mark refers to the externally assured value throughout the report.
The information in the report covers the activities undertaken by Tüpraş in Turkey. In United Nations Global Compact
order to accurately reflect the entirety of the Company, the report also provides general United Nations Sustainable Development Goals
introductory information regarding Tüpraş’s subsidiaries and affiliates listed below.

· Tüpraş Trading Ltd

· Opet Petrolcülük A.Ş.
· Ditaş Deniz İşletmeciliği ve Tankerciliği A.Ş. The UN’s Women Empowerment Principles
· Körfez Ulaştırma A.Ş.
· Entek Elektrik Üretimi A.Ş.
· Tüpraş Enerji Girişimleri A.Ş. (Tupras Ventures)
Koç Holding is one of the global leaders in the field of “technology and innovation” in the
In line with the financial reporting principles used in the report, the financial data of United Nations “Generational Equality Forum”. The report sets out the gender equality
the subsidiaries was included in the performance figures and shared. References to targets and work carried out in the field of technology and innovation as determined by
“Tüpraş”, “Company”, “we”, “us” and “our” and all similar expressions in the report Tüpraş under the guidance of Koç Holding.
refer to Tüpraş and its consolidated subsidiaries, unless otherwise stated or the context
Tüpraş’s contributions to the United Nations Sustainable Development Goals (SDGs) are
indicates otherwise. Matters related to the detailed financial performance of Tüpraş and its
detailed in the relevant sections of the report.
subsidiaries in 2022 are included in the 2022 Annual Report.

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Message from the General Manager

1.5 GW in capacity mostly wind power plants. With the acquisition Meanwhile, we continue to run the program of “Women in
of Entek, we have taken an important step towards achieving the Technology and Innovation” with the aim of contributing to Koç
The year 2022 was a period when installed capacity targets set out in the Strategic Transition Plan. Holding’s global leadership commitments at the UN Women
Generation Equality Forum. With our program, we aim to increase
we realized the important steps In the coming period, we will focus on producing hydrogen which the competencies of 100,000 female students in the field of
we still use in refinery processes through the electrolyser method. innovation and technology over the next five years.
of our Strategic Transition Plan, This is an area which has come under the spotlight in efforts to
achieve zero emissions. In parallel with our work in this direction, Dear stakeholders,
which we positioned as “Energy to we have also become a member of Hydrogen Europe, the leading
The transparent approach to the performance of institutions in the
the Future”. stakeholder organization in the European hydrogen market.
fields of sustainability is being transformed into a global priority and
In 2022, we realized USD 173 million in consolidated investment, legal responsibility in the eyes of the stakeholders.
with 50% of the investment being project investments focused on
sustainability and modernization. Major investments include Solar Our Environmental, Social and Governance (ESG) efforts are
Power Plant Installation, the revamp of the Izmit and Izmir Refineries evaluated on indices including FTSE4Good, MSCI ESG Rating,
FCC Unit, Flue Gas Treatment and Energy Recovery and the New Sustainalytics and Vigeo Eiris, and in particular the Borsa Istanbul
Sulphur Unit at the Kırıkkale Refinery. Sustainability Index. We review our practices in this field every
year by taking the expectations of national and global investors
İBRAHIM YELMENOĞLU
We established Tupras Ventures, our Company which will operate into account. In this year’s report, we disclosed a total of 18 new
General Manager in the field of enterprise. In line with our strategic priorities within the indicators, including 13 environmental, one social and four corporate
scope of our transition plan in the coming period, we aim to invest in governance indicators to the public.
domestic and IT ventures in the fields of smart IT, energy efficiency,
the circular economy and robotic technologies. We are confident We established the Sustainability Committee to develop practices in
that our efforts in the field of enterprise will increase innovation, the fields of sustainability and ESG, to ensure that these practices
open innovation and start-up integration, increase efficiency in the are adopted and rolled out within the Company, to advise the senior
Dear stakeholders, to the investments necessary to achieve the transition to low or zero
refining cycle, improve our ability to produce fuel and biofuels with management and to measure and report performance and progress.
carbon energy. As part of our plan to reduce our emissions by 27%
We have started the year 2023 with the tragedy of the by 2030 and become a carbon-neutral energy company by 2050, the lowest environmental impact and strengthen Tüpraş’s existing
We took our place at the 27th Conference of the Parties to the
earthquake disaster which deeply affected our country and we implemented 52 energy efficiency projects at our refineries this know-how in a wide range of fields.
United Nations Framework Convention on Climate Change (COP27)
brought us all great sadness. Although there can be no year, reducing our CO2 emissions by 73,199 tonnes and saving
We are one of our country’s largest employers on the basis of the held in Egypt, where we had the opportunity to convey our 2050
compensation for our losses, we believe we will heal from the 315,515 Gcal of energy.
jobs we create. We also invest in the continuous development and Carbon Neutral Target and the progress in our Strategic Transition
deep wounds inflicted by this disaster and we will overcome
advancement of our employees. Our Human Resources Transition Plan to our stakeholders. In order to create long-term value for
the effects of the grave destruction wreaked on our country As a supporter of the Task Force on Climate-related Financial
Project sets out the new roles and competencies that will be needed our stakeholders, we prepared our report this year in accordance
with unity, fellowship and solidarity. Disclosures (TCFD), we also carry out important work to integrate
for Tüpraş’s future. In this vein, we launch programs to equip our with the International Integrated Reporting Framework (IIR) and
our climate crisis-related risks into business processes and to
Looking at the reporting period, we were faced with global situations employees with the skill and competency sets that will prepare them the industry standards of the Sustainability Accounting Standard
update our targets accordingly. For the first time this year, we
which precipitated many different crises on the road to normalization for these roles. (SASB), a first in our sector in Turkey.
obtained limited assurance on our Scope 1 and Scope 2 emissions
and leaving behind the effects of the pandemic. The impacts of from an international auditor.
Our priority is to provide our employees with a fair and safe working Since its establishment, Tüpraş has worked tirelessly to provide
the climate crisis, inflationary trends and economic uncertainties,
environment which respects human rights in all of our processes. As the energy Turkey needs and has shared the added value it has
the tensions in the energy and commodity markets stemming One key initiative in the field of “biofuels” was the license agreement
a signatory to the United Nations Women’s Empowerment Principles created with society. Tüpraş is advancing with solid steps forward
from geopolitical risks and temporary supply disruptions triggered we signed with the global technology company Honeywell UOP to
(UN Women WEPs), we are working towards equal representation of on the path it has taken with the aim of becoming a company
growing inequalities and volatilities in the global economy. This took rollout Ecofining™ technology at our İzmir Refinery. In the facility to
women with the aim of being an inclusive workplace. that produces the energy of the future. I would like to take this
its toll on levels of welfare while also turning a slowdown in the be established, we plan to convert 400,000 tonnes of vegetable and
opportunity to thank all of our stakeholders for their support in this
global economy into a recession. animal-based waste raw materials into SAF (Sustainable Aviation
We continue to strengthen our work, which we carry out with the journey and express my gratitude.
Fuel), renewable diesel and other products per year.
Continuing the journey towards “Energy to the Future” banner of “Our Energy for Equality Never Ends”, with our Diversity,
Preliminary engineering work on the SAF production facility has been Equality, Inclusion (DEI) Policy. As of the reporting period, we were
The year 2022 was a period when we realized the important steps completed and we anticipate that it will enter production in 2027. moving forward in this respect with the target of hiring one woman
of our Strategic Transition Plan, which we positioned as “Our Energy during every recruitment process. We plan to increase the proportion
to the Future”. Against the backdrop of global developments, we On our “zero carbon electricity” business line, we took an important our employees who are women from 24% to 40% within the next
tirelessly pressed ahead in our work, progressing in line with our goal step towards becoming “Turkey’s leading producer” in 2022. We five years in the fields of engineering, R&D, innovation, service İbrahim Yelmenoğlu
of transforming into a carbon neutral energy company by 2050. acquired Entek, which has eight hydroelectric power plants, one design and IT. We consider our 2nd ranking in the Bloomberg Gender General Manager
wind farm and one natural gas cycle power plant with a combined Equality Index (GEI) to be an important indicator in this context and
With our investments in “Sustainable Refining”, we aim to become capacity of 442 MW. Within the scope of our commitment to believe that we will strengthen with our diversity and differences in
more efficient and profitable, increase the share of value-added establish a storage facility, we applied to the Energy Market our journey to the future.
(white) products in our portfolio and transfer the income we generate Regulatory Authority for a preliminary license for an additional

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Tüpraş at a Glance

The roots of Tüpraş go back to the Batman Refinery, which Today, Tüpraş, an integrated oil company with its production
was established in 1955 to process domestic crude oil. complexes and partnerships, and is the world’s 30th largest
The operations of the four refineries established in İzmit, refinery, the 7th largest in Europe and the largest in Turkey. The 30th largest refining The 7th largest refining Turkey’s largest
İzmir, Kırıkkale and Batman have been continuing under Tüpraş is also our country’s leading exporter in the chemicals company in the world company in Europe industrial company

30 7 1
the umbrella of Tüpraş since 1983. Tüpraş registered the category.

th th st
design capacities of its refineries as 30 million tonnes in 2019
following significant capacity increases and the conversion unit Tüpraş is one of the few refineries with a high complexity in the
investments realized in its four refineries over the years. Mediterranean, with an average Nelson Complexity Index of 9.5.

OUR SUBSIDIARIES THE LARGEST IN THE WORLD THE LARGEST IN EUROPE INDUSTRIAL COMPANY

Tüpraş holds 41.67% of Opet’s shares.

Tüpraş holds 79.98% of Ditaş’s shares.
Tüpraş holds 100% of Tupras Trading Ltd’s With its 1,857 stations and storage capacity of 1.1 With a total of 15 tankers and about 648 thousand The leading exporter in the
shares. The average number of
million m3, Opet operates a wide service area in DWT carriage capacity Ditaş has Turkey’s largest chemicals category Investment of USD 7.2 billion
Turkey with five terminals, and provides superior
personnel working within
Located in the UK, Tupras Trading Ltd closely follows fleet of fuel products and provides significant
the Group after privatization

7.2
products and services to customers.

1 6,112
up international market opportunities through its operational and cost advantages to Tüpraş.

st
activities, thus supporting Tüpraş’s existing foreign
trade operations. It also creates additional added
value from the supply and sales chain.

USD BILLION

Tüpraş holds 99.23% of Entek’s shares. Tüpraş holds 100% of Tupras Ventures’
Tüpraş holds 100% of Körfez
shares. RECORD EXPORTS EMPLOYEES INVESTMENTS
Ulaştırma A.Ş.’s shares. With its 330 MW renewable energy capacity and
a total installed power of 442 MW, Entek aims Tüpraş established Tupras Ventures in September
Körfez Ulaştırma A.Ş. is the first private
to grow in renewable energy and diversify its 2022 for direct investment in start-ups by furthering
railway operator in Turkey.
hydroelectric resource-intensive portfolio. its open innovation efforts.

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Tüpraş at a Glance total refining capacity of

4 refineries 30 million tonnes/year
İZMİT REFINERY İZMİR REFINERY

BAKU-TBILISI-CEYHAN
Crude Oil Pipeline

ENTEK
Süloğlu İSTANBUL
WF
İZMİT ENTEK
OPET Kumköy KIRIKKALE REFINERY BATMAN REFINERY
ENTEK OPET
Marmara HPP
Kocaeli Giresun
Terminal OPET NGCPP KIRIKKALE Terminal
Körfez
Terminal ANKARA

İZMİR
ENTEK ENTEK
ENTEK ENTEK Menzelet Kılavuzlu

5 terminals
BATMAN
1.1 million m3
1,857 stations
Kepezkaya Damlapınar HPP HPP
HPP HPP MERSİN
storage capacity
ENTEK CEYHAN
OPET Azmak HPP OPET TERMİNALS OPET STATIONS
OPET
Antalya IRAQ-TURKEY
Mersin
Terminal Crude Oil Pipeline
Terminal

Railway Crude Oil Pipeline Terminal Refinery HPP WF NGCPP

15 tankers 648,050 DWT 519 35

Tüpraş is the largest industrial company in Turkey on the basis of added value and turnover. carriage capacity fuel oil wagons platform wagons
DİTAŞ KÖRFEZ ULAŞTIRMA A.Ş.

37% 25% 43%

63% 75% 57% 8 HPP, 1 WF, 1 NGCPP 442 MW installed capacity

ENTEK
Tüpraş’s total share Tüpraş has 75% of Tüpraş’s total share in
in Turkish petroleum Turkey’s current refining Turkey’s storage capacity
products market is 63%. capacity. is 57%.

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Highlights of Sustainability Activities

ENVIRONMENTAL SOCIAL GOVERNANCE

12% 73,199 tonnes CO e A Signatory to the United

Inclusion in the Bloomberg
2
Gender Equality Index for the Sustainability Committee established
Decrease in Scope 1 and Scope 2 emissions
Decrease in emissions achieved through Nations Global Compact
achieved since the 2017 base year on the
52 energy efficiency projects
second time.
road to becoming Carbon Neutral by 2050

94.9% 57.9% 14% 10% Limited assurance work on

Energy intensity index value achieved
Ratio of recovered water to total water sustainability data
following energy efficiency and Increase in the ratio of female employees Female employee ratio
consumption
modernization work

86.4% TCFD supporter 312,860 working hours 215,589 hours The Materiality Analysis was reassessed within the
scope of the GRI Oil and Gas Industry Standards (GRI
Training duration provided to 5,113 11) and double materiality, and guiding core values
Total waste recovery rate OHS training were determined.
employees

Sustainable Aviation Fuel

(SAF)
442 MW 47.4% 86% 50%
Total capacity of Entek, 99.23% of which
Production target by license agreement Share of sustainability investment projects in the USD
was taken over in field of zero-carbon Employee loyalty Customer satisfaction
with Honeywell UOP 173 million of consolidated investment expenditure
electricity (330 MW renewable)

1,461.5 MW 135.2 MW
Total additional capacity, including the solar
power plant with a combined capacity of Total capacity started to be installed at
85% 79% Acceptance of the Framework
Policy on Personal Data Protection,
190 MW and the wind farm with a capacity the refineries, including 122.6 MW of solar Supplier satisfaction Contractor satisfaction Discipline and Whistleblowing Policy
of 1,271.5 MW for which Entek submitted capacity and 12.6 MW in wind capacity
pre-license applications

Memberships of Hydrogen 3,379 MWh 75% TL 44.4 billion 9.65

Europe and Water Europe Renewable energy generated in the Ratio of company employees who are
Tax and other liability payments Corporate Rating
refineries members of the Petrol-İş Union

TL 1,158 million TL 73.3 million TL 288.7 million 2 34 Tupras Ventures was established.
Environmental investment and operating Donations and sponsorships within the patent scientific
R&D expenditures
expenditure scope of social responsibility activities applications publications

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Sustainability at Tüpraş from Past to Present

Participation in COP26
Tüpraş Strategic Transition Plan / 2050 Carbon Neutral
goal Signatory of the UN
Bloomberg 2021 Gender Equality Index Global Compact
Tüpraş Diversity, Equality and Inclusion Committee Membership of
İzmit “Terminal Automation System” Water Europe
ISO 45001:2018 OHS Management System platform
Körfez Ulaştırma - 7 hybrid locomotives PwC limited
Participation in
COP23 Target set for 25% members of the Board of Directors
assurance
to be women within 5 years engagement
Signatory of the UN Participation in
WEPs COP25 Anti-Bribery and Anti-Corruption, Donations and UN Generation
Sponsorship, Human Rights and Diversity at the Board Equality Forum
İzmir Wastewater Education of Directors policies
Recovery Unit provided to 12,000 Action Coalition
ISO 10002 Customer students with the Foreign Trade Control, Sanctions and Export Controls - Technology and
Participation in policies
İzmit Wastewater COP21 Satisfaction “Our Energy to Innovation for
ISO 50001:2011 the Future:
Recovery Unit Management System Compliance with Competition Law, Gift and Hospitality Gender Equality
First Corporate Social Energy Management İzmit New I Code, Model, and and Supply Chain Compliance policies established
Responsibility (CSR) Customer System Wastewater Innovation Directorate Produce Project Basic Level Zero
Report Relationship Recovery Unit and Idea Unit Portal Codes of Ethics updated, Compliance and Social
ISO/IEC 27001:2005 Our Energy for Investment policies established Waste Certificate
Management System
Health, Safety and Information Security BIST 50 ISO 14064: Students Project for new Head Office
Environment (HSE) Contractor Management Sustainability Greenhouse Gas reached 3,000 First company in Turkey to implement EFQM model
building

CARBON
Policy Management System System Index Verification students updated with the UN SDGs

2007 2009 2013 2015 2017 2019 2021 2023 NEUTRAL

BY
2008 2010 2014 2016 2018 2020 2022
2050
GRI compliant CSR R&D Center BIST 30 Participation in Participation in COP24 Basic Level Zero Waste Participation in COP27
Report Sustainability COP22 Certificate at Refineries
Tüpraş Ethical Index Support for the Materiality Analysis
Integrated Values USD 150 million “HeForShe” movement Tüpraş Academy
Management System R&D Center loan from the EBRD by the UN WEPs, global Tüpraş Sustainability Committee
(ISO 9001, ISO 14001, Waste Management Campus for environment and cooperation between the Cooperation with Emerald
Program at Industrial Innovation Fund Supporter of TCFD
OHSAS 18001) energy efficiency UN Women Tüpraş and
Refineries Fenerbahçe Sport Club Acquisition of Entek Elektrik Üretimi A.Ş.
Tüpraş Supplier Participation in
Portal Tüpraş Solution Center “HeForShe” Movement Licence agreement established with Honeywell for
and cooperation with SAF production
METU and İTÜ Teknokent Fenerbahçe “International
(Technopolises) Data 16 Days of Activism” Bloomberg 2022 Gender Equality Index
Analytics Centers campaign Scope 1 and Scope 2 greenhouse gas emissions
Reporting within the declared
Sustainability Principles Tüpraş Enerji Girişimleri A.Ş. established.
Compliance Framework
Membership of Hydrogen Europe platform
Customer Notification
Management System Policies on Notifications, Discipline and Protection of
Personal Data Framework set up
Diversity, Equality and Inclusion policy established
BIST, Refinitiv, MSCI ESG Rating, FTSE4Good,
Sustainalytics ESG Rating, Vigeo Eiris (Moody’s ESG
Solutions) and Bloomberg Gender Equality Index

24 tupras.com.tr Tüpraş Integrated Report 2022 25

 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Strategic Transition Plan

While structuring the Tüpraş of the future within the scope of Our Energy to the
Future, a roadmap for transforming products and services has been determined.

Tüpraş’s goal is to meet Turkey’s energy needs in a safe and 2030: A key threshold for the Turkish energy sector HIGHLIGHTS
uninterrupted manner as the country moves forward in its
development journey, by carrying out continuous improvements With an awareness that the “Green Transformation”, which

USD 10 billion USD 1.3 billion 30%

and developments in areas such as sustainability and ESG has recently started to gain momentum, offers a number of
activities. opportunities in achieving its goals, Tüpraş is in a unique position
with its proximity to the EU, which is at the heart of the green
In this vein, Tüpraş prioritizes the process of tackling the climate
transformation, on the one hand, and with the continued growth Within the scope of its Strategic The investments are expected to New lines of business including
crisis and transitioning to a low-carbon economy in line with Koç
Holding’s vision. It announced its Strategic Transition Plan, which
of demand in the domestic market on the other. Transition Plan, Tüpraş aims to pave the way for an increase in SAF, green hydrogen and zero
promises to produce the energy of the future, to its stakeholders invest a total of approximately EBITDA to USD 1.3 billion by 2030 carbon electricity sales are
Electric vehicles are expected to lead sales of new passenger USD 5 billion by 2035, and USD - 30% higher than the average over expected to account for 30% of
in 2021.
vehicles from the beginning of the 2030s, and will become the 10 billion by 2050 with an annual the last 5 years. With the support EBITDA by 2035.
Under the banner of “Our Energy to the Future”, the Strategic dominant powertrain before 2040. The use of hydrogen as a fuel average investment of USD 350 of its investments in new areas,
Transition Plan sets out that Tüpraş will manage its assets, is expected to enter a gradual growth process from 2030 and million. the Company plans to maintain an
especially its manufactured capital, with an approach focused on gain more rapid momentum after 2040. EBITDA of USD 1.3 billion in 2035
sustainable profitability and to simultaneously invest in new areas
as the transition to new products
that will support the transition to a low carbon economy. Aiming In our country, which is home to one of the world’s leading
intensifies.
to lead the transformation in the Turkish energy sector, Tüpraş aviation sectors, approximately 10% of aviation fuel is expected
has embarked on the process of transforming itself into a carbon to consist of SAF by 2030, while synthetic and hydrogen-based

80% USD 50 million ESG

neutral energy company with a balanced and diversified clean fuels are expected to be included in this pool in the longer term.
energy portfolio by gradually lowering its emissions. In view of these expectations, the consumption of fossil fuels
in Turkey is predicted to peak in 2030. After 2030, demand for
While structuring the Tüpraş of tomorrow within the scope

performance
of “Our Energy to the Future”, a roadmap for transforming diesel, in particular, will gradually start to be replaced by hydrogen
New business model that the Tüpraş plans to invest USD 50
products and services has been determined. As part of its and electric vehicles.
Company initiates, enables to million in the venture capital
roadmap, Tüpraş plans to obtain the resources required for the pay an average of 80% of its field until 2030, as part of its
transformation from its existing assets. It also plans to render its Despite this, the current domestic refining capacity for the Having continuously improved
production of diesel, a large proportion of which is currently distributable profit as dividends. investments in new technologies
refining operations more sustainable with improvements in energy its overall performance in the
imported, will be needed for some considerable time to come. and business models in the energy
efficiency and productivity as well as the investments in value- Environmental, Social and
added products which it will carry out in these areas. In addition, transformation.
Governance (ESG) categories,
in the first period of the plan, the Company seeks to allocate the Tüpraş is also planning to benefit
majority of new energy investments to zero-carbon electricity from burgeoning ESG focused
facilities, which will be vital in establishing an integrated business
funding opportunities which have
model with green hydrogen production.
recently emerged in light of the
new roadmap.

26 GRI 2-22 SASB EM-RM-110a.2, EM-RM-410a.1, EM-RM-410a.2 tupras.com.tr Tüpraş Integrated Report 2022 SASB EM-RM-110a.2, EM-RM-410a.1, EM-RM-410a.2 27
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Strategic Transition Plan

Our Energy to the Future

OUR STRATEGIC GOAL
THE TRANSITION INTO A LEADING CARBON NEUTRAL ENERGY COMPANY
TÜPRAŞ FOCUSES ON FOUR BUSINESS AREAS UNDER THE STRATEGIC TRANSITION PLAN.
MAKE EXISTING ASSETS MORE COMPETITIVE AND
INVEST IN NEW AREAS WHICH SUPPORT OUR SUSTAINABILITY APPROACH
PROFITABLE TO FUND THIS TRANSITION

Sustainable Refining Biofuels Zero Carbon Electricity Green Hydrogen

FORECAST FOR 2050 FORECAST FOR 2050 FORECAST FOR 2050 FORECAST FOR 2050

The share of oil, which was 29% in 2021, will decrease to 17% in 2050 In its Announced Pledges Scenario, the IEA predicts that biofuel According to the IEA’s Announced Pledges Scenario, it is predicted that According to the IEA’s Announced Pledges Scenario, hydrogen is
according to the the Announced Pledges Scenario of the International consumption will increase five-fold by 2050 compared to 2021. Biofuels global electricity consumption will approximately double by 2050 when expected to be used most intensively in the transportation industry.
Energy Agency (IEA), while the share of renewable resources, including are expected to play a complementary role in the green transformation compared to its 2021 level.
nuclear and biomass, in energy supply will increase to 60%. There both in the transition period and in the long term. Hydrogen consumption is projected to start growing on a significant
is a general consensus for the future of the energy market that while Electricity will play a key role in the energy sector, both in meeting future scale in 2030, and grow by ten-fold by 2050 compared to its 2030 level.
the dominant position of oil will be gradually replaced by low-carbon energy needs directly and more efficiently, and as the main input in the
alternatives, oil will continue to be one of the most important sources of production of green hydrogen.
energy for many years to come.

TÜPRAŞ’S RESPONSE TÜPRAŞ’S RESPONSE TÜPRAŞ’S RESPONSE TÜPRAŞ’S RESPONSE

Tüpraş’s strongest source of strength is refining. Refining is expected to With the foresight that biofuels will offer a competitive advantage in air While establishing the capacities to meet the additional demand for Tüpraş currently uses hydrogen in refinery processes and is Turkey’s
be the driving force of the transformation. transportation and play an important and permanent long-term role in electricity that will arise, Tüpraş uses only zero-carbon resources in line largest producer of hydrogen. Tüpraş will focus on producing green
the decarbonization of the industry, Tüpraş has turned to renewable with its approach to tackling climate change. hydrogen with electrolysers, which stand out among hydrogen
Refining is expected to account for 90% of the Company’s EBITDA fuels, which are obtained from non-food second generation sources and production methods by offering zero emissions.
in 2030, declining to 70% between 2031 and 2035. wastes, in its capacity investments which it will step up gradually. While Tüpraş plans to use most of the electricity to be generated at
the facilities which it will establish for green hydrogen production for Tüpraş aims the following:
Tüpraş plans to invest a total of USD 5 billion between now The aviation industry is one of our country’s leading sectors on a integration purposes, Tüpraş plans to periodically sell electricity for · To start the installation of a 20 MW electrolyser in green
and 2035, including approximately USD 2.3 billion on energy global scale. By focusing on Sustainable Aviation Fuel (SAF), Tüpraş optimization and provide zero carbon electricity to the consumers. hydrogen production before gradually increasing its installed
efficiency, modernization, decarbonization and value-added will continue to be the biggest supporter and business partner of the electrolyser capacity to 400 MW by 2030, and then to
product production projects. While transferring the majority aviation industry going forward. Tüpraş will also contribute significantly In its move to electricity generation, Tüpraş aims to be one of the
start selling green hydrogen in the field of logistics and heavy
of resources obtained from refining to new investment areas and to emission reduction targets. leading companies in the field of zero carbon electricity, attaining
transportation from 2030; to also operate in different areas
reducing its carbon footprint, Tüpraş also aims to maintain its dividend the following installed capacity through both production and possible
in the value chain for green hydrogen, which will be the fuel
distribution policy simultaneously. The company targets the following in the wake of its investments; purchases.
of the future; to serve many different sectors, especially
The new business model allows Tüpraş to distribute an average of · Processing 400,000 tonnes of vegetable and animal-based · Approximately 1 GW by 2030, transportation; to be a versatile player by seizing potential
80% of its net distributable income as dividends. waste raw materials per year by 2030, export opportunities,
· 2.5 GW by 2035
· After 2035, to triple the production capacity of SAF with · After reaching an electrolyser capacity of 1 GW by 2035, to
the investments to continue until this period. achieve zero carbon emissions from hydrogen production
by 2040 with additional capacity installations.

Under this plan, Tüpraş aims to achieve reductions in its Scope 1 and 2 emissions from production activities of
27% by 2030, 35% by 2035 and 49% by 2040 compared to its 2017 level.
Tüpraş aims to be continuing its activities as a carbon neutral energy company in 2050.

28 GRI 2-22, 3-2, 305-5 SASB EM-RM-110a.2, EM-RM-410a.1, EM-RM-410a.2 tupras.com.tr Tüpraş Integrated Report 2022 GRI 2-22, 3-2, 305-5 SASB EM-RM-110a.2, EM-RM-410a.1, EM-RM-410a.2 29
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Achievements and Awards

· The only Turkish company to be included in Bloomberg’s · “Fastest Growing Port Facility in terms of Cargo Handling” award
Social Gender Equality
“50 Companies to Watch in 2022” list to the Izmir Refinery in the 2nd Turkish Maritime Summit of the
Ministry of Transport and Infrastructure. Tüpraş announced its commitment to gender equality
· The Most Successful Turkish Industrial Enterprise in the
in the field of technology and innovation in line with
EU’s R&D and Innovation Program, Horizon2020 · “Energy Efficiency in Industry Competition (SENVER-22)”, held by
Koç Holding’s global leadership at the United Nations
the Ministry of Energy and Natural Resources:
· Maintained its position in a wide range of national and Women’s Generation Equality Forum.
international sustainability indices including BIST SI - İzmit Refinery: First prize with its project “Increasing Availability
Tüpraş has pledged to train 100,000 female students
(Refinitiv), S&P Global, MSCI, FTSE4Good, Sustainalytics in Energy Recovery Equipment”.
within five years in the scope of the “Women in
and Vigeo Eiris (Moody’s) and Bloomberg Gender Equality
- İzmir Refinery: Third prize with its “U-921 Waste Heat Boiler Technology and Innovation Program” which it has
(GEI)
HP-LP Mix Economizer Package Energy Saving with Retube developed as well as the educational projects which will
· An award to Gamze Albayrak, who worked as a field worker Process” project unleash the potential of women working in STEM fields
in the Tüpraş Izmit Refinery, in the “Out of the Box Women” while encouraging the development of women-driven
category at the Turkey’s Leading Women Awards presented - Kırıkkale Refinery: Special Jury Award with its “Energy Saving technologies. The first step in the program was taken in
by the Dünya Newspaper. Work” project collaboration with Batman University.

· First place in the “Gender Equality Awareness” category in · The survey carried out by Institutional Investor, covering Tüpraş aims to increase the proportion of women
the Women-Friendly Brands 2022 Awareness Awards in developing countries in Europe and the Middle East and Africa working in the Engineering, R&D, Innovation, Service
recognition of its project, ”Our Energy For Equality”. (EMEA) region, which recognized the best management teams Design, and Information Technologies departments from
23% to 40%, and to increase the proportion of women
· Ranked first in the “Chemicals and Products Sector” - First place in the “ESG” category employees to 50% when hiring new personnel.
category and third in the general ranking in the Export
- “Best Company in Investor Relations”.
Champions announced by the Turkish Exporters Assembly
(TIM). - CEO of Tüpraş, İbrahim Yelmenoğlu: “Best CEO”

· First place in the “Chemicals and Products” sector in the - CFO of Tüpraş, Doğan Korkmaz: “Best CFO”
“Strong Women of Export” award program of the Turkish
Exporters Assembly (TIM). - Tüpraş Investor Relations team: The energy sector’s “Best
Investor Professionals”
· LEED Gold Certificate to the Tüpraş Academy and Technical
Safety and Environment Directorate buildings within the · Third best “In-House Enterprise Project” award with the “Protrack/
Kırıkkale Refinery SecureLogistics” project in the fourth “Corporate Enterprise
Awards”, organized by Özyeğin University Entrepreneurial
· Membership to “Hydrogen Europe”, the leading stakeholder Institutions Platform and Fast Company Turkey.
organization in the European hydrogen market.
· Tüpraş Corporate Publication Refined Magazine: Winner of the
“Best Corporate Publication” category for the second time at the
Stevie International Business Awards.

30 tupras.com.tr Tüpraş Integrated Report 2022 31

 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Tüpraş Value Generation Model

SDGs (Sustainable
STRATEGIC TRANSITION PLAN INPUTS OUR GUIDES OUTPUTS IMPACTS STAKEHOLDERS
Development Goals)

FINANCIAL CAPITAL OUR GOALS FINANCIAL CAPITAL Direct • Public Institutions and Organizations
SUSTAINABLE REFINING
• Total equity of TL 67.2 billion To meet Turkey’s energy needs without interruption • Net sales of TL 481,765 billion • Shareholders and Investors
• Total assets of TL 168.9 billion Within the framework of the Strategic Transition Plan, Tüpraş aims to • EBITDA of TL 55,587 billion
• Net debt of TL 16.6 billion • Financial Institutions
strengthen its operational excellence by increasing the competitiveness and • 26 million tonnes of production • 96% Return on Equity
STRATEGIC GOAL • USD 173 million in consolidated
capital expenditure
profitability of its existing assets and aims to invest in strategic areas that • 29.5 million tonnes of sales • TL 44,377 billion in Paid tax and similar • Customers
• Capacity utilization rate of 91.6%,

Becoming
support the concept of sustainability through the resources it creates. liability payments Indirect • Employees
including semi-finished products • TL 34.2 billion in Export income • Trade Unions
• 79.5% white product ratio in • 63% total share in Turkish petroleum
MAIN GOALS production products market • Business Partners and Suppliers
• 94.9% Energy Intensity Index

a Leading
• To render refining efficient and profitable, to increase the share of value- • TL 12.5 billion in dividends distributed
HUMAN CAPITAL • 95.5% a operational availability • Corporate Governance Rating of 9.65
added (white) products in its portfolio and to direct revenues to low or zero
rate • 50% share of sustainability investments
• 6,112 employees carbon energy transition investments.
• 601 female employees • Green hydrogen production facilities,

Carbon
• 1,822 employees paid on a monthly • Biofuel production facilities, especially Sustainable Aviation Fuel (SAF)
basis • Wind, solar and other zero-carbon electricity generation plants
• 4,290 employees paid on an hourly
basis ZERO CARBON ELECTRICITY

Neutral
• 10.7 years of average work experience INTERMEDIATE GOALS HUMAN CAPITAL Direct • Employees
• TL 15.2 million in education • 215,589 hours of training • Business Partners and Suppliers
expenditures • USD 50 million in CVC fund resources by 2030 • 1,160 GWh in electricity generation
• 80% dividend distribution ratio • 3,379 MWh in renewable electricity • 10% of employees are women • Trade Unions
• Optimal level of indebtedness generation at the refineries • 21% of mid-level managers are women

Energy
Entek and the Batman Solar Power • 47.4% employee loyalty Indirect
For details, see Strategic Transition Plan pages 26-29. Plant • 5.7% employee turnover rate
• 0.26 LTI Frequency - OSHA
MANUFACTURED CAPITAL • 17.65 LTI Violence - OSHA

Company
• Four refineries (30 million tonnes of • TL 4.7 billion in paid fees
crude oil processing capacity) MARITIME TRANSPORT
• Five storage terminals (1.1 million m3)
• 15 tankers (648,050 DWT), 13 tugs, OUR PRIORITIES
six mooring vessels, three service • Greenhouse gas emissions • 10.6 million tonnes of crude oil
craft and one pilot vessel (as of • Climate change adaptation, resilience and transition • 6.3 million tonnes of petroleum
31 March 2023) MANUFACTURED CAPITAL Direct • Customers
products
STRATEGIC PRIORITIES • 12 locomotives (7 hybrids), 519 fuel
•
•
Air emissions
Water and wastewater • Production which meets 63% of • Business Partners and Suppliers
rail cars, 35 platform cars the total consumption of petroleum
• 1,857 stations • Anti-corruption
• Employment practices products
• 442 MW of installed capacity (8 • Generation which meets 0.44% of
• Biodiversity
Sustainable Refining hydro-electric power plants, one
• Wastes total electricity consumption Indirect
wind farm and one Natural Gas
Cycle Power Plant)*
• 388.6 MW of installed capacity (Based on GRI11 and double materiality - for Stakeholders and Tüpraş)
Biofuels (Tüpraş gas turbine + Steam RAILWAY TRANSPORT
Turbines + Solar Power Plant)
• 15 million m2 refining production
Zero Carbon Electricity facility • 2.5 million tonnes of fuel products
OUR FACILITATORS and intermediate products
• Digitalization • 250 thousand tonnes of iron ore
Green Hydrogen • Strong R&D
• Future Talent INTELLECTUAL CAPITAL Direct • Educational Institutions
• Effective Risk Management
INTELLECTUAL CAPITAL • Emerald Technology Ventures, • Business Partners and Suppliers
• Long-lasting Corporate Culture
Operational Excellence • 61 R&D employees 11 investments, one exit • Public Institutions and
• TL 73.3 million in R&D expenditure • Tupras Ventures, one investment* Organizations
• 52 energy efficiency projects TRADING • The Koç Group Companies Indirect
• 13 R&D projects in priority strategic First Private Venture Capital
areas Investment Fund, one investment
• Innovation/CVC OUR OPERATIONS • Over 8 million tonnes in product
• Data Analytics Offices at METU trading *As of 31 March 2023
and ITU • More than 10 million tonnes of spot

CARBON SUSTAINABLE REFINING

crude oil connections

NEUTRAL SOCIAL AND RELATIONSHIP

Crude Oil Supply, Refining and Sales Activities SOCIAL AND RELATIONSHIP CAPITAL
• Our Energy for Students
Direct • Non-Governmental Organizations
• Educational Institutions

BY 2050
CAPITAL Product range R&D
• Social gender equality • Business Partners and Suppliers
• Strong relationships in the Tüpraş LPG, Gasoline/Naphtha, Jet Fuel/Kerosene, Diesel, Fuel Oil, Bitumen, Coke • TL 354.8 billion in business volume for
ecosystem and other products suppliers • The Media
• 35 ongoing projects (18 on
• Collaborations with NGOs, sustainability). • 193,171 person*hours of OHS training Indirect
academia, public institutions and for Business Partner employees
• 103 patent applications, 53
companies ZERO CARBON ELECTRICITY • TL 288.7 million in donations and
registered trademarks, 386
• Community investment projects sponsorships
scientific publications (cumulative)
• Sponsorships Zero carbon electricity generation* • 86% customer satisfaction
• Stakeholder relations • 12 Horizon2020, 2 Horizon Europe
(Entek and the Batman Solar Power Plant) • 85% supplier satisfaction
projects
• 79% contractor satisfaction

NATURAL CAPITAL
• 19 different types of crude oil
amounting to a total of 24.8 million EXTERNAL FACTORS RISKS NATURAL CAPITAL Direct • All Stakeholders
tonnes from 11 countries, including ENVIRONMENTAL
• Economic developments 1- Technical Safety and • Reduction in Scope 2 emissions of 1,486
Turkey, which have a specific gravity • The Climate Crisis Environmental Risks tonnes of CO2e with generation of 3,379
varying between 18 and 47 API. • Geopolitical Crises 2- Financial Risks MWh of renewable energy at the
• 6,452,273 tonnes CO₂e/
• 33,515 TJ of natural gas (for process • Changing Legal Regulations 3- Commercial Risks refineries
year (total of Scope 1 and 2
purposes) • Other Factors 4- Operational Risks greenhouse gas emissions) • Reduction in emissions of 73,199 tonnes Indirect
• 27.1 million m3 in water consumption 5- Strategic Risks • 22,100 tonnes of total waste of CO2e
• 91.676 TJ of energy consumption
6- Compliance and Legal Risks • 12.7 million m3 of total • 15.7 million m3 in water recovery
• TL 1,158 million environmental
7- Reputational Risks wastewater discharge • Additional annual savings with 1,320 TJ in
investment and operating expenditure
8- Climate Related Risks energy efficiency
• Sun, water, wind
• 86.4% waste recovery rate

*In 2022, Entek, which owns eight hydroelectric power plants, one wind farm and one natural gas cycle power plant with a combined capacity of 442 MW, joined Tüpraş. In addition, the tender processes for power plants with a combined capacity of 13.84 MW, including a wind farm with a capacity of 12.6 MW and a solar power plant with a capacity of
1.24 MW are continuing at the İzmir Refinery. The site application process continues for the 29.3 MW solar power plant at the Kırıkkale Refinery, with a Board Decision for the 28.5 MW solar power plant being awaited from EMRA. The site application process continues for the 5 MW solar power plant at the Batman Refinery.

32 GRI 304-1, 304-2, 304-3, 201-1, 203-2, 204-1, 207-1, 207-4 tupras.com.tr Tüpraş Integrated Report 2022 GRI 201-1, 203-2, 204-1, 207-1, 207-4, 304-1, 304-2, 304-3 33
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Management Approach Pursuant to the Capital Markets Board Mandatory Corporate

Governance Principles No. 1.3.6, the General Assembly shall be
TÜPRAŞ RISK INVENTORY

informed in the event that shareholders having managerial control, As a result of risk assessments during the reporting period, Tüpraş
shareholder board members, senior management and relatives up categorized its risks under 8 main headings:
to the second degree of blood or affinity engaged in a significant
CORPORATE GOVERNANCE AT TÜPRAŞ business transaction creating a conflict of interest with the Company
The eight main headings are as follows:

Tüpraş’s Shareholding Structure* or its subsidiaries, competed with the Company in the same line TECHNICAL SAFETY AND ENVIRONMENTAL RISKS
of business on their own behalf or on the behalf of others, or was
involved in the same business as that of the Company as unlimited Tüpraş continues to work towards its goals of defining and
Shareholder Amount of Shares (TL) Rate of Capital (%) Voting Right Rate of Voting Right (%) partner in another company. Information about said transactions eliminating risks arising from its operations, mitigating them to
Enerji Yatırımları A.Ş. 893,996,545.48 46.4% 89,399,654,548 46.4% must be included as a separate article on the agenda and recorded acceptable levels within the frame of national and international
into the minutes of the General Assembly. To fulfill the requirements norms. Tüpraş Health and Safety Management System is formulated
Koç Holding A.Ş. 122,297,870.88 6.35% 12,229,787,088 6.35%
of these regulations, permission are sought from the shareholders and certified based on ISO 45001. Tüpraş manages environmental
Other 910,501,181.63 47.25% 91,050,118,163 47.25% at the General Assembly and the shareholders are informed of any risks under a proactive approach by taking into account the
Privatization Administration 0.01 0.0% 1 0.0% transaction in this respect. sustainability of the Company and its medium- and long-term plans.
Total 1,926,795,598.00 100.0% 192,679,559,800 100.0% It also manages environmental risks by evaluating the environmental
Some of the shareholders having managerial control, shareholder impact of investments.
*The Articles of Association registered on 14 April 2023 after the Bonus Capital Increase, board members, senior management and relatives up to the second
degree of blood or affinity are also board members at several Koç FINANCIAL RISKS
Group companies including those with similar operations to the
The Company is under the control of its main partners, Enerji Board of Directors Committees at Tüpraş Company. In 2022, there has not been any material transaction Tüpraş establishes, implements and updates the financial policies
Yatırımları A.Ş., Koç Holding A.Ş. and the Koç Family and the which requires notification in accordance with Corporate necessary for ensuring operation continuity. Continuous monitoring
companies owned by these companies. Four committees and one board operate under the Board of Governance Principle No. 1.3.6 of the Corporate Governance and improvement of processes to reach financial targets are
Directors. The Corporate Governance Committee, Risk Management Communique. priorities of the Financial Directorate. Financial resources and
Tüpraş has adopted the Corporate Governance Principles Committee, Audit Committee and Executive Committee and Ethics risks are being managed proactively within existing policies. In
announced in July 2003 by the Capital Markets Board (CMB). Board. There were no conflicts of interest at Tüpraş during the reporting this context, currency risk, liquidity risk and interest rate risk are
period. The Company’s related party transactions are set out in evaluated.
Tüpraş fully complied with all mandatory principles under the Information regarding the activities of the Tüpraş Board of Directors detail in the 27th footnote of the Financial Report included in the
Corporate Governance Communiqué which is in effect. It also Committees during the reporting period is included in the 2022 2022 Annual Report (pages 311-315). COMMERCIAL RISKS
complied with the majority of the non-mandatory principles. Tüpraş Annual Report.
aims to achieve full compliance with the non-mandatory Corporate Risk Management at Tüpraş Tüpraş holds a significant quantity of crude oil, mid-product and
Governance Principles and continues its efforts in this area. Tüpraş Senior Management product inventory as required by its operation cycle. There is a risk
The Board of Directors is responsible for the healthy functioning of of impairment in value of inventory due to reduction of crude oil and
Tüpraş Board of Directors Led by the General Manager, the senior management team, which the enterprise risk management process, which is vital to Tüpraş’s product prices. Tüpraş pricing methodology incorporates a natural
has an executive duty, directs and coordinates the activities as sustainable existence and in strengthening its ability to create hedging logic that captures the sudden and sharp changes in
Pursuant to the applicable provisions of the Turkish Commercial required by the daily business cycle at Tüpraş. As of the reporting shareable value. This process is reviewed by the committee formed product prices and exchange rates in its sales prices. The Company
Code (TCC), save for the inalienable powers of the General date, the senior management team at Tüpraş consisted of the by the Board of Directors and necessary information is presented to handles and manages commodity price risk and counterparty risk
Assembly, the Company’s all affairs and administration will be carried General Manager and six Assistant General Managers. the Board of Directors. under this heading.
out by a Board of Directors that will be formed of at least five (5)
people, who will be elected by the General Assembly pursuant to The CVs of the senior management are included in the 2022 Annual Under the Board of Directors, there is the Early Detection of OPERATIONAL RISKS
the provisions of the TCC and the regulations of the CMB. The Report and on the Company’s corporate website at www.tupras. Risk Committee, which works to early detect the risks that may
number and qualifications of independent members who will serve com.tr. endanger the Company’s existence, development and continuity, to Operational risk is defined as the possibility of loss or damage that
on the Board of Directors are set according to the CMB’s Corporate implement the necessary measures in relation to identified risks, and may arise from the failure of the Company management and/or
Efforts to prevent and mitigate conflicts of interest at Tüpraş.
Governance Principles requirements. to manage risk. personnel to act in accordance with the time and circumstances;
There were no transactions which may have caused any conflict of from faults and hitches in day-to-day operations and governance
The Company’s Board of Directors is always constituted by The Risk Monitoring Committee, which is formed of the General systems, and from disasters such as earthquake, fire, flood, etc.
interest such as lending loans to members of the Board of Directors
members possessing the necessary knowledge, skills, and financial Manager and Assistant General Managers, is responsible for In this context, supply/transportation risks, product analyses risks
or the executives by Tüpraş, the disbursement of loans by them or
and industrial expertise for due fulfillment of responsibilities. As adopting all necessary measures that may endanger the Company’s in production and sales processes, information technologies risks,
the issuing of guarantees in their favor.
of the date of reporting, Tüpraş Board of Directors is formed of existence and continuity, execution of enterprise risk management project and investment risks, human resources risks, availability
11 members in total, including a Chair, a Vice Chair and four While overseeing the activities of the Company, the Board of Directors strategies effectively, development of necessary policies and risks, and security risks constitute the main headings.
independent members. The positions of the Chair of the Board of evaluates any probability of causing conflicts of interest and the practices, and periodic monitoring of action plans related to risks,
Directors and the General Manager are held by different individuals. consequences of any conflicts of interest for the Company. The and risk trends through risk indicators. STRATEGIC RISKS
All Board members are non-executive in accordance with the Board takes the necessary decisions to act in the best interests of
definition stipulated in the CMB’s Corporate Governance Principles. At Tüpraş, there is an Information Security Committee to ensure Tüpraş takes potential short-, medium- and long-term risks into
the Company. In addition to compliance with regulations in related
During the reporting period, two women members are serving on information security, and its healthy operation. Also, an Operational consideration when determining the actions to be taken to achieve
party transactions, the Board of Directors evaluates possible risks
the Board of Directors. Technologies Cyber Security Committee has been set up to its strategic goal and objectives in this vein within the scope of the
of impropriety such as fraud and meticulously handles related party
basically manage cyber security risks, and upgrade technologies Strategic Transition Plan.
transactions.
The CVs of the members of the Board are included in the 2022 infrastructure.
Annual Report. The Company considers that short- and medium-term risks
The members of the Board of Directors can do business only with
Information on risk management activities at Tüpraş during the addressed strategically could include various sanctions imposed
the approval of the General Assembly, as stipulated in the first
Information concerning the activities of the Tüpraş Board of reporting period is included in the 2022 Annual Report. against the countries, OPEC decisions, natural and energy resource
subsection of Articles 395 and 396 of the TCC entitled Competition
Directors during the reporting period is set out in the 2022 Annual consumption restrictions in connection with sustainability, sensitivity
Ban and Ban on doing Business with the Company and Borrowing
Report. against fossil fuels, sustainability expectations by investors and in
for the Company.
financing, changes to regulatory framework and the acceleration
of developments driven by the combat against climate change and
accelerated energy transitions.

34 GRI 2-9, 2-10, 2-12, 2-13, 2-14, 2-15 tupras.com.tr Tüpraş Integrated Report 2022 GRI 2-9, 2-10, 2-12, 2-13, 2-14, 2-15 35
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Management Approach Tüpraş’s Ethical Principles Internal audits of the Integrated Management System were carried
out at the Headquarters and refineries in 2022. The standards of
Tüpraş’s Ethical Principles include the Company’s responsibilities the processes of each unit were evaluated and issues affecting the
to its customers, employees, shareholders, suppliers and business process were reported on during the course of the audits.
The Company considers long-term potential risks to include the Company, especially through various channels such as the Tüpraş partners, competitors, society and humanity. Tüpraş acts in
rise in consumption of environment-friendly fuel, developments Stakeholder Communication Management, accordance with the Ethical Principles and Compliance Program The following Integrated Management System external audits
related to alternative fuels increased efficiency of internal combustion which it has determined within this framework in its relations with all were realized;
engines, increased manufacturing of electrically powered vehicles Ethics Line and Customer Notification Management System. These stakeholders.
platforms are accessible to all kinds of stakeholders. Complaints and · At the Batman Refinery on 25-29 July 2022,
and increased electrification, lower emission limits, operational An Ethics Committee is in place within the Company to investigate
limitations, and higher carbon costs, increased support for notifications received by the Company are monitored and examined · At the Izmit Refinery on 15-19 August 2022
in detail by the Risk Management and Audit Department within the any transgressions related to the Ethical Principles. The Tüpraş
decarbonization, stricter regulations, low-cost production and Ethics Board is responsible for supervising the operation of these
framework of confidentiality and in a non-retaliatory manner, taking · At the Head Office on 17-19 October 2022
storage of renewable energy resources. principles and carrying out the necessary investigations in the event
into account the notifications which need to be processed. Where
of any violation. New certification was provided until 2025 for the ISO 50001:2018
COMPLIANCE AND LEGAL RISKS the examination detects a violation of the Code of Ethics, the Ethics
Energy Management System Standard.
Committee, which is affiliated to the Company’s Board of Directors, The reporting mechanism (Ethics Hotline) may be used by all Tüpraş
This risk covers negatively affected activities following changes shall convene and reach a decision. stakeholders to report any violations of the current legislation, All of Tüpraş’s Refinery laboratories passed the TS EN IEC/
to the regulatory framework, misinterpretation of regulations and
Ethical Principles and other Compliance Policies. The Ethics Hotline ISO 17025 standard audits in 2022, which is the certificate of
insufficient or incorrect documentation resulting in lower-than- These platforms, which offer anonymous application, are accessible
provides services 24 hours a day, 7 days a week in more than 50 international recognition and acceptability of the laboratories by the
expected rights and higher-than-expected liabilities. to all stakeholders. The ethics line can be accessed at https://
countries, in 34 languages online and in 19 languages by telephone. Turkish Accreditation Agency.
secure.ethicspoint.eu/domain/media/en/gui/108227/index.
REPUTATIONAL RISKS html. Related services are obtained from an independent third-party In 2022, the Ethics Board convened immediately and took action in · EN 12591 (coating class) and EN 15322 (coat-back bitumen) and
provider named Navex. Notifications received by the Company are line with the relevant policies for the notifications received through their inspections were realized in the Batman Refinery in February
Reputational risk can be defined as the potential negative reputation
reviewed by the Tüpraş Chief Legal and Compliance Office or the the Ethics Hotline and other channels. There were a total of 46 2022 and the İzmir Refinery in March 2022
about the business practices of corporations. Reputational damage
Koç Holding Legal and Compliance Consultancy if they are related notifications under the title of violations of the Code of Ethics which
may result in the loss of respect for Tüpraş in the eyes of the
to the Compliance process or the violation of the Special Law. For were received and reviewed by Tüpraş during 2022. The Ethics · EN 13808 (cationic bitumen emulsions) and EN 14023 (polymer
society, declined demand for products and services, and negatively
other matters, the notifications are reviewed by the Tüpraş Risk Committee convened a total of six times in 2022. modified bitumen) inspections were realized at the R&D Center on
impacted competitive strength.
Management and Audit Department or the Koç Holding Audit Group 26-27 May 2022
Tüpraş established corporate policies and procedures in order to Presidency. Where a violation of ethical principles has been detected Tüpraş provides compliance training on ethics, human rights,
as a result of the investigation, the Ethics Board, which is a body tackling bribery and corruption, prevention of money laundering, The validity of CE certificates was extended for one year.
keep its reputation intact at all times, and is executing its crisis
management processes within this framework. under the Company’s Senior Management, shall convenes with a international sanctions, Personal Data Protection Law and
decision taken about the case. The Customer Satisfaction Management System certification audit
competition law in an online environment through the Human
was conducted on 29-30 November, 2022, and the ISO 10002 and
CLIMATE RELATED RISKS Resources Directorate in order to raise awareness among its
The Risk Management and Audit Department, which organizationally ISO 10002:2018 certification was extended for another one year.
employees. A total of 3,327 employees participated in the ethics
Climate related risks and opportunities are managed in view of their reports to the Company’s General Manager, also reports to the training programs in 2022 with 5,121 employee hours of training
maturity, along with their impact and likelihood. Management of Audit Committee at the level of the Board of Directors. The Audit provided. For 2023, in addition to online ethics and compliance Policies Implemented at Tüpraş
the risks is a collaborative effort of many departments and Senior Committee consists of Independent Members of the Board of training programs for employees working at Tüpraş’s affiliates and
Management. In addition, the Sustainability Committee set up under Directors and convenes at least four times a year and more subsidiaries, the Company plans to offer in-class training and online Various policies are implemented in order to ensure more effective
the chairmanship of the CEO in 2022 and sub-working groups take frequently when necessary. Eight meetings were held in 2022. The ethics and compliance training for third parties. management of Tüpraş’s compliance risks and to better respond to
active role in the process. Climate risks are handled under 2 main Audit Committee is periodically informed of the audits carried out. the expectations of local and international stakeholders in this area.
headings: Transition Risks and Physical Risks. The selection of the Independent Auditor responsible for the audit Detailed information about the ethics and compliance efforts at
of the Company’s financial statements is approved by the Tüpraş Tüpraş during the reporting period is available in the 2022 Annual Human Rights Policy
Detailed information about the risk management activities and risk General Assembly. Report. Donation and Sponsorship Policy
categories at Tüpraş during the reporting period is available in the
2022 Annual Report. The rotation of the firm responsible for the independent audit Sustainability management systems Supply Chain Compliance Policy
of the Company and the responsible auditors is carried out in Competition Law Compliance Policy
Internal Control at Tüpraş accordance with the CMB regulations. Independent auditors issue As part of its vision of being the leading company in its sector,
a declaration of independence to the Tüpraş Audit Committee. Tüpraş implements quality management in all production and Sanctions and Export Controls Policy
The internal control system at Tüpraş consists of standards within Tüpraş seeks to ensure customer satisfaction, to offer products supply processes. The Company applies international quality and Community Investment Policy
work flows, job descriptions, authorization system, policies and and services of universal quality and which meet global standards business management standards in its activities as well as internally
documented procedures. Tüpraş Risk Management and Audit Gift and Entertainment Policy
through the effective use of limited natural resources, and to determined standards.
Department oversees the internal control system in line with risk- contribute to economic and social development. To this end, it Compliance Policy
based audit plans, adopting a proactive method. aims to be a symbol of reliability, continuity and prestige for its Tüpraş carries out all of its activities within the framework of the Tüpraş Code of Ethics
customers, shareholders, employees and suppliers - in short, for all Integrated Management System, consisting of
Through audit activities carried out at Tüpraş and its subsidiaries, Whistleblowing Policy
its stakeholders on a national and global scale. All employees, the
the activities of the Company are audited in accordance with the ISO 9001 Quality Management System, Diversity Equality and Inclusion Policy
three subsidiaries of Tüpraş and all employees of these subsidiaries,
financial, operational, legal regulations as well as the Company’s
third parties doing business on behalf of Tüpraş are obliged to act the ISO 14001 Environmental Management System, Personal Data Protection Framework Policy
rules. Audit findings for which actions will be taken are entered in
in accordance with these policies. All Tüpraş employees, regardless
the Tüpraş Risk and Actions Portal, and the actions necessary to be Remuneration Policy for Members of the Board of Directors
of their positions, are expected to exhibit attitudes and behaviors the OHSAS 45001 Occupational Health and Safety Management
taken are followed up systematically in line with the severity of the and Executive Management
that will ensure the cultural integrity of the Company. Moreover, System and
finding.
what is expected from all employees is to ensure that the reputation Disclosure Policy
Any risk pertaining to compliance with the Code of Ethics is also of the Koç and Tüpraş names and the reliability of their corporate the ISO 50001 Energy Management System.
Dividend Policy
constantly taken into account during the audit procedures. Special structures are maintained and developed.
the ISO/IEC 27001 Information Security Management System Board of Directors Diversity Policy
investigations are also carried out based on the findings of the
Detailed information on internal control activities at Tüpraş during the
audits or complaints. Stakeholders may convey their notices to the the ISO 10002 Customer Satisfaction Management System.
reporting period is presented in the 2022 Annual Report.

36 GRI 2-27, 3-3, 205-1 tupras.com.tr Tüpraş Integrated Report 2022 GRI 2-23, 2-24, 2-27, 3-3, 205-1 37
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Management Approach Duties of the Tüpraş Sustainability Committee

The Tüpraş Sustainability Committee has the following duties:

· To monitor Tüpraş’s sustainability roadmap and developments

SUSTAINABILITY MANAGEMENT AT TÜPRAŞ in its practices with the participation of all internal and external TÜPRAŞ’S BOARD OF DIRECTORS
stakeholders, to determine performance criteria in coordination with
In order to demonstrate an effective sustainability relevant business units and subsidiaries, to provide direction in line
management model, Tüpraş acts with an awareness of its with goals and to audit performance, to ensure that all relevant units
economic, social and environmental impact it creates in the of the Company are actively involved in the process and to ensure
regions in which it operates. It is focused on managing these
impacts within the framework of the principle of “creating
the integration of this work into all the activities of the Company and
Risk Management Committee Corporate Governance Committee
its subsidiaries,
value”. Reporting within the framework
Information on climate-related risks and
· To reorganize, carry out, monitor and audit the sustainability goals, of Compliance with Sustainability
opportunities
Many of the issues that Tüpraş manages under the “Our Energy to the practices, working principles and management systems of the Principles
Future” strategy within the scope of its sustainability activities overlap Company by regularly reviewing them and determining priority
Tüpraş General Manager
with the principles stated in the “Sustainability Principles Compliance issues which need to be focused on,
Framework” introduced by the CMB in 2020. In this context, Tüpraş
achieved compliance with the majority of the principles covered in the · To establish, authorize and coordinate Sub-Working Groups within
non-compulsory “Sustainability Principles Compliance Framework” the Company within the scope of the work,
developed by the CMB with the “comply or explain” approach.
· To ensure that the outputs of work overlap with the Company
The place of sustainability in Tüpraş’s managerial structure strategy, the Company and subsidiary sustainability policies and the
Company expectations.
Within the scope of the managerial mechanisms structured at Tüpraş,
TÜPRAŞ SUSTAINABILITY COMMITTEE
the impacts and outcomes reached in the ESG (Environment, Social The Committee consists of 12 members, including the General
and Governance) area are periodically reported to the committees Manager, Assistant General Managers, Refinery Managers, the Chairman of the Sustainability Committee
within the Board of Directors. Strategy and Sustainability Director and Enterprise Risk Director. The
committee is carried out by the General Manager. The secretariat Tüpraş General Manager
The Company Managers provides a regular flow of information at the and coordination of the committee are under the responsibility of the Participants of Committee
monthly Executive Committee meetings with Executive Committee’s Strategy and Sustainability Director.
evaluations taken into account. Issues deemed necessary by the Committee Secretariat and Coordination of the ESG Issues Meetings
Executive Committee are included on the agenda of the Board of In addition to the senior management, Audit Manager, Corporate Strategy and Sustainability Directorate Directors, Audit Manager, the
Directors. Communications Manager, R&D Manager, Innovation Manager, Corporate Communications
General Managers and Sustainability Officers of Körfez Ulaştırma, Manager, the R&D Manager,
Activities in this field are also carried out by the Corporate Governance Ditaş, Tupras Trading Ltd and Entek companies attend the Committee Sustainability Committee Members [12 Members] the Innovation Manager, the
Committee within the scope of the reporting of Sustainability meetings. The Tüpraş Sustainability Committee, which is planned to Assistant General Managers, Refinery Managers, General Managers of Körfez
Principles Compliance. convene at least 4 times a year, held its first meeting in December
TCFD Risks Assessment Strategy and Sustainability Director, Enterprise Risk Ulaştırma, Ditaş, Tupras
2022 under the chairmanship of the General Manager with the Director Trading Ltd and Entek, and
Within the scope of the Strategic Transition Plan, the Risk Committee, participation of all committee members. The first meeting of 2023 Team Sustainability Officers
which operates under the Board of Directors, is regularly informed was held in March and other quarterly meetings were included in the Strategy and Sustainability,
of climate-related risks and opportunities, which are monitored calendar. Enterprise Risk
and managed by the Tüpraş senior management. This issue is
also studied by the Value of Life Sub-Working Group under the Sub Working Groups
Sustainability Committee.
A total of five sub working groups have been formed which work
The General Manager and the Strategy and Sustainability under the Sustainability Committee in accordance with the Strategic
Directorate is responsible for the implementation and Transition Plan and by taking stakeholder expectations into account.
coordination of sustainability and ESG issues. These sub working groups include the Value of Life, Carbon Neutral,
ESG Excellence, Transformation Together with People and Society SUB-WORKING GROUPS
The Strategy and Sustainability Directorate, which reports to the and Sustainable Technologies. The leaders and group members of the
General Manager, is responsible for ensuring coordination with sub working groups have been determined, Sub-working groups are Transformation
different units within Tüpraş on the execution of strategy and required to meet at least once a month according to their own work Carbon ESG Together with Sustainable
sustainability issues. Value of Life
schedule. Most of the working groups carry out their work with weekly Neutral Excellence People and Technologies
meetings. Society
Tüpraş Sustainability Committee
The ESG Excellence Sub-Working Group (SWG) works within the
In 2022, Tüpraş increased the value generated in the fields of
scope of sustainability indices and sustainability frameworks. The
sustainability and the ESG. In this context, the Sustainability
SWG detailed the sustainability indices and sustainability frameworks
Committee was established for the purpose of executing, monitoring,
gap analysis work, which it had carried out in 2022, in the first quarter
auditing, reviewing, improving and developing the policies, goals and
of 2023. As a core working group, it provided guidance on the topics
practices within the scope of the sustainability strategy. The purpose
and the content of the topics which other SWGs will work on. As a TCFD Risks Assessment Team
of the committee is to develop the ESG practices at Tüpraş, to ensure
result of the gap analysis study, the responsibilities under the units
that these practices are adopted and disseminated throughout the Within the scope of tackling the climate crisis, an area which Tüpraş attaches special importance to, Tüpraş dynamically assesses the TCFD
were directed to the SWGs*. The Sustainability SWGs are planned to
Company, to advise the senior management, to measure and report risks with a team which it has formed. Tüpraş provides a flow information and issues recommendations to the relevant unit and the Company
carry out up-to-date work on the issues which are likely to have an
performance and progress. management through the Risk Committee and Sustainability Committee.
impact on the Company in the field of sustainability, in line with global
developments.

38 GRI 2-12, 2-14, 2-22, 3-3 tupras.com.tr Tüpraş Integrated Report 2022 GRI 2-12, 2-14, 2-22, 3-3 39
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Management Approach

The work topics included in the interest area of the sub-working group are set out below. The Sustainability Committee may carry out Company Performance its recommendations regarding the remuneration of the members
changes in the work topics and their scope. of the Board of Directors and senior executives to the Board.
The performance of the Company is determined at the end of the Subsequently, the Remuneration Policy for the Members of the
SUSTAINABILITY SUB-WORKING GROUPS AND CONTRIBUTED SDGs year by measuring the financial and operational targets (market Board of Directors and Senior Executives is drawn up. After approval
share, exports, overseas operations, productivity, etc.) assigned to from the Board of Directors, the policy is submitted to the scrutiny
the Company at the beginning of each year. In determination of the and approval of shareholders at the General Meeting.
Value of Life Carbon Neutral ESG Excellence Transformation Sustainable
Company’s targets, the sustainability of success and the degree
Together with People Technologies
to which it incorporates improvements over previous years are the A transparent wage system is applied, in which the contribution to
and Society
principles taken into account. achieving the corporate goals is kept as a key component according
Water Scope 1, 2, 3 Emissions ESG Reporting Stakeholder Relations Digitalization to the levels of responsibility. This serves as a model of wages and
Frameworks Individual Performance side benefits based on the principle of equality and fairness, which is
objective, transparent and which reflects the realities of the national
Waste Management Carbon Pricing ESG Standards Compliance and Ethics R&D Definition of individual performance is based on individual and
and international business world, and which is based on the work
collective objectives and key results determined by Top Level
Circular Economy Offsetting ESG Ratings Diversity, Equality, Innovation carried out. The Company always supports the principle of equal
Managers together with their teams and managers. In measurement
Nature Based Solutions (NBSs) Inclusion pay for equal work, and does not allow gender gap in terms of pay.
of individual performance, long term sustainable improvement in
Biodiversity Energy Efficiency Gap Analysis Occupational Health and non-financial area is a significant principle. SUSTAINABILITY INDICES AND RATINGS
Safety
Drawing up of remuneration policies at Tüpraş Tüpraş is included in national and international ESG indices and
Green Financing National and EU Policies Human Rights ratings. The Company carries out work in order to raise its position
Within the scope of the provisions of the Capital Markets Board’s
Climate-Related Risks Social Gender equality Corporate Governance Principles, the Corporate Governance in these indices and rating frameworks and to continuously improve
and Opportunities Committee also carries out the task of nominating candidates its performance. The ESG Excellence SWG carries out work in this
for the Members of the Board of Directors, developing corporate context.
governance practices regarding the remuneration of the Members
of the Board of Directors and senior executives, and forwarding Tüpraş has been included in the BIST Corporate Governance Index
recommendations and suggestions to the Board of Directors. since 2007. It was included in the BIST Sustainability Index, which
The Corporate Governance Committee presents the performance evaluates the companies listed on the Borsa Istanbul according to
evaluation of the members of the Board of Directors and senior international sustainability criteria, when the Index was created in
executives to the Board of Directors. The Committee also submits 2014.

ESG performance criteria in the remuneration of the Board of The most important topics include work on reducing carbon
Directors and the senior management emissions, zero-carbon electricity generation, green hydrogen and 2020 2021 2022 ESG Rating Score Card
SAF (Sustainable Aviation Fuel) production. These are taken into
Within the scope of The Remuneration Policy for Tüpraş Board consideration in the performance evaluation.
Members and Senior Executives, remuneration and benefits FTSE4Good 2.2 3.4 3.4 0-5
management is organized and implemented in a manner that is fair Fixed pay for senior executives is determined in accordance with
and objective and which rewards and appreciates high performance, international standards and legal obligations, taking into account
is competitive and offers motivation. the macroeconomic data in the market, the remuneration policies
in place in the market, the size and long-term goals of the company MSCI ESG Rating 3.9 4.2 4.2 0-10
The Senior Management directs the company and employees by and the positions of the individuals concerned.
sharing the OKRs (Objective Key Results), which also evaluate their
own performance, with all employees at the beginning of each The remuneration policy observes the remuneration balances within
the Company and competitiveness in the market. In addition to Weak Limited Robust Advanced
year. At the end of the year, employees undergo an evaluation V.E. (Moody’s) 40 49 - 0-29/100 30-49/100 50-59/100 60+/100
on the basis of these OKRs. In this vein, the senior management increasing the motivation and loyalty of employees, the policy is also
determined four OKRs in 2022 and 2023. All were determined aimed at recruiting qualified employees who will enable Tüpraş’s
by addressing the Strategic Transition Plan and are based on strategic business goals to be achieved. Risk band
sustainability. Among these are the objectives of conducting refinery Sustainalytics 33.36 33.98 Negligible Low Medium High Severe
operations with a focus on sustainable refining, realizing a future- Bonuses for senior executives are calculated according to the 0-10 10-20 20-30 30-40 40+
ready organization by focusing on corporate excellence, advancing bonus base, the performance of the Company and the individual
the Company’s transition into a carbon neutral energy company, and performance. A summary of the criteria is as follows:
Poor Satisfactory Good Excellent
being one of the companies to provide the best working experience. BIST SI (Refinitiv) 61.1 69.3 66.91
Bonus Base 0-25 25-50 50-75 75-100
Sustainability performance is monitored within the scope of the
Bonus Bases are updated at the beginning of each year. They vary
OKRs.
depending on the work volume of the executives’ positions. When Bloomberg GEI
updating the bonus bases, senior management bonus policies in the 63.3 62.91 100
Index
market are taken into account.

40 GRI 2-12, 2-14, 2-18, 2-20, 2-22, 3-3 tupras.com.tr Tüpraş Integrated Report 2022 GRI 2-12, 2-14, 2-18, 2-20, 2-22 41
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Management Approach

Taxation is the main source of revenue for the Government. A tax debt is a Social evaluation of suppliers https://supplier.tupras.com.tr/tedarikci-yonetimi-politikasi_
en.html
constitutional debt. Accepting this premise unconditionally, Tüpraş acts in Within the scope of the UN Global Compact and as specified in the
https://gw.tupras.com.tr:80/sap/bc/ui5_ui5/sap/zui5_tpo_v2/
consideration of the public interest in all its practices. Supplier Code of Conduct document, the forms available at the links
below are presented to suppliers and suppliers are requested to yenibasvuru.html?sap-client=001&sap-ui-language=EN&sap-ui-
comply with these rules. The applications of all suppliers who make appcache=false
new applications to the portfolio are evaluated with the confirmation
of these forms with the phrase “I have completely read and The number of suppliers evaluated in terms of social impacts is
approved”. For those registered in the portfolio, confirmation with 4,587. 31 companies were blocked due to non-compliance with
Tax governance and stakeholder engagement at Tüpraş Accountancy and Sworn-in Certified Public Accountancy. Reports the phrase “I have read and I approve” is received as the information the Ethical Principles. Failure of suppliers to pass compliance audits
prepared by the sworn-in CPAs constitute an external assurance for is revised on the supplier portal. may have negative effects on Tüpraş’s brand value, but this risk
Tüpraş is focused on fulfilling its tax obligations by fully complying Tüpraş. Moreover, these reports are the reports that are accepted is almost non-existent as all suppliers are constantly screened for
with applicable tax and regulatory legislation in effect. Information and processed by the tax office directorates. Compliance with these rules is checked during the Supplier compliance and sanctions. As a result of the evaluation, no work
on the Company’s tax liabilities and payments can be found in the Workplace Visits and inspected with the Workplace Visit Form. In is done for agreements or improvements with suppliers who have
regularly published annual reports. Potential concerns of stakeholders about Tüpraş’s tax-related case of nonconformity, suppliers are removed from the portfolio been removed from the portfolio and blocked indefinitely within
policies or practices can be reported to the Tüpraş Customer temporarily or indefinitely. Audit results are not shared with the the scope of ethical principles. The share of this rate in the total is
In February 2022, Tüpraş established the Tax and Incentive Services, as well as on the ethics hotline. public. approximately 0.5%.
Implementation Directorate (TIID) under the Financial Affairs
Directorate of the Head Office. The TIID is responsible for a wide https://supplier.tupras.com.tr/tedarikci-davranis-ilkeleri_en.html
The TIID establishes communication with tax authorities. The
range of areas including creating a tax strategy, managing tax entire communication cycle takes place within the scope of ethical https://supplier.tupras.com.tr/kuresel-ilkeler-sozlesmesi_
investigations and answering questions from stakeholders such as principles and legal regulations. Work is carried out transparently en.html
public institutions and customers. A manager and a team of five in order to solve the practicing problems, which arise or may arise,
individuals work directly under the manager in the unit. The unit without creating a workload for the public and Tüpraş such as
manager is the person responsible for compliance with Tüpraş’s preventing unnecessary correspondence.
tax strategy. In addition to the Head Office, financial affairs units
established at Tüpraş’s four refineries also indirectly contribute to the Taxation is the main source of revenue for the Government. A tax
TIID’s activities. debt is a constitutional debt. Accepting this premise unconditionally,
Tüpraş acts in consideration of the public interest in all its practices.
The TIID publishes information notes on all tax-related issues so all
transactions carried out at the Head Office and the four refineries are External stakeholders may contact the Customer Service and ethics
carried out in a uniform manner. It checks whether the relevant units hotline to ask any questions regarding tax issues or to convey
are acting according to the explanations. The TIID combines data notifications.
coming from the units and prepares declarations in full compliance
with the legal regulations.

The unit regularly follows legislation in order to foresee potential

risks. Regular circular notes published by Koç Holding’s tax
department are also used to define risks. In addition, regular
meetings are held with the tax team at Koç Holding to exchange
information on risky issues. The output of the meetings are
implemented throughout Tüpraş under the control of TIID.

Tüpraş receives full certification from Ernst & Young that is an

independent audit firm. At the end of each accounting period, all
accounts and tax transactions are examined and approved by
(sworn-in) certified public accountants (CPA). Sworn-in Certified
Public Accountants are the units that conduct audits on behalf of
the public within the scope of the Law No. 3568 on Certified Public

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Stakeholder Relationship at Tüpraş

Relationships based Tüpraş attaches tremendous importance to being in a

sustainable dialogue with its stakeholders.

on transparency
and accountability The Company informs its stakeholders through Material
Disclosures in accordance with the principles of equality,
transparency, accountability and responsibility.

The Company seeks to ensure that General Meetings are open to

the suppliers and Tüpraş. It is used as a source of information,
reference, news, measurement and reporting. The suppliers submit
their applications through the supplier portal by completing the
Tüpraş Supplier Evaluation Survey and the Tüpraş Health Safety
Environment Questionnaire.
Tüpraş considers the feedback, suggestions and demands it - Creating and updating policies, all stakeholders, with detailed information shared on the corporate
receives through this communication as a guiding input in many - The development of community investment programs website. It aims to inform all stakeholders as well as shareholders Tüpraş monitors the performance of its suppliers through SAP
areas, which will affect the Company’s ability to create value, through comprehensive annual reports published, press releases software. In addition to workplace visits and technical criteria
including economic, social and environmental value as follows; Tüpraş has structured strong channels for its stakeholders by using and the activities within the scope of the Disclosure Policy, which is evaluation, the qualifications specified in the Tüpraş Supplier Code
the communication opportunities offered by the digital infrastructure. based on transparency. of Conduct and the Supply Chain Compliance Policy are also taken
- Development of corporate strategies, into account.
- Determination and management of priority areas, risks and The Company’s communication and interaction with stakeholder Tüpraş employees are provided with the opportunity to access
groups takes place through different platforms. circulars and announcements through the intranet portal. In The Tüpraş Supplier Satisfaction and Tüpraş Contractor Satisfaction
opportunities,
addition to important announcements and publicly disclosed data, surveys are conducted on an annual basis in order to ensure that
the Company’s operating and financial results are simultaneously the sustainability of the supply chain is maintained at the highest
communicated to employees by e-mail. In addition, Tüpraş levels, to identify changing and developing demands and to further
employees and senior managers come together to evaluate strengthen relations with suppliers.
developments which took place during the year as well as the
targets, and exchange ideas. Targets set to improve levels of satisfaction among customers,
Trade
Employees
Unions
suppliers and employees, which are among the key stakeholders,
Stakeholders may convey illegal practices or unethical transactions are among the performance scorecards for the Tüpraş
to the Internal Audit Unit, which will be forwarded to the Ethics management.
Board through the Stakeholder Communication Management and
Financial Ethics Line available on the internet and intranet sites. Striving for effective stakeholder communication
Shareholders
Institutions and Investors
For Customers The Information Policy, approved by the Board of Directors at
Tüpraş, determines the methods and principles of communication
The Tüpraş Customer Relations Policy regulates basic activities and with stakeholders. The policy is also disclosed in the Public
other marketing functions within the scope of customer relationship Disclosure Platform (KAP).
management. The main objectives in this vein are to increase
customer satisfaction, improving customer relations and meeting Disclosures and notifications to be made on behalf of Tüpraş are
tabled by the Members of the Board of Directors, the General
Tüpraş’s Customers
customer demands and expectations to the highest level and as
Educational rapidly as possible. Manager, the Assistant General Manager in Charge of Financial
Institutions Stakeholders Affairs or the Corporate Communications Manager, in addition to
The ISO 10002 Customer Satisfaction and Complaints Management the forms, statements and reports signed in accordance with the
standard is an extension of the Tüpraş Quality Management Company’s signature circular.
process. The ISO 10002 standard envisages the continuous
improvement of all processes that affect customers and supports The Investor Relations Unit consists of Investor Relations Managers
the implementation of necessary actions by recording all customer who report to the Assistant General Manager in Charge of Financial
Business Non- notifications. Existing and potential customers may reach Tüpraş Affairs. The Investor Relations Unit at Tüpraş conducts promotional
Partners and Governmental by telephone from the 444 123 0 number and benefit from a high activities aimed at existing and potential investors, as well as
Suppliers Organizations investment institutions and financial institutions, both in Turkey and
quality of service and communication.
abroad. It answers questions sent to the Company within the scope
Public
For Suppliers of investor relations.
Institutions
and
The Media Tüpraş’s Supplier Chain is managed within the scope of the Supplier The Tüpraş Solution Center is a mechanism which stakeholders may
Organizations Chain Compliance Policy, the Tüpraş Supplier Portal and the Tüpraş apply to anonymously.
Supplier Code of Conduct. The Tüpraş Supplier Portal provides an
environment of easy, fast and effective communication between Information on the Tüpraş Stakeholders and Communication
Methods is presented on page 182.

44 GRI 2-16, 2-25, 2-26, 2-29, 308-2 tupras.com.tr Tüpraş Integrated Report 2022 GRI 2-8, 2-16, 2-25, 2-26, 2-29, 308-2 45
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Tüpraş’s Sustainability Priorities

Tüpraş’s Materiality Analysis for 2022 At Tüpraş, the sustainability materiality topics and projects are Core Values
measured with a reputation survey held every two years for all
Tüpraş regularly reviews its sustainability priorities in line with ESG 1 Greenhouse Gas
internal and external stakeholders.
strategies, changing stakeholder expectations and global trends. Emissions
Materiality work is presented to the Board of Directors within the 3
Climate Adaptation,
In addition to developments in the global and local markets and the scope of the report as a whole. 25 13 6 Resilience and
oil and natural gas sector, the climate crisis and similar mega trends 2 Transition
also affect Tüpraş’s activities and stakeholder expectations. Update for 2022 4

Importance for Stakeholders

5 Air Emissions
28 26 21 15 11
Tüpraş carried out a Materiality Analysis in 2021 after announcing its The materiality work for 2021 was re-evaluated in 2022 as a desktop Water and Effluents
Strategic Transition Plan. An external trend analysis was performed evaluation by taking into account the GRI 11 standard and the 7
before the stakeholder analysis was carried out. Sectorial and global double materiality approach. A total of 32 priority issues identified Anti-Corruption
reports, sustainability reporting standards, the priorities of ventures in 2021 were addressed in detail. In light of the developments 22 10 Employment Practices
which Tüpraş has an interest in and the priorities of other companies which took place during 2022, the importance of each issue was 16 8
Biodiversity
operating in the sector were all examined. Within the scope of the re-evaluated. Another input which shaped the work was the double
12 9
list of materiality topics determined by this analysis, Tüpraş’s internal materiality and the reporting framework drawn up by the GRI Oil 14 Waste
stakeholders and those identified as key external stakeholders were and Gas Industry Standards (GRI 11), which was to enter effect 27 24 17 Items excluded from
consulted and asked to fill in an online questionnaire where they from 1 January 2023. the priority definition
could express their views. and included in the
Within the scope of the update work, the basic values which guide 20 19 action plan
23 18
The topics deemed to be important to the Company and its Tüpraş’s actions have served as the basis of the materiality topics.
stakeholders were determined following comprehensive materiality While maintaining the identity and culture of Tüpraş are at the 32 31
work carried out in 2021. A total of 32 issues were prioritized on forefront of these efforts, fundamental commitments which enable 29
the three axes of ESG and the Tüpraş 2021 Materiality Matrix was the Company to proceed in complex situations and the principles 30
drawn up. (For detailed information, please refer to pages 29-30 of which are strongly embraced throughout the Company are defined
the 2021 Sustainability Report). as core values.

The topics included in the 2021 Materiality Matrix serve the As a result of the updating work, the Tüpraş Management
Strategic Transition Plan and the SDGs (Social Development Goals) determined the eight topics presented in the table below as the Importance for Tüpraş
determined by Tüpraş in 2021. 2022 year materiality topics by being based on the materiality topics
published in the 2021 report.

2022 Priorities*
Greenhouse Gas Climate Adaptation, Air Emissions Water and Effluents Anti-Corruption Employment Practices Biodiversity Waste Items excluded from the priority
Emissions Resilience and definition and included in the
Transition action plan

8 Energy Efficiency 9 Reducing Greenhouse 5 Air Quality 18 Waste Water Treatment 30 Effective Ethics and 16 Employee Training, Talent 21 Biodiversity Loss and 10 Responsible Waste 6 Strong Economic Performance
12 Transition to Low Carbon Gas Emissions 29 Water Quality and Integrity Management and Career Development Deforestation Related Management 13 Producing Goods and Services
Economy 11 Responsible Investments Responsible Water 19 Integrity and 27 Protecting Employee Risks That Prioritize Environmental and
14 Utilizing New Low Carbon 25 Structuring Sustainable Management Accountability Rights and Improving Social Contribution
Technologies Supply Chain Processes Employee Welfare
15 Customer Satisfaction and Loyalty
17 Climate Related Physical 32 Including Employee
Risks Opinions 20 Efficient Risk and Crisis
Management
22 Digitalization
Core Values 23 Constituting Partnerships Towards
Climate Goals
1 Health and Safety 2 Process Safety 3 Compliance with Work 4 Tüpraş Brand Value 7 Compliance with 26 Diversity, Equity, 24 Completing Integration,
Ethics and Laws and Reputation Human Rights Inclusion Strengthening Database and
Improving Service Quality
28 Improving Existing Goods and
Services
31 Increasing Market Share

* 32 issues identified as priority in 2021 were re-evaluated in the desk evaluation in 2022, taking into account GRI 11 and double materiality approach.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Financial Capital

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Financial Capital

Tüpraş’s driving force Use of Capital

In line with its short, medium and long-term strategies, Tüpraş directs its financial capital
towards investments and operating expenses in order to strengthen its presence in the
market and develop the shareholder-stakeholder value generation mechanism. CONTRIBUTED SDGs
Direct
Although this situation leads to periodical reductions in financial capital, it directly contributes
to the growth of the produced capital, allows human capital to maintain its active role in the
business cycle and ensures the continuity of the business.

USD 173 million

50%
Share of sustainability projects
16.5 USD/barrel
Despite the heavy use of financial capital during investment periods, this situation provides a
positive contribution to financial capital as investments become productive in the medium and
long term. Indirect
Consolidated investments in consolidated investments Net refining margin
Investments in renewable resources will provide a positive contribution to the natural

TL 482 billion TL 41 billion

strong financial ecosystem, as well as to the social and relationship capital. In addition, such investments will
strengthen stakeholder confidence while reducing the Company’s environmental footprint.
Net sales Net profit structure

WHAT IS IT? WHAT DID WE DO IN 2022?

All of the material resources needed by In 2022, Tüpraş returned to its pre-pandemic performance
thanks to its disciplined and effective financial capital
the business cycle, which enable Tüpraş management. Its effective financing policies ensured the
to carry out its production and trade sustainability of a strong financial structure which will support
its operations and growth in 2023 and beyond, without
activities, as well as realize its strategic compromising its proactive balance sheet management.
transition investments and distribute
returns to its investors, constitute our
financial capital.

HIGHLIGHTS OF 2022…
· Despite the rapid depreciation of the Turkish Lira, Tüpraş’s consolidated investments increased to
USD 173 million.
· 50% of the investments consisted of sustainability projects and investments related to
sustainability.
· Tüpraş’s net refinery margin was balanced at USD 16.5/barrel.
· Net sales increased by 216% to reach TL 482 billion on the back of the increase in sales volumes Strong Financial
following the pandemic, higher product prices in the wake of the Russia-Ukraine war and the fall in Structure
the value of the Turkish Lira against other currencies.
· Tüpraş recorded TL 56 billion EBITDA with the support of its strong operational results.
· The successful performance in 2022 was also reflected to the bottom line, with a net profit of
effective
TL 41 billion.
· Tüpraş recorded a Return on Equity of 96%.
management
Sustainable
Profitability
50 GRI 201-1 tupras.com.tr Tüpraş Integrated Report 2022 GRI 201-1 51
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Financial Capital

The importance of financial capital This approach not only saves the cost of borrowed financial Net Sales (TL million) Operating Profit (TL million)
capital, but also enables the continuity of targeted liquidity levels. In
management as a fundamental function at
Tüpraş
addition, exchange rate risks are actively managed by the protection
mechanisms. 481,765 216% 45,607
TL 46 billion
Tüpraş’s strategy in using its financial capital is focused on Financial capital is allocated to core strategic investments, Net sales increased by The recovery in product
generating shareholder value. The Company operates this strategy investments in subsidiaries and capital assets, and excess funds 216% YoY to TL 482 billion margins paved the way for
within the scope of a strong and integrated financial planning are invested in short-term instruments. Internal cash generated from
due to the increase in sales an operating profit of TL 46
process, with a balanced approach to achieve long-term success volumes following the billion.
operations is used to reduce the debt stock in line with annual plans. pandemic, higher product
and taking other goals into account. 152,49 2 prices as a result of the
Tüpraş handles its financial KPIs with an analytical approach and 88,552 89,601 Russia-Ukraine war and
This process plays a key role in meeting the needs of its investments evaluates them in the light of a range of criteria in order to meet its 63,244 the depreciation of the TL 5,736
in business continuity and growth opportunities, as well as in against other currencies. 2,230 777
efficiency and profitability targets.
ensuring sustainable commercial operations. Funding needs which
cannot be met with the cash surplus and accumulated profits Cross-functional improvement programs are carried out in the -619
generated by commercial activity are raised in domestic and foreign 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
Company within the scope of total quality management for
markets through funding efforts focused on maintaining an optimal operational efficiency, product mix optimization, waste reduction
balance between financing costs and maturities. and recycling, energy efficiency and supply optimization. Innovative
marketing initiatives and various ongoing digital initiatives help the
Tüpraş’s unwavering goal is to keep its debt-maturity profile in line Company achieve a more competitive position with stronger financial Profit after Tax (TL million) EBITDA (TL million)
with the current nature of the conditions offered by the refining performance. These activities also promote cost optimization and
41 billion 56 billion
industry and the markets, and to maintain its flexible capital structure support positive cash flow from operations.
in line with business needs. 41,261 TL 55,587
TL

The successful Thanks to the strong

performance obtained in operational results, the
2022 was also reflected to Company recorded EBITDA

Tüpraş’s strategy in using its financial the bottom line with a net
profit of TL 41 billion.
of TL 56 billion.

capital is focused on generating 14,067

8,908
shareholder value. 3,713
526
3,613 4,039
545

-2,49 4
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

RoE (%) Net Working Capital (TL million)

96 96% 4,697 4,765 TL 4.8 billion

The 96% profitability rate Net working capital turned
achieved in 2022 paved the positive in 2022 and rose to
way for a high return on TL 4.8 billion.
37 equity.

22
5
-3,560
-4,663

-20 -6,283

2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Financial Capital

Tüpraş recorded TL 56 billion EBITDA with the support of its strong operational Outperforming the BIST 30 index by 50% A diverse and rich investor base

results. Product margins increased throughout 2022, allowing Tüpraş 46.8% of the Tüpraş shares are traded at Borsa İstanbul (BIST).
to notch up a significant recovery in its profitability. The rise
in profitability coming on the back of a stronger operational Diversity and richness of investor portfolio are considered as an
performance and the steps Tüpraş has taken in new business important indicator of trust and stability from investors’ perspective.
lines in parallel with its long-term strategic plan were also As an indicator of this, the share of the international institutional
positively reflected to its share price performance. Tüpraş shares investment banks, funds and foreign institutions in the publicly
outperformed the BIST 30 index by 50% in terms of their annual traded shares of Tüpraş stood at 43% as of the end of 2022.
In 2022… In this period of mounting global volatility, Tüpraş followed a return performance.
In 2014, Tüpraş was incorporated into the BIST Sustainability Index
proactive balance sheet management strategy by pursuing effective
In 2022, Tüpraş returned to its pre-pandemic level of performance financing policies and ensuring the sustainability of its financial (XUSRD), which includes companies with a high level of corporate
thanks to effective financial management. structure, creating a strong financial structure and effective financial sustainability.
management. Sustaining the strong financial structure which will
While the environment of growing uncertainty around the world support Tüpraş’s operations in 2023 and beyond continued to be
brought various risks, Tüpraş maintained its working capital and the main target of the effective financial management.
strong balance sheet structure thanks to its strong financial capital Tüpraş - BIST 30 Index Relative Share Performance in 2022 (%)
management policies. Increase in market value

The decision by European countries to impose sanctions against Increasing its operational profitability in 2022, Tüpraş’s market value 343.20
Russia, Europe’s main energy supplier, in retaliation for the invasion increased by 277% in TL terms during 2022, from TL 39 billion at
of Ukraine, increased all energy prices especially oil. Brent crude oil the end of 2021 to TL 146 billion at the end of 2022, converging 293.57
prices, which peaked at USD 138 /barrel due to supply concerns, with its historical highs.
followed a volatile and eventually downward course due as concerns
of an impending global recession started to take hold. The Brent Thanks to a combination of higher product margins, an increased
crude oil price slid to USD 81 /barrel by the end of December. capacity utilization rate and a widening in the price gap between
heavy and light crudes, Tüpraş was able to significantly boost its
A deterioration in the supply-demand balance precipitated a rise in profitability in 2022. The Company also managed to increase its
margins for all white products while margins for diesel, jet fuel and market value compared to both 2020 and 2021.
gasoline reached historic highs. Even as production costs rose to
record highs, elevated product margins positively impacted refining Tüpraş
profitability. In parallel with these developments, Tüpraş recorded a Dec 21 Jan 22 Feb 22 Mar 22 Apr 22 May 22 Jun 22 Jul 22 Aug 22 Sep 22 Oct 22 Nov 22 Dec 22 BIST 30

net refining margin of USD 16.5/barrel. Market Capitalization (TL billion)

In the presence of the energy crisis and global economic

fluctuations, Tüpraş achieved a total revenue of TL 482 billion by 145.9 277% Stock Price Trend (TL/stock)
reaching 26 million tonnes total production volume and 29.5 million
tonnes total sales with a 92% capacity utilization rate, thanks in part Tüpraş’s market value
to optimization and operational improvements. increased by 277%
530
in TL terms during
As a result of the increase in product margins as well as a strong 2022, from TL 39
course in domestic and international sales, Tüpraş recorded a profit billion at the end of
before tax of TL 39.9 billion in 2022. 31.8
38.7 2021 to TL 146 billion
26.1 27.0
at the end of 2022,
Significant investments were undertaken in 2022 as the Strategic
converging with its
Transition Plan first announced in 2021 has completed its first year. 291
historical highs.
The takeover of Entek’s shares, applications to increase zero- 2018 2019 2020 2021 2022 206
carbon electricity generation capacity, the licensing agreement with
144
Honeywell to produce sustainable aviation fuel, the membership 128 128
126 166
in Europe’s leading hydrogen-market stakeholder group Hydrogen 102 112
91
Europe, and the formation of Tupras Ventures are only a few of these 86
102 85 Highest
67
developments. Average
Lowest
2018 2019 2020 2021 2022

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Financial Capital

Tüpraş’s financial and operational performance is closely monitored by Investments which enable the sustainability and transition of Investment Expenditure (USD million)
the refining business
international credit rating agencies.
Tüpraş’s priority in allocating its financial capital is to invest in its 236
USD 173
produced capital and R&D in order to continuously improve its million
competitive position.
165 173 Consolidated investments
153 152 amounted to USD 173
Credit Ratings After the transfer of Tüpraş to the Koç Group, an array of strategic million.
investment decisions were taken with a focus on technological
Credit Rating Agency Last update Type of Rating Credit Rating Note Outlook development, change and transformation by improving product
October 2022 Long Term Corporate Credit Rating B Stable quality, operational excellence, efficiency, occupational safety, legal
requirements and sustainability. Strategic investment decisions
Fitch Ratings July 2022 Long Term Corporate Credit Rating B Negative continue to be taken in these areas. Tüpraş’s investments during
the last seventeen years have reached USD 7.2 billion, of which
February 2022 Long Term Corporate Credit Rating B+ Negative 2018 2019 2020 2021 2022
USD 6.5 billion has been allocated to refining.
In its latest update, Fitch Ratings confirmed Tüpraş’s long-term foreign currency credit rating as “B” and upgraded its outlook from
“negative” to “stable”. Sustainability projects and investments were the key focal points
for Tüpraş in terms of investments.
In line with its strategic transition
Sustainability projects and investments made up 50% of the
Moody’s Investors
Service
August 2022 Long Term Corporate Credit Rating B3 Stable
investments realized in 2022. In 2022, Tüpraş undertook a total
plan, sustainability projects and
Moody’s Investors Service lowered Turkey’s long-term country credit rating from B2 to B3 with a stable outlook, and revised the country of USD 122 million on an unconsolidated basis. In the same investments are among the focal
period, when evaluated together with its subsidiaries, Ditaş, Körfez
borrowing ceiling in foreign currency from B2 to B3. Moody’s Investors Service stated that Tüpraş’s credit rating was limited to the country’s
borrowing ceiling. Moody’s lowered its long-term credit rating for the Company from “B2” to “B3” and revised its outlook from “negative” to Transportation, Tupras Trading Ltd and Entek, the consolidated
points of Tüpraş.
“stable”. investment spending reached USD 173 million. On the other hand,
the total sum of regional and large-scale incentive certificates
obtained for various ongoing projects in the Tüpraş refineries stood
JCR Eurasia Rating December 2022 Long-Term National Rating AAA (tr) Stable at TL 4.56 billion. These investments and projects are considered
JCR Eurasia Rating determined Tüpraş’s long-term national rating as “AAA (tr)” - the highest possible rating – and its short-term national as an important step for Tüpraş to achieve its sustainability goals
rating as “J1+ (tr)” with a “stable” outlook. In the assessment, Moody’s determined Tüpraş’s long-term international rating in foreign and and to spread its environmentally friendly practices to a wide scope.
local currency as “BB” with a “negative” outlook.
Tüpraş focused on sustainability areas such as the installation of
renewable energy units, the renewal of flue gas emission units and
sulphur recovery in 2022. In this vein, 60 new and 183 ongoing
investment projects were carried out in 2022 with the aim of
achieving significant contributions to the continuity, efficiency and
Corporate Governance Rating Note Corporate Governance Rating Composition (%) profitability of Tüpraş.

Detailed information about the investments carried out at Tüpraş

9.65 99.51 9 7.28 95.53 96.45 during the reporting period is available in the 2022 Annual Report.
9.48 9.50 9.58 9.62 95.21

2018 2019 2020 2021 2022 Board of Stakeholders Public Shareholders Average
Directors Disclosure
and
Transparency

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Financial Capital

Tüpraş considers its investments

in process improvement, energy
efficiency, HSE and environmental
projects, which serve its sustainable
refining target, to be ESG-oriented
investments.

ESG and sustainability standards of investments at Tüpraş Entek will continue to advance towards becoming an important Refinery. As a result of this project, 400,000 tonnes of vegetable and Ticaret A.Ş., a Koç Group companies, which was established in May
player in the energy world of the future as it pursues the addition of animal-based waste raw materials will be converted into sustainable 2022 with the mission of rolling out electric vehicle charging stations
Tüpraş considers its investments in process improvement, energy storage facilities to support its growth goals in the field of renewable aviation fuel, renewable diesel and other products every year, with throughout Turkey. WAT Mobilite recorded a net profit of TL 1,939
efficiency, HSE and environmental projects, which serve its energy. the investment planned to be completed in 2027. million.
sustainable refining target, to be ESG-oriented investments.
Tüpraş plans to undertake investments in the refining field within the Tüpraş subsidiaries continuing their activities that contribute With 1,857 fuel stations, Opet rounded off the year with a successful
Likewise, investments in the sustainable aviation fuel, zero-carbon scope of the zero-carbon electricity transition. The contract for the to financial capital performance, taking its total market share to 18.82% (18.84% in
electricity and green hydrogen fields, and HSFO gas scrubber construction of a solar power plant with a 12.58 MW of capacity, to white products and 31.62% in black products). Opet generated a
investments for electric train wagons and ships are also considered be commissioned at the Kırıkkale Refinery in June 2023, was signed With the largest fleet of oil tankers in Turkey, Ditaş expanded its net profit of TL 979 million in 2022.
as sustainability-focused efforts. in September 2022, and the contract for the construction of an number of tankers to 15 and its fleet capacity to 648,050 DWT with
additional 16.72 MW of capacity at the solar power plant was signed the investments it undertook in 2022. Ditaş completed 2022 with a Tupras Ventures – a new breakthrough in enterprise
Big steps and gains in the financing of transition net profit of USD 60.9 million.
in February 2023. In addition, an application has been submitted
Established as a wholly owned subsidiary of Tüpraş, Tupras
Tüpraş undertook a significant investment in the field of “zero- to EMRA to add 37.7 MW of capacity. The 1.24 MW capacity solar
Körfez Transportation, our country’s first private railway operator, Ventures will develop collaborations by drawing on its experience to
carbon electricity” by taking over the shares in the renewable power plant, which is under construction at the İzmir Refinery, is
transported 2.5 million tonnes of hydrocarbons in 2022 and played bring innovative technologies to domestic and foreign enterprises in
energy company, Elektrik Üretim A.Ş. (Entek), an affiliate of Koç planned to be completed in the second quarter of 2024, and the
an organizational role in the transportation of 250,000 tonnes of iron the refining sector.
Holding and Aygaz. With the realization of the transfer transaction, 12.6 MW capacity wind farm scheduled for completion in the third
ore. Körfez Transportation rounded off the year with a net profit of
another important step has been taken towards Tüpraş’s 2050 quarter of 2024. Another transition investment, planned for Batman With a focus on all kinds of smart IT, industry 4.0, green energy and
TL 267.8 million.
Carbon Neutral Target. Tüpraş acquired shares with a nominal Refinery, was signed in February 2023 for a solar power plant with natural resources, energy efficiency, the environment and recycling,
value of TL 942,727,458.04, corresponding to 99.23% of Entek’s a capacity of 5.0 MW and is scheduled to be commissioned in Tupras Trading Ltd, which continues its activities in the UK, and in particular priority issues such as bio-based products,
capital. With Entek’s eight hydroelectric plants, one wind farm and September 2023. contributes to the financial capital of Tüpraş with spot crude oil hydrogen, zero-carbon electricity, carbon management and related
one natural gas cycle power plant, Tüpraş has achieved significant trading in addition to its fuel trading activities. In 2022, the Company sub-sectors, Tupras Ventures aims to generate added value by
Sustainable aviation fuel investment
progress towards its target of realizing a generation capacity of 1 traded more than 8 million tonnes of products and concluded investing in domestic and international technology initiatives in the
GW by 2030 and 2.5 GW by 2035 within the scope of its Strategic Turkey has an important share in the world aviation industry. With approximately 10 million tonnes of spot crude oil connections to fields of waste management and robotic solution technologies.
Transition Plan. its extensive production and R&D capabilities, Tüpraş will continue meet the needs of Tüpraş refineries. With these activities, Tupras
to be the biggest supporter and business partner of our country’s Trading Ltd recorded turnover of TL 83 billion.
Entek applied to EMRA (Energy Market Regulatory Authority) for a
aviation industry. In 2022, the Company took another important
pre-license in 2022 with the commitment to establish an additional Entek sold 2.7 billion kWh of electricity in 2022, of which 1.5 billion
step in the production of SAF, which will contribute significantly to
storage facility to its current capacity. The application covers a kWh was met through its own production and 1.2 billion kWh
its emission reduction targets, and signed a license agreement with
total of 22 projects with a total installed capacity of 1,461.5 MW, generated and sold through renewable energy sources. Entek
Honeywell for the use of UOP Ecofining™ technology at the İzmir
including a 190 MW solar power plant and a 1,271.5 MW wind farm. became a 10% partner in WAT Mobilite Çözümleri Teknoloji ve

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Human Capital

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Human Capital

Tüpraş’s most valuable

Use of Capital

Tüpraş undertakes systematic investments in the fields of human rights in

line with its strategic goals, focusing on employee participation to increase CONTRIBUTED SDGs

asset
employee belonging and satisfaction, employee development to strengthen
Direct
human capital and in OHS, to provides a safe and healthy work environment.

Throughout the value chain, including the production and trade cycle, the Company
directs human capital in accordance with the competencies and career plans of the
personnel, and is able to assign human capital to different projects in order to meet

6,112 10% 215,589 hours project requirements and share know-how. Indirect

Total number of employees Female employee ratio Training Although the investments and efforts realized in this vein reduced financial capital during
the reporting period, Tüpraş’s natural, social, manufactured and intellectual capital will

70%
Proportion of employees who
0.26 2.5% develop in a positive direction as a result of the benefits to be gained in the upcoming
period, reflecting positively to financial capital in the medium and long term,.
LTI frequency Disabled employee ratio
are members of a union

WHAT IS IT? WHAT DID WE DO IN 2022?

Tüpraş employees constitute its human Sharing the Koç Group’s philosophy of “Our Most Valuable
Asset is Our Human Resources”, Tüpraş has determined
capital with their individual competencies maintaining and improving an inclusive workplace and equal
and accumulated knowledge. opportunity conditions as its main human resources agenda
and has carried out its activities and investments.

Safe and Healthy

2022 HIGHLIGHTS… Work Environment

human
· The total number of employees was 6,112 , with women
accounting for 10% of all employees.
· Tüpraş published its Diversity, Equality and Inclusion Policy.
· A total of 215,589 hours of training was provided to 5,113
employees*.
· The employee loyalty score increased by 12.4 points compared to
rights
the previous ye year to reach 47.4% . The loyalty score among
employees paid on a monthly basis was 76%, setting a new Inclusion and Equal
record for the last 10 years Opportunity
· 4,290 Tüpraş employees (70% of the total, including
subsidiaries) are unionized.
· Tüpraş employs a total of 151 disabled employees (2.5% of the
total).
· The LTI frequency of employees of Tüpraş and its business
partners decreased to 0.26, with the LTI severity declining to
17.65 (employees of its business partners), while the process
safety accident frequency fell to 0.27
· The Tüpraş Academy, offering workshops, training classes, a
conference hall and a a library, was established in the Kırıkkale
Refinery. A total of 4,314 employees were able to benefit from the
Academy in 2022.
· 445 Tüpraş employees became data literate.

Excluding subsidiaries and OHS trainings

*

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Human Capital

Tüpraş is even stronger with its competent, highly motivated, “Our Energy Never Ends for Equality”

effective and qualified human resources.

Tüpraş has been a supporter Tüpraş announced its goal The Diversity, Equality In recognition of these
of the UN Women’s of becoming an inclusive and Inclusion Committee activities, Tüpraş was
“HeForShe” movement since and equitable workplace was established at Tüpraş included in the Bloomberg
2015. in the energy sector to its in 2021 with the aim of Gender Equality Index in 2021
stakeholders by signing the maintaining and developing and disclosed its Diversity,
EVER STRONGER WITH OUR HUMAN https://www.heforshe.org/en United Nations Women’s a business environment that Equality and Inclusion
RESOURCES Empowerment Principles supports diversity, equality Policy to the public in 2022.
In common with other Koç Group companies, Tüpraş adopts the (WEPs) in 2017 and inclusion. The main
philosophy of “Our Most Valuable Asset is Our Human Resources”. purpose of establishing the
In this vein, while in-house committee was to create a
This approach forms the core of the Tüpraş Human Resources practices are developed,
Policy. living organizational culture at
pioneering projects are Tüpraş.
Tüpraş has determined maintaining and improving an inclusive implemented which will raise
workplace and equal opportunity as its main approach to human awareness in society and
resources. In this vein, Tüpraş implements practices which trigger transformation.
will observe human rights, employee participation, employee
https://www.weps.org/
development and OHS, which are the focus of human resources at
Tüpraş, with preventing discrimination in the workplace, increasing
the employment of women and providing equal opportunity being
among the top priorities.

EMPLOYEE RIGHTS
Diversity and Inclusion Human resources as a long-term goal system and the development, remuneration and termination
Ethical Principles processes.
Collective Bargaining Human resource planning at Tüpraş is carried out with a long-
term perspective. The basis of this perspective is the recruitment All kinds of rights and benefits provided to the title and position
Agreement at Tüpraş are predefined and equal for all. Gender is not a factor
of employees who will realize the Company’s corporate goals.
Employee Support Programs Enhancing leadership abilities, developing scientific and operational determining pay at Tüpraş.
competencies through continuous training, and carrying out career
A transparent wage system is applied, in which the contribution to
planning form the main axes of Human resource planning.
achieving the corporate goals is kept as a key component according
EMPLOYEE Tüpraş uses contemporary, inter integrated systems that enable the to the levels of responsibility. This serves as a model of wages and
EMPLOYEE DEVELOPMENT production of business results in all human resources processes, side benefits based on the principle of equality and fairness, which is
PARTICIPATION HUMAN Talent Management from the recruitment process to the performance management objective, transparent and which reflects the realities of the national
and international business world, and which is based on the work
Recognition, Appreciation Acquisition of New Talent
and Rewarding System FOCUS AT Tüpraş Development
carried out.

Employee Loyalty TÜPRAŞ Dialogue The Company has a remuneration approach which prioritizes the
contribution made to achieving the corporate goals. Within the
Employee Experience (TEX) Performance Management
scope of market wage comparisons, the Company works with
Leadership Development
internationally accepted research firms and besides wage structures,
regular sectoral wage researches and wage management policies
are followed up to date.
OHS
Objective data are used in the Company’s training, rotation and
Occupational Health promotion decisions. The rules and frameworks adopted in this
Occupational Safety direction are shared with the employees. All communication
Process Safety channels, including the intranet portal, are used effectively so that all
Disaster and Emergency employees can have up-to-date information.
Management

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Human Capital

The Diversity, Equality and Inclusion Committee was established at Tüpraş in Tüpraş Values and Working Culture Principles, the Labor Law regulating business
2021 with the aim of maintaining and developing a business environment that life in Turkey and national legislation constitute the framework which forms the
supports diversity, equality and inclusion. The main purpose of establishing the basis for the execution of duties, authorities and responsibilities at Tüpraş.
committee was to create a living organizational culture at Tüpraş.

Number of Employees at Year-End (%) Breakdown of Middle and Senior Managers (%) Open Office Practice Tüpraş clearly sets out its commitments in this area in its Human
Rights Policy approved by the Board of directors, which is also
An “open office” is implemented in order to support and improve published on its website since the beginning of 2021.
6,092 6,181 6,091 6,112 the communication process between the management and the
5,893 employees throughout the Company. All kinds of complaints, Tüpraş takes into consideration the following international
9% 10%
19%
9% 9%
9% opinions and suggestions are shared through the open office standards and principles regarding human rights as a priority:
communication. At the same time, employees have been informed
81% that they should contact the Human Resources teams when they
experience any problems with the management. The UN Guiding Principles on Business and Human Rights
(2011),
An area covered and regulated in a broad framework
91% 91% 91% 91%
UN Global Compact (2000),
90% The Company’s Articles of Association, Personnel Regulation,
Collective Bargaining Agreement, Code of Obligations, Tüpraş
ILO Declaration of Fundamental Principles and Rights at Work
Values and Working Culture Principles, the Labor Law regulating
(1998),
business life in Turkey and national legislation constitute the
framework which forms the basis for the execution of duties,
authorities and responsibilities at Tüpraş. Women’s Empowerment Principles (2011),
Female Female
Male Male
The Tüpraş Ethical Principles, Job Descriptions, Collective Worst Forms of Child Labor Convention (No. 182).
2018 2019 2020 2021 2022
Bargaining Agreement and Personnel Regulation are other sets
of rules which all employees familiarize themselves with which The OECD Guidelines for Multinational Enterprises (2011)
complement the Tüpraş HR universe.
A Company Focused on the Efficiency and Satisfaction of its
Religion, language and race are not asked in job advertisements,
Employee Turnover Rate (%)* Number of Employees by Age Groups (%)* job application forms and job interviews. In accordance with
Human Resources
the principle of “The Right Person for the Right Job”, there is no Talent management is a process designed with a development focus
0.16 discrimination in the recruitment of employees. which enables the human resources to be evaluated in the most
7.1% 11.7%
0.15 effective way and to correctly determine their developmental needs.
Tüpraş management did not receive any complaints regarding
discrimination during the reporting period. With its talent management approach Tüpraş provides:
Full Compliance with Human Rights Discovering talent which will support the achievement of future
0.10 strategy and goals,
81.2% Tüpraş’s guide is the Universal Declaration of Human Rights.
Full compliance with human rights is an unchanging target for Providing solutions in accordance with the expectations and needs
Tüpraş. of different talent profiles,
0.06
0.05 Tüpraş observes the Universal Declaration of Human Rights as its Sustainable institutional and individual development with
guide. The Company is focused on respecting human rights in all of interdisciplinary learning opportunities.
the regions in which it operates.
With its integrated Human Resources systems, Tüpraş provides
Creating and maintaining a positive and professional working talented individuals with a focused and original employee experience
environment for its employees is the basic principle of Tüpraş. where they can showcase their potential.
below between above Female Male below 30 years old 718 Tüpraş acts in accordance with global ethical principles on issues
30 years 30-50 50 years
between 30-50 years old 4,962 such as recruitment, promotion, career development, pay, benefits The talent strategy, established in a structure fully compatible with
old years old old
and diversity and respects the rights of its employees to form and business strategies, supports Tüpraş in preparing for the future.
above 50 years old 432
participate in non-governmental organizations of their own choice.
*Excluding Tupras Trading Ltd
Under no circumstances does it tolerate forced labor, child labor or
any forms of discrimination and harassment.

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Human Capital project work and on-the-job learning/rotation processes, which The “Tüpraş Development Dialogue”
are designed by the leading business schools and university
collaborations for the development of professional knowledge and is used in order to establish an open
skills and personal talents of the employees.
dialogue between managers and their
Within the scope of the development programs aimed at improving
the leadership competencies of the employees, development
employees for the development of
programs which include effective communication, coaching and employees.
LEADERSHIP SCHOOLS · Tüpraş employees are prepared for the competencies of the
development, cooperation development and future-oriented
future with training programs such as the “RPA (Robotic Process
development are designed. The talent management process, which
The leadership schools designed for Tüpraş leaders were Automation) Coaches” and “Analytical Tüpraş Training and Project
enables effective guidance of human resources and identifying
commissioned in 2020. All company leaders were participating in Program”.
development needs, serves as a guide in promotions and
the program as of the end of 2022. Employees who will take on · 1,882 employees attended the technical training programs which appointments.
a management or leadership role for the first time will continue to they requested through the Tüpraş Development Dialogue on 399
benefit from the program. In addition to the leadership schools, more different topics.
than 100 Tüpraş employees participated in Koç Group leadership
programs as well as various other leadership programs in 2022. E-TECH ACADEMY Education Indicators* Number of Employees Total Hours of Training Average Training Hours
The E-TECH ACADEMY was commissioned in order to offer Monthly Paid 1,296 85,231 67
ONLINE INTERNSHIP PROGRAM
a comprehensive and online training platform which meets
Hourly Paid 3,817 130,358 36
Tüpraş also views strengthening vocational training as an important international standards in order to improve the technical
competencies of employees in the technical departments. A total of Total 5,113 215,589 42
responsibility. The Company contributes to vocational education in
Turkey with projects for high school and university students, as well 57 different areas of training content with a total of 227 hours were *
Excluding subsidiaries
as the employees of its business partners. made available to employees in the Academy, allowing employees
access to technical training without putting themselves at risk of Tüpraş Development Dialogue - A System Based on Open · to help them gain a perspective on career development, assess
In 2022, a total of 159 students were provided with internship exposure to COVID-19. To date, 775 training records have been Communication their openness to rotation and their mobility status, to plan
opportunities at Tüpraş. created on the platform. possible career paths within Tüpraş, and
The “Tüpraş Development Dialogue” is used in order to establish
In July 2022, 3,820 hours of personal development training was an open dialogue between managers and their employees for the · to determine individual development needs in both behavioral and
Internship activities were carried out entirely through internal
commissioned covering 20 different topics for paid employees. development of employees. professional areas.
resources. More than 50 Tüpraş employees contributed nearly
400 hours to the development of students by providing one-to- Employees may follow their personal development training programs The Tüpraş Development Dialogue tool was implemented in 2022
on both their PCs and mobile devices through a specially designed The behavioral competencies, career development plans and
one training, department presentations, guidance and mentoring with the participation of 96% of monthly-paid employees, with
training platform. individual development needs of employees receiving monthly
support. The high satisfaction of the participating students was the focus on developing a perspective which will foster dialogue,
salaries are evaluated in an environment where the employee and
reflected in the net recommendation score, which was measured as feedback, rotation, development and looking at the future differently
+53 in the experience surveys conducted during the internship. DATA LITERACY the manager come together and establish a dialogue with the
“Tüpraş Development Dialogue” tool. within the Company.
Tüpraş aimed to offer the Data Literacy Training Project to all
NEXTREMERS PROGRAM company employees. Under the program, 445 employees The “I Work with a Safe and Agile Mind” program, which was In line with the plans made for development focuses, 21 different
have qualified to become data literate within the scope of Data created together with employees for the first time in Tüpraş, consists behavioral competencies and 24 vocational and technical training
The Nextremers Project Student Program, which aims to contribute programs were provided with the participation of 756 employees
Visualization, Basic Statistics and Introduction to Power BI. of three sections.
to the professional and personal development of university students, in the training development catalog and professional development
continued to reach young talented individuals in 2022. On the one The program aims activities in 2022, with the participation of 492 employees.
Within the scope of talent management…
hand, they continued to develop in their business life by contributing
to the project outputs of the teams they were involved in with the Tüpraş aims that the talented individuals who will carry the · to develop competence by evaluating employee competencies,
responsibilities and initiatives they took on, while on the other, they Company into the future are brought into the organization, with the · to evaluate their professional/technical qualifications,
participated in development programs specially designed for them. development of leadership and technical competencies through the
training and development programs designed specifically for Tüpraş,
In 2022, 48 students participated in the program.
along with support in making the right career planning.
Development is a fundamental focus for Tüpraş.
In this context, the leadership development of the employees
Within its focus on the improvement and structural change activities is supported through the training and development activities,
in human resources, Tüpraş has attached tremendous importance
to training and development activities aimed at the development
of both the professional knowledge and skills and the behavioral
capabilities of its employees, while attracting a qualified workforce
and deploying them in the most efficient and productive manner.

· The Tüpraş Academy was established in the Kırıkkale Refinery.

The Academy, which provides workshops, training classes, a
conference hall and a library, prepared online training content
with internal trainers, with 121 online training courses on different
subjects reaching 4,314 employees through internal training.
· In order to develop the competencies of “I Work Safely and with
an Agile Mind”, 100 online personal development classes were
held on 21 different topics, in which 756 employees attended.

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Human Capital

Performance Management - A Target and Success-Oriented Employee Support Practices Tüpraş strives to demonstrate an employer identity that respects the rights of its
Structure
Tüpraş strengthens the total value it offers to its employees with employees to be members of a union, and which allows and supports the free
employee support programs.
The performance management for monthly paid employees is
realized with the Koç Dialogue system.
exercise of these rights.
TİSK Employee Support Program: The Employee
The Koç Dialogue system is a transparent and dynamic performance Support Program is provided by a fully specialized
system which can be updated throughout the year, in which professional team which serves the lifestyles and Recognition, Appreciation and Rewarding Systems to the annual base pay is applied by taking their performance
individual needs of Tüpraş employees and their families. into account. At the same time, a Refinery Suggestions system
inspirational targets and success criteria are adopted. Tüpraş aims to reward exemplary work and experience with the is in place which supports and encourages individual and original
Medihis Online Health Service: Medihis is a digital Recognition and Appreciation of Success and Rewarding System. ideas from employees in the refineries in areas such as process
The system is designed on the basis of multi-faceted, structured health platform with a digital data archive feature that The implemented systems contribute to the creation of a corporate improvement, energy saving, resource saving, efficiency in
and instant opinion exchange mechanisms between managers and can be used by the Company doctors, employees and environment which employees will be proud and happy to work in. production, environmental protection and occupational safety.
employees, in accordance with the objectives and target results their families. Within the scope of another practice that encourages employee
(OKR-Objectives and Key Results) method. At the end of the year, To ensure that the employees at Tüpraş who are paid on a monthly
Support Program at Work: The program includes participation in decision making and as a requirement of the
performance improvement results are shared with employees basis are rewarded for their performance in line with their targets,
screening, training and individual psychological support collective bargaining agreement, two union representatives take
through feedback which covers the entire year. work carried out by industrial psychologists at all a premium system which provides an additional (variable) income
part in the decision processes of the disciplinary committee for
refineries, is ongoing. employees who are paid on an hourly basis.
The total pay for all employees who are paid on a monthly basis
Extended Health Insurance Program: All employees The Tüpraş Achievement Recognition and Appreciation
consists of a basic salary, variable pay (premium) and fringe benefits. Respect the Union Rights of Employees
are covered by complementary health insurance, and and Rewarding System includes six different sub-
Pay is updated every year in line with the country’s economic may benefit from private health coverage at preferential processes: Tüpraş strives to demonstrate an employer identity that respects the
indicators, market data on pay and company data. rates for themselves and their families. 1
rights of its employees to be members of a union, and which allows
Flexible Working Hours: At Tüpraş, employees Annual awards (Scientific Publication and Innovation, and supports the free exercise of these rights.
At Tüpraş, the senior management provides all employees with
receiving a monthly paid have the opportunity to Seniority, etc.)
feedback of their performance results for the period and their target
organize the times they start and end their shifts Tüpraş boasts an exemplary history of union relations. A Collective
expectations. Bargaining Agreement has been systematically in place since the
on a daily and weekly basis in accordance with 2
their personal needs and preferences, provided the establishment of the Company; employees were offered support to
Employee Loyalty and Employee Experience Successful projects and practices of Tüpraş employees
management is aware and within certain limits. become members of unions and non-governmental organizations
are rewarded with “Tüpraş Employee Experience
Tüpraş has a long-standing practice of monitoring and evaluating organized within the framework of the legal regulations.
Nursery Fringe Benefit Package: The Nursery Fringe Improvement Awards” in order to improve their working
employee loyalty through independent surveys. Benefit Package supports the work-leisure balance life experiences, There are union workplace representatives at Tüpraş, where the
in particular, and the career development of female Petrol-İş Union is organized, in numbers determined within the
Tüpraş’s overall loyalty score in 2022 increased by 12.4 points employees. 3 framework of legal regulations.
compared to the previous year to stand at 47.4% . The loyalty Adaptation Process Guidance Program: This
score among employees drawing a monthly salary at 76%, while for program practice is offered in the first 3-month Instantaneous rewards, All employees at Tüpraş paid on an hourly basis work under the
those paid on an hourly basis it stood at 36%. orientation period to help newly recruited Tüpraş Collective Bargaining Agreement as a member of a union.
employees adapt to the corporate culture and ensure
Tüpraş Employee Experience studies, which are unique to Tüpraş that they start work quickly 4 Tüpraş expects its meticulous approach towards protecting union
and were created at the beginning of 2021 with the participation of rights to be adopted by its suppliers and business partners. Checks
Flexible Side Benefit (Flextra) Package: With this The HSE (Health, Safety and Environment) awards, are carried out to ensure that suppliers and business partners fully
employees in order to integrate the employee experience approach system, each year employees may choose from a wide implement union rights in their operations.
more deeply into the processes, continued to be carried out in pool of side benefit such as life insurance, gifts and
2022. discount checks and individual pension programs, in 5
Every 3 years, a Collective Bargaining Agreement process is carried
addition to their existing side benefits, and have the The “Bravo” Platform, which ensures appreciation out with the Petrol-İş Union, of which 75% of the Company’s
In this context, there was an increase in the loyalty scores among option to change side right packages in accordance for good practices and behavior which reflects the employees (3,817 employees) are members (excluding subsidiaries).
both employees drawing a monthly salary and those on an hourly with their lifestyles and different individual needs. This Company’s culture and values, and that such practices The current Collective Bargaining Agreement in place is delivered to
salary, which was achieved by developing faster solutions and is offered to employees every year with the Company’s can be transparently displayed by all employees. all union member employees in the form of a booklet. It is also kept
realizing concrete actions more quickly with teams of managers and contribution. up-to-date on the Company’s intranet portal. Work processes are
agile working methods in “7 experience themes which we need to Remote Working Support Packages: Employees 6 managed in accordance with the provisions of the relevant Collective
improve first”. working remotely at Tüpraş are provided with lunch and The System aims to reveal and evaluate good ideas Bargaining Agreement articles.
support for a company phone line. from all employees, to encourage their continuous
During the reporting period, 30 Tüpraş employees played an active
Office Free Common Office: Employees working development, and ensure employees feel “a part of
role in the management of the unions they were members of. At the
remotely may work from any common office within the the common solution” through models which support
same time, 1,216 employees receiving monthly salaries took on the
Koç Group, using the office free reservation system the participation of employees in the Company
responsibility of being an employer’s representative.
based on their work plans. Tüpraş has four common management.
offices within the scope of the Office Free application.

70 GRI 2-7, 3-3, 402-1, 402-2, 405-1 tupras.com.tr Tüpraş Integrated Report 2022 GRI 2-7, 2-30, 402-1, 404-2, 405-1, 407-1 71
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Human Capital

Tüpraş health and safety targets; In addition to secondary indicators such as Process Safety Accident Frequency (per 1 million / working hours)
lessons learned and the findings of audits in past years, holistic way with new
developments and trends are determined as a whole by the Koç Holding and
1.02 down 35%
0.87 Process Safety
the Tüpraş Senior Management. Accident
Frequency
0.59
The process safety accident
frequency converged with
HEALTH AND SAFETY PRACTICES OHS Training Programs 0.42
0.38 its long-term target, with a

0.27 0.30 decrease of 35%.

0.25
The health and safety of its employees is a top priority for
Tüpraş, with the philosophy of occupational safety being an 312,860
indispensable value at the heart of all of its activities. Employee hours
312,860
29 2,712
Tüpraş health and safety targets; In addition to secondary indicators In 2022, a total of 312,860 2018 2019 2020 2021 2022 2023
Middle-Term Long-Term
such as lessons learned and the findings of audits in past years, person hours of OHS Target
Target Target
holistic way with new developments and trends are determined as a 201,813 19 4,671 training was provided to (2024-2025) (2030)
165,038 employees of Tüpraş and its
whole by the Koç Holding and the Tüpraş Senior Management. 193,171
184,040
business partners. LTI Intensity - OSHA* (per 1 million / working hours)
These targets are periodically audited by certification and rating 93,787 68,816

3%
77,233
agencies, as well as by the Koç Holding and the General Manager
of Tüpraş. Sectoral comparison tables and related actions are 27.8 down
25.8
periodically reported to the senior management of Koç Holding and 108,026 125,855 108,672 119,689 LTI Intensity -
Tüpraş, and the values are also presented to the public along with
87,805
Tüpraş Employees
OSHA
corporate reports, including international rating agencies. Contractors’ Employees
18.9 18.2
2018 2019 2020 2021 2022 17.7
16.4 LTI Intensity - OSHA
Tüpraş’s Occupational Health and Safety (OHS) mission is to ensure dropped 3%.
employees return home, healthy, at the end of each working day,
while its vision is to ensure employees return home in an even 10.0
healthier manner with more awareness. In line with this mission and Tüpraş aims to fully ensure OHS at the workplace in its refineries. In
vision, it incorporates all kinds of applications and technologies this vein, employees are informed of the regulations and instructions, 5.0
so that each individual considers the safety first and foremost of act in accordance with them and take the necessary precautions.
themselves and then of the others and the facilities around them,
and takes the necessary actions, in terms of both health and OHS. The human resources management and the company management
2018 2019 2020 2021 2022 2023 Middle-Term Long-Term
participate in the platform, which is geared towards occupational Target Target Target
A Health, Safety and Environmental (HSE) Policy and Strategy has safety, and topics such as OHS are discussed, and suggestions (2024-2025) (2030)
been established in order to uphold the safety of all employees and are assesed and necessary actions are taken. Training is given
stakeholders in Tüpraş’s areas of activity and to ensure an accident- to employees regularly in the workplaces, and the content of the LTI - OSHA* (per 1 million / working hours)
free work environment. training is reviewed according to practices and developments.

The main objective of Tüpraş’s OHS approach is to prevent risks Risk assessments at refineries are completed in a timely manner 1.20
1.26
down 37%
which may occur and to eliminate risks within the framework of the in accordance with legal regulations; occupational accidents are LTI - OSHA
standards, and to reduce them to an acceptable level when it is not followed up on a consolidated basis and reported on an annual 0.93
0.88
possible to eliminate them. basis.
0.68 0.70 LTI - OSHA decreased by
The General Manager of Tüpraş is responsible to Koç Holding for Activity Areas located in the Very Hazardous Class 37%, to below the medium-
the implementation of health and safety measures. The health and 0.46 term target.
safety performance at Tüpraş is included in the remuneration system Practices are developed by allocating resources to ensure the 0.41
0.36
and practices in the evaluation of individual and collective targets. health and safety of employees in refineries during the acceptance, 0.26 0.30
processing and storage of raw materials and ancillary products and 0.15
The OHS activities at Tüpraş are planned and carried out by the in all operating, maintenance and administrative activities during the
Tüpraş
Technical Safety Directorate, which technically reports to the sale process with the aim of effecting improvements in each passing LTI Benchmark: Concawe*
General Manager. Activities and key performance indicators (KPI) are period. 2018 2019 2020 2021 2022 2023 Middle-Term Long-Term
periodically reported to the senior management. Target Target Target
(2024-2025) (2030)

*40 companies operating oil refineries in the European Economic Area. Figures for 2022 were not available as of the publication date of this report.

72 GRI 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-7, 403-8 SASB EM-RM-320a.2 tupras.com.tr Tüpraş Integrated Report 2022 GRI 403-1, 403-2, 403-3, 403-4, 403-6, 403-7, 403-8 SASB EM-RM-320a.2 73
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Human Capital The OHS Aspect in New Projects and Changes

OHS issues are also evaluated for new projects and operations or
changes planned. While determining new sources of danger that
may affect employees, the measures to be taken are put into the
program and followed while still in the design and manufacturing
phase.

Safety is not the job for a single working group in Tüpraş. It is a In order for Tüpraş to achieve its goals in its strategic transition
journey in a healthy and safe manner and for employees to fulfil their
requirement for everyone to follow. duties safely for new production areas, necessary plans have been
made.

A structure has been established in order to respond to prepare for

and reduce the impact of all emergency situations that may occur
in the refineries, where support will be received first from the unit,
refinery and other refineries, depending on the magnitude of the
Tüpraş continues its work towards the goal of identifying and Tüpraş focused on technical training of its employees in order to Investments have been undertaken in technical measures to tackle incident.
eliminating the risks arising from its activities or, where this is not avoid such situations and achieve the target of “Zero Accidents”. noise, vibration, lighting, dust and working positions, which are
Emergency management - a responsibility followed by the
possible, reducing risks to an acceptable level within the framework In the same vein, the practice of conducting field inspections industrial hygiene factors that can lead to stress, within the scope
management of Tüpraş
of national and international standards. by responsible supervisors as well as OHS departments was of managing the issue. Within the scope of the activities carried
expanded. out with the aim of protecting employees from stress, in addition The Tüpraş management ensures that Tüpraş is fully prepared in
At Tüpraş, the Health and Safety Management System has been to industrial psychologist support provided by Tüpraş, employees emergency situations, that the competence of the teams is at the
shaped and certified on the basis of the ISO 45001 standard. While With the aim of improving general OHS performance, the following undergo examinations of their mental state during periodic health desired level and that the crisis management team is established on
the national legislation, relevant international standards and best steps were taken to create a safer working environment and reach a examinations, while meetings, coffee breaks and field tours are also the basis of the incident command system consisting of authorized
practices form the basis of the management system, practices healthier and more aware employee group in 2022; organized with the participation of the senior management where and competent personnel. Tüpraş performs studies after each
specific to Tüpraş are developed on this basis. All employees and employees can share their ideas regarding their work.
· In refineries, the Company entered the second phase of the event and ensures that the necessary actions are taken to prevent
solution partners are expected to uncompromisingly comply with
contractor management system. Tüpraş employed more recurrence of the incidents and follows up with monitoring.
HSE and Process Safety Standards. OHS training is compulsory Measures such as surveys and one-to-one communication are
for all contractors before starting work. In addition, activity-based competent OHS personnel and ensured that specialist personnel organized where employees may easily convey their opinions. Interventions in Emergency Situations
risk assessments, items requiring attention to and sections setting and contractors met the administrative and technical OHS
out procedures where situations do not proceed as planned are requirements. Opportunities such as social events, sport competitions and events Tüpraş carries out its interventions in emergency situations with
included in the technical training provided to employees. have been organized for employees to allow them to relax spiritually competent teams and high-capacity modern equipment, which is
· A risk assessment-based approach was provided with the work by getting away from the monotonous work environment. primarily within its own structure and whose primary tasks concern
Safety is a requirement that everyone must follow permit system specific to planned stops. Some steps seen in
emergency preparedness and response. As external support, it
normal business practice were redesigned and a safer and more Studies on human factors and human performance optimization will
may also call on expert personnel of solution partners serving in the
Safety is not the job for a single working group in Tüpraş. It is a effective working system was developed. Time devoted to work continue in 2023.
field for assistance depending on the class of the incident that has
requirement for everyone to follow. was safely increased and field supervision and safety referral
The findings of the audit conducted by the Ministry of Labor and occurred.
competencies were developed from the planning of the work up
In order to ensure employee participation at every stage of the to its completion. Social Securi, the BSI (British Standards Institution) and Koç Holding
The technical safety team established for emergency response in
management system, opinions are sought from respondents were evaluated. Most issues were resolved quickly while additional
refineries consists of employees, each of whom is specialized in
including business partners and suppliers and are evaluated. These Digitization of Work Permit System risk assessments were conducted for the actions expected to take
their field. There are also trained support teams in different units that
parties are consulted when deciding on the steps to be taken and some time. Hazards which were identified were brought under
The tender for the digitization of the work permit system, which provide support during emergency situations.
their methods. control until the main actions were completed.
is a key step in the work control (CoW) process was completed The fire response teams include rope access specialists, able to
Communication channels have been established and two-way and preparations for its implementation at the Izmit Refinery were Health Risk Assessment (HRA) studies
rescue victims who may be trapped in industrial environments such
dialogues were formed in order to ensure employee participation in completed. as closed areas and similar, and HAZMAT specialists to deal with
Health Risk Assessment (HRA) studies continue in all of the
the safety process. The performance of these activities is followed chemicals and oil spill response.
The digital work permit ensured simpler and more specific activity- refineries. As part of the HRA studies, all area-specific (units,
with metrics.
based risks and controls, while readable and understandable workshops, laboratories, warehouses) risk factors, including
International standards for the development of emergency
Workers and union representatives are natural members of the uniform documents were created. The system will pave the way chemical, physical, biological, ergonomic and psychological, are
protection and response systems
legally established OHS Board. They attend monthly meetings and for a new area of synergy will be created at Tüpraş by integrating evaluated in detail. Technical and administrative measures are taken
convey their views and complaints regarding the OHS Management maintenance planning, smart P&iD, stock control and competence to eliminate employees’ exposure to these factors or to reduce National and international standards (NFPA, IMO, IRATA, etc.) are
System. All members of the OHS Board receive training on their systems in order to establish a clearer and more regular work flow. their exposure to within acceptable limits. The results obtained are taken as a basis in the training provided for the modernization
roles, authorities and responsibilities. Worker representatives monitored through periodic controls. Stress Management activities of emergency protection and response systems, as well as in
may also convey their views through OHS in collective bargaining Individual and Team Development Activities and the development of a safe and peaceful working environment continuous improvements and increasing the competence of its
agreements and other meetings. will continue in order to prevent stress-induced health issues and teams.
Within the scope of safety culture activities, it is aimed to reach workforce losses.
a higher level of awareness by carrying out individual and team In order to prevent the occurrence of emergency situations and
An examination of OHS accident statistics for the last 5 years and
development activities. reduce their effects, firefighting, fire and gas detection, and passive
the causes of the accidents finds that deficiencies in the use of
personal protective equipment, inappropriate use of tools or the use “Stress at Work” is one of the reasons behind employee accidents systems are used in an established manner, they are constantly
of tools for the wrong purpose were responsible for most accidents and loss of working days. updated, improved, and modernized in accordance with the needs
rather than the first three technical steps in the risk management and developing technologies.
hierarchy.

74 GRI 403-1, 403-2, 403-3, 403-4, 403-6, 403-7, 403-8 SASB EM-RM-320a.2 tupras.com.tr Tüpraş Integrated Report 2022 GRI 403-1, 403-2, 403-3, 403-4, 403-6, 403-7, 403-8 SASB EM-RM-320a.2 75
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Human Capital

Neighboring facilities along with public institutions and organizations participate In addition to the digitalization studies, projects are carried out on the
in the drills conducted by Tüpraş as stakeholders, with their teams and management of process safety risks and the continuous monitoring of the
equipment. effectiveness of barriers online.

Competent teams equipped with fighting equipment and materials KPI evaluations are carried out on an annual basis with detailed
In this context, the Process Safety KPIs followed are as
to deal with any spills that occur in railway transportation, with the analysis and benchmark company/institution/organization reports
equipment kept ready in designated areas. The teams work with follows:
within the scope of process safety.
authorized response solution partners.
PS KPI-1 - Number of Process Safety Incidents
In Tüpraş’s Refineries, the Process Safety Management System
In land spills, proactive and active measures are taken to ensure consisting of 14 main titles aimed at Operational Discipline
that the possible spillages do not cause pollution to the soil and PS KPI-2 - Process Safety Incident Investigation Actions Delays
and Operational Excellence is implemented on the basis of
groundwater, and do not reach receiving environments such as seas
management leadership and ownership with the CCPS and
and rivers. Chemicals are stored in the flood pool, thus preventing PS KPI-3 - Timely Completion of Process Safety Incident
their spread. OSHA reference. With the Process Safety Management System,
Investigations (% Completed)
all areas such as maintenance and control activities, operating
The reported numbers of leaked spills for 2022 are set out in PS KPI-4 - Planned Process Hazard Analysis-PHA (HAZOP, procedures, change management, process hazard analysis,
the Performance Indicators section. The Company intervened training and competence, and contractor management that
SifPro, FTA/ETA) studies completion status
immediately following these spills, preventing environmental may lead to process safety accidents are evaluated together
pollution, and the spilled products were recovered. In order to within the scope of Tüpraş’s safety requirements.
prevent recurrence, incident investigations were conducted and PS KPI-5 - Process Hazard Analysis-PHA (HAZOP, SifPro, FTA/
Systematic drills ETA) studies actions follow-up
appropriate actions were taken. The internal audit process, which was implemented in order to
In order to minimize the risks that may arise in emergencies, to review the relevant topics and identify areas requiring improvement
Continuous improvement cycle PS KPI-6 - Process Safety Critical Equipment Mechanical
prepare for emergencies and increase awareness and to intervene within the scope of the Process Safety Management System, was
with methods that reach the target, high-level emergency, fire, Integrity Tests/Technical Controls tracking
Efforts to increase the capacity of active response systems (fire and reviewed in 2022 and control forms were prepared, and reporting
search and rescue, hydrocarbon cloud / toxic gas emission, gas detection, fireproofing, fire water lines, etc.) and equipment got underway in the digital environment through the SAP Audit
chemical and hydrocarbon spill drills are carried out in all refineries. PS KPI-7 - Number of Primary Content Loss
modernization (fire engines) projects continue in the refineries within Management for systematic follow-up and analysis.
the scope of fire protection and fire safety. Tüpraş continuously
In accordance with the schedule determined every year, while the PS KPI-8 - Emergency Drills
improves and develops its emergency response processes and An approach that considers new and potential risks
drills are monitored under the KPIs and necessary actions taken.
preparations through internal and external audits, following and
applying the latest technological advances and international good PS KPI-9 - Emergency Drills Action Tracking Risks arising from operations are monitored under HAZOP (Hazard
In order to prepare for high-level incidents, increase the capacity
of joint work and response on a regional level, neighboring facilities practices. and Operability) studies, which are reviewed every 2 years and
along with public institutions and organizations (such as AFAD, PS KPI-10 - ESD (Emergency Shut Down) Trip By-Pass renewed every 4 years.
Work continued on the establishment and implementation of the
UDEM and UMKE) participate in the drills conducted by Tüpraş as
Road and Traffic Safety system, with activities to improve traffic PS KPI-11 - IPF Failures/Errors That Result in Danger Considering the developing and changing processes and potential
stakeholders, with their teams and equipment.
safety by raising awareness. Tüpraş takes necessary measures threats in the world, in our country and in the refineries, cyber
Proactive measures are taken to prevent spills in land and marine to avoid traffic accidents which may cause material damage or PS KPI-12 Number of Process Safety Critical Equipment That security and start-up risk assessment studies have also been
environments caused by the Company’s activities. Tüpraş attaches personal harm on the highway and in the refinery. integrated into the processes. Internal trainings, including major
Fails Periodic Tests
priority to carrying out periodic checks and maintenance in all of its accident scenarios, are implemented both in-class and online,
Tüpraş manages traffic risks by providing training to drivers,
processes and activities by implementing best practices that are PS KPI-13 - Alarm Management in order to raise awareness among employees and improve their
improving physical road conditions through engineering solutions
accepted worldwide, and working to prevent possible leaks.
and monitoring driver behavior with the assistance of appropriate competencies, especially in process safety. In addition to classroom
In addition to the use of safe systems to prevent spills that may technological support. PS KPI-14 - Monitoring of Change Management System (CMS) training, online training on the Process Safety Management System
occur in maritime transportation and sea filling, resources are Actions topics are prepared as repetition training and it is ensured that
16 Process Safety preliminary and after-basic performance related users receive the required training.
constantly available to keep the effects of any spills to a minimum.
indicators, which are prepared in accordance with international PS KPI-15 - Change Management System (CMS) - Process
Agreements are in place with expert solution partners in order to
standards and applications (API754, CCPS etc.), are monitored on a In addition to the digitalization studies, projects (such as alarm
prevent and reduce the effects of marine spills, while the necessary Hazard Analysis Completion Rate
monthly basis. The aim is to take measures before accidents occur management, digitization of SU/SD procedures, digitalization
equipment, materials and trained teams as well as continuous
and to prevent a repeat of accidents by learning lessons from the of CMS and PSSR field control forms) are carried out on the
service is provided to ensure 24/7 coverage. PS KPI-16 - Monitoring of Pre-Start-up Safety Review (PSSR)
accidents that have happened.
Actions management of process safety risks and the continuous monitoring
of the effectiveness of barriers online.

Work on potential risks in cyber security and process safety are

carried out in cooperation with the Process Safety Department and
the Cyber Security Department.

76 GRI 306-3, 403-1, 403-2, 403-3, 403-4, 403-6, 403-7, 403-8 SASB EM-RM-320a.2 tupras.com.tr Tüpraş Integrated Report 2022 GRI 403-1, 403-2, 403-3, 403-4, 403-6, 403-7, 403-8 SASB EM-RM-320a.2 77
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Manufactured Capital

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Manufactured Capital

Tüpraş’s biggest
HIGHLIGHTS OF 2022… Use of Capital
· Tüpraş’s total charge amounted to 27.5 million tonnes.
The growth of Tüpraş depends on the
· The Company recorded total sales volume of 29.5 million tonnes, development in its manufactured capital and the

strength
including international and transit sales. investments undertaken in this field.
· Its capacity utilization stood at 92%.
· 53 kinds of petroleum products were supplied to the market. Tüpraş realizes the necessary growth and
· The productivity of high value-added white products stood at 79.5%. capacity development investments by constantly
· The last link of the 360-degree digital customer experience was updating its financial capital, facilities, equipment,
completed. infrastructure and superstructure, which

27.5 million tonnes 29.5 million tonnes 79.5% · Tupras Trading Ltd realized in excess of 8 million tonnes of product trade. constitute its manufactured capital, and logistics
It secured more than 10 million tonnes of spot crude oil connections to competencies and ensuring they remain up-to-
Total charge (refining) Total sales (refining) meet the needs of the Tüpraş refineries. 96.5% of the transportation of date and efficient. With the outputs obtained from
White product yield (refining)
this cycle, the Company is able to meet its needs
both crude oil and petroleum products were carried out in line with the
for energy by monitoring the rapid change in the
96% 16.8 million tonnes 2.7 billion kWh
needs of the Tüpraş refineries.
global energy market.
· Opet’s number of stations increased to 1,857.
The share of rail in land Total tanker transportation Electric energy sales (Entek) · In 2022, Ditaş purchased the 6,600 DWT tanker, Ocean Angel, thereby In line with Tüpraş’s focus on zero-carbon
transportation (refining) (refining) increasing the number of tankers in its fleet to 14. The Company electricity solutions, it will direct its financial capital
transported 10.5 million tonnes of crude oil and 6.3 million tonnes of to these investments in the short term. This will
petroleum products. With the purchase of the 105,171 DWT Kuruçeşme positively impact all capital elements, including
WHAT IS IT? WHAT DID WE DO IN 2022? tanker in the first quarter of 2023, the Company’s fleet expanded to 15 natural, social and relationship and intellectual
tankers. capital, as well as manufactured capital, in the
Tüpraş maintained its activities in line with its sustainable · Körfez Ulaştırma brought 75 new fuel wagons and seven hybrid medium and long term.
All physical assets and infrastructure refining and zero-carbon electricity goals, which it aims to locomotives into operation. With rail transportation rising to 2.5 million
Responsible management of manufactured capital
and superstructures required for Tüpraş achieve within the scope of the Strategic Transition Plan. It tonnes, the share of highway transportation in total highway and rail
will contribute to occupational health and safety
prioritized work of key importance which will contribute to this transportation declined to 4%.
to carry out its operations constitute its transformation. · Entek sold 2.7 billion kWh of electricity, with 1.5 billion kWh of the sales
and, consequently, to human capital. Eliminating
the negative environmental impacts of production
realized from its own production and 1.2 billion kWh through generation
manufactured capital. from renewable energy sources.
processes by undertaking the required investment
will provide a positive contribution to the natural
ecosystem and, at the same time, to social and
relationship capital. In turn, this will reduce the
Company’s environmental footprint, strengthening
stakeholder trust.

Zero-Carbon
Electricity CONTRIBUTED SDGs

high
Direct

efficiency Indirect
Unique
Competence

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Manufactured Capital Tüpraş deploys its manufactured capital in line with its mission to meet Turkey’s
demand for energy

İZMİT İZMİR KIRIKKALE BATMAN TUPRAS OPET OPET DİTAŞ* KÖRFEZ ENTEK
REFINERY REFINERY REFINERY REFINERY TRADING TERMINALS STATIONS ULAŞTIRMA A.Ş.
Capacity: Capacity: Capacity: Capacity: Based in London, the Marmara 1,857 stations 4 Crude Oil Tankers: Fuel oil wagon: 8 HPP:
11.3 million tonnes/year 11.9 million tonnes/ year 5.4 million tonnes/year 1.4 million tonnes/year office trades spot crude oil 735,933 m3 470,067 DWT 519 264 MW
in addition to fuel trading
Nelson Complexity: Nelson Complexity: Nelson Complexity: Nelson Complexity: activities Mersin 7 Oil/ Petroleum Product Platform wagon: 1 Wind Farm:
14.5 7.66 6.32 1.83 240,000 m3 Tankers: 35 66 MW
116,533 DWT
Storage Capacity: Storage Capacity: Storage Capacity: Storage Capacity: Körfez Locomotive: 1 Natural Gas Plant:
3.0 million m3 2.5 million m3 1.3 million m3 299,000 m3 45,450 m3 4 Asphalt Tankers: 12 112 MW
61,450 DWT
Giresun
43,130 m3 13 Tugs,
6 Mooring Vessels,
Antalya 3 Service Vessels,
19,442 m3 1 Pilot Vessel
* As of 31 March 2023

REFINING Tüpraş optimizes its crude oil purchasing operations and diversifies Capacity Utilization (%) Breakdown of Total Refining Capacity (million tonnes)
its sources in order to ensure optimal use of its manufactured
Turkey’s first and largest refining company capital, to distribute the risk in the supply chain, and to provide price
and freight advantages. 100 98
92% 1.4
Tüpraş uses its manufactured capital in line with its mission to meet
7 7
Turkey’s energy needs, carrying out activities to meet the country’s In this context, the Company realizes a significant proportion of its 85 84
5.4
Capacity utilization stood 11.3
requirement for petroleum products. crude oil purchases through annual contracts with state owned oil 8 9
at 92% in parallel with the
companies. On the other hand, Tüpraş turns to additional options
normalization process.
The Company supplies 53 types of petroleum products through offering flexibility and diversifies its purchases in order to procure
four refineries and leased terminals throughout the country. It meets types of crude oil which offer the characteristics required to meet the
a significant portion of Turkey’s demand for energy. The process, 76 93 91
demand for products. 75
which starts with the supply of crude oil, continues within the scope
of the refining cycle and ends with the production of petroleum Continuing its activities in the UK, Tupras Trading Ltd contributes to
products including LPG, gasoline and naphtha, jet fuel, kerosene, Tüpraş’s activities with spot crude oil trading in addition to its fuel
diesel, fuel oil, bitumen and machine oils, and their sale and trading activities. Semi-product 11.9
Crude Oil
distribution to domestic and foreign markets.
92% capacity utilization with an optimal charge in 2022 Q1 Q2 Q3 Q4
In this process, Tüpraş offers its petroleum products directly and
on a wholesale basis to its customers. Customers, which represent In 2022, Tüpraş increased its total charge on the back of increasing
one of the most important stakeholder groups for the Company, demand and a recovery in product margins. The total charge, İzmit İzmir Kırıkkale Batman
include companies licensed by the Energy Market Regulatory which amounted to 27.5 million tonnes including crude oil and
Authority (EMRA) to distribute fuel oil, LPG, bunker fuel (Fuel and semi-finished products, increased by 1.2 million tonnes compared
Mineral Oil delivered to marine vessels and aircraft), jet fuel and to 2021. Capacity utilization, on the other hand, was stabilized at
mineral oil; industry, which predominantly uses petroleum products, 92%. In the same period, the production volume stood at 26 million
petrochemical and paint companies, the General Directorate of tonnes. High value-added white product productivity was realized
Highways, municipalities, other official institutions and contractors at 79.5% due to the high crude oil charge and the RUP (Residuum
approved by these institutions, private construction or contracting Upgrade Project) stoppage during the year.
companies, cement manufacturers, trading companies and the
Ministry of National Defence on behalf of the Turkish Armed Forces.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Manufactured Capital

Total Charge of Refineries (million tonnes) Product Distribution (thousand tonnes)

13.0 12.7 Bitumen 2,466 Gasoline/Naphtha 5,743

12.2 12.5
11.8
10.9
9.7 9.9
Fuel Oil 1,652
8.6
6.8
Petrocoke 877
4.5 4.9 4.6 Black 4,994
4.4 4.4
Others 1,348 Light Distillate
Others 5,743
0.94 0.56 0.94 0.56 0.67 1,348
79.5%
White Product Yield
2018 2019 2020 2021 2022
Jet Fuel 3,742
Middle Distillate
İzmit İzmir Kırıkkale Batman 13,765

Diesel 10,023

An increase of 1.2 million tonnes in the

total charge when compared to 2021.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Manufactured Capital

Total Production (million tonnes) White Products (%)

28.1
3.8% 77.4 79.0
81.5 81.4 79.5 79.5%
25.7 25.1 26.0
23.4
Total production increased High value-added white
by 3.8% on the back of products accounted for
increasing demand and 79.5% of total production
a recovery in product due to the high crude oil
margins. charge and the stoppage
in the RUP unit during the
year.

2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

Gasoline and Naphtha (million tonnes) Jet Fuel (million tonnes)

5.9 5.7
4.2% 4.8 4.8 26.5%
5.3 5.5
5.0
Light distillate production 3.7 Jet fuel recorded the
increased by 4.2%, driven sharpest increase in
3.0
by demand and margins. 2.7 production of any product,
with a surge of 26.5%.

2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

Product Domestic Sales Development

Tüpraş met almost all of demand in the Turkish gasoline market with sales of
Diesel (million tonnes) Fuel Oil (million tonnes) Gasoline 3.2 million tonnes 3.2 million tonnes, an increase of 11% compared to 2021.

10.5 10.8
down 6.9% 2.5 10.4% The Turkish jet fuel market, which had contracted during the pandemic,
10.1 10.0 recovered more rapidly than expected and what had been seen in global
8.5 The decrease in domestic As demand for fuel oil Jet fuel 3.6 million tonnes markets in 2022. In line with its mission to meet the country's needs for jet
consumption was reflected 1.7 1.7 continued to recover, fuel, Tüpraş uninterruptedly provided products to the market both through its
in diesel oil production, 1.5 production increased by production and through procurements from abroad.
which declined by 6.9%. 10.4% in 2022.
Although domestic diesel consumption decreased compared to 2021, Tüpraş
0.5 increased its sales by 8%. Tüpraş met domestic demand without interruption
Diesel 12.3 million tonnes both through production and imports of final products. It played an important
role in preventing the impact of the Ukraine-Russia war on the product prices
and supply from turning into a nationwide energy crisis.
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Manufactured Capital

The Landfill Contactless Sales System allows the driver experience to be

managed without human contact through the support of kiosks, the mobile
app and the Tüpraş Solution Center.

Contribution to manufactured capital through digitalization Gains in the digitalization and business processes thanks to
work efficiency activities

Tüpraş develops customer-oriented sales approaches in changing · The module sets out to realize the registration processes using
market conditions. The sales, delivery, after-sales service and robotic technologies in order to contribute to efficiency in internal
marketing processes are all reviewed in this context. It uses processes. After the digitalization of the registration/change
digitalization as a key tool in responding to customer demands and applications in the customer portal, the module was put into use
expectations. in January 2023.

The digital transformation journey within the scope of the Landfill · Jet fuel and sulphur were included within the scope of the Land
Digital Customer Experience project started with the Driver - Tanker Fill Appointment System, which was first launched with the
Queue Tracking Application. It continues with the Contactless petrocoke product on 1 December 2022. Kerosene and High
Sales and Land Fill Appointment System projects. In addition to Sulphur Fuel Oil were included in the system from April 2023.
the Tüpraş Customer Portal application and the Tüpraş Solution Tüpraş will implement and expand this practice to all of its
Center (444 123 0) developed within the same scope, the Customer products by the end of 2023.
Notification Management System, which was specially designed to
meet the needs of customers, has also been carried to the future · The Landfill Contactless Sales System has been implemented · A 24/7 service started to be provided at the Tüpraş Solution PREPARING TO IMPLEMENT THE WORK
with digitalization applications. and integrated in parallel with the TAS (Terminal Automation Center. Service topics were expanded in parallel with the product-
System) transformation. The system enables the driver experience based expansion of the scope of appointment and contactless THAT WILL ADVANCE ITS MANUFACTURED
to be managed without human contact, with the support of sales. CAPITAL TO NEW HORIZONS
kiosks, a mobile app and the Tüpraş Solution Center. The entire
transformation process is expected to be completed in 2023. The · In the process of optimization of maritime transportation, work Tüpraş’s initiative in the field of biofuels
Landfill Contactless Sales Project, which is the first of its kind in was completed in the ship logistics model with the aim of
shortening delays associated with customer jetties. Tüpraş is preparing to produce SAF.
the refining sector, will be integrated into the wagon, pipeline and
sea filling processes going forward, depending on the operational The Company has started work on biofuel production using the
feasibility. While these projects digitalize all processes between Tüpraş
and its customers, they allow customers to complete their daily Ecofining™ technology, under the license agreement it has entered
operations without human interaction and in a much shorter space into with Honeywell UOP.
· The Driver Portal Mobile Application provides drivers with instant
access to necessary information and announcements, enabling of time. This work completed the last link of the 360-degree digital
The project in the field of “biofuels” is one of the four business
them to track their orders and appointments on an end-to-end customer experience. The expected financial return (savings and
focuses of the Tüpraş Strategic Transition Plan for the coming
basis. The work on digital execution of the driver and vehicle efficiency) from the digitalization projects carried out by Tüpraş in
period. The project will start to be implemented with the Ecofining
registration procedures trough the Tüpraş customer website 2022 was calculated to be approximately TL 237 million per year.
facility, which will process vegetable and animal-based waste
and by using the driver portal proceeds carefully ahead of its Similarly, by transferring 48 new processes to robots, improvements
raw materials at the İzmir Refinery, with 400,000 tonnes of waste
implementation in 2023. In addition, a self-service option started in productivity amounting to approximately 50 person days was
raw materials to be processed annually and converted into SAF,
to be offered through the Customer Portal platform for payment obtained from RPA projects for 2022.
renewable diesel and other products.
refund requests from customers for their current account
balances. A Customer Satisfaction Survey score of 86
Biofuels obtained from waste raw materials play an important role in
Tüpraş successfully fulfilled its responsibilities in meeting the reducing the carbon footprint and complying with the legislation in
· As of April 2023, the digitalization of the manual transactions the refining sector.
of the Daily Coupon Service process, which distributor license demands of its customers in the domestic market with its wide
holders carry out to meet the mandatory oil stock obligation, was and diversified fleet as well as its alternative production and supply
Renewable fuels offer properties which converge with petroleum-
completed. In line with the zero-paper initiative, work on the digital solutions in 2022.
based diesel and jet fuels. They may be used as substitute fuels
execution of official internal and external correspondence with in certain proportions without the need for engine alterations. This
In the Tüpraş Customer Satisfaction Survey, positive feedback was
stakeholders of the Head Office and Refinery Sales Units over the technology will be implemented in conjunction with Tüpraş for the
received on product and service quality with an overall satisfaction
KEP (Registered e-mail) address through the Izonay app by using first time in our country.
score of 86.
the e-signature and mobile signature was completed. Transactions
such as bitumen protocols were also included in the e-signature
system.

88 GRI 203-1 tupras.com.tr Tüpraş Integrated Report 2022 GRI 203-1 SASB EM-RM-410a.1, EM-RM-410a.2 89
 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Manufactured Capital

Maximizing production sustainability at the refinery

Tupras Trading Ltd Opet
The Pilot Scale R&D Coker Unit was designed to ensure the safe
and sustainable operations of the Refinery Coker Unit. Installation Contributing to Tüpraş’s income base An important part of Tüpraş’s manufactured capital
and commissioning work has been completed.
Tupras Trading Ltd continued to contribute to Tüpraş and its Opet is one of the leading participants in the fuel distribution
The unit is the first Coker unit to be established on a pilot scale manufactured capital with its activities in the trade of fuel oil, light industry. In addition to retail sales, the Company also operates
in Turkey. The unit allows possible charges which are or may be and medium distillates and crude oil products in 2022. in the fields of commercial and industrial fuel sales, storage and
processed in the refinery’s Coker Unit to undergo testing. In addition, international product trade.
Derivative transactions in futures markets to manage share price
potential solutions are developed by investigating the causes of
risk are carried out through Tupras Trading Ltd. In addition to The distributor has 1,857 stations and a storage capacity of 1.1
operational problems such as stability issues and incidences of
the method of tendering, price optimization is provided through million m3. It manages an extensive service providing network
incompatibility. The unit thus aims to provide a strong contribution to
one-to-one negotiation. The conversion of imports to be based throughout Turkey with its five terminals and employs more than
the sustainability of production by minimizing production losses and
on FOB (Free on Board) and exports to be based on CIF (Cost 1,000 people.
reducing operational risks.
Insurance and Freight) also helped ensure freight optimization.
Opet operates in the following areas.
New products adding value to the portfolio
Tupras Trading Ltd plays an active role in third-party trade, in
addition to providing commercial flexibility which allows Tüpraş · Production and marketing of mineral oils through Opet-Fuchs,
Studies on the development of the asphaltic primer product carried
to continue its operations without interruption in the crude oil a 50-50% partnership with the German mineral oil Company,
out by Tüpraş in cooperation with TÜBİTAK SAGE were completed
and intermediate product supply chain, with the aim of profitably Fuchs,
in 2022. The first sale of asphaltic primer, which is used to coat the
inner surfaces of warheads in the defence industry, was performed exporting its products to new regions and optimizing the refinery · Jet fuel supply and sales with THY-Opet, a 50-50 partnership
in the same year. Asphaltic primer was developed at the Tüpraş system. Accordingly, Tupras Trading Ltd has provided a valuable with Turkish Airlines (THY),
R&D laboratory, with user performance tests performed at the contribution to its base. · The operation of the electric vehicle charging network with
Production of Polymer Grade Propylene
TÜBİTAK SAGE laboratories before the product was approved. It WAT Mobilite, in which Opet holds a 24% stake,
In a year marked by severe price volatility, Tupras Trading Ltd
Engineering work for the Polymer Grade Propylene Production has also served as an important innovation in terms of eliminating · The operation of stations through Opet Market ve Akaryakıt
traded more than 8 million tonnes of fuel oil, light and medium
Project was completed. Within the scope of the project, the the problems experienced in imports caused by supply chain İstasyon İşletmeciliği A.Ş.
distillate products in 2022. The Company realized more than 10
propylene compound, produced in the FCC and Delayed Coker breaks.
million tonnes of spot crude oil connections to mee the needs of
Units and which is contained in the LPG stream, will be separated the refineries. Serving a wide array of domestic and foreign airlines at all airports
Asphaltic Aster has helped Tüpraş meet its sustainable refining goals
in the separation columns of the units to be established at the İzmir throughout Turkey, THY-Opet sold 765,360 m3 of jet fuel in 2022.
in line with its 2050 Strategic Transition Plan. As a product with high
and İzmit refineries. Market risk and operational risks, which form a natural part of Meanwhile, Opet Fuchs maintained its production activities at its
added value, it has contributed to the diversification of its product
Tupras Trading Ltd’s business model, are effectively managed new facility in Aliağa, İzmir, realizing mineral oil sales of 40,998
The polymer grade (99.5% purity) propylene stream to be produced portfolio. The formulations required for gasoline, kerosene and diesel
within the scope of risk policies. Taking measures and developing tonnes.
is the raw material of a number of important products in the fuels, whose specifications are in a certain niche fuel category, were
policies are carried out by the Tüpraş Risk Management
petrochemical and chemical industries. developed by the Tüpraş R&D center and added to the Tüpraş
Committee.
product portfolio. Expanding the Tüpraş product range, examining
The Polymer Grade Propylene investment is a vital component the effects of bioethanol, biodiesel and green diesel components,
of Tüpraş’s sustainable refining goals. It will also expand the which will be used in Turkey in the coming years, on fuel, developed
Company’s value-added product portfolio. The project is planned to the human resources in the field of fuel expertise and laboratory
be commissioned at the end of 2026. infrastructure.

HİDROSİMO - a new digital product in Tüpraş’s product range

HİDROSİMO was launched by the Simulation Team at Tüpraş and

Working to the objective of diversifying the manufactured
progressed through the In-house Enterprise Program. It brings a
capital
digital product to Tüpraş’s manufactured capital.

It allows users to perform engineering calculations through a web- Tüpraş has prioritized the following investments in addition to the
based program. HİDROSİMO was put into use at Tüpraş. Work zero-carbon electricity investments which it will implement within
on its internal use and commercialization is ongoing, with sales of the scope of the Strategic Transition Plan announced in 2021.
the product to external customers expected to commence going
forward. · Energy efficiency and decarbonisation projects, which increase
operational efficiency and reduce Scope 1 and Scope 2
HİDROSİMO performs pressure loss, erosion limits, velocity emissions, for sustainable refining,
calculations and fluid regime analyzes of fluids passing through the
· Green hydrogen production facilities,
pipelines. It also performs comprehensive engineering calculations
such as instrument and control systems design under a single roof. · Biofuel production facilities, especially sustainable aviation fuel
In addition, this software enables adequacy and feasibility analysis of
existing equipment and systems.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Manufactured Capital
Ditaş Körfez Ulaştırma A.Ş.

Bringing operational and cost advantages to Tüpraş Turkey’s first private railway operator

Ditaş is an important link in Tüpraş’s value and logistics chains. Körfez Ulaştırma, which provides increasing logistical advantages
and convenience to Tüpraş with its growing fleet, operates as a
Ditaş provides ship-ownership, brokerage/chartering, pilotage, tug, Ditaş - Crude Oil And Petroleum Products Transported (million tonnes) railway train operator (RTO).
inspection and agency services. It carries out the transportation of
crude oil and petroleum products as an important part of Tüpraş’s
In 2022, Körfez Ulaştırma used a total of 519 fuel wagons and
manufactured capital. Ditaş performs these services through the 11.8 35 platform wagons, including the new fuel wagons that it
tankers it owns, as well as the tankers it leases on a time and 11.0
10.6 commissioned during the year. In 2022, the Company started to
voyage basis.
transport Tüpraş’s petrocoke product on the İzmit-Kırıkkale line.
9.4
Providing operational and cost advantages to Tüpraş with more than
Körfez Ulaştırma increased the volume of fuel products and
45 years of experience, Ditaş transported 10.5 million tonnes of crude
6.8 intermediate products carried from 1.7 million tonnes to 2.5 million
oil and 6.3 million tonnes of petroleum products in 2022 with 96.5% 10.4 6.3
5.9 5.9 tonnes in 2022, all of which were transported with its own trains.
of the shipments carried out to meet the needs of Tüpraş’s refineries.
5.3 The amount of iron ore carried by Körfez Ulaştırma in its organizer
Ditaş acts as a broker between ship owners and importers and role stood at 250,000 tonnes in 2022.
exporters of crude oil and petroleum products by chartering domestic
Thanks to Körfez Ulaştırma’s performance in 2022, the share of
and foreign tankers. It also provides port and strait agency services.
road transportation in total road and rail transportation, which
In 2022, Ditaş purchased a 6,600 DWT tanker, Ocean Angel, built Crude Oil
had stood at 38% in 2017, decreased to 4%. In addition to
in 2017 and registered in Hong Kong. The tanker was subsequently Petroleum Products
the economic benefit provided, this also paved the way for
renamed Turk Cumhuriyet. With the purchase of the 105,171 DWT 2018 2019 2020 2021 2022
environmental and social benefits.
Kuruçeşme tanker in the first quarter of 2023, the Company’s fleet
Seven hybrid locomotives, which had been ordered by Körfez
expanded to 15 tankers.
Ulaştırma from the Swiss company, Stadler, in 2019, have been
operating commercially in the electric business model since the
As the first company in Turkey to hold the International Standard Ditaş - Number of Vessels and Carriage Capacity
for Maritime Pilot Organizations (ISPO) Compliance Certificate, beginning of 2022.
Ditaş also holds the ISM (International Safety Management) code,
747 747 Contribution to manufactured capital: 75 new fuel wagons
the ISPS (International Ship and Port Facility Security Code) code Number of Vessels DİTAŞ
701
and voluntary MLC (Maritime Labour Convention) Compliance Number of Vessels-Bareboat 666 666
648 Körfez Ulaştırma also supports the development of railway
certificates. The Company’s offices, ships and terminals carry Total 1,000 DWT
543 transportation in Turkey. It has further strengthened its logistics
out their activities within the scope of ISO 9001:2015 Quality operations with the inclusion of 75 new wagons in the fleet.
351
Management System and ISO 14001:2015 Environmental 3 3
329
Management System. 269 269 289 Wagons were purchased from the world’s largest manufacturer,
3 3 the US-based Greenbrier. The wagons meet the requirements
180 180 180 176 187 187 187
Ditaş became the first company in Turkey and the 11th company 3 of the Technical Specifications for Interoperability (TSIs), which is
in the world to be awarded the ISPO Certificate, which it received 3 15 the highest standard determined for the railway sector within the
3 14 14 14 14
for its pilotage services in the Izmir Terminal. The TMSA (Tanker 3 3 scope of EU standards. With their resistance to high pressures, the
11 11
Management and Self Assessment) currently serves as an important 9 wagons are suitable for the rail transportation of all white products
6 7
reference point in tanker operations and its implementation is 5 5 produced at refineries.
required by oil companies. Ditaş successfully passed the TMSA 2 2 2 2 3 3 3
Office Review in 2022 within the scope of TMSA compliance 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023-Q1
activities. The ships under the Ditaş operation hold the OCIMF Sire
system certificate of conformity. Work to switch to Sire 2.0 was
completed in 2022. Total Volume of Fuel Product and Intermediate Product
M/T Ditaş
15,000
M/T T. Sevgi
10,983
M/T T. Gönül
10,873
M/T T. Suna
49,900
M/T T. Esra
19,968
M/T T. Aylin
19,968
M/T T. Sadberk
157,453
T. Adalyn
14,954
M/T Cumhuriyet*
164,859
M/T T. Cumhuriyet
6,600
Transported* (million tonnes)

2.5 2.5
M/T Cumhuriyet
164,859
M/T T. Leyla
6,297
M/T T. Kuzey Ekim
19,993
T. Semahat
157,453
T. Elinor
15,975
M/T Elif Tuba
13,011
M/T Kuruçeşme
105,000 2.2 million tonnes
1.9
1.7
M/T Elif Tuba T. Caroline T. Fatma M/T T. Kaya Tuna 1.5 Increasing the volume
13,011 10,901 49,990 13,027 of fuel products and
intermediate products
carried from 1.7 million
M/T T. Kaya Tuna T. Nevbahar M/T T. Kuzey Ekim tonnes to 2.5 million tonnes
13,027 11,544 19,993 in 2022, Körfez Ulaştırma
realized the entire
transportation with its own
Vessels added to the fleet
trains.
Vessels removed from the fleet 2018 2019 2020 2021 2022

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Manufactured Capital

One of the first private sector auto-producer companies in

Turkey, Entek commands a total installed capacity of 442 MW.

Entek Entek applied for the 20 MW Hybrid solar power plant for the Renewable Energy Portfolio
Süloğlu wind farm on 16 November 2022. This request was
An objective of growth in renewable energy and diversifying accepted by EMRA on 5 January 2023. Installed Capacity (MW) Generation (GWh)
the weight of hydroelectric resources in renewable energy
Within the scope of the new legislation published on 19 November
2022 2018 2019 2020 2021 2022
One of Turkey’s first private sector auto-producer companies, Entek 2022, Entek has submitted a preliminary license application for
commands a total installed capacity of 442 MW. Enter operates a total of 22 projects with a combined capacity of 1,461.5 MW, Wind Farm
a total of eight hydroelectric power plants in Kahramanmaraş, including solar power plants with a capacity of 190 MW and wind
Karaman, Samsun and Mersin with a combined capacity of 264 Süloğlu 66 225 212 222 215 230
farms with a capacity of 1,271.5 MW, with a commitment to
MW, a wind farm in Edirne with a capacity of 66 MW and one natural establish a storage facility. Hydro-electric
gas cycle power plant in Kocaeli with a capacity of 112 MW. Power Plants
All these steps are of tremendous importance for Tüpraş’s growth
Entek aims to grow in the field of renewable energy and diversify strategy in zero-carbon electricity. Damlapınar 16.4 62 71 66 50 68
its portfolio, consisting mostly hydroelectric energy. The Company Kepezkaya 28.0 82 115 100 63 99
raised its installed wind capacity to 66 MW with the license Entek sold 2.7 billion kWh of electric energy in 2022, with 1.5 billion
kWh in sales from production and generation from renewable energy Kumköy 17.5 68 98 79 43 65
amendment made for the Süloğlu wind farm in August, which was
established in Edirne in 2022. sources accounting for 1.2 billion kWh of the total. Azmak 24.4 49 102 84 61 45
Kılavuzlu 54.0 144 276 235 178 179
Menzelet 124.0 309 664 577 458 475
Total 330.3 940 1,539 1,364 1,070 1,160

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Intellectual Capital

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Intellectual Capital

Tüpraş’s assurance
HIGHLIGHTS OF 2022… · Every year, thousands of start-up technologies from Turkey
and abroad are evaluated. In addition to the Turkish enterprise
The R&D Center ecosystem, collaborations have been established with start-ups
from more than ten countries over three continents, such as

of the future
· The Company spent TL 73.3 million on R&D operations.
· In 2022, Tüpraş applied to national and internationally supported North America, Europe and Asia.
fund programs for 13 projects. A total of 35 projects have been · The Inowhatif 360 Program is carried out by a team of
carried out so far, of which 18 are related to sustainability. employees from four refineries and general directorate,
· A total of 43 researchers, 14 of whom hold a post graduate under the coordination of the innovation and venture capital
degree with eight having a doctorate, 16 laboratory technicians directorate. Within the scope of the Inowhatif 360 Program,
and two support personnel worked at the R&D Center. Eight PoC (Proof of concept) scenarios were created with 15

73.3 million 103 53 researchers continued their doctorate studies and nine domestic and international ventures for operational processes.
TL researchers continued their post graduate studies. In addition, a cooperation process was also carried out.
· The Company collaborated with more than 150 stakeholders · The venture capital company, “Tupras Ventures”, was
R&D expenditures Total number of patent Total number of registered
from 26 countries. established in order to seize opportunities and new
applications brands
technologies, to realize new business models and potential

386
· The R&D Center carried out its activities with more than 150
PoC with 15 ventures 11 entries + 1 exit devices equipped with the state-of-the-art technology in the collaborations by investing in innovation focus areas, especially
in Tüpraş’s transition areas such as hydrogen, biofuel, and zero
office, laboratory and pilot facility buildings, which have a total
Total number of scientific The Inowhatif 360 Program Start-up Investments area of 12,950 m2. carbon electricity. Tupras Ventures will invest in related fields in
publications · In 2022, the Company applied for two patents (one TR, one all regions, especially in Turkey, Europe and America.
PCT). Since the R&D Center entered operation, a total of 103 · In 2020, Tüpraş signed a long-term cooperation agreement
patent applications have been submitted, of which 73 are with Emerald Technology Ventures, an international venture
national and 30 are international. capital fund based in Switzerland. The Company became an
WHAT IS IT? WHAT DID WE DO IN 2022? investor in the Industrial Innovation fund. In this context, Tüpraş
· Tüpraş applied for one national trademark in 2022. The Company started investments with the Limited Partner (LP) status through
While realizing its investments and its work towards its holds a total of 53 trademarks, 11 of which are internationally
Our brand, the intellectual competencies strategic goal of “Transforming into a Leading Carbon Neutral registered and 42 of which are nationally registered.
Emerald and has invested in 11 start-ups and exited one start-
up to date.
related to our technical expertise and Energy Company”, Tüpraş has achieved gains that will offer · Tüpraş R&D Center published 34 international and national
scientific papers in (10 articles, 24 presentations) 2022. This Digitalization Studies
new leverage in our value creation in the short, medium and
experience, and our intangible assets long term. takes the number of publications to 386 since the Center
became operational. · Adapting to the business life of the future is a fundamental goal
constitute our intellectual capital. Innovation Studies
for Tüpraş.
· Tüpraş is carrying out 10 projects on the Digitization Platform.
· In 2022, potential efficiencies of TL 237 million had been
· Within the scope of the Idea Unit In-house enterprise Program, identified thanks to analytical and artificial intelligence projects.
150 in-house entrepreneurs have had the opportunity to work · Tüpraş Data Governance Policy was published.
with the lean enterprise method on a total of 44 projects · The Data Governance Committee was established.
New investment since 2017. Four of these projects were commercialized and · Robotic studies were carried out.
areas implemented. The “Protrack/ SecureLogistics” project won · The Data Literacy Program was launched.
an award in the “In-house Enterprise Project” category in the

innovative “Corporate Enterprise Awards” organized by the Özyeğin

Company Turkey.
*
2 of the projects are supported by Horizon2020, 1 of them is supported by Horizon
University, the Entrepreneurial Institutions Platform and the Fast Europe, 2 of them are supported by TÜBİTAK - 5 projects are carried out with

projects
Tüpraş’s own resources.

Use of Capital
Digital
Solutions In line with its strategic goals, Tüpraş systematically invests in R&D, innovation and
CONTRIBUTED SDGs
digitalization, which strengthen its intellectual capital. The Company carries out the following
in order to improve its processes along the value chain, including their operational and cost Direct
efficiencies.
· Tüpraş directs its financial capital to R&D and innovation and digitalization work,
· Tüpraş directs its human capital to these efforts.
· Although the investments that have been undertaken reduce financial capital in the
reporting periods, the benefits and positive effects to be obtained in the upcoming period Indirect
will pave the way for Tüpraş’s natural, social, manufactured and intellectual capital to
develop in a positive direction. The investments will provide valuable leverage in Tüpraş’s
sustainable financial growth by contributing to the Company’s medium and long-term
brand value.

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Intellectual Capital

R&D CENTER R&D expenditure (TL million)

Carbon Capture, Utilization and Storage (CCUS) Green Hydrogen
Tüpraş R&D center is a stakeholder and driving force of
strategic transition. 73.3 In line with its strategic goal, Tüpraş aims to develop the Carbon Tüpraş carries out initiatives to create ecosystems along the
Tüpraş’s R&D expenditures in 2022
amounted to TL 73.3 million. Capture, Utilization and Storage (CCUS) technologies and to bring green hydrogen value chain.
Work to prepare Tüpraş for the short, medium and long term is the developed technologies into the Company.
carried out at the R&D Center. Tüpraş applied for the ETERNITY (Demonstrating the First Green
The following activities are carried with a focus on the CCUS; Hydrogen Valley in Turkey) project with 21 partners from 4 countries
Developing innovative solutions and technologies for new under the coordination of Tüpraş at the “Hydrogen Valley” call of
investments which will be implemented within the framework of the 47.5 · Under Horizon2020, work on the MOF4AIR (Metal Organic Horizon Europe.
Strategic Transition Plan, the R&D Center prepares Tüpraş for the Frameworks for CO2 Adsorption Processes in Power Production
43.5 43.4
medium and long term. and Energy Intensive Industries) and COZMOS (Efficient CO2 Renewable Fuel
37.8 conversion over multisite Zeolite-Metal nanocatalysts to fuels and
A wide array of projects which will increase Tüpraş’s profitability are OlefinS) projects is ongoing. Tüpraş closely monitors various raw material sources and
also carried out at the R&D Center. conversion technologies in the field of renewable fuels.
· With the support of TÜBİTAK, MOFAC2CAP (Development of
With a focus on sustainable refining, the R&D Center works to Innovative Mof Aerojel Composites for Carbon Dioxide Capture) · Tüpraş cooperates with organizations such as the Boğaziçi
increase the effectiveness of R&D activities in its refining operations. and Technical and Economic Research of the Most Appropriate University, Koç University, Turkish Airlines, THY-Teknik and THY
Tüpraş also develops national and international collaborations. Business Model for the Injection of Flue Gas / Carbon Dioxide OPET in the “Micro-Jet - Microalgae Based Sustainable Bio-Jet
2018 2019 2020 2021 2022
The Company continues to work on carbon capture, utilization to be Captured from the Batman Petroleum Refinery in the West Fuel” project within the scope of the TÜBİTAK ARDEB 1003.
and storage, green hydrogen, renewable fuel, water and waste Raman Field is being carried out.
· The EBIO project (Biofuels through Electrochemical transformation
management, energy efficiency, innovative process technologies and · The R&D Center carries out the PSA-to-Fuels Project of intermediate BIO-liquids) is being carried out under
digitalization with an emphasis on environmental sustainability. (Development of Catalytic Systems Focusing on the Conversion Horizon2020.
of Refinery Process Gases Rich in Carbon Dioxide into Valuable
Fuels or Chemicals). Additional information regarding the
1 projects is contained on page 136 in the Tüpraş 2022 Annual
THE 9 FOCUS Report.
AREAS OF THE R&D Carbon Capture, · The “PSA-to-Fuels” project was launched with KÜTEM (Koç
CENTER 9 Utilization and 2 University Tüpraş Energy Center) within the scope of the
Storage
collaboration between industry and academia. In the project, work
Commercial Green
Solutions Hydrogen on laboratory test studies for the conversion of refinery process
gases containing high CO2 into products with high added value
using innovative catalysts continued in 2022.
For information about KÜTEM, please click here.
The R&D Center works
8 3
in harmony with the Smart
Renewable
Production
refinery teams within and Operation
Fuel

the framework of strong

THE R&D
national and international CENTER
collaborations and Innovative
common goals. The R&D Process Circular
Technologies Economy
Center has nine focus 7
4

areas.
Sustainable Energy
Refining Efficiency

6 5

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Intellectual Capital

Tüpraş is working on three EU-funded projects and one R&D Center project. With Innovative Process Technologies Commercial Solutions
these projects, Tüpraş aims to contribute to the circular economy to promote the The refinery serves the goal of transforming intermediate or end Commercial solutions is focused on commercializing the material,
management and recovery of water and waste. products into valuable chemicals and fuels with innovative and product, fuel and digital solution project outputs, which are
environmentally friendly process and material technologies. developed for refineries or various industrial establishments within
the scope of R&D projects, in a way to be overlap with the Tüpraş
Under Horizon2020; strategy and to increase profitability.
· Work within the scope of the MACBETH (Membranes and Within the scope of the niche fuel project, which is one of the
Sustainable Refining Catalysts Beyond Economic and Technological Hurdles)” project commercial solutions, formulations for gasoline, kerosene and diesel
continues. fuels were developed. They were added to the Tüpraş product
Tüpraş focuses on solutions and improvement efforts in order to
increase operational efficiency for its sustainable refining strategy. · Work within the scope of the BIZEOLCAT (Bifunctional Zeolite portfolio.
based Catalysts for Sustainable Hydrocarbon Transformation)”
· One atmospheric and one vacuum distillation unit were project continues. With the “Development of Alternative Products for Insulation and
commissioned. Coating Applications” project, the final stage has been reached
in the 2 product formulations, which are alternative to the existing
· A Laboratory Scale Coking Unit was placed in the R&D Center. Smart Production and Operation products used in the asphalt, insulation, industrial oil and printing
· Data pool studies and method development studies for reducing markets.
the determination limits of organic chlorine in refinery operations With its work focusing on smart production and operations, Tüpraş
have reached the final stage. develops holistic and cognitive solutions that serve efficiency and In the “Development of Ceramic-Based Heat Insulation Materials for
profitability for the safe, sustainable and responsible production. Refinery Applications” project carried out in cooperation between
· Studies on the comparison of commercial catalysts in the hydro-
processing units on a peer-to-peer basis in purchasing processes the university and the industry between 2018 and 2021, creation of
In order to support refinery processes at many points, from tanks
with hydro-processing pilot plant studies continue. In addition, a business model and commercialization studies are carried out for
Circular Economy to processes and sales, work that are focused on digitalization are
studies for investigating the effect of operating conditions on the material, whose pilot field application had been completed.
carried out.
Tüpraş is working on three EU-funded projects and one R&D Center catalyst performance continue.
Tüpraş applied for a total of 14 projects since the start of the
project. With these projects, Tüpraş aims to contribute to the circular · Under Horizon2020, the project of ACHIEF - Innovative high Under Horizon2020, the following projects are carried out.
Horizon Europe program. Tüpraş is involved in the “CCUS-ZEN”
economy to promote the management and recovery of water and performance Alloys and Coatings for HIghly EFficient intensive
· HYDROPTICS (Photonics sensing platform for process project as a networking partner.
waste. energy processes continues.
optimization in the oil industry)
· Under Horizon2020, Tüpraş is carrying out the CORALIS project · FACTLOG - Energy-aware Factory Analytics for Process
(Creation of new value chain Relations through novel Approaches Industries
facilitating Long-term Industrial Symbiosis), the AquaSPICE project
(Advancing Sustainability of Process Industries through Digital and
Circular Water Use Innovations) and EPC-EqTech (an innovative
turnkey solution to process spent caustic created in the Oil&Gas
industry at low-cost, and which meets wastewater regulations.
· Work on the “Making use of energy production from refinery
treatment sludge” project continues within the R&D center.

Energy Efficiency

Tüpraş is carrying out energy efficiency projects in order to reduce

energy consumption.

· Work continues on Tüpraş’s first project under Horizon Europe,

FLEXIndustries (Digitally-enabled FLEXible Industries for reliable
energy grids under high penetration of Variable Renewable Energy
Sources).
· Under Horizon2020, work continues on the BAMBOO (Boosting
new Approaches for flexibility Management by Optimizing process
Off-gas and waste) project.

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Intellectual Capital

COLLABORATION WITH MORE THAN 150 R&D Centre Employee Distribution (person) INNOVATION STUDIES
STAKEHOLDERS FROM 26 DIFFERENT Innovation studies have been a fundamental component of
2
COUNTRIES Tüpraş’s intellectual capital since 2017.

Tüpraş R&D Center has collaborated with more than 150 In-house entrepreneurship, open innovation programs, start-up
stakeholders from 26 different countries since its establishment. integration work and start-up investments are important facilitators in
16
Tüpraş plays an active role in the creation of the EU’s R&D and the sustainability and ESG (Environmental, Social and Governance)
innovation roadmap, within the scope of its goal of becoming a journey of Tüpraş.
carbon neutral energy company by 2050. Tüpraş has 43
THE IDEA UNIT IN-HOUSE
· A. SPIRE, which contributes to the resource efficient process ENTREPRENEURSHIP PROGRAM
industry,
· Hydrogen Europe, which was established to lead green hydrogen At Tüpraş, innovation and entrepreneurship climate is promoted by
studies and form consortia, the Idea Unit In-house Entrepreneurship Program.
· Water Europe, which was established to cooperate with the Researcher Laboratory technician Support personnel In the program, internal and external communication and training
European water service providers and water users for research activities are carried out in order to support cultural transformation,
and innovation and to find solutions to global problems. generate value systematically and increase competence.
Highlights of Other Developments in the Field of With the Idea Unit Portal, updates are shared about
Collaborations entrepreneurship projects as well as innovation studies at Tüpraş.
Membership of Tüpraş in the S7PRINT Robotics initiative, which was Since 2017, 5 campaigns have been carried out in the Idea Unit
established to promote the development, usability and application of In-house Entrepreneurship Program. 150 in-house entrepreneurs Internal Mentoring Program
robotic technology in refineries, continued in 2022. have had the opportunity to work on a total of 44 projects with
The employees designated among the in-house entrepreneurs
the design-focused thinking and lean entrepreneurship method.
Membership of Tüpraş in the “Delayed Coking Project”, which has support in-house entrepreneurship projects as internal mentors.
4 of these projects were commercialized and 2 more projects are
been carried out under the coordination of the Tulsa University (USA) Internal mentors participate in in-house events, idea generation
planned to be commercialized in 2023.
since 2017, has continued. workshops, and all processes of the Idea Unit In-house
Innovation Volunteers Entrepreneurship Program. They also take part in ecosystem events
KÜTEM was established within the Koç University with the
support of Tüpraş. KÜTEM focuses on developing domestic as a panelist or speaker.
In order to roll out innovative thinking and an in-house
and environmentally friendly alternative fuel technologies, digital entrepreneurship perspective throughout Tüpraş, work carried out
transformation work, reducing foreign dependency on technology with the “Innovation Volunteers” teams with the participation of the
and solving the energy supply problem. GAINS PROVIDED TO THE R&D CENTER BY THE AGILE employees at different levels.
ORGANIZATIONAL STRUCTURE
In the TÜBİTAK 2244 Industry-PhD Program, which covers the
years 2020 and 2028, joint studies are carried out with the Eskişehir
Technical University. The project serves to support doctoral students
for critical material production technologies and thus to educate Short Project Durations
qualified personnel for the refinery sector and Turkey.

THE R&D CENTER AGILE ORGANIZATION Maximum Value Offered to Customers

STRUCTURE
Operating Rapid Decision-Making WHAT IS PROTRACK?
The center continues to develop its research infrastructure and
technical competencies in a market that is constantly changing and
Processes by Working with Autonomous Protrack is Tüpraş’s domestic software product. It is a platform that shares instant location
where competition is high with its agile organizational structure. and Aligned Teams
information by providing security to valuable fluid carrier logistics companies at every
Tüpraş R&D Center aims to maximize the value it offers with the
right prioritization in the focus of interaction with its stakeholders. Development in the Areas of Expertise stage from filling to unloading. The software has created a solution to the problems of
While long-term tasks and projects are carried out in value focused
and Effective Use undesired loss, leakage and location tracking, which are experienced in transportation. The
teams that are cross-functional and autonomous, values and goals commercialization process of Protrack has started in 2022.
are managed in parallel with the Tüpraş strategy. Expertise and Ability of Teams to Focus on Projects
competency development is managed in the areas of expertise that
have the same competencies and that aim to develop competency.
and to Generate Output

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Intellectual Capital

IN ORDER TO PRODUCE A COMMON IMPACT

IN INNOVATION STUDIES

The Event Series of Inowhatif Talks

Aiming to keep the entrepreneurial climate alive, the Inowhatif Talks

series continued also in 2022 with inspiring content on innovation,
technology and new business models.

Here2Next Platform

Tüpraş is one of the founders of the “Here2Next” platform. The

platform was created by 9 leading companies by coming together in
order to draw attention to the added value of collaborations between
institutions and start-ups.
For detailed information https://here2next.org/

Entrepreneurial Institutions Turkey Platform

OPEN INNOVATION AT TÜPRAŞ THE INOWHATIF 360 PROGRAM Tüpraş is also actively involved in the Entrepreneurial Institutions
Turkey Platform. The platform was established with the aim of
Within the scope of its open innovation activities, Tüpraş carries The purpose of the Inowhatif 360 Program is to provide operational TUPRAS VENTURES WAS ESTABLISHED IN improving inter-institutional learning, raising awareness about
out activities that support sustainable growth and continuity, which
overlaps with its strategies. Through open innovation studies, the
benefit as an early implementer of the ventures that can solve the 2022. successful practices, and rolling out of systematic practices of in-
needs and problems in the site processes for refinery sustainability house entrepreneurship.
Company aims to find innovative solutions for its internal needs and and efficiency, and to bring Tüpraş together with innovations in the For detailed information https://girisimcikurumlarplatformu.org/
to capture growth areas and opportunities, which are parallel to new sector rapidly.
technologies in line with energy transition. Funding amounting to USD 50 million The TÜSİAD Entrepreneurship Ecosystem and Corporate
In addition to the entrepreneurship pool, which includes more
The Inowhatif 360 Evaluation Team was formed with the participation
of representatives from all locations of Tüpraş. In order to roll out the
from Tüpraş for venture capitals by Entrepreneurship Working Group
than 15,000 start-ups, the Company continuously searches on
the domestic and international network. The Company screens
Inowhatif 360 Program and to ensure effectiveness in cooperation, in 2030 Tüpraş is a member of the TÜSİAD Entrepreneurship Ecosystem
2022, the Inowhatif 360 Evaluation Team held detailed meetings with
for technology needs routinely with the Company internal units. Working Group and the Entrepreneurship in Institutions Working
the participation of many domestic and international ventures and
By monitoring closely the investment and start-up programs in the the relevant units of Tüpraş with regard to operational processes. “Tupras Ventures”, a venture capital company, was established Group.
world, specific to the Company’s focus areas, new solutions are Proof of Concept scenarios were created with 15 ventures in many in order to seize opportunities and new technologies, to realize Click for detailed information.
suggested for business units, even though they are not identified as different fields such as “Image Processing”, “Sensor Solutions”, new business models and potential collaborations by investing in
areas of need. “Waste Heat Solutions”, “Waste Water Technologies” and “Robotic Promotion and Collaboration Development Work
innovation focus areas, especially in the Company’s transformation
Solutions” and the cooperation process has continued. areas. Tupras Ventures was established to invest mainly in in the
Under the main headings of energy transition, sustainability and Within the scope of its work on integration with the entrepreneurship
operational excellence, the Company screens for topics such as priority issues such as bio-based products, hydrogen, zero carbon ecosystem, Tüpraş participates in many events aimed for early-
green hydrogen, carbon management, energy storage, renewable INVESTMENT IN EMERALD TECHNOLOGY electricity, carbon management, and related sub-sectors, in all stage and advanced-stage start-ups and entrepreneur candidates.
electricity, waste and wastewater management, energy efficiency VENTURES geographical areas, primarily in Turkey, Europe and America. Tupras The Company organizes programs and offers mentorship support to
and optimization, robotic solutions, IOT (internet of things), artificial Ventures also aims to invest in the ventures in the fields of all kinds
The Emerald Industrial Innovation Fund is an international venture entrepreneurs.
intelligence and machine learning. Accordingly, the Company of smart information technologies, industry 4.0, green energy and
collaborates and carries out investment work. capital fund that invests in new technology companies in the USA
and Europe. In 2020, Tüpraş entered into a long-term cooperation natural resources, energy efficiency, environment and recycling,
Every year, the Company interacts with more than 500 start-ups with the Emerald Industrial Innovation Fund and became an investor. waste management, robotic solution technologies.
from Turkey and abroad. In addition to the Turkish entrepreneurship The Company has started investments with Limited Partner status
ecosystem, the Company has collaborated with start-ups from more through Emerald. As of the end of 2022, the Company invested in Within the framework of its Strategic Transition Plan, Tüpraş
than 10 countries from 3 continents namely North America, Europe 14 start-ups and exited 1 start-up. Emerald invests in sustainable announced that it will allocate USD 50 million until 2030 in the field
and Asia. technologies and measures the direct impact of portfolio companies. of venture capital, particularly in new technologies and business
Sustainability - Emerald - Industrial investment for a sustainable models in energy transformation.
In 2022, entrepreneurs carried out processes with a total of more future.
than 30 units from 4 refineries and the General Directorate. Demo
studies were conducted with more than 150 stakeholders within
Tüpraş.

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Intellectual Capital Tüpraş Digital Strategies: “Safe, Value-Oriented, Low-Carbon”

Concept and Returns

Operational
Cost Optimization Transparency
In 2022, Tüpraş unwaveringly maintained its innovative and pioneering practices
High Automation and
in order to ensure adaptation to its digital strategies that it had published within Productivity High Efficiency
the framework of the Strategic Transition Plan.
Operational Connected Connected Employee Efficiency and
Excellence People Operations Experience

High Performance
Low Carbon
Innovation in Young Minds and Women’s Entrepreneurship Ten projects had been carried out within the scope of R&D activities Organizations
Program as of the end of 2022. These projects are classified in the focus
areas of smart production, smart quality, smart business solutions Sustainability
The program was realized in cooperation with Tüpraş and the Connected Digital Cyber Security and
and smart technologies. Multi-stakeholder collaborations have been
Batman University. Carbon Neutral Processes Technical Safety
established for the projects. Two of the projects were supported by
Horizon2020, one by Horizon Europe and two by TÜBİTAK. Five
The program started with a seminar titled “Fundamentals of Artificial Intelligence and
projects have been carried out with Tüpraş’s own resources.
Innovation and Entrepreneurship” at the Batman University. All
Detailed information on all of Tüpraş’s digital strategies and the Technical Safety Mobility High Benefit
content was created by Tüpraş in an original manner throughout
technologies that the Company is focused on is available at the
the program. Seminars and trainings were given by the Tüpraş
following link;
innovation team without external support. In addition, the Tüpraş
https://www.tupras.com.tr/en/strategy#dijital-donusum
internal mentors provided mentorship support to the Batman
University students. Tüpraş participants also took part in the Demo
Day event of the program.
Click for detailed information. (in Turkish only) DIGITALIZATION STUDIES A total of 22 people were selected as data owners and data
controllers in the pilot units and the Company organized data
A wide range of data analytics and AI work carried out in governance awareness training.
PREPARING TÜPRAŞ FOR THE FUTURE Tüpraş
WITH DIGITALIZATION AND OUR WORK ON The Tüpraş Data Governance Policy was set out in 2022 and made
The energy efficiency and EII instant monitoring activities, which available to employees. The Data Governance Committee was
DIGITAL TALENT had got underway in 2020, continued with the participation of field subsequently established and its first meeting was held, and the
Adaptation to the work life of the future is a fundamental goal workers at all refineries. Data Governance Data Quality Policy was finalized.
for Tüpraş
End-to-end applications, which were designed to bring a New Stages in Robotics Studies
In 2022, Tüpraş unwaveringly maintained its innovative and competitive advantage to the Company’s financial and commercial
operations, were brought into use. The created AI systems were Tüpraş Robotics Team expanded the pilot trials that it started in
pioneering practices in order to ensure adaptation to its digital
combined under the name of the FINTEL platform, which was 2021 in periodic control studies of oil storage tanks, measurements
strategies that it had published within the framework of the Strategic
transformed into a platform that has an impact on the decision- and risky business areas in refinery fields, in Izmit, Izmir and Batman
Transition Plan.
making stages. Refineries in 2022.
Tüpraş has created the Digitalization Platform to implement digital
The projects carried out in the fields of analytics and artificial The RUVI OilDiver (Bottom Control Robot in an Operational Tank)
strategies and further strengthen its organizational structure by
intelligence in 2022 generated efficiency potential amounting to project, which an ATEX certified by TÜBİTAK, is a first in Turkey and
identifying initiatives compatible with the future of work.
TL 237 million for Tüpraş. one of the few such projects in the world.
The platform work team was established with a broad participation
Strong data governance contributing to overall efficiency and Tüpraş completed the test applications with the smart four-legged
approach. The team will focus on carrying out Tüpraş’s digital
value creation Spot robot which can be controlled remotely at Boston Dynamics’
transformation efforts in the most effective manner by adopting agile
production sites. Tüpraş completed the Tracked Robot trials in
working methods.
The aim of Tüpraş’s data governance efforts is to create the highest 2022, which will provide significant advantages in areas with uneven
Another of the platform’s goals is to minimize the duplication of work amount of value from data. Another aim of the work is to render ground such as tank yards and off sites for autonomous observation
in the field of digitalization and to maximize the efficiency of valuable the data understandable, shareable, manageable and protectable work in the field.
resources with the cooperation of different business units. within the Company, while seeking to create a data culture which will
strengthen the common perspective.

In 2022, DACAMA (Data Capability Maturity Assessment) activities

were carried out in cooperation with KoçDigital, which concluded
with the reporting of Tüpraş’s strengths and areas for improvement.

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Intellectual Capital

Tüpraş has a wealth of data in terms of production and process systems and Tüpraş’s mission is to democratize data and ensure that it is used at every point
equipment assets. With the integration of this data, the Company planned to of the decision-making mechanism, and that the “single and same” data is at the
carry out maintenance, planning and asset strategy management from a single center of decisions at all levels.
platform.

EXAMPLE PROJECTS Field Mobilization and Electronic Work Permit System Multi-faceted Value Provided by Digital Talent Development Tüpraş Cyber Security Strategy
Programs
TAS (Terminal Automation System) & Contactless & Work on the use of industrial tablets in the site environment Within the scope of information security and compliance, actions
Appointment Based Sales continued in 2022. The process of selection for technology and firms Tüpraş’s mission is to democratize data and ensure that it is targeted for employees, suppliers and customers were completed
for the “Electronic Work Permit System” project was completed. used at every point of the decision-making mechanism, and during 2022 under the awareness program which is determined
With the Terminal Automation System (the TAS app) project, which Pilot studies and the rolling out process will be carried out in 2023. that the “single and same” data is at the center of decisions at annually.
is included in its medium-term plan, Tüpraş transferred all work all levels.
processes in the sales systems of ships, pipes, land, wagon filling, New Digital Technology Trials According to the architectural and legal compliance processes
scrap, etc. to the digital environment. By starting product-based The “Analytical Tüpraş Training and Project Program”, which had related to cyber incidents, an increasing level of security consultancy
appointment-based sales processes in tanker filling processes, In 2022, the pilot trials (PoCs- Proof of Concept) of more than 50 been launched in 2021, and the “RPA Coaches” program, which will was provided to all relevant stakeholders in the IT/OT fields.
Tüpraş has continued to take firm steps towards achieving its goal technologies were conducted at Tüpraş within the scope of the manage the RPA (Robotic Process Automation) activities, continued Integration and adjustments were carried out for the production,
of offering a 360-degree digital customer experience through the “Connected People - Agile Return, Design the Future” strategy. The with increasing number of participants in 2022. operation and change processes to ensure that any harm arising
app, which is a first in its sector. “GIS (Geographic Information System)”, “Shopfloor Management”, from cyber threats was addressed. Reputational risk continued to be
“APM (Application Performance Management Tools)”, “Quantum More than 110 employees of Tüpraş gained data citizenship the most important factor in rolling out the cyber security culture and
AR-VR-XR Based Work Computing”, “Kubernetes & Dockerization” technologies were capability. Repetitive tasks and work processes were accelerated awareness activities.
determined as the technologies which have matured under refinery with 155 RPA coaches. With over 200 robotic processes, efficiency
Tüpraş prepared the “Oven Control” and “Fire Vehicle Promotion and conditions and yielded efficiency. that is equivalent to 16,208 person/day was achieved. System and infrastructure change/transformation projects in the
Extinguishing” scenarios by using Extended Reality (XR), Augmented cyber operations and response processes, in addition to the follow-
Reality and Virtual Reality technologies. Within the scope of the strategy of “Creating a Smart and DATA LITERACY up and integration of new generation security products, played a
Autonomous Refinery”, an isolated LTE network was established major role in tackling cross border threats.
Asset Management Work at the İzmit Refinery with the frequency specially allocated by the Tüpraş started a new “Data Literacy Program” in 2022. The Data
Information Technologies and Communications Authority (BTK). The Literacy Program is designed to provide all employees with the Cyber-attack monitoring and defence have been shaped around
Tüpraş has a wealth of data in terms of production and process push-to-talk radio service was successfully tested. necessary competencies to use and analyze data in the most a zero-trust approach. Pre-detection with threat seeking and
systems and equipment assets. With the integration of this data, effective way. continuous attack simulation has enabled accurate and timely
the Company planned to carry out maintenance, planning and asset incident responses. Relevant strategies and initiatives have been
strategy management from a single platform. Pilot projects have More than 700 employees participated in the training program with updated accordingly.
been launched at the İzmit, Kırıkkale and Batman refineries with 445 employees successfully passing the exams and being certified
technology suppliers, who are leaders in their sectors. The pilot as data literate.
projects will offer Tüpraş the opportunity to reduce energy costs and
maintenance costs and improve operational efficiency. In 2022, the “Tüpraş Trains its Software Developers” program was
launched for those who volunteer to develop their app needs in their
own domain.

Both site and office workers exhibited intense interest in the “Hack
Your Job” hackathon, which was organized in cooperation with the
Koç Holding under the slogan of “Koç employees are redesigning
their work at Tüpraş”. A total of 37 teams applied in the event and
the nine teams which passed the pre-selection went on to create
their own work solutions, with three projects being awarded.

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Social and Relationship Capital

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Social and Relationship Capital

Community

Tüpraş’s approach to
Empowerment
through

corporate citizenship
long-term
cooperation
with Stakeholders

TL 288.7* million
Total donations and
support for
education
support for the
arts
sponsorships

support for support for support for regional

sport enterprise development

WHAT IS IT? WHAT DID WE DO IN 2022?

Strong stakeholder collaborations built Tüpraş continued to develop long-term, mutually beneficial
relationships with its stakeholders and increase its social
up over many years, which contribute to impact in order to improve its business and improve the
the strengthening of society and increase welfare of society. The Company carried out work to
contribute to development in the fields of gender equality,
social welfare, constitute the social and education, culture and arts and the environment.
relationship capital of Tüpraş.
The devastating earthquake, whose epicenter was in
Kahramanmaraş, struck while this report was being prepared.
Immediately in the wake of the earthquake, Tüpraş directed
all of its strength and capacity to aid the areas affected by the
devastation.

HIGHLIGHTS OF 2022…
· Within the scope of the Innovation in Young Minds and Women’s Enterprise Program, the first of the “Fundamentals of Innovation and
Enterprise” seminars was presented to participants at the Batman University in March.
· 30 trainee students and eight Nextremers attended the training provided within the scope of The Feminist Technologies for Generation
CONTRIBUTED SDGs
Equality Internship Program at Tüpraş. Use of Capital
· Through workshops on Our Energy to the Future: I Code, Model, Produce Project, Tüpraş reached nearly 10,000 primary school pupils at Direct
41 primary schools. In order to achieve its strategic goals, it is vital that Tüpraş continuously develops
stakeholder trust and loyalty, which is reflected in its Social and Relationship Capital.
· Within the scope of the global cooperation with the United Nations Women’s Unit (UN Women), the HeForShe Movement and the
Fenerbahçe Sports Club, training on social gender was provided to 197 athletes and managers from 5 amateur branches and 62 sports
Donations and sponsorships as well as the support provided to issues determined to
media members.
be a social priority create added value. This cycle indirectly contributes to other capital
Indirect
· Tüpraş continued to support the Arter Contemporary Art Museum, the Istanbul Drama Festival, the Deniz Temiz Association/TURMEPA elements and strengthens the Company’s position as a responsible corporate citizen
and the Batman Disabled Sports Club Association. The Company maintained its contributions to the YKY Anatolian Civilizations Book among its stakeholders.
Series.
· In 2022, Tüpraş allocated a total of TL 288.7 million to donations and sponsorships*.

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Social and Relationship Capital

As the leader of Turkish industry, Tüpraş transfers its energy to projects which WORK IN EDUCATION TO PROMOTE The target of reaching 100,000 female students to reveal their
potential in the STEM fields
will accelerate social development. It also creates value for society, which is its EQUALITY IN THE FIELD OF TECHNOLOGY
AND INNOVATION Within the scope of the Women in Technology and Innovation
largest stakeholder group. Program, Tüpraş has planned to reach a total of 100,000 female
Tüpraş supports diversity, equality and inclusion with the principle students, 90,000 of whom are in secondary schools and 10,000
of “Our Energy for Equality Never Ends”. It carries out its activities in university, within the next five years. Tüpraş also plans to roll out
WITH ITS IDENTITY AS A RESPONSIBLE Consisting of Tüpraş employees and their families, Volunteer Teams with the aim of creating a pioneering and exemplary business educational projects that will unveil the potential of girls and women
also work in partnership with local and national non-governmental environment. The Company also continues to work to raise seeking to work in the STEM fields.
CORPORATE CITIZEN, TÜPRAŞ IS FOCUSED organizations to take part in corporate responsibility projects. They awareness about the empowerment of women and girls in society.
ON PROVIDING A MULTIFACETED AND contribute to the production of added value by offering their know- In line with the program, Tüpraş aims to develop educational content
EXTENSIVE CONTRIBUTION TO SOCIAL how and experience. Koç Holding, which Tüpraş is a part of, is one of the Technology and and model applications by developing collaborations with the public
Innovation Action Group Leaders in the United Nations Women’s sector, universities, NGOs and social organizations, as well as to
DEVELOPMENT. Throughout 2022, the Tüpraş Volunteers individually contributed to a Generation Equality Forum. Under Koç Group’s guidance, Tüpraş implement mentoring programs for women and girls.
number of social responsibility projects. also carries out projects to contribute to the equality commitments
As the leader of Turkish industry, Tüpraş transfers its energy to
of the UN Women’s Generation Equality Forum in the field of
projects which will accelerate social development. It also creates Social Gender Equality Technology and Innovation.
value for society, which is its largest stakeholder group.
A signatory to the United Nations Women’s Empowerment Principles
SUPPORT FOR EMPLOYEE VOLUNTEERING (UN WEPs) since 2017, Tüpraş continues its efforts in line with its
goal of being an inclusive workplace.
AT TÜPRAŞ
The Company develops pioneering applications and implements
The voluntary participation of employees in the corporate social
corporate social responsibility programs aimed at increasing social
value creation cycle is a concept that finds strong response and
is supported in many ways in today’s world. As a responsible and
awareness. The social projects carried out in this context contribute TÜPRAŞ’S WOMEN IN TECHNOLOGY
to Gender Equality Goal No. 5 of the United Nations Sustainable
exemplary producer, Tüpraş encourages and supports the voluntary
participation of its employees in corporate social responsibility
Development Goals. AND INNOVATION PROGRAM
projects designed in the light of its corporate culture and values, and Tüpraş embodies its work on gender equality within the scope of
carried out its work accordingly. the following activities which are discussed in detail in the following
section.

· Women in Technology and Innovation

· The UN Women HeForShe Fenerbahçe awareness The Innovation in The Feminist
Young Minds and Technologies for
University Women’s Enterprise Generation Equality
Program Internship Program

Primary The “Our Energy to

The Our Energy to
the Future; I Code,
School I Model, I Produce”
Students; Science
Education Project
Experiments

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Social and Relationship Capital

FOR UNIVERSITY STUDENTS The first seminar within this scope was presented for participants at Going forward, Tüpraş plans to roll out the Innovation in Young Minds and
Batman University in March 2022.
The Innovation in Young Minds and Women’s Women’s Entrepreneurship Program outside Batman in cooperation with the
In the second phase of the program, enterprise training programs
Enterprise Program lasting for 12 weeks were provided to a group of 40 students universities in Kocaeli, Kırıkkale, Istanbul and Izmir, where it operates.
consisting of 3rd and 4th year undergraduate students who had
passed the evaluations.

A 60% proportion of female students

The Innovation in Young Minds and Women’s Enterprise Program is The Internship Program for University FOR PRIMARY SCHOOL PUPILS
a structured program which is only provided at Batman University,
with 60% of the participants being girls.
Students: Equality for Generations and
Women-oriented Technologies The “Our Energy to the Future; I Code,
The modules of the program cover various topics such as I Model, I Produce” Project
developing innovative ideas, starting a new venture, understanding
the problem, designing the solution, market research, business
model components, entrepreneurial tools and presentation
techniques.
The Innovation in Young Minds and Women’s Enterprise Program,
which had got underway in October 2021 and was implemented in Participating students gain the following skills from the training they
cooperation with Batman University, has the following aims: receive.

· To foster an entrepreneurial culture among university students, · The ability to understand the problems and requirements correctly
especially female students, and develop an appropriate product;
· To facilitate young people’s access to the technology and · A development approach by testing the solution they produce on
innovation ecosystem. potential users, and
· An entrepreneurial mindset which develops solutions to the
The program’s working model was developed by the Program problem
Working Group with the participation of academics from Batman The Feminist Technologies for the Generation Equality Internship
University, the Tüpraş Corporate Communications Directorate During the program, online training is offered and Tüpraş in-house Program was designed and implemented with the aim of raising
and the Innovation Directorate and the Tüpraş education projects entrepreneurs are appointed as mentors to the student groups. This
awareness of inclusion and equality among university students and
consultant. The Working Group organized weekly online meetings applied approach provides an important and permanent contribution
to improve their level of perception by considering the gender
during the pandemic process and defined student selection- to students in the development of ideas and the creation of the
implementation steps of the project. Through the program, students equality perspective.
evaluation-participation processes for the program. It later
completed the preparations for the launch and communication will receive personal development training that will contribute to their
Within the scope of the internship program, students received In cooperation with the General Directorate of Primary Education
activities. competencies.
training on “I Am Aware of Equality - Gender Equality” by the Mother under the Ministry of National Education, Tüpraş developed the
Introductory seminar with the participation of over 200 In addition to the online training program, students came together Child Education Foundation (AÇEV), and “Innovative Thinking social responsibility project “Our Energy to the Future; I Code,
academics on 9-10 June 2022 and 13-14 October 2022. Face-to-face training and Generating Ideas” by the Tüpraş Innovation Directorate. I Model, I Produce”. The project is intended to educate new
activities were provided which offered students the opportunity The students also received the training on the “UN Sustainable generations that are inquisitive and possess innovative thinking,
In order to provide a detailed and wide-ranging promotion of to experience preparation in advance to present their ideas and Development Goals and Sustainability”, provided by the Tüpraş problem solving and production skills by increasing their access to
the program, more than 200 academics from various faculties provided the synergy of working as a group. technology and digital education from an early age.
Corporate Communications Directorate.
participated in the “Enterprise and Its Importance” and “Innovation in
Young Minds and Women’s Enterprise Program” online introductory Following the “Demo Day” event planned for 2023, project ideas are Thirty trainee students and eight Nextremers participated in the Robotic coding, three-dimensional (3D) modelling and production
seminar at Batman University. planned to be directed to different entrepreneurial channels. skill classes were established for pupils in the 7th and 8th grades of
online internship program in 2022. University students, who are
A program with a long-term perspective Going forward, Tüpraş plans to roll out the Innovation in Young encouraged to produce technologies and products which will bring 41 secondary schools in Batman, Kırıkkale, İzmir and Izmit, where
Minds and Women’s Entrepreneurship Program outside Batman in ease to the lives of female field workers through training, innovative the refineries are located, between 2018 and 2021.
In the first phase of the program, which is planned with a long-term cooperation with the universities in Kocaeli, Kırıkkale, Istanbul and thinking and technology, prepared five innovative projects.
perspective, Tüpraş offers the “Fundamentals of Innovation and Izmir, where it operates.
Enterprise” seminars for all students in each academic year.

During the seminars, university students are informed about

creative thinking, innovation and entrepreneurial tools. The latest
developments regarding enterprise at Tüpraş and the global
enterprise ecosystem come under scrutiny.

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Social and Relationship Capital

To help the “Our Energy is for Students Project” reach a wider student base, 11 Fenerbahçe Sports Club Gender Equality Committee

science experiment training videos were prepared in 2022. In 2022, a Gender Equality Committee was established at the
Fenerbahçe Sports Club within the scope of developing gender
sensitive practices. The Gender Equality Action Plan was created
for the 2022-2025 period. The Protection Policy was prepared to
tackle “discrimination, sexual harassment and abuse”. The policy is
planned to be finalized in 2023.

With the contribution of Boğaziçi University Faculty of A SYSTEMATIC AND SUSTAINABLE Training for 197 athletes
Education
CONTRIBUTION TO EDUCATION In 2022, 197 Fenerbahçe Sports Club members participating in
Under this project robotic coding training is given in order to five amateur branches, including rowing, athletics, swimming, table
“Our Energy for Equality Never Ends” by TEF (The Turkish
introduce digital technologies to children, allowing them to develop tennis and boxing received training under the headings of “different
Education Foundation)
skills such as problem solving, cause and effect relationships, fields of gender equality, including men in gender equality and
critical thinking-questioning, self-expression and the development The “Our Energy for Equality Never Ends” scholarship fund was behaviors and preventing violence against women in sports”.
of psycho-motor behavior. This training develops children’s power set up by Tüpraş in 2016 within the body of the Turkish Education
A total of 62 media professionals who are responsible for the
to understand, interpret and guide the technological world. The Foundation (TEV). The scholarship provided scholarship support to
measurement and assessment process of the project is conducted
Our Energy Never Ends for Equality Fenerbahçe Sports Club corporate media, including Fenerbahçe TV,
19 students in the 2021-2022 academic year.
social media and radio completed their training on the production
under the consultancy of Boğaziçi University Faculty of Education.
To date, 98 female students have benefited from the scholarship
Gender Equality Social Awareness Work and broadcasting of gender-sensitive media content.
The “Our Energy Is for Students”; Science fund, which aims to provide equal opportunities for female students In 2018, Tüpraş entered cooperation with the Fenerbahçe Sports Support for the 16-Days of Activism Campaign
Experiments Project by the Tüpraş Volunteers in education. Club and global cooperation with the United Nations Women,
HeForShe Movement in order to raise social awareness in the field In 2022, Tüpraş supported the “16-Days of Activism” Campaign
The Koç University Anatolian Scholarship Students Program
of gender equality. The joint work initiated is the only large-scale with the aim of preventing violence against women and girls,
The Anatolian Scholars Program is a scholarship program that was commitment to be undertaken on gender equality in the field of in cooperation of the Batman University, UN Women and the
launched by Koç University 2011 with the aim of providing equal sport. HeForShe Movement, Tüpraş held a conference to raise awareness
opportunities in education for successful young people who need on this issue among university students.
The aim of the global cooperation is to raise awareness of gender
financial support.
equality through sport, to eliminate gender stereotypes and The Fenerbahçe and Galatasaray Sports Club Women’s football
A total of 23 students have received scholarship support, including transform harmful social norms, and to create an inclusive and safe teams came head-to-head within the scope of the 16 Days of
two scholarship students who entered university in the 2022-2023 environment for women in the sports ecosystem. Activism Campaign to combat violence against women. During
academic year. this friendly match, the KADES application reached more than
Within the scope of this awareness campaign carried out between 9,000 people and the Fenerbahçe Sports Club’s social media
2018 and 2021 under the slogans “Equal Together” and “Our posts reached 46,000 people. The ALO 183 helpline number was
Energy Never Ends for Equality”, Fenerbahçe Soccer Team wore embellished on the shirts of the Fenerbahçe Sports Club Women’s
the HeForShe logo on their right arms. Tüpraş took this cooperation Football Team throughout the season in order to raise awareness of
one step further and became the shirt sponsor for the Fenerbahçe referral mechanisms against violence against women.
With the aim of raising the scientists of the future by fostering a love Sports Club’s five amateur branches, including rowing, boxing, table
of science among 5th, 6th, 7th and 8th grade secondary school pupils, tennis, swimming and athletics for the 2021-2024 seasons. The practices developed in the International Sports Sciences
Tüpraş implemented the Our Energy is for Students project in Congress held in Antalya between 28 November and 1 December
cooperation with the Ministry of National Education. within the scope of the program were shared as good examples.

Pupils learn that science has a place in all aspects of life, with the
importance of men and women working together and working safely
impressed upon them, especially in the world of science.

The project, which got underway in 2018, has already reached more
than 3,000 students through 287 experiments carried out at six
schools in Kocaeli. To help the “Our Energy is for Students Project”
reach a wider student base, 11 science experiment training videos
were prepared in 2022.

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Social and Relationship Capital

CONTRIBUTION TO HISTORY, CULTURE AND Arter Museum of Modern Art: “Our Energy is
THE DEVELOPMENT OF ART for Art”
Anatolian Civilizations Book Series

Aiming to help create a setting where youngsters and children can

freely get acquainted with modern art, Tüpraş has undertaken
corporate sponsorship of Arter Museum of Modern Art for a period
of five years starting from 2019.
FOR SUSTAINABLE SEAS CONTRIBUTIONS TO REGIONAL
Arter is an accessible and sustainable platform of culture and life
DEVELOPMENT
with its multi-disciplinary programs in art. DTO Fethiye Waste Collection Boat visits
Göcek Bay Tüpraş Batman Disability Sports Club
İstanbul Theater Festival
The Deniz Temiz (Clean Sea) Association/(TURMEPA), which Since the 2007-2008 season, Tüpraş has been supporting The
provides mobile services in the bays frequented by yachts and Batman Disability Sports Club Association. The Batman Disability
pleasure craft through waste collection boats under the banner of Sports Club was promoted to the Turkish Federation of the
Since 2011, Tüpraş carried the world of ancient civilizations that sustainable sea tourism, helps to reduce the environmental footprint Physically Disabled, the Wheelchair Basketball 2nd League in the
have left their mark on the ancient lands of Anatolia to future of marine tourism by collecting thousands of tonnes of liquid waste. 2017-18 season and to the Wheelchair Basketball 1st League in
generations through an epic series of books on Anatolian the 2019-2020 season. Having been in the 1st League for the last
The DTO Fethiye liquid waste collection boat is sponsored by 3 seasons, the team will compete in the 1st League in the 2022-23
Civilizations. So far, with the collaboration of Yapı Kredi Culture and
Tüpraş since 2016. season. Hosting 52 licensed players, the club continues its activities
Art Publishing, 11 publications were introduced to readers:.
Anatolian Civilizations Series; “Urartu, Change in the East”, with 23 players. The club has been providing hundreds of disabled
The boat collected 737,961 liters of waste water from 1,721 boats
“Phrygians: In Midas’s Land, In the Shadow of Monuments”, “Hittites young people with the opportunity to perform sport for 16 years.
and thus helped keep 5.9 million liters of seawater clean during the
- An Anatolian Empire”, “Pergamon, A Hellenistic Capital in Anatolia”, 2022 summer season with its activities in Göcek Bay.
“From Lukka to Lycia: Sarpedon and the Land of St. Nicholas”, Batman Tüpraşspor Football Club
“Persians, the Power and Glory in Anatolia”, “Assyrians, from the
Established in 1995, Tüpraşspor Football Club offers a platform
Tigris to Taurus: The Kingdom of God Assur”, “Anatolia in Hellenistic
for talented young people living near the Batman Refinery to
and Roman Times: Kings, Emperors, City States”, “The Carians
enjoy sport with an awareness, in a healthy environment, thus
– From Seafarers to City Builders”, “Anatolia in the Byzantine
giving them the chance to succeed. Managed by the Tüpraş
Period”, and “ Wise Inhabitants of the Aegean Coasts: Ionians”.
İstanbul Theater Festival is being organized by İKSV (İstanbul volunteers in cooperation with the Provincial Directorate of Youth
Foundation for Culture and Arts) for 17 years with the sponsorship of and Sport, Batman Amateur Sports Clubs Federation, Turkey
Koç Holding Energy Group, namely Aygaz, Opet and Tüpraş. The Football Federation and other clubs, Tüpraşspor Football Club has
26th İstanbul Theater Festival met with the theater aficionados a total of 97 players, 65 of whom are licensed and 32 of whom are
between 25 October-26 November 2022, during which 35 plays unlicensed, between the ages of 13 and 19.
were staged. The physical performances of the festival reached
approximately 25 thousand people in 2022.

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SUPPORT FOR THE EARTHQUAKE REGION unwaveringly. The RSR teams worked untiringly and whole heartedly at the Tüpraş refineries. The stoves were distributed to Hatay, TECHNOLOGY SUPPORT FOR FEMALE STUDENTS
with great devotion in cooperation with the official authorities. The Elbistan, Gaziantep, Kahramanmaraş, Pazarcık and Malatya under
HELPING VICTIMS THROUGH A DIFFICULT PERIOD IN A RSR teams rescued eight survivors from the wreckage before the the coordination of the AFAD. Tüpraş Athletics Team ran at the Runtalya Marathon on
SPIRIT OF SOLIDARITY team of 77 people (RSR teams) successfully completed their mission 5th March to contribute to the Turkish Education Foundation (TEV)
and returned. THE KOÇ GROUP AID PROGRAM Technology Support for Distance Education Scholarship Fund.
The earthquake, with its epicenter in Kahramanmaraş, struck on
6 February 2023 and directly affected 11 provinces. The tragedy The Company continues its relief activities by providing food support After the earthquake, Koç Holding launched a comprehensive aid Within the scope of the fund launched by TEV to enable female
caused the death of thousands of our citizens and the injury of tens with heavy vehicles in the earthquake zone. program by declaring a program of mobilization covering all of its university students who were affected by the earthquake to
of thousands. From the first hours of the earthquake disaster, Tüpraş companies. In this context, in addition to the ongoing in-kind aid, a continue their education without interruption, computers were
started to deliver its support to the disaster area working together with VOLUNTARY SUPPORTS AND AIDS TL 2 billion resource was allocated for project-based aids. Tüpraş provided to students so they could continue their education online.
the official authorities and the Koç Holding Crisis Coordination Center. took part in the Koç Group aid program as a Group company
After the earthquake disaster, Tüpraş directed its entire social providing the main contribution. Tüpraş Athletics Team provided one-year scholarships to three
CORPORATE AIDS investment activities and volunteering activities to contribute to the female university students through voluntary donations, and
earthquake victims. CONTINUED CONTRIBUTION TO EDUCATION IN THE collected the second highest amount of donations on behalf of the
Tüpraş uninterruptedly delivered vital supplies of fuel in the disaster CONTAINER CITIES TEV in the Runtalya Marathon.
areas. Free fuel support was provided to earthquake victims, as well BLOOD DONATION CAMPAIGN
as those stranded on roads and to hospitals, along with construction For rapid recovery after a disaster, it is important to implement SUPPORT FOR FEMALE STUDENTS ON THE 8th MARCH
Tüpraş employees participated in the blood donation campaign inclusive support activities that can benefit more victims. INTERNATIONAL WOMEN’S DAY
equipment, generators, ambulances and search and rescue and
carried out by the Red Crescent within the first 24 hours of the
debris removal teams to 11 provinces at the points determined by
earthquake. In addition to meeting immediate needs such as for Koç Group launched the project to establish temporary living Focusing on inclusion and equality in all its work processes,
AFAD (Disaster and Emergency Management Authority) and through
clothing, hygiene materials, blankets, heaters, baby food, employees spaces in three provinces affected by the earthquake. The project Tüpraş continued to contribute to the support of women and
mobile stations.
provided items such as toys and stationery products which will help consists of 5,000 containers to accommodate approximately girls, especially in the disaster areas. On International Women’s
Equipment such as construction equipment and tools, generators heal the wounds suffered by the child earthquake victims, and these 20,000 people and will include social facilities. Day on 8th March, donations were made to the TEV’s Technology
and lighting used in search and rescue and debris removal were sent were delivered to the region. Support for the Distance Learning Scholarship Fund on behalf
Tüpraş is providing “Our Energy to the Future: I Code, I Model, of each female employee working at Tüpraş. To help female
to the region. Shelter containers, accommodation materials such as
A BRIDGE BETWEEN HEARTS WITH VOCATIONAL HIGH I Produce” coding classes to support the education of primary university students in the disaster areas continue their education
beds and campsites, drinking water, canned food, basic necessities
SCHOOLS school children in the living centers to be established in the without interruption, Tüpraş helped supply the computers that the
such as coats, work clothes and boots were also shipped to the
container cities. students needed.
region through the AFAD. In Izmit, Kırıkkale and Batman, stoves were produced to meet the
needs of earthquake victims for heating, in collaboration between Tüpraş Volunteers continue to contribute to the campaigns
Tüpraş Refinery Search and Rescue Teams (RSR) were among the
vocational and technical Anatolian high schools and Tüpraş. determined throughout the Group as a part of the aid efforts.
first teams to reach the earthquake zone. Despite the challenging
With material support from Tüpraş, stoves were produced in the
and risky conditions in the field, the RSR teams fought to the end
workshops by metal work teachers and students doing internship

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Tüpraş’s responsibility
HIGHLIGHTS OF 2022… Use of Capital

· A total of 18.1 million m3 of raw water was consumed, equal to Tüpraş’s operations are dependent on natural resources.
0.72 m3 of raw water per tonne of processed crude oil. In the same Therefore, the protection and responsible consumption

for the future

period, a total of 15.7 million m3 of water was recovered. of natural resources is critical to building a sustainable
· A total of 24.8 million tonnes of crude oil in 19 different varieties with future. The Tüpraş Strategic Transition Plan, which has
a specific gravity of between 18 and 47 API was procured from 11 completed its first year, aims to reduce emissions by 27%
countries, including Turkey. 25.1 million tonnes of crude oil and 431 by 2030 and to transform Tüpraş into a carbon neutral
thousand tonnes of natural gas were used for processing purposes. energy company by 2050. In line with this goal, clean
· Tüpraş consumed a total of 91,676 TJ of energy, with the refineries and sustainable investments will be realized by improving

91,676 TJ 1,320 TJ 15.7 million m 3

generating 3,379 MWh of clean energy from the sun.
· TL 1,158 million was spent on environmental investment and
the natural capital. As investments are undertaken
in infrastructure and operations which use resources
Total energy consumption Additional annual savings Total water recovery operations. efficiently, Tüpraş’s financial capital will increasingly be
achieved with energy efficiency directed into transforming the manufactured capital. The
· Energy efficiency activities stood at 1,320 TJ. The Energy Intensity

94.9 124 1,158 million Index stood at 94.9. use of natural capital will then be reduced in phases.
TL · In line with the UN Sustainability Development Goals, the Tüpraş Water
Limited assurance for Environmental investment and Roadmap was created in 2022, which prioritizes reducing raw water The evolving and updated capabilities of transforming
Energy Intensity Index environmental performance
indicator operating expenditure consumption. human capital will pave the way for improvements in
· In 2022, Tüpraş became a member of Water Europe. the use of natural capital in the long run, contributing to
· The revenue generated from waste recycling and industrial symbiosis the progress towards a low-carbon economy. Activities
increased significantly in 2022, reaching TL 45.7 million. to support resource efficiency will contribute to the
WHAT IS IT? WHAT DID WE DO IN 2022? · Contributing to natural capital, Tüpraş carried out a total of 14 R&D
financial capital by providing cost savings. Limited natural
resources will be preserved thanks to the improved use of
activities, nine of which were supported by the European Union
The water, natural gas, crude oil, solar In 2022, Tüpraş used natural resources to provide high-quality Horizon2020 project, two by TÜBİTAK and three through Tüpraş’s own natural capital. This will uphold stakeholder trust in Tüpraş
products and services to its customers and to ensure the funds. and, therefore, in the social and relationship capital
energy and wind used in the operational security of its energy supply. Taking into account the delicate and ultimately in the market value and reputation of the
· Services to obtain limited assurance were taken for 124 environmental
cycle at Tüpraş are among our planet’s balance between the natural environment and the human performance indicators in 2022. (See Limited Assurance Statement) Company.
ecosystem, Tüpraş has worked with the focus of creating
natural assets. In addition to these sustainable value for all of its stakeholders. It accordingly
natural resources, the sum of the ability reached the targets it set in regard to climate and the
environment. It has pressed ahead with its investment and CONTRIBUTED SDGs
to take care of the environment by using
restructuring activities in line with the target of becoming a Direct
resources responsibly and effectively, carbon neutral energy company.
and the perspective of conservation,
constitutes natural capital.

Clean and Sustainable

Investments

carbon
Indirect

neutral goal
Resource
Efficiency

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With its Strategic Transition Plan, Tüpraş has set the goal of increasing the use Tüpraş’s performance in reducing greenhouse gas emissions A supporter of the TCFD
that trigger the climate crisis will have a positive impact on the
of low-carbon and renewable resources in natural capital elements. Company’s growth and sustainability in the medium and long The Task Force on Climate-related Financial Disclosures (TCFD) is an
term. This will also reflect positively to social welfare and healthy initiative which aims to create a transparent technical platform which
development. The Company also cooperates closely with its is comparable based on certain criteria where institutions define how
stakeholders along the value chain such as business partners, they manage the risks and opportunities arising from climate change
contractors, educational institutions, start-ups and the NGOs in and present their analysis to their stakeholders.
order to increase its resilience within the framework of its strategic
Being a leading industrial company that supports the TCFD,
transition.
Tüpraş integrates the risks associated with the climate crisis into its
The climate crisis: the result of human-made activities Working to the goal of becoming carbon neutral by 2050 business processes and updates its targets accordingly.
The Tüpraş Climate Change Vision and Adaptation Strategy
The phenomenon of global warming triggered by the increasing As a responsible leading energy company, Tüpraş aims to be carbon Tüpraş evaluated the transition and physical risks stemming from
concentration of greenhouse gasses in the atmosphere and, neutral by 2050 and announced its strategic transition strategy to Tüpraş presses forward in its journey of tackling the climate crisis
and transitioning to a low-carbon economy under the guidance of the climate crisis before completing its strategic transition efforts of
consequently, the climate crisis associated with the process of the public in this vein in 2021. With its Strategic Transition Plan, the “Our Energy to the Future”. It has internalized the steps which will be
climate change, are the results of human-made activities. There is a Company has set the goal of increasing the use of low-carbon and the vision set out by Koç Holding.
taken to manage these risks and the opportunities that will arise in
high degree of scientific consensus on this issue. renewable resources in natural capital elements. Tüpraş adopts a responsible and respectful approach to its strategy.
Within the scope of its 2050 carbon neutral goal, Tüpraş works the environment by focusing on improving its environmental
For more information performance and reducing the environmental impacts of its The TCFD recommendations are based on the four basic areas of
with the aim of protecting the natural environment and reducing its governance, strategy, risk management and metrics and targets.
effects on climate change and its environmental footprint. activities.
United Nations Environment Program -UNEP Details of these recommendations are set out in the Tüpraş
The Company implements projects which reduce and 2021 Sustainability Report, with details on the TCFD and risk
Home – Climate Change: Vital Signs of the Planet (nasa.gov)
continuously improve the environmental impact in production methodology set out in the Recommendations of the Task Force
IPCC Report processes while fulfilling its responsibilities within the scope on Climate-related Financial Disclosures.
of environmental obligations. Technology and process choices
are made in accordance with EU standards in the design of Details of the TCFD work, prepared and periodically updated by
projects, taking into account all environmental impacts. Tüpraş, are included in the Risk and Opportunities section of the
Risk Inventory, which is in the 8th category.
Playing active role and contributing to work to tackle the
climate crisis Systematic monitoring of environmental performance

Tüpraş participates in working groups, meetings and seminars Having adopted the principle of pursuing policies focused on
organized by relevant institutions and non-governmental the environment and people in all of its business processes,
organizations in Turkey and abroad, especially the Ministry of Tüpraş carries out its activities within the scope of the ISO 14001
Environment, Urbanization and Climate Change, the UN Climate Environmental Management System. Detailed information on these
Change Conference of the Parties (COP), the Task Force on activities is provided is available in Tüpraş’s corporate website under
Climate-related Financial Disclosures (TCFD). It actively supports the Environmental Management Policy tab.
work carried out to tackle the climate crisis and exchanges
Tüpraş systematically monitors its environmental performance
information and experience.
targets. It keeps track of climate and environmental legislation
requirements in the internal audit processes and records the
performance indicators.

Tüpraş’s environmental practices and performance are subject

to the Koç Group Environmental Audit process, in addition to the
audits carried out by the Ministry of the Environment, Urbanization
and Climate Change, provincial organizations and independent
institutions.

Corrective and improvement actions are planned in response to the

findings of the environmental audit, and relevant actions are taken.

The Tüpraş environmental performance results are presented to the

upper management of the Company in the annual Management
Review Meetings and future work and performance targets are
determined.

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Natural Capital

Tüpraş regularly monitors oil spills at its facilities and reports any In 2022, Tüpraş had its Scope 1 and Scope 2 emissions verified by
incidents and the amounts. a third-party independent organization within the framework of the
ISO 14064-1 Standard for Verification and Reporting of Greenhouse Studies within the Scope of Emission Reduction
Focusing on reducing the environmental impact of refinery Gas Emissions. The Company also received limited assurance
processes and developing alternative fuel technologies service under the GHG Protocol. The ISO 14064 verification process Use of Clean Fuels
for the 2017-2021 Scope 1 and Scope 2 emissions was completed.
While fulfilling its responsibilities within the scope of environmental
Energy required for the processes is provided from natural gas and refinery gas to the maximum extent possible, thus achieving
obligations, Tüpraş implements projects that reduce and The verification of greenhouse gas reduction amounts obtained from reductions in SO2 and particulate matter emissions.
continuously improve the environmental impacts of the production selected energy efficiency projects is carried out by independent
processes. Tüpraş selects technologies and process in line with third parties within the scope of ISO 14064-2, and the verified data Tüpraş ensures that emissions are kept to a minimum by burning clean fuel. Emissions are managed in a manner which meets the
“best available techniques” by taking into account all environmental is shared with the public. obligations set out under national legislation and by monitoring international standards.
impacts within the scope of its planned investments. The Company
follows the requirements of ISO 14001 Environmental Management
System Standards in all of its operating facilities and carries out
Reducing NOx Emissions
certification studies at regular intervals.
New technologies and plant conditions are controlled by using burners that will ensure low NOx emissions in the energy generation
Highlights from the work within the scope of emission
activities necessary for refinery operations, and NOx emissions are reduced.
management

The Ministry of Environment, Urbanization and Climate Change

monitors flue gas emissions for 31 flues at the Tüpraş refineries. The Reduction of Volatile Organic Compounds (VOC)
Company fulfilled all national legislation requirements in 2022.
As part of the efforts to reduce VOC emissions, proactive measures are being taken to prevent possible leaks and ensure that possible
Tüpraş also carries out activities to ensure that flue gas emissions sources of VOC leaks are brought under control through the use of leak detection and repair (LDAR) technologies.
comply with the Industrial Emissions Directive no 2010/75/EC.
Best available techniques are monitored with the highest standards Closed sampling systems are becoming more popularized and double-walled floating ceilings are being used to reduce VOCs caused
applied to reduce emissions from operations. by the tanks.

Tüpraş’s Scope 1 emissions are regularly monitored and reported The investment includes the establishment of Vapor Recovery Systems to reduce emissions from filling. Steam recovery units had
within the scope of the Regulation on the Monitoring of Greenhouse entered operation at the İzmir and Kırıkkale Refineries as of the end of 2022.
Gas Emissions and the Communiqué on Monitoring, Reporting and
Verification valid in our country. Tüpraş established a mass emission declaration methodology in line with the EU E-PRTR (European Pollutant Release and Transfer
Register) Directive in order to more effectively manage its non-GHG (Green House Gas) emissions.

Sustainability and life cycle analysis (LCA) studies continued at Tüpraş in line with the UN SDGs. Additionally, work on managing the
environmental impacts arising from operations and planned investments continued under a holistic approach.

2017 2018 2019 2020 2021 2022*

Recovery of Flare Gases
Scope 1 GHG Emissions
7,249,964 6,103,645 6,172,574 5,724,407 5,865,652 6,396,648
(tonnes CO2e/year) At Tüpraş, the gases coming to flares are recovered and used as fuel in furnaces, thus contributing to the efforts to reduce
Scope 2 GHG Emissions consumption of natural resources and emissions.
79,386 37,872 32,943 24,518 48,403 55,625
(tonnes CO2e/year)
Greenhouse Gas Intensity
0.26 0.25 0.23 0.25 0.24 0.26
(tonnes CO2e/tonnes Crude Oil Processed)
Greenhouse Gas Intensity
0.24 0.23 0.21 0.23 0.22 0.23
(tonnes CO2e/tonnes Charge)
*ISO14064 Data validation process is in progress.

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Natural Capital BASIN WATER RISK IN THE REGIONS WHERE THE REFINERIES ARE LOCATED, CALCULATED BY THE WRI AQUEDUCT
METHOD (2020-2021),

İzmit Refinery İzmir Refinery Kırıkkale Refinery Batman Refinery

• Marmara Basin 2.37 North Aegean Basin 2.73 Kızılırmak Basin 2.49 Dicle (Tigris) Basin 2.37
• Sakarya Basin 2.0
Highlights of the Work within the Scope of Life Cycle Analysis Water - a basic component of natural capital

· Training sessions were held during the year to raise awareness Tüpraş constantly monitors the ratio of the water consumed at
about life cycle thinking and analysis. The common purpose of its refineries to the volume of processed crude oil in line with the
this training was to ensure that all process teams adopted the life objectives of reducing the extraction of raw water, and thus the
cycle thinking, and to widen this approach. consumption of natural resources, while promoting the sustainable
use of natural resources, preserving the structure of biological
· The projects proposed to the investment program within the diversity and providing economic benefits.
scope of Tüpraş’s internal practices include an “environmental
Tüpraş implements a wide array of water saving practices. These
opinion” requirement, and “control criteria and warnings”
applications include the recovery of refinery and urban waste
documents have been drafted and brought into use in order to
present in water streams carried out the Waste Water Recovery Unit,
employ the opinions set out in the pre-feasibility and feasibility
the reuse of condensed steam streams as a source of water, the
stages of the investment program in order to evaluate the opinions
reuse of the process waste waters treated in the pre-treatment units
given on an equal basis in all refineries. Thus, with the life cycle
in the production units and the optimization of the cooling tower
idea in the projects in the investment program, the consumption of
water requirement to reduce the consumption of natural resources
resources and environmental burdens resulting from the projects
at the refineries.
will be evaluated in a standardized approach.
Tüpraş consumed a total of 18.1 million m3 of raw water in its
· “Environmental Cost Tables” are used to meet the minimum operations in 2022, with 0.72 m3 of raw water usage per tonne
GRI (Global Reporting Initiative) criteria, in order to reveal the of processed crude oil. In the same period, a total of 15.7 million
environmental costs incurred throughout the year. m3 in water was recovered. Tüpraş is the leader of the Water and Wastewater Management Tüpraş established a team in the field of biodiversity with the
· Investment requirements were determined within the scope of Working Group within the Koç Group Environmental Board. participation of its employees from different disciplines.
compliance with emission limits in line with EU directives 2010/75
The Working Group is responsible for the preparation, In 2021, Tüpraş prepared the Biodiversity Guide within the
EED and 2015/2193 MCPD, are reviewed regularly every year.
implementation and follow-up of the Koç Group Water and framework of the United Nations Convention on Biological Diversity.
· Within the scope of Sustainable Refining, models were created for Wastewater Management Standard and technical guidelines in place A team from different disciplines was formed to monitor this issue.
the LCA (life cycle analysis) with the contribution of the process- to create holistic water and wastewater management principles in After the benchmark study was completed, a discussion took
environment and energy teams of a total of 12 units, including Waste Water Recovery (million m3) Group companies, improve sustainability performance and address place regarding the place of biodiversity in the Company’s priority
eight at the Izmit Refinery, three at the Kırıkkale Refinery and one environmental responsibilities in a more systematic approach. assessments and the need for a separate policy on biodiversity, as
at the Batman Refinery. Analytical studies were completed for the
specified time duration. The LCA determined the points requiring 20.8 20.6
15.7 In 2022, studies for the Tüpraş Water Road Map started in line
well as which projects should be carried out. Biodiversity work is
handled and followed up in the Value of Life Sub-Working Group
improvement from an environmental perspective. This work million m3 with the UN SDG. It is planned that the outputs and targets will be under the Sustainability Committee, established in September 2022.
contributed to the efforts to support sustainable refining. shared with the public in the upcoming period.
16.7 15.7 million m3 of water was An agreement for collaboration was established with the Institute
15.1 15.7
· The following steps were taken in line with Tüpraş’s objective
recovered. The Company plans the following work under the headings of of Environmental Sciences at the Boğaziçi University to conduct
of “sustainable refining”, in order to ensure environmental “Reducing the Amount of Discharge”, “Alternating and Optimizing biodiversity studies at the İzmit Refinery and its impact area.
sustainability; Water Resources”, “Preparing for Renewed Discharge Limits in Through this cooperation, the Company plans to compare the
69.5 69.6 Advance”, “Appropriate Declaration and Commitment”, which are biodiversity characterization in terrestrial and marine environments
· The LCA work was carried out for existing units. The work 63.4 63.5 necessary for the effective management of water. The Company with past trends, to conduct a comparison of the impacts of similar
determined all environmental impacts arising from the activities 57.9 aims to achieve the following through the planned work mentioned sized facilities on biodiversity in academic literature, to evaluate the
Total Water Recovery
and the sub-processes behind these impacts, and improvement (million m3) above. relationship with environmental parameters and to prepare a report
Total Recovered Water to
activities continued. Total Consumption Ratio (%) containing future recommendations for the protection of biodiversity
· Reducing raw water consumption, and means to effect improvement. In addition, Ornithologist
2018 2019 2020 2021 2022
· An “Environmental Sustainability Index”, specific to Tüpraş, · Minimizing the Company’s environmental impact caused by waste Observation Reports have been prepared for the regions where
was created for new investments. With this index, economic water discharge, Solar Power Plants are planned to be built.
indicators and environmental impacts will be taken into account
· Monitoring, reporting and verifying water holistically,
in an integrated manner within the scope of evaluating important Work conducted with the circular economy approach
projects in terms of their investment potential. In the context of determining water risks, Tüpraş conducted a risk- Moreover, a gap analysis will be conducted by a third-party
based assessment for the basins where its refineries are located, company in 2023 in order to monitor the water footprint accurately. With the contribution of industrial symbiosis and recycling processes
· In 2022, the Company also followed up on developments within using the internationally accepted WRI Aqueduct method. The structured at Tüpraş, the waste recovery rate increased to 86.4%
In addition, Tüpraş will issue a statement to the CDP regarding
the scope of the EU Green Deal, the impact of the Russia- results obtained were evaluated in conjunction with the reports in 2022. This reflects the rising amount of waste being brought into
climate and water.
Ukraine war on global efforts to tackle climate change and prepared on the subject at a national level. Basin-based risk the circular economy. The revenue generated by waste recycling and
potential legislation regarding the EU Green Deal which has assessment was completed for all refineries in 2020 and 2021. The Koç Group established the Water Task Force in February 2023. industrial symbiosis increased significantly in 2022, to reach TL 45.7
been proposed by the EU Commission, and the technical teams Assessments were carried out and a risk score of between 0 and 5 The Koç Group Water Vision and Water Roadmap will be one of million.
were kept up-to-date. was given. the most important outputs of this task force. Tüpraş is one of the
influential stakeholders of this task force.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Natural Capital

The contribution to the circular economy, which is one of the most the composting of food waste. The machines are also planned to be Waste Recovery Rate (%)
important components of environmental sustainability, is reinforced rolled out in the other refineries, depending to performance data.
with the responsible production and consumption approach to
waste management in refineries. By achieving reductions at the Koç Holding, a member of the Business Plastic Initiative (IPG), is
committed to phasing out single-use plastics by 2023. The initiative
+1.5 points
source, recovery at the source and with the industrial symbiosis
processes established, work which will be among the best practices to reduce the consumption of single-use plastics, which was first
88.6 86.4 The waste recovery rate
on an international scale has been implemented at Tüpraş. rolled out in 2021 at Tüpraş, continued in 2022. stood at 86.4% in 2022, an
84.9
increase of 1.5 points.
All Tüpraş refineries hold the Basic Level Zero Waste Certificate. In Recycling of catalysts, activated carbons, wastes, sand blasting
addition, the Head Office building obtained a Basic Level Zero Waste sand wastes, absorbents, sewerage sludge, the spent lye and
Certificate. Once the Qualified Certificate criteria are published by evaluation studies as a secondary raw material are supported by
the Ministry of the Environment, Urbanization and Climate Change, R&D activities and new business units are being established. 72.1
69.5
Tüpraş will apply for the Qualified Certificate. At the same time,
Tüpraş obtained the hazardous waste export permit to send used
training sessions and optimization studies continue ahead of the
catalysts containing precious metals such as Co, Mo, Ni, W, Pt and
rollout the “Zero Waste” perspective in all operations and activities.
Re, which cannot be recovered in Turkey, to be recycled instead 58.8
In 2022, new industrial symbioses were established and refinery of being disposed of in landfill sites. Thus, Tüpraş contributed to
process wastes were brought into the circular economy. A the efforts to reduce the consumption of natural resources and to
composting machine was commissioned at the İzmit Refinery for support the circular economy.

2018 2019 2020 2021 2022 2022

1 2

Providing waste Minimizing waste

management training in all activities and
to all personnel related preventing the
to waste minimization, generation of waste
separation and in the processes
recovery methods

Tüpraş Waste
Realization of Management Temporary storage
the circular Process Map of the waste by
economy model separating wastes
5 by establishing at the source with 3
industrial symbiosis appropriate storage.

Ensuring that wastes

sent to licensed
recycling and disposal
facilities is back into
the economy at the
highest possible rate

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Natural Capital
The principle of “being aware of the negative impacts of climate change
and contributing to the process of tackling the climate crisis” in the Tüpraş
Environmental Management Policy clearly expresses the commitment of the
R&D activities which contribute to natural capital Company’s senior management in this area.
A total of 18 projects with a focus on sustainability are being carried out under R&D studies.

These projects can be classified in the focus areas of carbon capture, transformation and storage, green hydrogen, biofuels, water, waste
recycling. Of these projects, which include the development of technology, material development and application studies in the specified
focus areas, and in which multi-stakeholder collaborations are established, nine receive support under the scope of the European Union’s
Horizon2020 program, with two receiving support through TÜBITAK programs and three being carried out with the Company’s own
resources.

The AquaSPICE project aims to carry The EPC EqTech aims to conduct field trials The CORALIS project is conducting
out the field application of an innovative of innovative electrochemical technologies investigations on a regional and national
technology for the recovery of various developed for dirty caustic treatment basis to determine if dirty caustic can be
waste water produced at the Izmit Refinery. for the first time in the refining industry. used directly by another company within the
The project, which is planned to be Work continues on the preparation of the scope of industrial symbiosis without any
commissioned in 2023, also includes goals infrastructure at the Kırıkkale Refinery for the further processing. Potential industries were
in terms of digitalization. unit, which will enter operation in 2023. identified in the project, with meetings held
with these industries, and the suitability of
the material was evaluated.

Supporting efforts to tackle the climate crisis · Tüpraş also supports the efforts to combat climate change
The “Determination of the Biogas Potential The “Photo-Electrocatalytic Hydrogen The MOF4AIR project aims to develop
carried out by the Turkish Industry and Business Association
of Refinery Waste Water Treatment (WWT) Production from H2S” project is carried innovative materials that will efficiently The principle of “being aware of the negative impacts of (TÜSİAD). Tüpraş is an active member of the Environment
Sludge” project aims to determine the out jointly with KUTEM (The Koç University capture carbon dioxide in order to reduce climate change and contributing to the process of tackling and Climate Change Working Group within TÜSİAD. In
biogas potential of the WWT sludge which is TÜPRAŞ Energy Center). Second phase the emission of carbon dioxide gas from the climate crisis” set out the Tüpraş Environmental this context, it supports work such as the Emissions Trading
currently referred for disposal, and to identify studies for the project are ongoing. industrial processes. In 2022, installation Management Policy clearly expresses commitment of the System (ETS) and the Market Implementation Partnership
environmental and economic benefits. The optimization studies are aimed at work continued for three demonstration Company’s senior management in this area. Program (PMI) carried out at the national level.
Optimum conditions for pre-treatment have increasing the durability performance of the units in three different demonstration areas.
been determined. Airless degradation tests developed small-scale system along with Infrastructure work on the demo MOF4AIR The Company actively contributed to the efforts to tackle · Within the scope of internal carbon pricing, Tüpraş takes
continue under optimum conditions of the the application of new methods to increase unit to be established at the Tüpraş Izmit the climate crisis by participating in working groups, the shadow price approach for carbon into account as
selected processes. the sulphur conversion efficiency and rate of Refinery site was carried out in parallel with meetings and seminars organized by the relevant a parameter in the feasibility and evaluation studies of
hydrogen recovery. the installation work. The MOF4AIR unit will institutions and non-governmental organizations both investment projects. The shadow carbon price is updated
be commissioned in 2023. in Turkey and abroad, especially by the Ministry of the periodically by taking the carbon price forecasts reached by
Environment, Urbanization and Climate Change. research firms, international carbon market prices and country
expectations into account. Through these efforts, Tüpraş
The COZMOS project involves the The MOFAC2CAP includes the development The project for “The Technical and Economic · Tüpraş has been an active participant in the UN Climate
prepares for future climate policies by promoting low-carbon
development of innovative catalysts in order of innovative MOF/aerogel composite Investigation of the Most Appropriate Change Conference of the Parties (COP) since 2015.
investments, reducing climate-related financial risks and
to efficiently convert carbon dioxide gas materials for the selective capture of carbon Business Model for the Injection of Flue It participated in the COP27 conference held in Sharm
better understanding the effects of investments on climate.
in process streams arising from industrial dioxide from carbon dioxide-rich process Gas/Carbon Dioxide to be Captured from El-Sheikh in Egypt in 2022. This provided Tüpraş with
Work on carbon pricing instruments is carried out by the
processes into high value-added products gas mixtures and flue gases. The carbon the Batman Petroleum Refinery to the Batı the opportunity to take the pulse of the global climate
relevant units and the Carbon Neutral Sub-Working Group of
such as propane and propylene. The dioxide capture performances of the Raman field” is carried out in cooperation agenda and share its experiences through various
the Sustainability Committee. The work strengthens Tüpraş’s
designed pilot facility was established at the developed materials will be determined in between Tüpraş and the Turkish Petroleum presentations.
know-how in carbon pricing.
Tüpraş R&D Center in 2022. Performance the laboratory scale adsorption test system. Corporation (TPAO) under the execution of
tests will be carried out at the pilot plant The installation of the adsorption test system the METU Petroleum Research Center under · Tüpraş participated in the Climate Council held in
· The Carbon Transformation Program includes a
for the developed catalysts under different will be completed in 2023. The project is the TÜBİTAK 1005 Program. The project Konya in February 2022, hosted by the Environment,
comprehensive and applicable roadmap which was initiated
conditions during 2023. supported within the scope of TÜBİTAK will examine the technical and economic Urbanism and Climate Change Presidency. All aspects
by Koç Holding with the goal of becoming carbon neutral by
1071 Program with the M.ERA-NET 2020 feasibility of capturing waste carbon dioxide of climate change were discussed during the event,
2050 as part of the efforts of the tackle the climate crisis and
call opened by the European Union. gas in the flue gases released at the Batman with special working groups formed on climate change.
transition to a low carbon economy. Tüpraş is a stakeholder of
Refinery, its transportation to the Batı Raman This contributed to the determination of medium and
the Carbon Transformation Program.
field and its injection to the field with the long-term strategic goals with advisory decisions also
improved oil recovery method. emerging to form a basis for the Climate Law and
secondary legislation.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Natural Capital

How do we manage the priorities and issues associated with the climate crisis? To render manufactured capital more competitive and Climate-related risks are managed at a departmental level with
sustainable the applicable senior management and the Board of Directors, as
Tüpraş carries out its activities in the field of sustainability with the aim of complying with the generally accepted approach and good well as being monitored in a consolidated basis by the enterprise
practices. Tüpraş’s sustainability efforts are managed under the Our Energy to the Future strategy. In line with the risks which it has identified and in line with its long- risk management. Tüpraş reports its activities in this field to the
term strategic goals, Tüpraş is primarily focused on creating the Board of Directors through the Corporate Governance Committee
Tüpraş carries out its efforts to tackle the climate crisis and transition to a low-carbon economy in line with the vision set out by its main resources it needs in order to transform its existing manufactured within the scope of the Compliance with Sustainability Principles
shareholder, Koç Holding. capital into a more competitive and more sustainable structure. reporting.
Accordingly, Tüpraş will be able to invest in new strategic areas
Tüpraş has been the pioneer of the Turkish energy sector for 67 years. It aims to invest in new areas which support the transition to a
which will serve sustainability in the medium and long term. Tüpraş Climate-related risks and opportunities, determined greenhouse
low carbon economy and to lead the transformation of the Turkish energy sector while managing its current assets under an approach
will allocate 60% of the investments it will undertake by 2030 to gas targets and new investment areas as well as the emission
which prioritizes sustainable profitability within the scope of the Strategic Transition Plan which it has created with the aim of producing
investments in its existing manufactured capital. It aims to carry out reduction roadmap are monitored and managed within the scope
the energy of the future. In line with the plan, the process of transformation to a carbon neutral energy company with a balanced and
these activities in accordance with the EU Taxonomy. of the Strategic Transition Plan. Reports are presented to the
diversified clean energy portfolio has got underway by reducing emissions. Tüpraş has defined the TCFD climate-related risks and
Early Detection of Risk Committee within the body of the Board
opportunities as short-, medium- and long term risks. Tüpraş’s strategic resilience of Directors within the scope of risks and opportunities related to
Monitoring Climate-Related Risks and Opportunities climate.
In addition to possible extreme weather events, Tüpraş has also
initiated preparations to focus on the increase in energy costs and Tüpraş continues to work on determining key performance
Risks Opportunities
carbon pricing. It has internalized the possible consequences of indicators within the scope of climate-related risks and
Short term risks Short term opportunities risks under different scenarios in their planning. opportunities, with the determination of leading risk indicators
· The perception of its work and the shared literature and posts also on the agenda.
Increasing the skills of the existing workforce and supporting their In 2022, Tüpraş studied climate-related risks on a weekly basis for
within the scope of climate as green washing by its stakeholders
compatibility with the requirements of the age a 3-month period with a team consisting of the members from the
· Failure or delay in adapting to technological applications that will In its Environmental Management Policy, Tüpraş is
increase operational efficiency and reduce climate risk Risk Management and Audit and the Strategy and Sustainability committed to continuously monitoring its emissions in
departments. In light of the developments experienced within the order to tackle climate change and keep air quality under
Mid-term risks Mid-term opportunities
plans during the reporting period, work continues towards the control.
· Policy and compliance risk
· Participating in the carbon market Company’s target of becoming carbon neutral by 2050.
· The carbon pricing risk of Tüpraş’s main suppliers, increasing · Use of low-emission energy sources and new technologies Scope 1 and 2 emissions are regularly monitored and reported
raw material prices in connection with the climate and, as a · Use of incentives in policies announced regarding compliance Tüpraş’s business model is integrated with its renewable energy within the scope of the Monitoring Reporting and Verification
result, higher costs · Turning to alternative raw material resources which may be more portfolio, carefully crafted with comprehensive strategic planning (MRV) communiqué. Tüpraş has had its emissions under the
· Changes in customer behavior as sensitivity regarding fossil cost-effective or efficient for different scenarios, including raw material and product diversity. Scope 1, Scope 2, and the Scope 3 emissions as of 2021 verified
fuels reduces demand for the petroleum products produced by · Entering new markets for Tüpraş by diversifying its product The business model aims to transform Tüpraş into a Carbon Neutral by a third-party independent organization authorized by the
Tüpraş portfolio (biofuels, zero-carbon electricity and hydrogen) energy company in 2050.
· Increasing revenue as a result of diversification in the product Ministry of the Environment, Urbanization and Climate Change
· The financial and insurance market increases the prices it
portfolio within the framework of ISO 14064-1 Verification and Reporting of
changes Tüpraş due to its sector, or terminates or significantly Tüpraş’s process of identification and assessment of climate-
reduces its services to Tüpraş. · Diversification in the financial markets and instruments in line Greenhouse Gas Emissions Standard. Best available techniques
related risks
with current climate-related trends and influences such as green are monitored and the highest standards are applied to minimize
· Loss of prestige and reputation in the eyes of stakeholder
bonds, sustainability-related bonds or insurance products Tüpraş first received consultancy services to identify its climate- emissions from operations. Risks which may arise within the
groups such as customers, investors, employees and suppliers
· Disclosure of plans which may positively impact stakeholders, related risks in 2021. scope of greenhouse gas policies, emission management,
as a result of not adapting a low carbon economy or delaying
or carrying out activities which differentiate the Company from climate-related reporting, emission intensity and carbon pricing
the transition. Reduction in competitive clout as a result of loss
other institutions in the sector by undertaking pioneering work Climate-Related Risks were added to the Tüpraş Enterprise Risk are all assessed.
of reputation, with a negative impact on the share price
in carbon studies, having obtained consultancy from companies Management Inventory as a separate category in 2022. The
· Failure to achieve the targeted success in new technologies for which are specialized and competent in their fields.
Company has been regularly reviewing its climate-related risks since Tüpraş applies the OKR (Objectives and Key Results) method in
the transition to a low-carbon economy in which investments are
made 2022. Necessary revisions and updates on the basis of probability the process of managing climate-related risks and opportunities.
Long term opportunities and risk are carried out with the participation of the TCFD working Within the scope of OKR, which is used to monitor the targets
· Failure to carry out the investments in the new technologies
which will enable the transition to a low-carbon economy at the team and Value of Life Sub-Working Group, which works under the and performance of employees at Tüpraş, risks are taken into
· Increasing efficiency in processes by switching to new Sustainability Committee. account while determining the targets. The determined targets are
right time
technologies reviewed periodically throughout the year.
· Physical Risks - Chronic Risks: Water Stress, Drought, · Reducing operational costs with technological investments Climate-related risks are one of the work areas carried out by the
Heatwaves, Cold snaps · Meeting the demands within the scope of the legislation with Value of Life Sub-Working Group operating under the Sustainability Identified risks are reported to the senior management on an
· Acute Risks: Floods, Storms modernization and efficiency projects, ensuring efficiency in annual basis. In addition, reports are prepared six times a year at
Committee. The Strategy and Sustainability Directorate also takes
Long term risks operational costs and reducing emissions
part in this work. In addition, Tüpraş carries out activities with Koç Board level.
· Technological transformation Holding within the framework of the TCFD.
· Inability to keep up with technological developments

Tüpraş analyzes the risks and opportunities arising from climate change and aims to report it regularly to its stakeholders.

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Annexes

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SDGs Performance Realization Table

Current status towards the

The UN SDG Indicator What was realized in 2020 What was realized in 2021 What was targeted for 2022 Realized in 2022 Targeted for 20223
target
Climate and Environmental Management
Following global trends and new The Company participated in the The Company participated in the COP26. Continuing to participate in the Conference Tüpraş’s experiences were shared by The Company aims to participate in the
technologies in the energy sector Decarbonisation Leaders Network. The Company participated in the B20 of the Parties and to take part in the relevant participating in the COP27 conference held in COP28 Conference of the Parties, to follow
Global and sectoral developments were and WEF working groups. The Company platforms. Sharm El-Sheikh in Egypt. Climate Law and related work in Turkey and to
followed in the context of the European contributed to the work of the NGOs issue a statement to the CDP.
Green Deal and climate change. to combat climate change (TÜSİAD
Green Deal Task Force). The Company
participated in the preparatory work of the
Climate Council.
Increasing the use of renewable The solar power plant met more than 25% Continuing installation work for renewable Installation work on solar power plants The Company aims to continue work on
energy of the Batman Refinery’s electricity needs. energy power plants at other refineries. continued at the İzmir, Kırıkkale and Batman installing renewable energy power plants at
refineries, and work on installing a wind power the refineries and to increase the installed
plant continued at the İzmir Refinery. capacity.

Ensuring a decrease in the energy The energy intensity index stood at 99.1. The energy intensity index stood at 93.5, Keeping the energy intensity index at the level The energy intensity index stood at 94.9. Energy Roadmap work is planned within the Energy Roadmap study
intensity index (delta) exceeding the target performance. of good examples by maintaining its energy scope of sustaining the energy intensity index projects have been determined
efficiency activities. at the level of good examples to meet the and studies related to the
2030 target, by maintaining energy efficiency projects have been initiated.
activities.

Evaluation of environmental The goal of establishing a Life Cycle Completion of half of the total number of units Models were created for the LCA of a total of The Company aims to create and analyze
impacts of processes Analysis (LCA) model and carrying out Life at the Izmit Refinery, three units at the Kırıkkale 12 units, eight units at the İzmit Refinery, three the LCA models for three units at the İzmit
Cycle Analysis for CCUS (Carbon Capture, Refinery and one unit at the Batman Refinery. units at the Kırıkkale Refinery and one unit Refinery, one unit at the İzmir Refinery and two
Use and Storage) projects was achieved in at the Batman Refinery. The analysis for the units at the Batman Refinery.
four processes at the Izmit Refinery. specified time interval were completed with the
contribution of the process-environment and
energy teams.
Increasing the amount of water 15.1 million m3 of water was recovered. 16.7 million m3 of water was recovered. Continuing to increase the amount of water 15.7 million m3 of water was recovered. The Company aims to participate in the
recovery recovered. Koç Group water vision and water roadmap
activities and to complete the Tüpraş Water
Roadmap.
It plans to set targets for reducing the usage
amount of raw water.

Obtaining Zero Waste Documents The Zero Waste Basic Level Certificate was A waste management system was Applying for the Basic Level Zero Waste An application was submitted for the Basic The Company plans to obtain a Basic Level This goal was achieved during
awarded at four refineries. established at the new Head Office Certificate for the Headquarters. Level Zero Waste Certificate for the new Head Zero Waste certificate for the new Head Office the preparation of the report.
building and personnel training was Office building. building. The Basic Level Zero Waste
provided. certificate was obtained for the
It aims to regularly enter data into the Zero new Head Office building.
Waste Information System.

Contributing to the circular The use of waste as raw material continued Symbiosis projects and composting Continuing symbiosis projects for disposal With the established industrial symbiosis The Company aims to maintain the recovery
economy with industrial symbiosis projects. projects were carried out. waste and composting work for domestic and recovery efforts, the waste recovery rate rates by continuing its circular economy
waste. increased to 86% with the wastes brought into activities. It aims to expand the compost
the circular economy. work, which had started at the Izmit Refinery,
to the Batman Refinery.

Biodiversity studies A team working on biodiversity issues was Continuing the work of biodiversity teams. Biodiversity studies began to be followed in The Company plans to prepare a specialist Reporting work has been
established and the Biodiversity Guide was the Value of Life Sub-Working Group under report setting out future recommendations initiated.
published. the Sustainability Committee, which was for the assessment of terrestrial and marine
established in September 2022. biodiversity and conservation of biodiversity at
the Izmit Refinery and its impact area.
Cooperation was established with the Boğaziçi
University’s Institute of Environmental Sciences
to carry out biodiversity activities at the İzmit
Refinery and its impact area.

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SDGs Performance Realization Table

Current status towards the

The UN SDG Indicator What was realized in 2020 What was realized in 2021 What was targeted for 2022 Realized in 2022 Targeted for 20223
target
Focusing on People at Tüpraş
Helping to give women a voice A women’s board was established within The women’s board was transformed Working as the committee that decides and Work has started on the committee’s goal of The Company aims to continue to increase All planned work got underway.
in demanding their rights and the scope of the practices. Training was into the “Diversity, Equality and Inclusion implements the diversity, equality and inclusion gender equality in recruitment and increasing the number of female employees on site.
expressing their needs. provided to support the development of the Committee”. A site representative, young practices at Tüpraş and the implementation of the number of female employees on site (30%
women’s board at the İzmir Refinery. generation representative and female 70% of the committee’s decisions (with 30% of long-term target).
employee representative were among the the decisions to be evaluated in the long term)
permanent members of the committee.

Increasing the involvement of Physical working conditions were improved Meetings were held with female field Preparing the guide for being a woman on site The rate of women in all recruitment reached The Company plans to prepare a guide on
female employees in fieldwork and for female site workers at all refineries. workers to improve the experience. The and preparing special orientation programs, 49%. becoming a woman on site and to prepare
improving their experience. outputs of the listening sessions were with 50% of the women recruited to be on site. adaptation programs.
brought to the attention of the Diversity,
Equality and Inclusion Committee, and
2022 plans were put in place.

Creating a business environment The “Diversity, Equality and Inclusion Increasing the awareness of both managers The Diversity, Equality and Inclusion Policy was The Company aims to complete the guidance
that promotes diversity, equality Committee” was established. Work on the and employees through Diversity, Equality published. The decision was taken to provide document on Diversity, Equality and Inclusion,
and inclusion Diversity, Equality and Inclusion Policy got and Inclusion training, publishing the policy training on raising awareness of unconscious to launch the Diversity, Equality and Inclusion
underway. and developing a Diversity, Equality and prejudices. development platform and to initiate reverse
Inclusion focused business environment with mentoring programs.
implementation guides. Preparations were initiated for a guiding
document on Diversity, Equality and Inclusion.

Inclusion of talent that will “Tüpraş Leadership Schools” won the Designing a leader development program Leadership development was achieved The Company aims to create an environment
carry Tüpraş to the future and gold award in the “Best Blended Training specific to Tüpraş that will develop leaders through experience oriented leadership that will enable talented individuals to be
development of leadership and Program” category and the silver award and prepare them for the future in accordance and management schools (leadership 101, included in the in-house enterprise programs
technical competencies in the “Best Leadership Development with the Strategic Transition Plan, designing a leadership 102) programs. and transform their future-oriented ideas into a
Program” category at the Brandon Hall platform where employees can follow their own business model.
HCM (Human Capital Management) applications for talent development programs, The decision was taken to proceed with the
Excellence Awards. Three levels of talent supporting equal opportunity. Talent Development Programs in their current
development programs were launched to form. Program content was developed on
identify and develop talent within Tüpraş. Sustainability, Digitization, Data Orientation and
Agile Working.

Improving the employee Surveys were prepared. The Future of Work Experience teams (TEX & DEX teams) Continuation of work with experience teams The overall employee loyalty score increased Themed teamwork is planned to continue with Experience teams formed in
experience and increasing employee experience team and employee with wide participation of employees consisting of management teams in seven by 12.4 points compared to the previous year the aim of ensuring that Tüpraş is one of the seven themes started their
employee loyalty experience teams were established. were established. 414 employees were experience themes selected for improvement to reach 47.4%. The loyalty score of 76% most popular companies in Turkey to work in, work.
Training was provided to increase the level interviewed on a one-on-one basis to by listening to employees. among the employees drawing a salary was the providing the best working experience.
of knowledge and awareness among the improve their work experience. Actions highest score recorded in the last 10 years.
teams. were determined and implemented on By improving the employee experience,
the experiences which were sought to Work was carried out with the teams consisting Tupras aims to reduce employee turnover and
be improved upon. With all these team of management teams, agile coaches and the improve employee loyalty scores.
formations and experience improvements, EX officers in the seven experience themes
the Company won first prize in the deemed to be a priority for improvement in
category of Creating Value in the Business terms of the Tüpraş Employee Experience.
Life of the Future at the PERYÖN/Human A total of 313 people took part in the work
Value Awards. with 93 actions were implemented throughout
Tüpraş, and more than 172 actions specific to
the locations were implemented.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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SDGs Performance Realization Table

Current status towards the

The UN SDG Indicator What was realized in 2020 What was realized in 2021 What was targeted for 2022 Realized in 2022 Targeted for 20223
target
Social Development
Our Energy to the Future: I Code, The project was transformed during the The project was implemented in 41 Organizing activities for students, especially Five million students, two million of whom The Our Energy to the Future Project will The Our Energy to the Future
Model, Produce Project; robotic COVID-19 pandemic and with the support schools in Batman, Kırıkkale, Izmir, girls. are girls, were reached with the film. The film continue in 41 schools, with plans to set Project continues in 41 schools.
coding, three-dimensional of 60 volunteer teachers and 10,000 masks Izmit and Istanbul. Teacher training was featured the concepts of contributing to industry up a classroom in each of the Koç Holding
modelling and production skill with visors were produced for healthcare organized. such as the “Development of Industry and container cities to be established in Hatay and
classes for 7th and 8th grade workers using 3D printers in schools. Enterprise in Our Country” and “Maritime and Kahramanmaraş.
primary school pupils Shipbuilding”.
Our Energy is for Students; A The content of the experiments was The experiments were transferred to online Sharing the lessons with the public. 11 science experiment training videos were The Company plans to share the videos on
series of science experiments for prepared during the pandemic. media. prepared. the Tüpraş website in cooperation with the
5th and 6th grade primary school Ministry of National Education.
pupils
The Program of Women in The “Feminist Technologies for Generation Collaboration with the Batman University within The first of the “Fundamentals of Innovation It is planned to expand the program in All work related to this project
Technology and Innovation; Equality Online Internship Program” was the scope of the “Innovation in Young Minds and Enterprise” seminars was held at Batman cooperation with universities in Kocaeli, were directed to contribute
Enterprise training for university organized. Collaborations with universities and Women’s Power Program”. University in March 2022. With the enterprise Kırıkkale, Istanbul and Izmir, where Tüpraş to the continuation of the
students, especially female were established. camps organized, online and face-to-face operates, as well as Batman. education of university students
students training was provided with original content. affected by the earthquake in
Students were able to experience enterprise cooperation with the Turkish
processes. Education Foundation.
UN Women HeForShe Movement, The UN Women’s Office in Turkey The Fenerbahçe Sports Club organized Continuing awareness training programs The Gender Equality Committee was Tüpraş aims to create a Gender Equality Work continues on the
Fenerbahçe Sports Club supported the “16 Days of Activism” training and awareness programs for the established at the Fenerbahçe Sports Club. Action Plan for the 2022-2025 period. implementation of the Action
cooperation campaign with the voluntary participation of rowing, boxing, table tennis, swimming Training was provided to 197 members of Plan.
its employees. Three “Athlete Workshops” and athletics branches. the Fenerbahçe Sports Club and 62 media
and one “Change Leaders” training events professionals.
were held.
Responsible Value Chain Management
Creating awareness on Information The information security awareness training As part of the awareness program, Continuing work on general information Online interactive training planned within Within the scope of the Tüpraş Cyber Security
Security which was given in 2019 was transferred to information security online training was security training with special content for the scope of the 2022 Awareness Program, Awareness Program for 2023, Tüpraş plans
an online training platform in 2020. provided to all Tüpraş personnel. Extensive Tüpraş with the support of an agency within animation videos, posting of the Cyber News to provide training activities that will address
social engineering tests were carried out. the scope of the awareness program created Bulletins containing the Tüpraş Cyber Security general cyber security awareness issues.
Cyber security bulletins were published on for the ISO 27001 ISMS Re-certification work and the world and Turkey cyber security Tüpraş also plans to carry out training
a quarterly basis. period. Establishing separate training for field headline topics on a quarterly basis, and the activities that will appeal to the social circles
workers, providing brief animation videos phishing tests applied throughout Tüpraş of the employees so cyber-security becomes
Monthly information posters were posted. for events specific to the subject. Preparing were carried out within the scheduled dates. a way of life. Special themes were selected
Event-based awareness e-mails were sent. online publications on security within Tüpraş. In addition, the Refinery and Head Office for all months and the 2023 Cyber Security
Refinery and head office entry door films Renewal of information security labels and Information Security labels were renewed Calendar was created. In addition to periodic
were renewed and information security their rollout on site and at the new Head Office. with any deficiencies addressed. Informative training, social engineering, and agenda-
issues were addressed. Periodic continuation of social engineering mailing activities specific to the conditions specific mailing work. Information will be
tests, bulletins and poster posts. Organization of the period were carried out. Posters on provided on related issues according to the
of information security day and award-winning various subjects were placed. Employees content of this calendar. As around the world,
competition. Quarterly reporting of cyber who performed successfully in the information October was chosen as the month of cyber
bulletins. Preparation of an awareness program security exams were rewarded. Additional awareness. Cyber security publications, cyber
for 2022, which was published on the website. training was assigned to employees who failed drills, and cyber simulation organization are
their information security training and social among the other planned awareness activities.
engineering tests.
Creating economic, environmental The rate of transportation using roads was The rate of land transportation using rail Increasing the rate of transportation using rail The rate of rail use in land transportation The transfer of different products to rail Due to the earthquake, the
and social benefits by reducing reduced to 2.5%, with rail transportation increased to 94%. to 95% by transferring different products to rail increased to 96%. transportation is aimed at keeping the volume of rail transport in the
tanker traffic on highways increased. transportation. proportion of transportation using rail at 95%. region was restricted.

Observing the environmental The Installation of the Ballast Water Planning of Ballast Water Treatment System The Company aims to carry out an ESG
benefit in the supply chain Treatment System on the T. Leyla ship was Installation work on the T. Suna ship. assessment for suppliers and to add a
completed and the system started to be sustainability question set to supplier
used actively. applications.
Ensuring customer satisfaction; Customer Notification Management The driver portal/ mobile application Expanding the Tüpraş Solution Center and The Landfill Contactless Sales Digital Platform The Company aims to complete the entire The Black Fill Appointment
follow-up of requests and software was brought into use. project was implemented. The Tüpraş Tüpraş Customer Portal topic headings and was commissioned. An appointment system transformation process regarding the Land Fill system was commissioned on
customer suggestions Solution Center and Tüpraş Customer service area. Commissioning of the Land Filling was introduced in landfill deliveries of jet fuel Contactless Sales System and to switch to 1 April for kerosene and High
Portal topic headings and service areas Contactless Sales Project at the İzmir, Kırıkkale and sulphur. The extension of all refineries to the the appointment system for all products. Sulphur Fuel Oil (HSFO) and will
were expanded. The Izmit Refinery and Batman Refineries. Switching to the land filling process was completed. be commissioned for Fuel Oil
Land Filling Contactless Sales Project appointment system for all products. and Heating Oil on 1 May.
was commissioned. The petrocoke
appointment system was brought into use.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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SDGs Performance Realization Table

Current status towards the

The UN SDG Indicator What was realized in 2020 What was realized in 2021 What was targeted for 2022 Realized in 2022 Targeted for 20223
target
R&D, Innovation and Digitalization
Increasing the number of A total of 29 international project Applications were submitted for four Subscribing to new platforms and applying to The Company became a member of the The Company aims to apply to national and
collaborations and projects in the applications were filed. new funding mechanisms (Turkey- national and international support programs Hydrogen Europe and Water Europe platforms. international support programs and new
field of R&D Hungary MartERA, Japan EIG Concert in order to increase cooperation in the field of Eleven Horizon Europe applications were funding mechanisms.
Five projects were accepted in and TÜBİTAK 1005 programs). Three R&D. submitted.
Horizon2020. The total number of national Horizon Europe applications were made
and international applications increased (Bridge4Uni, Dilute, FlexIndustries).
from 20 to 33. Tüpraş became the most
successful Turkish industrial enterprise
in terms of the rate of return on funding
provided by the Horizon2020 Program.
Increasing the number of project Eleven project applications were filed Within The Company joined the consortium for Taking initiatives and taking part in projects to An application was submitted to the ETERNITY The Company aims to take part in projects
applications and projects within the the scope of Horizon2020. two Horizon Europe projects and started create a green hydrogen ecosystem in Turkey project within the scope of the Horizon Europe where innovative solutions and technologies
scope of R&D. preparations for the application (CHOICE, and to play its part in this ecosystem. program, in the role of coordinator for the small- are developed in the new investment areas
CCUS ZEN). scale hydrogen valley call. and for digitalization within the framework of
the Strategic Plan.
The Company applied to join the TÜBİTAK An “Electrolyser Working Group” was
ARDEB 1005 support program. established for green hydrogen production.

Increasing the number of Five projects were accepted in While the work of 12 Horizon2020 projects Realization of the first site applications of Commissioning of the carbon dioxide The Company aims to carry out site
internationally funded projects Horizon2020. continues, an additional EPC-Eqtech ongoing internationally funded projects conversion unit within the scope of the applications in ongoing internationally funded
and commissioning of ongoing project has been launched. COZMOS project, work on which continues projects.
projects. Bringing new technologies and solutions to under the Horizon2020 program.
Tüpraş which are compatible with the Strategic
Transition Plan.
Supporting in-house entrepreneurs Internal mentors started to support selected Internal mentors started to follow ongoing Internal mentors provide direct and active In addition to In-house enterprise projects, In addition to in-house enterprise projects, The Tüpraş Internal Mentors
in-house enterprise projects. enterprise projects and started mentoring mentoring support through the work for the internal mentors and mentoring support were internal mentors are directed to Start- also started to act as mentors
Rolling out a culture of enterprise sessions. ecosystem, while the new term of the in-house provided to Batman University students within up Mentoring requests for the enterprise in external Incubation and
mentoring enterprise program got underway. the scope of the “Innovation in Young Minds ecosystem with the aim of developing their Acceleration Programs.
and Women’s Power Program”. mentoring competencies.
Supporting in-house entrepreneurs Two projects were commercialized within One new project was commercialized, Completion of pilot phase scenarios of the Project statuses were evaluated within the Progress or closure decisions for the three One project is in the pilot phase
the scope of the in-house enterprise taking the number of commercialized 2022 in-house enterprise projects. Final scope of carrying out projects with the Lean ongoing projects to be taken at the end of the and two projects are in the
program. projects to three. progress or closure decisions on ongoing Enterprise and Agile Methodologies. Decision second quarter. implementation phase.
projects in the in-house enterprise projects taken not to continue on two projects as a
portfolio. “smart fail”.
Increasing collaborations and Access channels to domestic and foreign The Inowhatif 360 Open Innovation Increasing the transformation of collaborations Cooperation has been entered into with 32 Focus areas were updated by conducting The Inowhatif Start-up
sharing ideas to create solutions start-ups were diversified. The roof program Program was designed. Meetings were with ventures that offer solutions in the field of start-ups since 2017. Collaboration was carried detailed needs analyzes with business Challenge Program got
which will address the Company’s design was rolled out for collaborations with held with the team providing support operational excellence to business results. out with ventures from more than 10 countries units. Tüpraş plans to introduce at least ten underway, targeting domestic
problems. open innovation studies. for the program launch and technical on three continents (North America, Europe and innovative technologies for existing site and ventures for the determined
evaluation. Asia). operational applications to the Company focus areas. The process of
within the scope of the Inowhatif 360 searching for international
Program. ventures continues.
Strengthening ties with the A long-term cooperation agreement Detailed interviews were conducted with Diversifying corporate entrepreneurial business Since 2020, 11 investments have been The Company aims to initiate investments in The Company invested in
enterprise ecosystem, increasing was signed with the Emerald Industrial more than 35 start-ups from Turkey and development models by entering strategic undertaken through Emerald. Tupras Ventures domestic and foreign ventures. Iongenics, which develops
mutual benefit. Innovation Fund, which is an international abroad. PoC scenarios were prepared with agreements with start-ups, increasing (Tüpraş Enerji Girişimleri A.Ş.) was established Green Hydrogen Electrolyser
venture capital fund. There was an increase 17 ventures and the cooperation process cooperation with start-ups and interactions with the aim of developing cooperation and Systems.
in the number of start-ups with which was carried out. The Company invested with potential investors in the field of energy carrying out investments with the ventures in
cooperation was developed. in five start-ups under LP status through transformation. the focus areas that will contribute to the energy
Emerald Technology Ventures. transformation.
Increasing data interpretation More than 15 projects were launched in the In the field of data analytics, roll out Ensuring the sustainability of completed and In this context, a process called DBO (Digital Data governance work to be carried out DACAMA (Data Capability
technologies within the scope of field of data analytics. With the completed and training processes of all projects, rolled out analytical projects and tracking their Based Operations), which is carried out with the with the aim of creating a data culture that Maturity) work was initiated
digital transformation. projects, a culture of decision-making which were completed in the production added value. Financial Reporting Directorate, was put into will render data understandable, shareable, and Tüpraş’s strengths in data
based on data has been developed. area at a refinery, were started in other use. Each digital transformation and analytical manageable and protectable within the management and its areas of
suitable refineries. Online tracking of project developed was examined together with organization by creating value from data. improvement were reported.
analytical projects started. The systematic the business unit and financial teams, and their The Tüpraş Data Governance
development of regular performance potential for gains was reported realistically. The Committee was formed and
measurement continued. “Healthcheck” process was initiated to regularly the Data Governance Policy
monitor and report the use of commissioned was prepared as the first output
projects. and published on a platform
accessible for all Tüpraş
employees.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Stakeholders and Communication Methods Task Force on Climate-related Financial Disclosures

(TCFD) and Tüpraş

Employees Sustainability Report (annual), Annual Report (annual), Employee Engagement Survey (annual), Internal Adaptation to climate change, resilience and transition are among the eight priorities for Tüpraş.
Communication Meetings (annual), Performance Evaluation Meetings (annual), Occupational Health and
Tüpraş took two important steps in its approach to addressing climate risk in 2022.
Safety Boards (monthly), Technical Safety Bulletins (weekly/monthly), Internal Information Announcements
(instant), Social Projects (continuous), Social Activity Clubs (continuous), Refinery Suggestion System The first of these steps was the addition of Climate-Related Risks and Opportunities to the Company’s Risk Inventory. The second was that
(continuous), Recognition, Appreciation and Reward System (continuous), Tüpraş Ethical Principles as a supporter of the Task Force on Climate-related Financial Disclosures (TCFD), in addition to the TCFD risks announced in the 2021
(continuous), Collective Bargaining Agreement (continuous)), Employee Training (continuous), Website Sustainability Report, the TCFD opportunities were also included in the reporting process.
(continuous), Refinery Knowledge Base (continuous), Stakeholder Communication Management System
(continuous) and Corporate Portal (continuous), Corporate Reputation and Perception Surveys (biennial) In the coming period, Tüpraş will press ahead with its activities in line with the recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD) and continue its reporting scope with the TCFD Proposed Disclosures.
Educational Institutions R&D Partnerships (on a project basis), Donations and Sponsorships (upon request), Infrastructure and Trainer
Supports (upon request), Graduate and Sectoral Specialization Programs (continuous), Website (continuous), The TCFD Risk Assessment Team
Stakeholder Communication Management System (continuous), Corporate Reputation and Perception
In 2022, a team consisting of risk, strategy and sustainability specialists was formed to work on this issue within the scope of the Company’s
Surveys (two years)
sustainability structuring.
Business Partners and Sustainability Report (annual), Supplier Satisfaction Survey (annual), Technical Safety Bulletins (weekly/ Tüpraş’s goal is to dynamically manage the TCFD risks with the TCFD Risk Assessment Team and the Value of Life Sub-Working Group of
Suppliers monthly), Meetings and Interviews (upon request), Tüpraş Ethical Principles (continuous), Business Partner the Sustainability Committee, which it established in 2022 within the context of its efforts to tackle the climate crisis, which it attaches special
HSE-G System (continuous), Website (continuous), Stakeholder Communication Management System importance to.
(continuous), Corporate Reputation and Perception Surveys (biennial)
The output of the work to be carried out by the team are conveyed to the Company’s senior management through the Risk Committee
Public Institutions and Sustainability Report (annual), Annual Report (annual), Audits (periodic/instant), Meetings and Interviews and Sustainability Committee, as well as trough periodic reporting such as in the Integrated Report and the CDP reporting. Necessary
Organizations (upon request), Joint Projects (upon request), Incentives (upon request), Website (continuous), Stakeholder recommendations are provided accordingly.
Communication Management System (continuous), Corporate Reputation and Perception Surveys (biennial)
Detailed information on Sustainability Management at Tüpraş can be found in the Governance Approach section (pages 34-41).

Media Sustainability Report (annual), Annual Report (annual), Meetings and Interviews (upon request), Press TCFD: An approach that considers risks in two groups
Conferences and Releases (instant), Website (continuous), Stakeholder Communication Management System
Climate-related risks refer to the potential adverse effects of climate change on an organization. TCFD divides these risks into two main
(continuous), Corporate Reputation and Perception Surveys (biennial)
groups: transition risks and physical risks.

· Transition risks are related to issues related to policy, the markets, technology and reputation.
Customers Sustainability Report (annual), Customer Satisfaction Survey (annual), Meetings and Interviews (upon request),
Customer Portal (continuous), Customer Relationship Management System (continuous), Tüpraş Ethical · Physical risks arising from climate change consist of acute risks such as the increased frequency and destructiveness of extreme weather
Principles (continuous), Tüpraş Solution Center (continuous), Stakeholder Communication Management events and long-term chronic risks such as water stress, heatwaves and cold weather.
System (continuous), Corporate Reputation and Perception Surveys (biennial)

Shareholders and Sustainability Report (annual), Annual Report (annual), General Assembly Meetings (annual), Interim Activity
Investors Reports (quarterly), Information and Material Disclosures (instant), Roadshow and Investor Presentations
(upon request), Meetings and Interviews (Upon request), Analyst Presentations and Teleconferences
(quarterly), Tüpraş Ethical Principles (continuous), Website (continuous), Stakeholder Communication
Management System (continuous), Corporate Reputation and Perception Surveys (biennial)

Trade Unions Sustainability Report (annual), Annual Report (annual), Occupational Health and Safety Boards (monthly),
Meetings and Interviews (continuous), Collective Bargaining Agreement (continuous), Website (continuous),
Stakeholder Communication Management System (continuous), Corporate Reputation and Perception
Surveys (biennial)

Non-Governmental Sustainability Report (annual), Annual Report (annual), Meetings and Interviews (upon request), Joint Projects
Organizations (upon request), Donations and Sponsorships

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Task Force on Climate-related Financial Disclosures (TCFD) and Tüpraş

TRANSITION RISKS
TCFD Risk Category Risks Opportunities Definition/ Characteristics Explanation Tüpraş’s Approach-Action Impact Probability Term

Participating in the carbon market Legislative changes implemented to the regulatory

Use of low-emission energy framework in order to encourage the transition to a low
sources and new technologies carbon economy in direct operations or in the supply
In addition to national legislation, the possible impacts
chain are defined as policy and compliance risk.
of EU regulations and international legal regulations
The enactment of carbon taxes in a manner that will on Tüpraş’s activities are evaluated regularly. Work is
Changes in national and affect the costs, stakeholder sensitivity regarding fossil carried out on alternative action scenarios. Similarly,
international carbon pricing fuels (Paris Agreement, Green Deal), commissioning of The effects of the Emissions Trading developments in the ETS and Climate Law and
Policy and Compliance Risk
policies and implementation of new the emission trading system, changes in the perception System (ETS) and the Carbon Border legislative processes are closely monitored. High Likely Medium Term
Use of incentives in the policies and sensitivity of investors and finance providers in Adjustment Mechanism (CBAM).
legislation Tüpraş takes internal carbon pricing into account as a
announced regarding compliance terms of sustainability, legislative changes which may
metric in its feasibility studies of investment projects.
impact activities, costs and sales such as reducing
The investments to be carried out in new areas are
greenhouse gas emission limits and introducing a
planned by giving consideration to EU Taxonomy.
carbon tax and restrictions on the use of vehicles
running on fossil fuels in urban environments are
evaluated within this scope.
EBITDA at Risk
Market risk is calculated by Trucost
using the “EBITDA at Risk” metric.
The EBITDA at Risk metric enables
Tüpraş carries out work for a sustainable value chain.
the calculation of forward-looking
Carbon pricing can cause major suppliers in the projections of the financial risk Tüpraş’s In this context, it works to identify ways to reduce
Major Suppliers’ Carbon Pricing market to face cost increases, while at the same time suppliers and the potential impact exposure to carbon pricing risk over time by
on current earnings of companies if High Likely Medium Term
Risk negatively impacting their financial position as a result influencing and encouraging its suppliers.
of fluctuations. they are required to pay a price for
their greenhouse gas emissions in the Tüpraş is also working on Scope 3 emissions. It will
future. prepare action proposals to reduce these emissions.

This assessment enables Tüpraş to

identify the value chain exposed to
carbon pricing risks under the scenario
of 2°C warming.

Market Risk

To turn to alternative raw material Climate-related risks may lead to higher costs of crude Prices of procured crude oil and natural gas costs
Increase in raw material prices (or
sources that may be more cost- oil, petroleum intermediates and natural gas procured are closely monitored. The Company’s focus is on High Likely Medium Term
costs) due to climate-related risks.
effective or efficient. by Tüpraş. carrying out purchases at optimal cost level.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
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Task Force on Climate-related Financial Disclosures (TCFD) and Tüpraş

TCFD Risk Category Risks Opportunities Definition/ Characteristics Explanation Tüpraş’s Approach-Action Impact Probability Term

Entering new markets by

diversifying Tüpraş’s crude oil
Changes in customer behavior, Customer data and sales data is closely monitored.
product portfolio (biofuels, H2,
reducing demand for petroleum Legislative changes may precipitate a decline in Necessary actions are taken in a timely manner.
zero-carbon electricity solutions) High Likely Medium Term
products, which directly affects consumer demand for Tüpraş’s products. Tüpraş invests in the addition of new products to its
Tüpraş. Increasing revenues as a result
product portfolio.
of diversification in the product
portfolio.
Tüpraş closely monitors new products and services
developed within the scope of tackling the climate
Market Risk Any increase in premiums levied crisis in the financial and insurance markets. The
against Tüpraş by the financial Participants providing services to processes involving changes in the approaches and pricing of participants
and insurance market to due to its Diversification of financial markets in these markets towards the oil sector, which Tüpraş
fossil fuels in the finance and insurance market are
sector. and instruments due to current operates in, are followed closely and trends are
demonstrating increasing sensitivity to climate-related
climate-related trends and impacts observed. Medium Likely Medium Term
The financial and insurance market issues. This could lead to an increase in credit or
(Green bonds, sustainability-related
terminates or significantly reduces insurance costs, or present difficulty in procuring In addition, the Strategic Transition Plan at Tüpraş
bonds or insurance products)
its services to Tüpraş due to the products or services in these markets. and the steps the Company has taken in this vein
sector it is operating in. are shared with its counterparties. External questions
on this subject are responded to, maintaining the
Company’s high reputation in the sector.
Failure or delay in transitioning to a low carbon
economy may lead to loss of prestige and reputation The Company’s continuously keeps its finger on
Loss of prestige and reputation
Announcing plans that will have a among stakeholder groups. the pulse of its stakeholders by following new
in the eyes of stakeholder groups
positive impact on stakeholders, developments, including on social media, in addition
such as customers, investors, The widespread public perception that operations
taking consultancy from companies to direct interviews. Necessary actions are taken
employees and suppliers as a increase climate-related risks may lead to more
which are specialists and in a timely manner to resolve any incidents and
result of not transitioning to a low questioning of the Company’s activities and its effects
competent in their fields, carrying communications which may affect the Company’s High Likely Medium Term
carbon economy or delaying the from stakeholders.
out activities, and distinguishing the reputation before they turn into crises.
transition.
Company from other institutions A compromised reputation may result in credit and In order to correctly manage posts about Tüpraş, the
Reduction in competitive clout in the sector by undertaking insurance institutions losing confidence in the activities Company ensures that the public is informed with
as a result of loss of reputation, pioneering work in carbon studies. carried out, while also discouraging investors from qualified and sufficient content transparently, at the
adversely affecting share value. investing in the Company or leading them to reduce right time and at the right intervals.
their investment in the Company.

Reputation Risk
By organizing meetings with its investors, Tüpraş
strives to provide timely and accurate information
regarding its shares and explanations, and to answer
questions from investors.
The situation where posts and explanations made Stakeholder questions directed to Tüpraş are
Climate related posts being
within the scope of the climate crisis and the ESG answered by the relevant units, primarily Investor
perceived as “greenwashing” by High Likely Short Term
are not perceived correctly by stakeholders, and are Relations and Corporate Communications
stakeholders
considered as green laundering. departments.
Fully complying with legal regulations, stakeholders
are informed on the PDP platform of any
developments within the scope of the Company’s
activities, in a timely and detailed manner.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Task Force on Climate-related Financial Disclosures (TCFD) and Tüpraş

TCFD Risk Category Risks Opportunities Definition/ Characteristics Explanation Tüpraş’s Approach-Action Impact Probability Term

Increasing efficiency in processes

by switching to new technologies
Carrying out technological
investments to reduce operational
Technological transformation risk costs
The risk of lagging behind High Likely Long Term
Meeting demands within the
technological developments scope of the legislation with
modernization and efficiency
projects, ensuring efficiency
in operational costs, reducing
emissions

Failure to achieve the desired

High Likely Medium Term
success in new technologies.

Failure to carry out investments in

High Likely Medium Term
technology at the right time.

Early decommissioning of existing products and Tüpraş follows developments in the global refining and
technology to mitigate the adverse effects of climate energy sector closely and meticulously.
change.
Tüpraş strives to reach the required maturity by
Failure to ensure the technological investments and introducing sustainable products and product
transformation which need to be carried out in the face technologies.
Technology Risk of climate change.
The Company invests in clean technologies.
Inability to achieve the desired efficiency in big data
analysis, agile transformation and robot processes. The Tüpraş R&D Center develops new technologies.

Lagging behind in terms of technology and losing the With modernization projects, investments are
competitive edge to other companies in the refining undertaken in order to manage existing operations
sector. more efficiently.

Failure to adapt to technological Increasing the capabilities of the

developments which may positively existing workforce and ensuring
High Likely Short Term
affect workforce and process the workforce is able to handle the
efficiency, or being late to do so. demands of the age.

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Task Force on Climate-related Financial Disclosures (TCFD) and Tüpraş

PHYSICAL RISKS
TCFD Risk Category Risks Opportunities Definition/Characteristics Explanation Tüpraş’s Approach-Action Impact Probability Term

Within the scope of the study on the “Identification of

Water Risks”, a risk-based assessment of the basins
where the refineries are located was conducted using
the internationally accepted WRI Aqueduct method.
The results obtained were evaluated together with the
reports prepared on the subject at the national level.
The sustainability of Tüpraş’s operations, production
Chronic water and atmospheric risks are monitored.
continuity and financial situation being negatively
affected due to chronic adverse water or atmospheric Work is carried out to determine which chronic risks
Water Stress conditions. In order to foresee their effects on the Company is exposed to.
the Company’s activities, physical
Heatwaves Incurring additional costs within the scope of risk headings, which are considered Basin Management Plans are being prepared.
Chronic Risk combating chronically ongoing adverse events in High Remote possibility Medium Term
Cold Weather important for the Company and that
water/air conditions. Water level monitoring studies are carried out.
are foreseen to occur on a chronic
Drought The risk of moving a plant or facility due to chronic scale are evaluated. Waste water is recycled.
adverse water or atmospheric conditions.
Efforts are made to reduce raw water consumption.
Increases in insurance premiums.
The risks of Tüpraş facilities, especially to adverse
changes in climate, are analyzed and action plans are
prepared.
Technical Standards, which form the basis for
equipment design and selection, are evaluated by
considering ambient weather conditions.

Necessary insurance policies are obtained.

In order to forecast their effects on Work on acute risks is carried out at the refineries.
Floods the Company’s activities, physical Infrastructure analysis and necessary investment plans
Increase in insurance premiums in parallel with the risk headings, which are considered are drawn up in this context. Buildings are reviewed
Acute Risk Storms High Remote possibility Medium Term
increase in the frequency of physical risks. important for the Company and which for durability.
Heatwaves are foreseen to occur on an acute
scale, are evaluated. Drills (flood and fire) are held regularly at the refineries
and action is taken based on the findings of these
drills.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Performance Indicators

Operational Performance 2018 2019 2020 2021 2022 Notes Environmental Performance 2018 2019 2020 2021 2022 Notes
Processed Crude Oil (thousand tonnes) 24,540 27,238 22,583 24,418 25,126 Direct Energy Consumption (TJ) 91,752 96,528 86,613 87,139 91,223
Natural Gas (TJ) 45,342 51,039 43,842 45,946 33,515
Production (thousand tonnes) 25,695 28,112 23,389 25,086 26,048
Fuel Oil (TJ) 3,481 2,292 3,433 1,705 7,590
Total Sales (thousand tonnes) 29,830 29,197 24,503 27,586 29,475 Fuel Gas (TJ) 40,562 41,028 37,808 38,282 47,695
Domestic Sales (thousand tonnes) 25,638 22,391 19,831 21,707 23,457 Coke (TJ) 2,367 2,169 1,530 1,206 2,423
International Sales (thousand tonnes) 4,191 6,807 4,356 5,250 5,732 Indirect Energy Consumption - Electricity (TJ) 172 32 -179 -95 454
Total Energy Consumption (TJ) 91,924 96,560 86,434 87,044 91,676
Transit Sales (thousand tonnes) 316 629 287
Change in Energy Consumption (%) -12.51 5.04 -10.49 0.71 5.25
Import of Products (thousand tonnes) 6,252 2,827 2,927 2,792 5,013 Energy Consumption Per Crude Oil Processed (GJ/tonnes) 3.75 3.55 3.83 3.56 3.65
Total White Product Ratio (%) 77.4 79.0 81.5 81.4 79.5 Energy Intensity Index Value (%) 99.1 98.4 99.1 93.5 94.9
Crude Oil Capacity Usage Rate (%) 87.3 90.8 75.3 81.4 83.8 Energy Intensity (GJ/tonnes production) 3.6 3.4 3.7 3.5 3.5
Number of Energy Efficiency Projects (#) 21 24 30 65 52
Semi-Product Included Capacity Usage Rate (%) 95.9 97.8 81.8 87.7 91.6
Energy Efficiency Savings (TJ) 3,620 473 713 1,925 1,320
Energy Efficiency Savings (USD million) 36.0 3.8 4.3 13.2 34.2
Economic and Administrative Performance 2018 2019 2020 2021 2022 Notes GHG Emissions Reductions through Energy Efficiency Projects (tonnes CO2e) 243,666 26,292 39,608 106,708 73,199
Net Sales (TL million) 88,552 89,601 63,244 152,492 481,765 Renewable Electricity Generation (MWh) 3,379
Operating Profit (TL million) 5,736 2,230 -619 777 45,607 Total Raw Water Consumption (million m3) 18.2 18.0 18.6 15.6 18.1
Total Water Consumption (million m3) 29.9 29.6 23.8 26.3 27.1
Profit Before Tax (TL million) 3,724 -311 -3,795 2,358 39,876
Surface Water Sources (million m3) 17.2 17.2 17.8 14.9 17.4
Profit After Tax (TL million)* 3,713 526 -2,494 3,613 41,261 Grid (million m3) 1.1 0.8 0.7 0.7 0.6
EBITDA (TL million) 8,908 4,039 545 14,067 55,587 Treated Wastewater from Körfez Municipality (million m3) 11.7 11.6 5.2 10.7 9.0
Net Debt (Cash) (TL million) 11,967 8,424 9,420 12,017 -16,593 Water Consumption per Crude Oil Processed (m3/tonnes) 0.74 0.66 0.82 0.64 0.72
Water Consumption per Production (m3/tonnes) 0.71 0.64 0.80 0.62 0.69
Return on Equity (RoE) (%) 37 5 -20 22 96
Total Recovered Water (million m3) 20.8 20.6 15.1 16.7 15.7
Debt Leverage Ratio (%) 1.3 2.1 17.3 0.9 -0.3 Total Recovered Water to Total Water Consumption Ratio (%) 69.5 69.6 63.4 63.5 57.9
Net Working Capital (USD million) 4,697 -3,560 -4,663 -6,283 4,765 Total Waste Water Discharge (million m3) 14.3 15.5 11.0 11.3 12.7
COD discharge amount (tonnes/year) 1,035 968 759 896 1,075
Investment Expenditures (Unconsolidated, USD million) 138 157 113 112 122
Average COD Concentration (mg/L) 72 62 69 79 85
Investment Expenditures (Consolidated, USD million) 165 236 153 152 173 Total Amount of Waste (tonnes) 32,646 34,433 20,372 25,019 22,100
Earnings per Share (TL) 14.83 2.10 -9.96 12.70 149.11 Hazardous Waste (tonnes) 23,617 22,144 17,224 13,048 13,363
Gross Dividend per Share (TL) 15.15 - - - 45.41 Non-Hazardous Waste (tonnes) 9,029 12,290 3,148 11,971 8,737
Waste According to Disposal Method (tonnes)
Net Dividend per Share (TL) 12.88 - - - 40.87
Recycling (tonnes) 28,934 23,947 11,978 21,253 19,095
Taxes and Other Liabilities (TL million) 31,590 31,262 35,673 15,550 44,377 Disposal (tonnes) 3,712 10,486 8,394 3,766 3,005
Pension Fund Liabilities (TL million) 103.9 122.0 136.6 163.3 302.4 Total Waste Recovery Ratio (%) 88.6 69.5 58.8 84.9 86.4
Donations and Sponsorships (TL million) 40.1 3.6 22.7 3.0 288.7 Savings from Waste Recovery and Industrial Symbiosis (TL million) 25.3 45.7
Saplings Planted in Afforestation Works (#) 920 200 46 500 920
Corporate Governance Rating Note 9.48 9.50 9.58 9.62 9.65
Amount of CO2 Emission Eliminated by Afforestation Works (tonnes CO2e) 380 83 19 206 380
BB+ BB- B+ B+
Fitch Ratings Long-term Foreign Currency Rating Note B (stable) Spending on Environmental Investments and Operating Expenses (TL million) 150 268 238 388 1,158
(negative) (stable) (negative) (negative)
176,998/ 193,035/ 263,032/
Ba2 B1 B2 B2 Environmental Penalties (TL) (1)
Moody’s Ratings Long-term Rating Note B3 (stable) 132,748 144,776 197,274
(negative) (negative) (negative) (negative)
88,499/ 263,032/
BB Water Penalties (TL) (2)
JCR-ER Long-term Foreign Currency and Local Currency Rating Note BB (stable) 66,324 197,274
(negative)
Total number of spills (>1 barrel) 4
Customer Satisfaction (%) 88.8 88.0 87.0 86.0 86.0
Number of spills reaching the receiving environment (Sea/river) (>1 barrel) 4
Supplier Satisfaction (%) 88.1 86.5 84.7 83.0 85.0 Number of spills causing soil pollution (> 1 barrel) 0
Contractor Satisfaction (%) 80.6 79.2 83.7 76.0 79.0 Amount of spills (m3) 2.9
R&D Expenditures (TL million) 37.8 43.5 43.4 47.5 73.3 Recovery from spilled product (m3) 2.7

*As of the date of the report

GRI 302-1, 302-2, 303-1, 303-2, 303-3, 303-4, 303-5, 306-3

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Performance Indicators

Environmental Performance 2018 2019 2020 2021 2022 Notes Health and Safety Performance 2018 2019 2020 2021 2022 Notes
Environmental Training (people x hours) 10,391 14,127 7,020 12,897 7,184 Fatalities as a Result of Work-Related Incidents 1 0 1 0 0
Tüpraş Employees (people x hours) 4,168 4,200 2,502 9,676 2,003 Tüpraş Employees (#) 1 0 1 0 0
Contractors’ Employees (people x hours) 6,223 9,927 4,518 2,971 5,123 Contractors’ Employees* (frequency) 0 0 0 0 0
Community (people x hours) 0 0 0 250 58 Process Safety Accident Frequency (frequency) 1.02 0.87 0.59 0.42 0.27
Scope 1 GHG Emissions (tonnes CO2e/year) 6,103,645 6,172,574 5,724,407 5,865,652 6,396,648 (3) Ditaş - LTI Frequency 3.12 2.68 1.04 1.95 1.56
Scope 2 GHG Emissions (tonnes CO2e/year) 37,872 32,943 24,518 48,403 55,625 (3) Ditaş - LTI Severity 31.8 23.2 24.0 116.1 24.9
Scope 1 & Scope 2 GHG Emissions (tonnes CO2e/year) 6,141,517 6,205,517 5,748,925 5,914,055 6,452,273 (3) Körfez Ulaştırma - LTI Frequency - OSHA (frequency) 0.0 0.8 0.8 0.0 0.0
Greenhouse Gas Intensity (tonnes CO2e/tonnes Crude Oil Processed) 0.25 0.23 0.25 0.24 0.26
Körfez Ulaştırma - LTI Severity - OSHA (frequency) 0.0 12.4 11.2 0.0 0.0
Greenhouse Gas Intensity (tonnes CO2e/tonnes Charge) 0.23 0.21 0.23 0.22 0.23
Greenhouse Gas Intensity (tonnes CO2e/tonnes production) 0.24 0.22 0.25 0.24 0.25
Supply Performance 2018 2019 2020 2021 2022 Notes
Other Greenhouse Gas Emissions from Combustion
CH4 Emission Amount (tonnes) 111.63 113.37 107.12 108.73 123.55 (4) Indirect Product and Service Procurement
CH4 Emission Amount (tonnes CO2e) 3,125.55 3,174.43 2,999.29 3,044.31 3,459.41 (4) Supply Operations (TL million) 1,911 2,017 2,024 1,776 6,263
N₂O Emission Amount (tonnes) 10.89 10.32 10.17 9.68 13.14 (4) Domestic (TL million) 1,164 1,608 1,791 1,210 4,409
N₂O Emission Amount (tonnes CO2e) 2,886.23 2,734.42 2,695.61 2,565.97 3,583.28 (4) Custom manufacturing (TL million) 13 14 10 22 45
International (TL million) 734 395 224 544 1,808
Local Purchase Rate (%) 61.60 80.43 88.90 69.36 71.11
Health and Safety Performance 2018 2019 2020 2021 2022 Notes
Number of Indirect Product and Service Suppliers (#) 2,164 2,060 1,920 1,664 1,815
LTI Frequency- OSHA (frequency) 0.68 0.70 0.46 0.41 0.26 Number of Local Suppliers (#) 1,783 1,691 1,708 1,566 1,513
Tüpraş Employees (frequency) 0.69 0.70 0.60 0.23 0.32 Total Number of Suppliers Assessed (#) 767 841 738 616 559
Contractors’ Employees (frequency) 0.68 0.70 0.36 0.54 0.22 Number of Suppliers Assessed According to Environmental Criteria (#) 65 102 46 80 56
LTI Severity- OSHA (frequency) 27.80 25.80 18.90 18.20 17.65 Direct Raw Material and Product Procurement
Tüpraş Employees (frequency) 20.20 17.90 21.50 10.10 15.06 Number of Critical Suppliers (#) 52 43 44 43 43
Contractors’ Employees (frequency) 33.70 31.30 17.00 23.60 19.45 Number of Direct (Tier 1) Suppliers (#) 68 56 56 53 51
Total Recordable Incident Rate – OSHA (frequency) 4.3 4.0 3.7 3.4 3.3 Number of Critical and Direct (Tier 1) Suppliers (#) 52 43 44 43 43
Tüpraş Employees (frequency) 3.3 4.6 4.8 4.2 3.9 Amount of Payment Made to Critical and Direct (Tier 1) Suppliers (TL billion) 76.0 83.5 57.6 123.6 348.5
Contractors’ Employees (frequency) 5.1 3.5 2.9 2.9 2.8 Number of Critical and Indirect (non-Tier 1) Suppliers (#) - - 1 2 -
Restricted Work Case – OSHA (frequency) 2.58 1.73 0.88 1.18 1.13
Tüpraş Employees (frequency) 2.2 2.5 1.3 2.0 1.9 Social Performance 2018 2019 2020 2021 2022 Notes
Contractors’ Employees (frequency) 3.6 1.2 0.5 0.6 0.6 Total Amount of Training (hours) 384,405 238,168 93,244 142,703 215,589
Occupational Illness (frequency) 0 0 0 0 0 Female (hours) 34,968 40,919 19,017 21,122 28,385
Tüpraş Employees (frequency) 0 0 0 0 0
Male (hours) 349,437 197,249 74,227 121,581 187,204
Contractors’ Employees (frequency) 0 0 0 0 0
Monthly-Paid (hours) 103,165 125,107 54,171 71,247 85,231 (5)
Fatality Rate (frequency) 0.04 0.00 0.05 0.00 0.00
Tüpraş Employees (frequency) 0.09 0.00 0.12 0.00 0.00 Hourly-Paid (hours) 281,241 113,061 39,073 71,455 130,358 (5)
Contractors’ Employees (frequency) 0.00 0.00 0.00 0.00 0.00 Total Amount of Training per Employee (average hours per employee) 70 44 17 28 42 (5)
Traffic Accident (frequency) 2.58 2.48 Female (average hours per employee) 70 80 36 43 53 (5)
Total Amount of OHS Training (people x hours) 165,038 201,813 194,671 292,712 312,860 Male (average hours per employee) 71 40 15 26 41 (5)
Tüpraş Employees (people x hours) 87,805 108,026 125,855 108,672 119,689
Monthly-Paid (average hours per employee) 82 98 42 58 67 (5)
Contractors’ Employees (people x hours) 77,233 93,787 68,816 184,040 193,171
Hourly-Paid (average hours per employee) 67 27 10 18 36 (5)
Near Miss - Unsafe Act (UA) &Unsafe Condition (UC) Reporting (#) 9,710 9,475 11,504 17,699 24,509
Management Site Tours (#) 2,674 2,854 1,393 2,041 1,441 Training Hours by Age Group (hours) 384,405 238,168 93,244 142,703 215,589 (5)
PTW Site Inspections (#) 2,582 3,166 1,344 5,119 7,851 under 30 (hours) 221,683 88,832 29,178 32,127 37,857 (5)
Energy Isolation Inspections (#) 2,200 2,549 1,134 2,665 4,247 30-50 (hours) 149,172 138,456 60,422 105,846 167,217 (5)
3rd Party Audits (#) 2 7 8 15 3 over 50 (hours) 13,550 10,880 3,644 4,730 10,515 (5)
Equipment - Tool Compliance Performance (%) 97 96 96 93 98
Training Hours by Managerial Level (hours) 100,782 126,236 44,898 31,454 85,430 (5)
HSE Action Closure Performance (%) 89 86 84 80 82
New hirings (hours) 82,061 104,109 33,698 27,075 75,689 (5)
Overdue Safety Critical Equipments (#) 853 1,393 1,060 751 405
Mid-level managers (hours) 16,523 20,651 10,897 4,145 9,021 (5)
Senior executives (hours) 2,198 1,476 303 234 720 (5)

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Performance Indicators

Social Performance 2018 2019 2020 2021 2022 Notes Employee Demographics 2018 2019 2020 2021 2022 Notes
Training Hours by Training Type (hours) 549 98,127 (5) Employees by Salary Category (#)
Ethical Principles and Code of Conduct Trainings (hours) 549 5,102 (5) Hourly-Paid (#) 4,644 4,660 4,578 4,400 4,290
Female (#) 142 146 142 130 122
Anti-Bribery and Anti-Corruption Training (hours) 542 (5)
Male (#) 4,502 4,514 4,436 4,270 4,168
Sustainability and Environmental Training (hours) 92,483 (5)
Monthly-Paid (#) 1,448 1,521 1,513 1,493 1,822
Training Expenses (TL) 10,147,704 1,677,419 849,719 10,936,690 15,194,327 (5)
Female (#) 382 397 402 399 479
Training expenses per employee (TL) 1,859 308 159 2,117 2,936 (5) Male (#) 1,066 1,124 1,111 1,094 1,343
Employee Loyalty Survey Results (%) 57.2 35.8 61.0 35.0 47.4 (5), (6) Ratio of Female Managers (%)
Monthly-Paid by Age Groups New hirings (%) 74.4 73.5 73.0 74.7 79.0
under 25 (%) 59 81 80 67 (5), (6) Mid-level managers (%) 25.0 25.9 27.0 24.7 20.2
25-29 (%) 39 64 31 67 (5), (6) Senior executives (%) 0.6 0.6 0.0 0.6 0.7
Employees by Employment Type (%)
30-34 (%) 45 60 32 67 (5), (6)
Full-Time (#) 6,089 6,177 6,091 5,893 6,108
35-44 (%) 57 73 57 81 (5), (6)
Female (#) 522 541 544 529 600
45-54 (%) 68 82 67 82 (5), (6) Male (#) 5,567 5,636 5,547 5,364 5,508
55 years and above (%) 73 86 76 88 (5), (6) Part-Time (#) 3 4 0 0 4
Hourly-Paid by Age Groups Female (#) 2 2 0 0 1
under 25 (%) 53 94 60 xx (7) Male (#) 1 2 0 0 3
25-29 (%) 35 72 37 53 (5), (6) Employees by Age Groups (#)
30-34 (%) 25 57 28 30 (5), (6) under 30 (#) 1,904 1,769 1,420 690 718
30-50 (#) 3,662 3,935 4,217 4,804 4,962
35-44 (%) 28 50 23 36 (5), (6)
over 50 (#) 526 477 454 399 432
45-54 (%) 27 53 29 39 (5), (6)
Number of Employees by Managerial Level (#)
55 years and above (%) 41 84 44 77 (5), (6) Senior Executives
Monthly-Paid Employees by Gender By Gender (#) 36 37 34 35 40
Female (%) 48 68 46 75 (5), (6) Female (#) 1 1 0 1 3
Male (%) 55 71 51 77 (5), (6) Male (#) 35 36 34 34 37
Hourly-Paid Employees by Gender Mid-Level Managers
By Gender (#) 201 211 239 230 259
Female (%) 38 75 51 71 (5), (6)
Female (#) 41 43 46 44 55
Male (%) 29 56 26 35 (5), (6)
Male (#) 160 168 193 186 204
Total Number of Interns (#) 1,020 724 430 206 159 New Hirings (#)
Minimum Starting Salary to Minimum Wage Ratio By Gender 721 433 215 191 435
Monthly-Paid 2.2 1.9 1.9 1.9 2.3 Female (#) 91 75 40 37 137
Hourly-Paid 3.2 3.0 3.0 2.8 3.3 Male (#) 630 358 175 154 298
By Age Group
Employee Demographics 2018 2019 2020 2021 2022 Notes under 30 (#) 531 242 101 45 211
Total Number of Employees (#) 6,092 6,181 6,091 5,893 6,112 30-50 (#) 170 186 111 114 212
Female (#) 524 543 544 529 601 over 50 (#) 20 5 3 32 12
Male (#) 5,568 5,638 5,547 5,364 5,511 Number of Employees Hired by Managerial Level
Contractor Employees * (#) 719 744 729 672 721 New hirings (#) 27 26 27 37 72
Female (#) 198 213 214 176 185 Mid-level managers (#) 14 12 12 8 12
Male (#) 521 531 515 496 536 Senior executives (#) 4 3 3 1 2
Employees by Contract Type (#) Number of Employees Leaving (#) 387 350 299 205 401
Employees with a Fixed Term Employment Contract (#) 6,088 6,176 6,089 5,893 6,102 Female (#) 39 56 36 31 89
Female (#) 522 541 543 529 596 Male (#) 348 294 263 174 312
Male (#) 5,566 5,635 5,546 5,364 5,506 Employee Turnover by Age Group
Employees with a Temporary Employment Contract (#) 4 5 2 0 10 under 30 (%) 0.10 (8)
Female (#) 2 2 1 0 5 30-50 (%) 0.05 (8)
Male (#) 2 3 1 0 5 over 50 (%) 0.16 (8)

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Performance Indicators

Employee Demographics 2018 2019 2020 2021 2022 Notes Biodiversity Assessment
Employee Turnover Ratio
Female (%) 0.15 (8) Since the refinery sites at Tüpraş are in areas that have been under anthropogenic influence for a considerable time, they are not host to
endemic plant and animal species. However, some protected species are present in the areas where the refineries are located. Some of the
Male (%) 0.06 (8)
species, which are also included in the EIA reports, are species that are “at high risk of extinction in the wild” as declared by the International
Employee Turnover Ratio by Managerial Level
Union for Conservation of Nature (IUCN) and which are “strictly protected” under the European Convention on the Conservation of Wildlife
New hirings (%) 0.14 (8)
and Habitats (BERN).
Mid-level managers (%) 0.10 (8)
Senior executives (%) 0.03 (8) Bird Species Reptile Species Mammal Species
Number of Employees Leaving Voluntarily (#)
İzmit · Kestrel (RDB: A2), Falco · Common Tortoise (IUCN: VU) · Big and Small Horseshoe Bat
under 30 (#) 56 (8)
columbarius and Gull of Prey with (BERN Appendix-2)
30-50 (#) 139 (8) (RDB: B.1.2)
over 50 (#) 3 (8)
İzmir · Crested Pelican (IUCN: VU) · Pelobates syriacus (IUCN: VU)
Employee Turnover Ratio of Employees Leaving Voluntarily
· Falco columbarius (RDB: B2)
under 30 (%) 0.08 (8) · Pirate Seagull, Little Seagull,
30-50 (%) 0.03 (8) Blackback Gull (RDB: B3)
over 50 (%) 0.01 (8)
Kırıkkale · Crested Grebe, Falcon, Kestrel, · Common Tortoise (IUCN: VU)
Female (%) 0.08 (8) Bee-East, Strangling Lark Soot · Yellow Snake (IUCN: NT)
Male (%) 0.03 (8) Swallow (MAK: 1)
Employees under Collective Agreement (#) 4,644 4,660 4,578 4,400 4,290 (8) · Kestrel, Henna Partridge, Freckle
Number of Employees on Parental Leave (#) 23 31 32 30 33 (8) Partridge (RDB: A2)
Number of Employees Returning to Work After Parental Leave (#) 19 21 22 29 29 (8) Batman · Crested Lark (RDB: A.3, BERN:
Number of Employees on Paternity Leave (#) 453 446 350 334 342 (8) Annex-2, MAK: Annex-I)
· Swallow (BERN: Annex-2, MAK:
Total Number of Ethnic Minority Employees (#) 0 0 0 0 0 (8)
Annex-I)
Total Number of Disabled Employees (#) 150 150 147 147 151 (8) · Dove and Starling (MAK: Annex-I)
Female (#) 23 25 24 24 21 (8)
Male (#) 127 125 123 123 130 (8) None of the Company’s refineries are located near Ramsar sites.
Average Seniority of Level of Newly Hired Female Employees (#) 7.5 4.2 4.8 5.1 4.8 (8)
Average Seniority of Level of Newly Hired Male Employees (#) 4.9 5.4 6.1 6.6 7.4 (8)
Number of Part-Time Employees (#) 3 4 0 0 4 (8)
Female (#) 2 2 0 0 1 (8)
Male (#) 1 2 0 0 3 (8)
Employee Turnover Ratio (%) 0 0 0 0 0 (8)
Number of Employees in STEM Positions (#) 75 76 81 79 77 (8), (9)
Female (#) 36 38 40 40 39 (8), (9)
Male (#) 39 38 41 39 38 (8), (9)
Number of Employees in Income Generating Positions (#) 3,149 3,310 (8), (10)
Female (#) 300 333 (8), (10)
Male (#) 2,849 2,977 (8), (10)
Number of Vulnerable Audiences Reached by Inclusion Programs (#) 1,626 (8)
Youth (#) 1,100 (8)
Females (#) 526 (8)
Amount Spent for These Programs (TL) 300,000 (8)

: Externally assured value.

*: Including contractors.
(1)
Environmental penalties exceeding USD 10,000 have been reported. (Penalty Taken/Penalty Paid)
(2)
Water penalties are included in environmental penalties.
(3)
ISO14064 Data verification process has been completed for the years 2018-2021, and is ongoing for the year 2022.
(4)
Calculated using IPCC emission factors. Included in total reported CO2e under ISO 14064 verifications.
(5)
Excluding subsidiaries.
(6)
Based on the results of the Tüpraş employee loyalty survey.
(7)
The figure for 2022 was not reported due to lack of data.
(8)
Excluding Tupras Trading UK.
(9)
STEM: Science, Technology, Engineering, Math
(10)
Employees working in Production/Operations, Engineering, Project Management, Financial Operations, General Management, Operational Planning, Procurement, Strategic
Planning, Sales, R&D, Product/ Service Design, Marketing and Treasury functions

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Tüpraş 2022 Integrated Report – Reporting Principles

This reporting principles (the “Reporting Principles”) provides responsibility of Tüpraş Türkiye Petrol Rafinerileri A.Ş. as a total of 4 Type Indicator Scope
information on the data preparation and reporting methodologies of Refineries (collectively mention as “Refineries”). The indicators that
indicators within the scope of the limited assurance in the Tüpraş the contractor Company is included in the scope are marked with In the reporting period, it refers to the total amount of Direct Energy Consumption
Total Energy Consumption (TJ)
Türkiye Petrol Rafinerileri A.Ş.’s (the “Company” or “Tüpraş”) a and the contractor Company is not included in the scope of the and Indirect Energy Consumption consumed by the Company.
Tüpraş 2022 Integrated Report (the “2022 Integrated Report”). indicators, except for the indicators with the .
The indicators include social indicators, environmental indicators Change in Energy Consumption In the reporting period, it refers to the percentage change between the Company’s
and economic indicators. It is the responsibility of the Company’s General Reporting Principles (%) total energy consumption in 2021 and the total energy consumption in 2022.
management to ensure that appropriate procedures are in place to
In preparing this guidance document, consideration has been In the reporting period, it refers to the ratio of Total Energy Consumption to the
prepare the indicators mentioned above in line with, in all material Energy Consumption Per Crude
given to following principles: amount of crude oil processed, which can be mapped by the Company’s financial
respects, the Guidance. Oil Processed (GJ/tonnes)
reporting systems.
· Information Preparation – to highlight to users of the
The data included in this guideline is for the fiscal year ended In the reporting period, it refers the ratio of the Company’s Total Energy amount to
information the primary principles of relevance and reliability of
31 December 2022, and as detailed in the “Key Definitions and the total production amount, which is the sum of the amount of crude oil processed
information; and Energy Intensity (GJ/tonnes
Reporting Scope” section, included the İzmit Refinery Directorate as mapped by the Company’s financial reporting systems and the amount of
production)
(the “İzmit Refinery”), İzmir Refinery Directorate (the “İzmir intermediate products (LPG, burner fuel oil, coke, fuel gas) monitored from Tüpraş
· Information Reporting – to highlight the primary principles of
database portal (Tüpraş Historian Database).
Refinery”), Kırıkkale Refinery Directorate (the “Kırıkkale Refinery”), comparability / consistency with other data including prior year
Batman Refinery Directorate (the “Batman Refinery”) which is the In the reporting period, it refers to the number of projects monitored in-house
and understandability / transparency providing clarity to users.
Number of Energy Efficiency with the Energy Efficiency Projects document and project-specific internal control
Projects (#) approval in order to reduce the amount of Direct Energy Consumption and Indirect
Energy Consumption of the Company.
Key Definitions and Reporting Scope
In the reporting period, it refers to the reduction effect on Direct Energy
For the purpose of this report, the Company defines: Consumption and Indirect Energy Consumption of the projects monitored in-house
Energy Efficiency Savings (TJ) with the Energy Efficiency Projects document and project-specific internal control
Type Indicator Scope approval in order to reduce the Direct and Indirect Energy Consumption of the
Company.
Direct Energy Consumption (TJ) Environmental
In the reporting period, it refers to the million US dollar impact of the reduction
In the reporting period, it refers to the total amount of natural gas used as energy
in the amount of Direct Energy Consumption and Indirect Energy Consumption
source, which is monitored from the invoices received from service providers for the
Natural Gas (TJ) of the projects followed in-house with the Energy Efficiency Projects document
refineries included in the scope. Only the amount used for industrial operations is
and project-specific internal control approval in order to reduce the amount of
included in the consumption amount. Energy Efficiency Savings (USD
Direct Energy Consumption and Indirect Energy Consumption of the Company,
In the reporting period, it refers to the total amount of fuel oil used by the Company million)
calculated by multiplying the amount of reduction by the unit price. The US dollar
as an energy source, which can be tracked through Tüpraş database portal (Tüpraş impact is calculated by converting the TL savings effect obtained at the end of
Fuel Oil (TJ) Historian Database) for the refineries included in the scope and mapped through the year at the monthly average sales rates of the Central Bank of the Republic of
financial reporting systems. Only the amount used for industrial operations is Turkey.
included in the consumption amount.
In the reporting period, it refers to the reduction amount obtained by calculating
In the reporting period, it refers to the total amount of fuel gas used by the the emission reduction obtained by multiplying the reduction in the amount of
Environmental Company as an energy source, which can be tracked through Tüpraş database Direct Energy Consumption and Indirect Energy Consumption by the emission
Fuel Gas (TJ) portal (Tüpraş Historian Database) for the refineries included in the scope and GHG Emissions Reductions
factor and net calorific value coefficients used in the calculation of Scope-1 and
mapped through financial reporting systems. Only the amount used for industrial through Energy Efficiency
Scope-2 emissions by the reduction in the amount of Direct Energy Consumption
operations is included in the consumption amount. Projects (tonnes CO₂e)
and Indirect Energy Consumption of the projects followed in-house with the Energy
In the reporting period, it refers to the total amount of coke used as energy source Efficiency Projects document and project-specific internal control approval in order
by İzmir Refinery and İzmit, which is monitored through Tüpraş database portal to reduce the amount of Direct and Indirect Energy Consumption of the Company.
Coke (TJ) (Tüpraş Historian Database) and can be mapped through financial reporting It refers to the production amount generated from the solar power plant in the
systems. Only the amount used for industrial operations is included in the Renewable Electricity Batman Refinery during the reporting period, followed by the screens under the
consumption amount. Generation (MWh) responsibility of Türkiye Elektrik Üretim A.Ş (TEİAŞ) and the Tüpraş database portal
In the reporting period, it refers to the total amount of electricity purchased by the (Tüpraş Historian Database).
Company as an energy source for the refineries included in the scope, which is In the reporting period, it refers to the total amount of Surface Water Sources
Indirect Energy Consumption –
monitored through EPİAŞ (Enerji Piyasaları İşletme A.Ş.) tracking system and can Total Grey Water Consumption and Grid Water consumed by the refineries, which is monitored through Monthly
Electricity (TJ)
be mapped through financial reporting systems. Only the amount used for industrial (million m3) Assessment Reports submitted to the Ministry of Environment, Urbanization and
operations is included in the consumption amount. Climate Change on a monthly basis.

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Tüpraş 2022 Integrated Report – Reporting Principles

Type Indicator Scope Type Indicator Scope

In the reporting period, it refers to the total amount of Surface Water Sources,
Total Water Consumption Grid Water and Treated Wastewater from Körfez Municipality consumed by the
(million m3) Refineries, which is monitored through Monthly Assessment Reports submitted to In the reporting period, it refers to the ratio of the Company’s Recycling Waste
Total Waste Recovery Ratio (%)
the Ministry of Environment, Urbanization and Climate Change on a monthly basis. Amount to Total Waste Amount in the reporting period.

In the reporting period, it refers to the amount of surface source water consumed
by the Refineries, which is monitored through Monthly Assessment Reports
Surface Water Sources (million m )
3
submitted to the Ministry of Environment, Urbanization and Climate Change on a In the reporting period, it refers to the TL amount earned from the wastes recovered
Savings from Waste Recovery
monthly basis. with the waste codes defined by the Ministry of Environment, Urbanization and
and Industrial Symbiosis
In the reporting period, it refers to the amount of grid consumed by Batman Climate Change, which can be followed by the Company’s sales reports and
(TL million)
Grid (million m3) Refinery, which is monitored from the invoices received from service providers and mapped with the financial reporting systems.
TPAO (Türkiye Petrol Anonim Ortaklığı).
Treated Wastewater from Körfez In the reporting period, it refers to the amount of grid consumed by İzmit Refinery,
Municipality (million m3) which is monitored by invoices received from Körfez Municipality. Saplings Planted in In the reporting period, it refers to the amount of purchased trees followed by
In the reporting period, it refers to the ratio of Total Grey Water Consumption to the Afforestation Works (#) purchase invoices.
Water Consumption per Crude
amount of crude oil processed as mapped by the Company’s financial reporting
Oil Production (m3/tonnes)
systems.
In the reporting period, it refers the Total Grey Water Consumption refers to the ratio In the reporting period, it represents the number of Saplings Planted in the
Amount of CO2 Emission
of Total Grey Water Consumption to the production amount, which is the sum of Company’s Afforestation Works and the CO2 amount calculated by taking the
Water Consumption per Eliminated by Afforestation
the amount of crude oil processed as mapped by the Company’s financial reporting acceptance of converting the carbon of a 25 cm diameter red pine tree into carbon
Production (m3/tonnes) Works (tonnes CO2e)
systems and the amount of intermediate products (LPG, burner fuel oil, coke, fuel dioxide from the tree/CO2 calculation of the ‘’Ege Orman Vakfı’’.
gas) monitored from Tüpraş database portal (Tüpraş Historian Database).
In the reporting period, it refers the amount of water recovered and reused in the In the reporting period, it refers to the amount of direct greenhouse gas emissions
Total Recovered Water (million resulting from the Company’s fixed and mobile resources, originating from Direct
Water Recovery Units of the Company, monitored through meters and Tüpraş
m3) Energy Consumption, monitored from Tüpraş database portal (Tüpraş Historian
database portal (Tüpraş Historian Database).
Scope 1 GHG Emissions Database). Consumptions originating from the Headquarters are also included. The
In the reporting period, it refers to the ratio of the amount of water recovered and (tonnes CO2e/year) Company calculates greenhouse gas emissions in accordance with the standard “
Environmental Total Recovered Water to Total Environmental
reused in the Water Recovery Units of the Company, monitored by meters and ISO 14064-1:2018 Greenhouse gases — Part 1: Specification with guidance at the
Water Consumption Ratio (%)
Tüpraş database portal (Tüpraş Historian Database), to Total Water Consumption. organization level for quantification and reporting of greenhouse gas emissions and
In the reporting period, it refers to the amount of wastewater produced by the removals “.
Total Waste Water Discharge
refineries, which is monitored through Monthly Assessment Reports declared to the In the reporting period, it refers to the amount of indirect greenhouse gas emissions
(million m3)
Ministry of Environment, Urbanization and Climate Change on a monthly basis. resulting from the amount of electricity purchased by the Company, sourced from
In the reporting period, it refers to the total amount of Hazardous Waste and Non- Indirect Energy Consumption, monitored from Tüpraş database portal (Tüpraş
Total Amount of Waste (tonnes)
Hazardous Waste generated by the Company. Scope 2 GHG Emissions Historian Database). Consumptions originating from the Headquarters are also
In the reporting period, it refers to the amount of hazardous waste generated by the (tonnes CO2e/year) included. The Company calculates its greenhouse gas emissions according to
Company, which is monitored by MOTAT (Mobil Atık Takip Sistemi) on the Ministry the standard “ISO 14064-1:2018 Greenhouse gases — Part 1: Specification with
Hazardous Waste (tonnes) guidance at the organization level for quantification and reporting of greenhouse
of Environment, Urbanization and Climate Change portal (Entegre Çevre Bilgi
Sistemi). gas emissions and removals “

In the reporting period, it refers to the amount of non-hazardous waste generated

by the Company, monitored from the Ministry of Environment, Urbanization and Scope 1 & Scope 2 GHG In the reporting period, it refers to the sum of the Company’s Scope 1 GHG
Non-Hazardous Waste (tonnes)
Climate Change portal (Entegre Çevre Bilgi Sistemi) and invoices received from Emissions (tonnes CO2e/year) Emissions and Scope 2 GHG Emissions in the reporting period.
licensed waste treatment facilities.
Waste According to Disposal Method
In the reporting period, it refers to the amount of waste subjected to recycling
by the Company, which is tracked with the “R” recycling code determined by In the reporting period, it refers to the ratio of the sum of the Company’s Scope 1
GHG Intensity (tonnes CO2e/
Recycling (tonnes) the Ministry of Environment, Urbanization and Climate Change from the invoices GHG Emissions and Scope 2 GHG Emissions to the amount of crude oil processed
tonnes Crude Oil Processed)
received from the Ministry of Environment portal (Entegre Çevre Bilgi Sistemi) and as mapped by the Company’s financial reporting systems.
licensed waste processing facilities.
In the reporting period, it refers to the amount of waste subjected to disposal by the
In the reporting period, the ratio of the sum of the Company’s Scope 1 GHG
Company, which is tracked with the “D” disposal code determined by the Ministry
GHG Intensity Emissions and Scope 2 GHG Emissions to the total amount of crude oil, which
Disposal (tonnes) of Environment, Urbanization and Climate Change from the invoices received from
(tonnes CO2e/tonnes Charge) is the sum of product production amount, fuel items production amount and lost
the Ministry of Environment, Urbanization and Climate Change portal (Integrated
product amounts mapped by the Company’s financial reporting systems.
Environmental Information System) and licensed waste treatment facilities.

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Tüpraş 2022 Integrated Report – Reporting Principles

Type Indicator Scope Type Indicator Scope

In the reporting period, it refers to the total number of employees who were In the reporting period, it refers to the number of people hired by the Company and
monitored through Tüpraş Human Resources data platform and who were reported New Hirings (#) declared to the Social Security Institution with the Employment Declaration. Entek,
Total Number of Employees (#) to the Social Security Institution. Intern employees are not included in the total Ditaş and Körfez İşletmeleri subsidiaries of Tüpraş are also included.
number of employees. Entek, Ditaş and Körfez Enterprises subsidiaries of Tüpraş
are also included. In the reporting period, it refers to the number of people declared to the Social
Number of Employees Leaving Security Institution of the Company with the Declaration of Leaving Employment.
In the reporting period, it refers to the total number of contractor Company (#) Intern employees are not included in the number of employees who left their jobs.
employees of the Company, which is tracked through Tüpraş Human Resources Entek, Ditaş and Körfez İşletmeleri subsidiaries of Tüpraş are also included.
Contractor Employees * (#) Contractor Company Employee list and matched with the Social Security Institution
Employment Declaration of the service provider. Entek, Ditaş and Körfez Enterprises In the reporting period, it refers to the number of people with whom collective
subsidiaries of Tüpraş are also included. Employees Under Collective agreement were made in accordance with the Collective Agreement Law No. 4688
Agreement (#) and who were reported to the Ministry of Treasury and Finance as contracted.
In the reporting period, it refers to the number of people working in the Company Entek, Ditaş and Körfez İşletmeleri subsidiaries of Tüpraş are also included.
classified according to the definition of Fixed Term Employment Contract and
Indefinite Term Employment Contract as defined in the Labor Law No: 4857 and In the reporting period, it refers to within the scope of the Regulation on “Part-
Employees by Contract Type (#) Number of Employees on Time Work to be Performed After Parental Leave or Unpaid Leave”, it refers to the
monitored through Tüpraş Human Resources data platform. Intern employees are
not included in the number of employees according to contract type. Entek, Ditaş Parental Leave (#) number of female employees who took parental leave within the periods specified
and Körfez İşletmeleri subsidiaries of Tüpraş are also included. in the regulation.
In the reporting period, it refers to the number of people working in the Company In the reporting period, it refers to within the scope of the Regulation on “Part-
Number of Employees
classified according to the definition of Monthly Paid and Hourly Paid as defined in Time Work to be Performed After Parental Leave or Unpaid Leave”, it refers to
Returning to Work After
Employees by Salary Category the Labor Law No. 4857, which is monitored through Tüpraş Human Resources the number of female employees who returned to work after taking parental leave
Parental Leave (#)
(#) data platform. Intern employees are not included in the number of monthly paid and within the periods specified in the regulation.
hourly paid employees. Entek, Ditaş and Körfez İşletmeleri subsidiaries of Tüpraş In the reporting period, it refers to the average seniority of female employees who
Average Seniority of Level of
are also included. were recruited by the Company and whose seniority was calculated based on the
Newly Hired Female Employees
In the reporting period, the ratio of the number of female employees at the date declared to the Social Security Institution with the Employment Declaration
(#)
managerial levels of the Company, including entry-level managers with the title within the reporting year.
Social of “Chief Engineer/Coordinator”, mid-level managers with the title of “Manager, In the reporting period, it refers to the average seniority of male employees who
Social
Ratio of Female Managers (%) Director, Chief Specialist, Senior Chief Specialist, Project Manager, Senior Project Average Seniority of Level of were recruited by the Company and whose seniority was calculated based on the
Manager” and senior-level managers with the title of “Assistant General Manager, Newly Hired Male Employees (#) date declared to the Social Security Institution with the Employment Declaration
Director, Group Manager”, to the Total Number of Employees. Entek, Ditaş and within the reporting year.
Körfez Enterprises subsidiaries of Tüpraş are also included. In the reporting period, it expresses the ratio of the number of employees who
In the reporting period, it refers to the number of people working in the Company quit their jobs declared by the Company to the Social Security Institution with the
Employee Turnover Ratio (%)
classified according to the definition of Full-Time and Part-Time as defined in the Declaration of Leaving Work within the reporting period to the Total Number of
Employees by Employment Type Labor Law No. 4857, which is monitored through Tüpraş Human Resources data Employees. It is monitored in gender breakdown.
(#) platform. Intern employees are not included in the number of Full Time and Part In the reporting period, it refers to the Company’s
Time employees. Entek, Ditaş and Körfez İşletmeleri subsidiaries of Tüpraş are also Law No. 5378 on Persons with Disabilities refers to the number of employees who
included. Total Number of Disabled
are defined as disabled in the Law No. 5378 on Persons with Disabilities and who
Employees (#)
In the reporting period, it refers to the breakdown of Company employees, who were hired by the Company and declared to the Social Security Institution with the
were monitored through Tüpraş Human Resources data platform and whose Employment Declaration within the reporting year.
employment notifications were made to the Social Security Institution, according to
Employees by Age Groups (#) In the reporting period, it refers to the number of people working in the R&D
age groups below 30, between 30-50 and above 50. Tüpraş’s subsidiaries Entek, Number of Employees in STEM
function, which the Company defines as STEM (Science, Technology, Engineering,
Ditaş and Körfez Enterprises are also included. Employees by Salary Category is Positions (#)
Math) positions, monitored through Tüpraş Human Resources data platform.
monitored in the Employees by Salary Category breakdown.
In the reporting period, it refers to the number of people at the levels defined In the reporting period, it refers to the number of people working in “Production/
as mid-level and senior management levels of the Company employees who Operations, Engineering, Project Management, Financial Operations, General
are monitored through Tüpraş Human Resources data platform and whose Number of Employees in Management, Operational Planning, Purchasing, Strategic Planning, Sales, R&D,
Employment Notifications are made to the Social Security Institution. The Income Generating Positions (#) Product or Service Design, Marketing, Treasury” functions, which the Company
Number of Employees by defines as income generating positions and which are monitored through Tüpraş
Company’s managerial levels of the Company, including entry-level managers
Managerial Level (#) Human Resources data platform.
with the title of “Chief Engineer/Coordinator”, mid-level managers with the title
of “Manager, Director, Chief Specialist, Senior Chief Specialist, Project Manager, In the reporting period, it refers to the ratio of the minimum starting salary approved
Senior Project Manager” and senior-level managers with the title of “Assistant Minimum Starting Salary to
by the senior management to the official minimum wage determined by the Labor
General Manager, Director, Group Manager”. Minimum Wage Ratio
and Social Security Institution in the reporting period.

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Tüpraş 2022 Integrated Report – Reporting Principles

Type Indicator Scope Type Indicator Scope

In the reporting period, it refers to the total number of training hours attended In the reporting period, it refers to the ratio of the total number of incidents
by Company employees, as tracked by Human Resources on Tüpraş’s training involving death, lost time injury, limited incapacity for work and medical treatment
tracking platform. It is tracked by age (according to age groups below 30, between applications, which occurred during a work-related activity of the Company
Total Recordable Incident Rate
30-50, above 50), by management level (entry-level managers are “Chief Engineer/ employee and prevented him/her from coming to the workplace on the next shift
Total Amount of Training (hours) – OSHA (frequency)
Coordinator”, mid-level managers are “Manager, Director, Chief Specialist, Senior or the next working day, and which are monitored through notifications made to
Chief Specialist, Project Manager, Senior Project Manager” and senior managers the Social Security Institution, to the total number of working hours in the reporting
are “Assistant General Manager, Director, Group Manager”) and Employees by period.
Salary Category. In the reporting period, it refers to the ratio of the number of incidents, monitored
In the reporting period, it refers to the ratio of total training hours attended by through notifications made to the Social Security Institution, in which an injury
Total Amount of Training per Restricted Work Case – OSHA
Company employees to the Total Number of Employees, which is monitored sustained by a Company employee in a work-related activity causes the employee
Employee (average hours per (frequency)
through the training tracking platform of Human Resources belonging to Tüpraş. It to perform his/her own work for less time or to be directed to a simpler job, to the
employee)
is tracked in the Employees by Salary Category breakdown. total number of working hours in the reporting period.
In the reporting period, it refers to the number of hours of training on ethical In the reporting period, it refers to the ratio of the number of people who fall under
Ethical Principles and Code of
principles and code of conduct attended by Company employees, which is tracked the definition of “occupational disease” within the scope of the “Occupational
Conduct Trainings (hours)
on the training tracking platform of Tüpraş owned by Human Resources. Occupational Illness (frequency) Health and Safety Law No. 6331” and who are followed up through notifications
Social made to the Social Security Institution to the total number of working hours in the
It refers to the environmental training hour, during the reporting period, followed
Environmental Training reporting period.
by the training tracking platform of Tüpraş, in which Company and Contractor
(people x hours)
employees and the Society participate. In the reporting period, it refers to the ratio of the number of employees of the
Company that fall under the definition of “fatal occupational accidents” within the
Employee Loyalty Survey In the reporting period, it refers to the results of the employee engagement survey Fatality Rate (frequency) scope of the “Occupational Health and Safety Law No. 6331”, which are followed
Social Results (%) conducted by third-party Companies the results of which are shared. up through notifications made to the Social Security Institution, to the total working
hours.
In the reporting period, it refers within the scope of the definition of “intern” in the
Framework Regulation on Practical Trainings in Higher Education, the Company In the reporting period, it refers to the number of OHS, Process Safety, Emergency
Total Number of Interns (#) and Road Safety audits conducted by official, local or international 3rd party
refers to the total number of interns employed to complete their optional or 3 Party Audits (#)
rd
compulsory internships. accredited companies, including Koç Holding, and monitored through external
audit forms.
In the reporting period, it refers to the total number of compulsory or non-
compulsory Occupational Health and Safety training hours provided by Human In the reporting period, it refers to the number of employees of the Company who
Total Amount of OHS Training Fatalities as a Result of Work- fall under the definition of “fatal occupational accident” within the scope of the
Resources according to hazard class within the scope of “Occupational Health and
(people x hours) Related Incidents (#) “Occupational Health and Safety Law No. 6331”, which is followed up through
Safety Law No. 6331”, which are tracked on Tüpraş’s training tracking platform and
attended by Company employees. notifications made to the Social Security Institution.
In the reporting period, it refers to the ratio of the number of injury incidents that
In the reporting period, it refers to the number of local suppliers included in the
occurred to the Company employee during a work-related activity and prevented Number of Local Suppliers (#)
LTI Frequency- OSHA Company’s total suppliers that can be mapped through financial reporting systems.
him/her from coming to the workplace on the next shift or the next working day,
(frequency)
and which were followed up through notifications made to the Social Security
Institution, to the total working hours in the reporting period. In the reporting period, it refers to the number of evaluations of the suppliers
Total Number of Suppliers
Economic included in the total suppliers of the Company through Tüpraş Supplier Evaluation
In the reporting period, it refers to the ratio of the number of lost days due to an Assessed (#)
portal.
injury that occurred to a Company employee during a work-related activity and
LTI Severity- OSHA (frequency) prevented him/her from coming to work on the next shift or the next working day, Number of Suppliers Assessed In the reporting period, it refers to the number of suppliers included in the total
which is monitored through notifications made to the Social Security Institution, to According to Environmental suppliers of the Company that were assessed according to environmental criteria
the total working hours in the reporting period. Criteria (#) through Tüpraş Supplier Assessment portal.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Tüpraş 2022 Integrated Report – Reporting Principles

Preparation of the Data Indirect Energy Consumption – Electricity (TJ) Total Waste Recovery Ratio (%) Emission factors for fuel oil, fuel gas, and tail gas are calculated
within the Company based on the fuel composition obtained
1. Environmental Indicators Electricity Consumption (TJ) Formula: from GC (Gas chromatography). Although they vary according to
refineries, the values in Table: 1, Table: 2, Table: 3 and Table: 4 are
Direct Energy Consumption (TJ) Electricity consumption refers to the electricity consumption Total Amount of Waste Recovered (tonnes) / Total Amount of Waste
taken into account.
purchased from external sources in all refineries. It is obtained (tonnes) *100
Within the scope of the Company’s direct energy consumption, from consumption values monitored by meters and consumption Net Calorific Value:
natural gas, fuel oil, fuel gas and kok energy sources are reported. values billed by service providers. The MW unit obtained from Amount of CO2 Emission Eliminated by Afforestation Works
the consumption amount is converted to TJ with the following (tonnes CO2e) Emission factors for fuel oil, fuel gas and tail gas are calculated
Natural Gas Consumption (TJ) conversion factor. within the Company based on the fuel composition obtained as a
The biomass (vegetative mass) of a 25 cm diameter red pine tree
result of content and GC (Gas chromatography). Although they vary
Natural gas consumption refers to the amount of natural gas 1 MW=0,0036 TJ is 220 kg, until this tree reaches 25 cm diameter 220 kg x 0.51
according to refineries, the values in Table: 1, Table: 2, Table: 3 and
entering all refineries and is obtained from service providers’ (the tree’s carbon concentration) = 112.2 kg of carbon from the
Table: 4 are taken into account.
invoices. The resulting Gcal unit is converted to TJ with the following Energy Consumption Per Crude Oil Processed (GJ/tonnes) atmosphere and is 112.2 x (44/12) Calculated assuming (conversion
conversion factor. coefficient of carbon to carbon dioxide) = equivalent to 411.4 kg of Natural Gas
Energy consumption value refers to the value verified by Direct carbon dioxide (CO2): (Reference: https://www.egeorman.org.tr/
1Gcal= 0,004184 TJ Energy Consumption (TJ). Crude Oil Processed (tonnes) refers to hesaplayicilar/karbon-ayakizi/) The amount of Natural Gas included in the Direct Energy (TJ)
the amount of crude oil processed as mapped by the Company’s consumption, which is considered as an emission source, is
Fuel oil Consumption (TJ) financial reporting systems. Formula: included in the emission calculation. The amount of Natural Gas
Fuel oil consumption refers to the amount of fuel oil entering the consumption that generates Greenhouse Gas Emissions is obtained
Formula: Sapling Planted in Afforestation Works * 411.4
system in all refineries. The consumption amount is obtained by from flow meters. The flow meters used have calibration reports
taking the amount of fuel oil passing through the flow meters. Direct Energy Consumption (TJ)*1000= Direct Energy Consumption Scope 1 GHG Emissions (tonnes CO₂e/year) verified by the Company’s certified instrument team. Uncertainty
The flow meters used have calibration reports verified by the (GJ) calculations of flow meters are included in the calculation.
Company’s certified instrument team. The Gcal unit obtained from Scope-1 emissions refer to the amount of emissions resulting from
Direct Energy Consumption (GJ) / Crude Oil Processed (tonnes) the stationary combustion process. Within the scope of Scope-1 Emission Factor:
the consumption amount is converted to TJ with the following
conversion factor. emissions, the emission amounts generated by natural gas, fuel oil,
Total Energy Consumption (TJ) [(Natural gas MW (kg/kmole)/22.414/Natural gas MW (kg/kmole))*
fuel gas and tail gas consumption are included in the verification.
(Natural gas (kg/kmole)/100*44.0095/(12.01*1000))]/(4.186*Natural
1Gcal= 0,004184 TJ Other emission sources are not included in the scope of verification
Formula: gas LHV (kcal/Nm3)/1000000000)
as they constitute 5% of the total Scope-1 emission value.
Fuel Gas Consumption (TJ)
Direct Energy Consumption (TJ) + Indirect Energy Consumption (TJ) Natural Gas MW: [(MW of H2*H2 vol%)+(MW of CO2*CO2 vol%)+(MW
The amounts of Natural Gas, Fuel oil and Fuel gas consumption
Fuel gas consumption refers to the amount of fuel gas entering of CO*CO vol%)+(MW of CH4*CH4 vol%)]/100
Water Consumption per Crude Oil Processed (m3/tonnes) data, which constitute the Direct Energy Amount (TJ), that are
the system at all refineries. The consumption amount is obtained considered as emission sources are included in the emission Natural Gas Molar Mass of C (kg/kmole): [CO2 vol%+CO vol%+CH4
by taking the amount of fuel oil passing through the flow meters. Crude Water Use value refers to the value verified by Total Crude calculation. For this reason, the consumption amounts verified vol%]*12.01/100
In addition to the amount of fuel gas, tail gas produced in the Water Consumption (million m3). Crude Oil Processed (tonnes) is under the Direct Energy Amount (TJ) heading and the consumption
flow of the system is added to the total amount of fuel gas and derived from the amount of crude oil processed, which is an input to amounts included in the Greenhouse Gas Emission calculation Net Calorific Value:
reported. The flow meters used have calibration reports verified by the financials. do not represent the same values. The activity data used in
the Company’s certified instrument team. The Gcal unit obtained the Greenhouse Gas Emission calculation is in line with the [(MW of H2*H2 vol%)+(MW of CO2*CO2 vol%)+(MW of CO*CO
from the consumption amount is converted to TJ with the following Formula: measurement points determined in accordance with the Regulation vol%)+(MW of CH4*CH4 vol%)]/(100*22.414)*1000
conversion factor. on Monitoring of Greenhouse Gas Emissions.
Total Crude Water Consumption (million m3) / Crude Oil Processed Fuel Gas
1Gcal= 0,004184 TJ (tonnes) Formula:
The amount of Fuel gas included in the Direct Energy Amount
Coke Consumption (TJ) Water Consumption per Production (m3/tonnes) Emission Amount = Activity Data *Emission Factor*Oxidation Factor (TJ) consumption, which is considered as an emission source,
is included in the emission calculation. The amount of Fuel gas
Coke consumption refers to the amount of process-generated Formula: Activity Data= Consumption Amount*Net Calorific Value (TJ) consumption that generates Greenhouse Gas Emissions is obtained
FCC unit coke released in all refineries. This coke is calculated from flow meters. The flow meters used have calibration reports
according to the standard calculation methodology reported by Water Use (million m3) / 1.000.000= Raw Water Use (m3) Oxidation Factor = 1 verified by the Company’s certified instrument team. Uncertainty
the relevant process experts and used as energy consumption calculations of flow meters are included in the calculation. Fuel gas
amount. The outputs of these calculations are regularly reported Water Use Amount (m ) = Raw Water Use Amount (tonnes)
3
Emission Factor:
consumption for İzmit Refinery is calculated in 2 different regions, A
to senior management and other units. The Gcal unit obtained Water Use (tonnes) / Production Amount (m ) *100
3 and B regions.
The emission factor for natural gas is obtained from the local natural
from the consumption amount is converted to TJ with the following
gas supplier where each refinery is located (Izmit: IZDAS, Izmir: Izmir
conversion factor. Ratio of Reclaimed Water to Total Water Consumption (%) Gaz, Kırıkkale: KIRGAZ, Batman: SİBADAŞ)
1 Gcal= 0,004184 TJ Formula:

Amount of water recovered (million m3) / Total water consumption

(million m3) *100

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Tüpraş 2022 Integrated Report – Reporting Principles

Emission Factor: Tail Gas MW: [(MW of H2*H2 vol%)+(MW of CO2*CO2 vol%)+(MW of Scope 2 GHG Emissions (tonnes CO₂e/year) Ratio of Female Managers (%)
CO*CO vol%)+(MW of CH4*CH4 vol%)]/100
[(Fuel Gas MW (kg/kmole)/22.414/Fuel Gas MW (kg/kmole))* (Fuel Formula: Formula:
Gas (kg/kmole)/100*44.0095/(12.01*1000))]/(4.186*Fuel Gas LHV Tail Gas Molar Mass of C (kg/kmole): [CO2 vol%+CO vol%+CH4
(kcal/Nm3)/1000000000) vol%]*12.01/100 Scope 2 Greenhouse Gas Emissions= Purchased Electricity * Entry Level + Mid Level + Senior Level Number of Female
Emission Factor Employees / Total number of employees
Fuel Gas MW: [(MW of H2*H2 vol%)+(MW of CO2*CO2 vol%)+(MW of Net Calorific Value:
CO*CO vol%)+(MW of CH4*CH4 vol%)]/100 The electricity emission factor was calculated considering the Total Amount of Training (hours)
[(MW of H2*H2 vol%)+(MW of CO2*CO2 vol%)+(MW of CO*CO regions where the Refineries are located and based on the data
Fuel Gas Molar Mass of C (kg/kmole): [CO2 vol%+CO vol%+CH4 vol%)+(MW of CH4*CH4 vol%)]/(100*22.414)*1000 published by the International Energy Agency, and the emission Formula:
vol%]*12.01/100 factor value (0.44 tCO2eq/MWh) was taken from the Refineries.
Emission Factors and Net Calorific Values included in the calculation Total Training (average hours per person)= Total training hours
(Source: https://enerji.gov.tr/evced-cevre-ve-iklim-elektrik-
Net Calorific Value: of Scope 1 emissions for refineries are as follows: (hours)/ Total number of people trained
uretim-tuketim-emisyon-faktorleri)
[(MW of H2*H2 vol%)+(MW of CO2*CO2 vol%)+(MW of CO*CO Table: 1 LTI Frequency - OSHA (frequency)
Scope 1 & Scope 2 GHG Emissions (tonnes CO2e/year)
vol%)+(MW of CH4*CH4 vol%)]/(100*22.414)*1000
Emission Factor Net Calorific Value Formula:
Formula:
Fuel Oil İzmit Refinery (tonnes CO2/TJ) (GJ/tonnes)
LTI incidents x 1 million/working hour
Natural Gas 55.56 49.07 Total Scope 1 and Scope 2 Greenhouse Gas Emissions (tonnes
The amount of Fuel gas included in the Direct Energy Amount CO2e/year)= Scope 1 Greenhouse Gas Emissions (tonnes CO2e/
Region A Fuel Gas 54.88 49.76 LTI Severity - OSHA (frequency)
(TJ) consumption, which is considered as an emission source, year) + Scope 2 Greenhouse Gas Emissions (tonnes CO2e/year)
is included in the emission calculation. The amount of Fuel gas Region B Fuel Gas 52.50 50.35 Formula:
consumption that generates Greenhouse Gas Emissions is obtained Greenhouse Gas Intensity (tonnes CO2e/tonnes Crude Oil
Fuel Oil 80.05 40.55
from flow meters. The flow meters used have calibration reports Processed) LTI lost working days x 1 million/working hour
verified by the Company’s certified instrument team. Uncertainty Region A Tail Gas 106.85 11.48
calculations of flow meters are included in the calculation. Region B Tail Gas 155.42 7.19 It is calculated as the ratio of the total amount of greenhouse gas Total Recordable Incident Rate – OSHA (frequency)
emissions (tonnes of CO2e) generated by Scope 1 and Scope 2
Emission Factor and Net Calorific Value: emissions to Crude Oil Processed. Formula:
Table: 2
ASTM D-4868 Test Method for Sulfur in Petroleum Products by Formula: Number of incidents x 1 million/working hour
Emission Factor Net Calorific Value
Wavelength Dispersive X-ray Fluorescence Spectrometry (Test
İzmir Refinery (tonnes CO2/TJ) (GJ/tonnes) Greenhouse Gas Intensity (tonnes CO2e/tonnes Crude Oil Restricted Work Case – OSHA (frequency)
Method for Sulfur in Petroleum Products by Wavelength Dispersive
X-ray Fluorescence Spectrometry) is used to calculate NKD (Net Natural Gas 55.62 49.07 Processed) = Total Greenhouse Gas Emissions (tonnes CO2e) /
Crude Oil Processed (tonnes) Formula:
Calorific Value), sulfur content determination and emission factor of Fuel Gas 55.25 47.60
fuel oil is calculated based on the accepted C/H ratio according to Fuel Oil 81.57 38.74 Number of incidents x 1 million/working hour
Greenhouse Gas Intensity (tonnes CO2e/tonnes Charge)
sulfur content.
Tail Gas 131.23 8.62 Occupational Illness (frequency)
Formula:
Tail Gas
Table: 3 Charge Amount (tonnes)= Crude Oil Charge Amount + Intermediate Formula:
Natural gas or naphtha is used as input for hydrogen production
Product Charge Amount (including natural gas charge) = Product Number of occupational illnesses x 1 million/working hour
in the Hydrogen Unit in the process. In the process, pure H2 is Emission Factor Net Calorific Value
Production Amount + Fuel Items Production Amount + Loss Amount
obtained from the system. The gas with a certain amount of H2 Kırıkkale Refinery (tonnes CO2/TJ) (GJ/tonnes)
remaining is called tail gas. Tail gas consumption amount that Fatality Rate (frequency)
Natural Gas 55.65 48.70 Greenhouse Gas Intensity (tonnes CO2e/tonnes Charge) = Total
creates Greenhouse Gas Emission is obtained from flow meters. The Greenhouse Gas Emissions (tonnes CO2e) / Charge Amount
Fuel Gas 57.25 49.18 Formula:
flow meters used have calibration reports verified by the Company’s (tonnes)
certified instrument team. Uncertainty calculations of flow meters are Fuel Oil 77.29 40.80 Number of deaths x 1 million/working hour)
included in the calculation. Tail gas consumption for İzmit Refinery is Tail Gas 180.68 6.35 2. Social Indicators
calculated in 2 different regions, A and B regions. Restatements
Table: 4 Employee Turnover Ratio (%)
Emission Factor: The measuring and reporting of sustainability-related data inevitably
Formula: involves a degree of estimation. Restatements are considered
Emission Factor Net Calorific Value
[(PSA Off-gas MW (kg/kmole)/22.414/PSA Off-gas MW (kg/ where there is a change in the data of greater than 5 percent at the
Batman Refinery (tonnes CO2/TJ) (GJ/tonnes) Number of employees who quit / Total number of employees
kmole))*(PSA Off-gas Molar Mass of C (kg/kmole)/100*44.0095/ Company level.
(12.01*1000))]/(4.186*PSA Off-gas LHV (kcal/Nm3)/1000000000) Natural Gas 56.06 46.08
Fuel Gas 57.60 48.15
Fuel Oil 77.00 39.39

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Tüpraş’s Memberships and the Platforms it Supports Limited Assurance Report

Tüpraş is a member of, and extends support to, a range of national and international associations, unions and social initiatives.
Tüpraş’s presence on these platforms helps strengthen the Company’s relations with other national and international sector players.

Tüpraş became a member of the Water Europe and Hydrogen Europe platforms in 2022.

· UNITED NATIONS GLOBAL COMPACT · TSE CEN/TC/ 019/WG 21, 24 Limited Assurance Report
to the Board of Directors of Tüpraş Türkiye Petrol Rafinerileri A.Ş.
· TASK FORCE ON CLIMATE-RELATED FINANCIAL · TSE, MTC 1: PETROLEUM PRODUCTS, GAS AND LIQUID
DISCLOSURES FUELS, OILS AND RELATED PRODUCTS MIRROR We have been engaged by the Board of Directors of Tüpraş Türkiye Petrol Rafinerileri A.Ş. (the “Company” or “Tüpraş”) to perform a limited
COMMITTEE assurance engagement in respect of the Selected Sustainability Information (the “Selected Information”) stated in the Tüpraş 2022 Integrated
· WATER EUROPE Report (the “2022 Integrated Report”) for the year ended 31 December 2022 and listed below.
· TURKISH BRITISH CHAMBER OF COMMERCE AND
INDUSTRY (TBCCI) Selected Information
· HYDROGEN EUROPE
The scope of the Selected Information for the year ended 31 December 2022, which is subject to our limited assurance work, set out in the
· A.SPIRE SUSTAINABLE PROCESS INDUSTRIES · ALL BATTERY IMPORTERS AND MANUFACTURERS
pages 16, 19, 22, 23, 32, 33, 62, 66, 68, 69, 70, 72, 128, 129, 132, 134, 135, 137, 145, 147, 162, 163, 164, 165, 166, 167 and 168 of the
ASSOCIATION
2022 Integrated Report with the sign is summarised below:
· CHAMBER OF SHIPPING / ALİAĞA BRANCH
· TURKISH DISASTER RISKS REDUCTION PLATFORM Social Performance Indicators
· WORLD ENERGY COUNCIL TURKISH NATIONAL
COMMITTEE (DEKTMK) · FOREIGN TRADE ASSOCIATION OF TURKEY (TURKTRADE) · Total Number of Employees (#)
· Contractor Employees (#)
· AEGEAN REGION CHAMBER OF INDUSTRY (EBSO) · TURKISH QUALITY ASSOCIATION (KALDER) · Employees by Contract Type (#)
· Employees by Salary Category (#)
· TURKISH COGENERATION AND CLEAN ENERGY · Ratio of Female Managers (%)
· ENERGY EFFICIENCY ASSOCIATION (ENVERDER)
TECHNOLOGIES ASSOCIATION (TURKOTED) · Employees by Employment Type (#)
· Employees by Age Groups (#)
· ETHICS AND REPUTATION SOCIETY (TEID)
· Number of Employees by Managerial Level (#)
· CORPORATE GOVERNANCE ASSOCIATION OF TURKEY
· New Hirings (#)
· INTEGRATED REPORTING TURKEY NETWORK (ERTA) (TKYD)
· Number of Employees Leaving (#)
· Employees Under Collective Agreement (#)
· UNION OF CHAMBERS AND COMMODITY EXCHANGES
· ENTREPRENEUR INSTITUTIONS PLATFORM · Number of Employees on Parental Leave (#)
OF TURKEY (TOBB) / LPG ASSEMBLY LEGISLATION
· Number of Employees Returning to Work After Parental Leave (#)
COMMITTEE / LPG ASSEMBLY AUTOGAS COMMITTEE /
· KIRIKKALE CHAMBER OF COMMERCE AND INDUSTRY · Average Seniority of Level of Newly Hired Female Employees (#)
PETROLEUM ASSEMBLY AHU COMMITTEE / NATURAL
· Average Seniority of Level of Newly Hired Male Employees (#)
GAS ASSEMBLY
· KOCAELİ CHAMBER OF INDUSTRY (KSO) · Employee Turnover Ratio (%)
· Total Number of Disabled Employees (#)
· TURKISH INDUSTRIALISTS AND BUSINESS ASSOCIATION · Number of Employees in STEM Positions (#)
· CORPORATE COMMUNICATORS ASSOCIATION (KID) (TÜSİAD) / INVESTMENT AND INCENTIVES / ENERGY / TAX · Number of Employees in Income Generating Positions (#)
/ COMPETITION LAW / ENTREPRENEURSHIP ECOSYSTEM · Minimum Starting Salary to Minimum Wage Ratio
· THE PROCESSES4PLANET (P4PLANET) PARTNERSHIP / ENVIRONMENT AND CLIMATE CHANGE · Total Amount of Training (hours)
· Total Amount of Training per Employee (average hours per employee)
· TIM MEDITERRANEAN EXPORTERS’ ASSOCIATIONS (AİB) · TURKISH INVESTOR RELATIONS SOCIETY (TÜYİD)

· TECHNOLOGY INFORMATION MANAGEMENT AND AUDIT

INSTITUTE ASSOCIATION (ISACA-İSTANBUL CHAPTER)

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Limited Assurance Report

· Ethical Principles and Code of Conduct Trainings (hours) · Water Consumption per Crude Oil Processed (m3/tonnes)
· Environmental Training (people x hours) · Water Consumption per Productin (m3/tonnes)
· Employee Loyalty Survey Results (%) · Total Recovered Water (million m3)
· Total Number of Interns (#) · Total Recovered Water to Total Water Consumption Ratio (%)
· Total Amount of OHS Training (people x hours) · Total Waste Water Discharge (million m3)
· LTI Frequency- OSHA (frequency) · Total Amount of Waste (tonnes)
· LTI Severity- OSHA (frequency) - Hazardous Waste (tonnes)
· Total Recordable Incident Rate – OSHA (frequency) - Non-Hazardous Waste (tonnes)
· Restricted Work Case – OSHA (frequency) · Waste According to Disposal Method
· Occupational Illness (frequency) - Recycling (tonnes)
· Fatality Rate (frequency) - Disposal (tonnes)
· 3rd Party Audits (#) · Total Waste Recovery Ratio (%)
· Fatalities as a Result of Work-Related Incidents (#) · Savings from Waste Recovery and Industrial Symbiosis (TL million)
· Saplings Planted in Afforestation Works (#)
Environmental Performance Indicators · Amount of CO2 Emission Eliminated by Afforestation Works (tonnes CO2e)
· Scope 1 GHG Emissions (tonnes CO2e/year)
· Direct Energy Consumption (TJ) · Scope 2 GHG Emissions (tonnes CO2e/year)
- Natural Gas (TJ) · Scope 1 & Scope 2 GHG Emissions (tonnes CO2e/year)
- Fuel Oil (TJ) · GHG Intensity (tonnes CO2e/tonnes Crude Oil Processed)
- Fuel Gas (TJ) · GHG Intensity (tonnes CO2e/tonnes Charge)
- Coke (TJ)
· Indirect Energy Consumption – Electricity (TJ) Economic Performance Indicators
· Total Energy Consumption (TJ)
· Change in Energy Consumption (%) · Number of Local Suppliers (#)
· Energy Consumption Per Crude Oil Processed (GJ/tonnes) · Total Number of Suppliers Assessed (#)
· Energy Intensity (GJ/tonnes production) · Number of Suppliers Assessed According to Environmental Criteria (#)
· Number of Energy Efficiency Projects (#)
· Energy Efficiency Savings (TJ) Our assurance was with respect to the year ended 31 December 2022 information only and we have not performed any procedures with
· Energy Efficiency Savings (USD million) respect to earlier periods or any information other than Selected Information marked with in the 2022 Integrated Report and, any other
· Renewable Electricity Generation (MWh) elements included in the 2022 Integrated Report and, therefore, do not express any conclusion thereon.
· GHG Emissions Reductions through Energy Efficiency Projects (tonnes CO₂e)
- Total Grey Water Consumption (million m3) Criteria
· Total Water Consumption (million m3)
- Surface Water Sources (million m3) The criteria used by the Company to prepare the Selected Information is set out in section “Appendix-1: Tüpraş 2022 Integrated Report –
- Grid ((million m3) Reporting Principles” (the “Reporting Principles”) on pages 170-181 of the 2022 Integrated Report.
- Treated Wastewater from Körfez Municipality (million m3)

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Limited Assurance Report

The Company’s Responsibility Our Responsibility

The Company is responsible for the content of the 2022 Integrated Report and the preparation of the Selected Information in accordance with Our responsibility is to form a conclusion, based on limited assurance procedures, on whether anything has come to our attention that causes
the Reporting Principles. This responsibility includes the design, implementation and maintenance of internal control relevant to the preparation us to believe that the Selected Information has not been properly prepared in all material respects in accordance with the Reporting Principles.
of Selected Information that is free from material misstatement, whether due to fraud or error. We conducted our limited assurance engagement in accordance with International Standard on Assurance Engagements 3000 (Revised),
Assurance Engagements other than Audits or Reviews of Historical Financial Information’, and, in respect of greenhouse gas emissions,
Inherent Limitations International Standard on Assurance Engagements 3410, Assurance Engagements on Greenhouse Gas Statements, issued by the
International Auditing and Assurance Standards Board.
Non-financial performance information is subject to more inherent limitations than financial information, given the characteristics of the
subject matter and the methods used for determining such information. A limited assurance engagement is substantially less in scope than a reasonable assurance engagement under ISAE 3000 and ISAE 3410.
Consequently, the nature, timing and extent of procedures for gathering sufficient appropriate evidence are deliberately limited relative to a
The absence of a significant body of established practice on which to draw to evaluate and measure non-financial information allows reasonable assurance engagement.
for different, but acceptable, measures and measurement techniques and can affect comparability between entities. The precision of
different measurement techniques may also vary. Furthermore, the nature and methods used to determine such information, as well as the The procedures we performed were based on our professional judgment and included inquiries, observation of processes performed,
measurement criteria and the precision thereof, may change over time. It is important to read the Selected Information in the context of the inspection of documents, analytical procedures, evaluating the appropriateness of quantification methods and reporting policies, and
Reporting Principles. agreeing or reconciling with underlying records.

In particular, the conversion of different energy measures to Terajoule (TJ) and energy used to carbon emissions is based upon, inter alia, Given the circumstances of the engagement, in performing the procedures listed above we:
information and factors generated internally and/or derived by independent third parties as explained in the Reporting Principles. Our
assurance work has not included examination of the derivation of those factors and other third-party information. · made inquiries of the persons responsible for the Selected Information;
· understood the process for collecting and reporting the Selected Information. This included analysing the key processes and controls for
Our Independence and Quality Management managing and reporting the Selected Information;
· evaluated the source data used to prepare the Selected Information and re-performed selected examples of calculation;
We have complied with the independence and other ethical requirements of the Code of Ethics for Professional Accountants issued by · performed limited substantive testing on a selective basis of the preparation and collation of the Selected Information prepared by the
the International Ethics Standards Board for Accountants, which is founded on fundamental principles of integrity, objectivity, professional Company and
competence and due care, confidentiality and professional behavior. · A site visit was made to the Company’s Izmit Refinery Directorate, located in Kocaeli, in order to observe the completeness and integrity
of the emission sources regarding Selected Information, the data sources and the Company’s methods of collecting these data. The site
Our firm applies International Standard on Quality Management 1, which requires the firm to design, implement and operate a system of quality visited was selected by considering the share of the emission amount of the İzmit Refinery Directorate in the total emission amount. Our
management including policies or procedures regarding compliance with ethical requirements, professional standards and applicable legal and procedures do not include testing information systems or controls at these sites to collect and aggregate field data.
regulatory requirements. · undertook analytical procedures over the reported data.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Limited Assurance Report SASB Index

Limited Assurance Conclusion Sustainability Disclosure Topics & Accounting Metrics

Table 1. Sustainability Disclosure Topics & Accounting Metrics
Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to
believe that Company’s Selected Information for the year ended 31 December 2022, is not properly prepared, in all material respects, in TOPIC ACCOUNTING METRIC CATEGORY UNIT OF CODE
accordance with the Reporting Principles. MEASURE
Greenhouse Gas Gross global Scope 1 emissions, Quantitative Metric tonnes EM-RM- Performance Indicators (Page: 164)
Emissions percentage covered under (t) CO₂-e, 110a.1 The percentage of emissions covered under
Restriction of use
emissions-limiting regulations Percentage emissions limiting regulations is not reported.
(%)
This report, including the conclusion, has been prepared for the Board of Directors of the Company as a body, to assist the Board of Discussion of long-term and short- Discussion n/a EM-RM- Strategic Transition Plan (Page: 26-29)
Directors in reporting Tüpraş Türkiye Petrol Rafinerileri A.Ş.’s performance and activities related to the Selected Information. We permit term strategy or plan to manage and Analysis 110a.2 Natural Capital (Page: 133)
the disclosure of this report within the 2022 Integrated Report for the year ended 31 December 2022, to enable the Board of Directors to Scope 1 emissions, emissions
demonstrate they have discharged their governance responsibilities by commissioning a limited assurance report in connection with the reduction targets, and an analysis
of performance against those
Selected Information. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Board of targets
Directors of Tüpraş Türkiye Petrol Rafinerileri A.Ş. as a body and Tüpraş Türkiye Petrol Rafinerileri A.Ş. for our work or this report save where
Air Quality Air emissions of the following Quantitative Metric tonnes EM-RM- Natural Capital (Page: 133)
terms are expressly agreed and with our prior consent in writing. pollutants: (1) NOx (excluding (t) 120a.1 Studies on NOx, SOx, particulate matter and
N2O), (2) SOx, (3) particulate matter volatile organic compound emission reduction
(PM10), (4) H2S, and (5) volatile are carried out in refineries. However, there is
PwC Bağımsız Denetim ve organic compounds (VOCs) no reporting for these emissions.
Serbest Muhasebeci Mali Müşavirlik A.Ş.
Number of refineries in or near Quantitative Number EM-RM- Tüpraş at a Glance
areas of dense population 120a.2 4, (Page: 20-21)

Water (1) Total fresh water withdrawn, Quantitative Thousand EM-RM- Natural Capital (Page: 135)
Management (2) percentage recycled, (3) cubic 140a.1 Performance Indicators (Page: 163)
Cihan Harman, SMMM percentage in regions with High meters (m³), In the context of determining water risks,
Partner or Extremely High Baseline Water Percentage Tüpraş makes risk-based assessments for the
Stress (%) basins where its refineries are located, using
the internationally accepted WRI Aqueduct
Istanbul, 9 May 2023 method. However, there is no reporting on
consumption in these regions.

Number of incidents of non- Quantitative Number EM-RM- Performance Indicators (Page: 163)
compliance associated with water 140a.2 The number of incidents is not reported.
quality permits, standards, and Water penalties are reported in terms of
regulations currency.

Hazardous Amount of hazardous waste Quantitative Metric EM-RM- Performance Indicators (Page: 163)
Materials generated, percentage recycled tonnes (t), 150a.1
Management Percentage
(%)
(1) Number of underground storage Quantitative Number, EM-RM- Tüpraş does not have an underground
tanks (USTs), (2) number of UST Percentage 150a.2 hazardous material storage tank.
releases requiring cleanup, and (%)
(3) percentage in states with UST
financial assurance funds
Workforce Health (1) Total recordable incident rate Quantitative Rate EM-RM- Performance Indicators (Page: 164)
& Safety (TRIR), (2) fatality rate, and (3) 320a.1
near miss frequency rate (NMFR)
for (a) full-time employees and (b)
contract employees
Discussion of management Discussion n/a EM-RM- Human Capital
systems used to integrate a culture and Analysis 320a.2 (Page: 72-77)
of safety

188 GRI 2-5 tupras.com.tr Tüpraş Integrated Report 2022 189

 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

SASB Index GRI Index

TOPIC ACCOUNTING METRIC CATEGORY UNIT OF CODE Within the Essentials Service, the GRI Services team reviewed that the GRI Content Index was presented in a clear and consistent manner in line with
MEASURE the standards and references to disclosures 2-1 to 2-5, 3-1 and 3-2 were consistent with the relevant sections of the report. The service was performed
on the Turkish version of the Report.
Product Percentage of Renewable Volume Quantitative Percentage EM-RM- Strategic Transition Plan (Page: 26-29)
Specifications & Obligation (RVO) met through: (1) (%) 410a.1 Manufactured Capital (Page: 89)
STATEMENT OF USE Tüpraş Türkiye Petrol Rafinerileri A.Ş. has reported in accordance with the GRI content index for the period 01.01.2022-
Clean Fuel Blends production of renewable fuels, (2) Tüpraş started to work on biofuel production
31.12.2022.
purchase of “separated” renewable using Ecofining™ technology, under the
identification numbers (RIN) license agreement it signed with Honeywell GRI 1 USED GRI 1: Foundation 2021
UOP. SECTOR STANDARD GRI 11: Oil and Gas Sector 2021

Total addressable market and share Quantitative Reporting EM-RM- Strategic Transition Plan (Page: 26-29) SECTOR
of market for advanced biofuels currency, 410a.2 Manufactured Capital (Page: 89) STANDARD
and associated infrastructure Percentage Tüpraş started to work on biofuel production GRI STANDARD DISCLOSURE LOCATION OMISSION
REFERENCE
(%) using Ecofining™ technology, under the NUMBER
license agreement it signed with Honeywell
UOP. GENERAL DISCLOSURES
GRI 2: GENERAL 2-1 Organizational details Tüpraş at a Glance, Page: 18-21
Pricing Integrity & Total amount of monetary losses Quantitative Reporting EM-RM- Tüpraş 2022 Annual Report (Page: 288) DISCLOSURES 2021 2-2 Entities included in the About the Report, Page: 14-15
Transparency as a result of legal proceedings currency 520a.1 Competition Board investigation organization’s sustainability
associated with price fixing or price reporting
manipulation
2-3 Reporting period, 01.01.2022-31.12.2022
Management Discussion of corporate positions Discussion n/a EM-RM- Tüpraş does not have such an activity. frequency and contact point Annual
of the Legal related to government regulations and Analysis 530a.1 Contact, Page: 205
& Regulatory and/or policy proposals that
2-4 Restatements of The emission data published in the previous
Environment address environmental and social
information report has been updated as a result of the
factors affecting the industry
verification work conducted on the data.
Critical Incident Process Safety Event (PSE) rates Quantitative Rate EM-RM- Performance Indicators (Page: 165)
Risk Management for Loss of Primary Containment 540a.1 Natural Capital, Page: 132-133
(LOPC) of greater consequence Environmental Performance, Page: 164
(Tier 1) and lesser consequence
2-5 External assurance About the Report, Page: 14-15
(Tier 2)
Limited Assurance Report, Page: 183-188
Challenges to Safety Systems Quantitative Rate EM-RM- Not reported
2-6 Activities, value chain and Tüpraş at a Glance, Page: 18-21
indicator rate (Tier 3) 540a.2
other business relationships https://tprstaticfilessa.blob.core.windows.
Discussion of measurement Discussion n/a EM-RM- Not reported net/assets/uploads/faaliyet-raporlari/tupras_
of Operating Discipline and and Analysis 540a.3 annual_report_2022.pdf, Page: 80-82
Management System Performance https://www.tupras.com.tr/en/rafineries
through Tier 4 Indicators https://www.tupras.com.tr/en/products
2-7 Employees Human Capital, Page: 62-71
Table 2. Activity Metrics Employee Demographics, Page: 166-168

ACTIVITY CATEGORY UNIT OF CODE 2-8 Workers who are not Stakeholder Relationship at Tüpraş, Page: 45
METRIC MEASURE employees Social and Relationship Capital, Page: 118-119
Supply Performance, Page: 165
Refining Quantitative Barrels of oil EM-RM- Manufactured Capital (Page: 82-87) Social Performance, Page: 166
throughput of equivalent 000.A Performance Indicators (Page: 162)
crude oil and (BOE) Tüpraş makes on tonnage-based reporting instead of barrel- https://tprstaticfilessa.blob.core.windows.net/
other feedstocks based reporting. assets/uploads/tprspolitika/en/Tupras_Supply_
Chain_Compliance_Policy.pdf
Refining operating Quantitative Million barrels EM-RM- Manufactured Capital (Page: 82-83) 2-9 Governance structure and Management Approach/Corporate Governance
capacity per calendar 000.B Performance Indicators (Page: 162) composition at Tüpraş, Page: 34-35
day (MBPD) Tüpraş makes on tonnage-based reporting instead of barrel-
based reporting. https://tprstaticfilessa.blob.core.windows.
net/assets/uploads/faaliyet-raporlari/tupras_
annual_report_2022.pdf, Page: 26-29, 204-206,
208-209

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

GRI Index

SECTOR SECTOR
STANDARD STANDARD
GRI STANDARD DISCLOSURE LOCATION OMISSION GRI STANDARD DISCLOSURE LOCATION OMISSION
REFERENCE REFERENCE
NUMBER NUMBER
GRI 2: GENERAL 2-10 Nomination and Management Approach/Corporate Governance GRI 2: GENERAL 2-18 Evaluation of the Management Approach, Page: 40-41
DISCLOSURES 2021 selection of the highest at Tüpraş, Page: 34-35 DISCLOSURES 2021 performance of the highest https://tprstaticfilessa.blob.core.windows.
governance body governance body net/assets/uploads/faaliyet-raporlari/tupras_
https://tprstaticfilessa.blob.core.windows. annual_report_2022.pdf, Page: 225-229
net/assets/uploads/faaliyet-raporlari/tupras_ 2-19 Remuneration policies https://tprstaticfilessa.blob.core.windows.
annual_report_2022.pdf, Page: 204-206 net/assets/uploads/tprspolitika/en/tprs_
2-11 Chair of the highest Management Approach/Corporate Governance remuneration_policy.pdf
governance body at Tüpraş, Page: 34-35 2-20 Process to determine Management Approach, Page: 40-41
remuneration Human Capital, Page: 65
https://tprstaticfilessa.blob.core.windows.
net/assets/uploads/faaliyet-raporlari/tupras_ 2-21 Annual total Not applicable All data is being processed
annual_report_2022.pdf, Page: 26-29 compensation ratio to calculate the specified
ratios, and it is planned to
2-12 Role of the highest Management Approach/Corporate Governance publish the relevant ratios
governance body in at Tüpraş, Page: 34-35 in the annual report for the
overseeing the management Management Approach/Sustainability next year.
of impacts Management at Tüpraş, Page: 38-41
2-22 Statement on Management Approach/Sustainability
https://tprstaticfilessa.blob.core.windows. sustainable development Management at Tüpraş, Page: 38-41
net/assets/uploads/faaliyet-raporlari/tupras_ strategy Strategic Transition Plan, Page: 26-29
annual_report_2022.pdf, Page: 204-206 2-23 Policy commitments Management Approach, Page: 37
2-13 Delegation of Management Approach/Corporate Governance
responsibility for managing at Tüpraş, Page: 34-35 https://www.tupras.com.tr/en/policies
impacts Management Approach/Sustainability 2-24 Embedding policy Management Approach, Page: 37
Management at Tüpraş, Page: 38-41 commitments
https://www.tupras.com.tr/en/policies
https://tprstaticfilessa.blob.core.windows.
2-25 Processes to remediate Stakeholder Relationship at Tüpraş, Page:
net/assets/uploads/faaliyet-raporlari/tupras_
negative impacts 44-45
annual_report_2022.pdf, Page: 204-206
2-14 Role of the highest Management Approach/Corporate Governance https://tprstaticfilessa.blob.core.windows.
governance body in at Tüpraş, Page: 34-35 net/assets/uploads/tprspolitika/en/Tupras_
sustainability reporting Management Approach/Sustainability Disclosure_Policy.pdf
Management at Tüpraş, Page: 38-41
2-26 Mechanisms for seeking Stakeholder Relationship at Tüpraş, Page:
advice and raising concerns 44-45
https://tprstaticfilessa.blob.core.windows.
net/assets/uploads/faaliyet-raporlari/tupras_
https://tprstaticfilessa.blob.core.windows.net/
annual_report_2022.pdf, Page: 122
assets/uploads/tprspolitika/en/code_of_ethics.
2-15 Conflicts of interest Management Approach/Corporate Governance pdf
at Tüpraş, Page: 34-35
https://tprstaticfilessa.blob.core.windows.
net/assets/uploads/tprspolitika/en/tupras_
2-16 Communication of Stakeholder Relationship at Tüpraş, Page: whistleblowing_policy.pdf
critical concerns 44-45 2-27 Compliance with laws Management Approach, Page: 36-37
Stakeholders and Communication Methods, and regulations
Page: 152 https://tprstaticfilessa.blob.core.windows.
net/assets/uploads/faaliyet-raporlari/tupras_
https://tprstaticfilessa.blob.core.windows.net/ annual_report_2022.pdf, Page: 220-221
assets/uploads/tprspolitika/en/code_of_ethics.
2-28 Membership About the Report, Page: 14-15
pdf
associations Tüpraş’s Memberships and the Platforms it
Supports, Page: 182
https://tprstaticfilessa.blob.core.windows.
net/assets/uploads/tprspolitika/en/Tupras_ 2-29 Approach to stakeholder Stakeholder Relationship at Tüpraş, Page:
Disclosure_Policy.pdf engagement 44-45
Stakeholders and Communication Methods,
2-17 Collective knowledge of https://tprstaticfilessa.blob.core.windows.
Page: 152
the highest governance body net/assets/uploads/faaliyet-raporlari/tupras_
annual_report_2022.pdf, Page: 26-29 2-30 Collective bargaining Human Capital, Page: 71
agreements

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

GRI Index

SECTOR SECTOR
STANDARD STANDARD
GRI STANDARD DISCLOSURE LOCATION OMISSION GRI STANDARD DISCLOSURE LOCATION OMISSION
REFERENCE REFERENCE
NUMBER NUMBER
MATERIAL TOPICS GRI 305: EMISSIONS 305-7 Nitrogen oxides (NOx), Natural Capital, Page: 133 11.3.2
GRI 3: MATERIAL 3-1 Process to determine Tüpraş’s Sustainability Priorities, Page: 46-47 2016 sulfur oxides (SOx), and other
significant air emissions
TOPICS 2021 material topics
3-2 List of material topics Strategic Transition Plan, Page: 28-29 GRI 416: CUSTOMER 416-1 Assessment of the Natural Capital, Page: 132-133 11.3.3
Tüpraş’s Sustainability Priorities, Page: 46-47 HEALTH AND SAFETY health and safety impacts
2016 of product and service
GHG EMISSIONS categories
GRI 3: MATERIAL 3-3 Management of material Strategic Transition Plan, Page: 28-29 11.1.1 WATER AND EFFLUENTS
TOPICS 2021 topics Management Approach, Page: 36-37
Management Approach/Sustainability GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.6.1
Management at Tüpraş, Page: 38-40 TOPICS 2021 topics Management Approach/Sustainability
Tüpraş’s Sustainability Priorities, Page: 46-47 Management at Tüpraş, Page: 38-40
Natural Capital, Page: 128-133 Tüpraş’s Sustainability Priorities, Page: 46-47
Natural Capital, Page: 128-133
GRI 302: ENERGY 2016 302-1 Energy consumption Natural Capital, Page: 128-132 11.1.2
within the organization Environmental Performance, Page: 163 GRI 303: WATER AND 303-1 Interactions with water Natural Capital, Page: 134-135 11.6.2
EFFLUENTS 2018 as a shared resource Environmental Performance, Page: 163
302-2 Energy consumption Natural Capital, Page: 128-132 11.1.3
outside of the organization Environmental Performance, Page: 163
303-2 Management of water Natural Capital, Page: 134-135 11.6.3
302-3 Energy intensity Natural Capital, Page: 128-132 11.1.4 discharge-related impacts Environmental Performance, Page: 163
Environmental Performance, Page: 163
GRI 305: EMISSIONS 305-1 Direct (Scope 1) GHG Natural Capital, Page: 128-133 11.1.5
303-3 Water withdrawal Natural Capital, Page: 134-135 11.6.4
2016 emissions Environmental Performance, Page: 164
Environmental Performance, Page: 163
305-2 Energy indirect (Scope Natural Capital, Page: 128-133 11.1.6
2) GHG emissions Environmental Performance, Page: 164
303-4 Water discharge Natural Capital, Page: 134-135 11.6.5
305-3 Other indirect (Scope Natural Capital, Page: 128-133 11.1.7 Environmental Performance, Page: 163
3) GHG emissions Natural Capital, Page: 141
305-4 GHG emissions Natural Capital, Page: 128-133 11.1.8
303-5 Water consumption Natural Capital, Page: 134-135 11.6.6
intensity Environmental Performance, Page: 164
Environmental Performance, Page: 163
CLIMATE ADAPTATION, RESILIENCE, AND TRANSITION
GRI 3: MATERIAL 3-3 Management of material Strategic Transition Plan, Page: 28-29 11.2.1 ANTI-CORRUPTION
TOPICS 2021 topics Management Approach, Page: 36-37
Management Approach/Sustainability GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.20.1
Management at Tüpraş, Page: 38-40 TOPICS 2021 topics Management Approach/Sustainability
Tüpraş’s Sustainability Priorities, Page: 46-47 Management at Tüpraş, Page: 38-40
Natural Capital, Page: 128-133 Tüpraş’s Sustainability Priorities, Page: 46-47

GRI 201: ECONOMIC 201-2 Financial implications Natural Capital, Page: 140-141 11.2.2 GRI 205: ANTI- 205-1 Operations assessed Management Approach, Page: 36-37 11.20.2
PERFORMANCE 2016 and other risks and Task Force on Climate-related Financial CORRUPTION 2016 for risks related to corruption
opportunities due to climate Disclosures and Tüpraş, Page: 153-161 https://tprstaticfilessa.blob.core.windows.net/
change assets/uploads/tprspolitika/en/tupras_anti_
bribery_and_corruption_policy.pdf
GRI 305: EMISSIONS 305-5 Reduction of GHG Strategic Transition Plan, Page: 28-29 11.2.3
2016 emissions Natural Capital, Page: 128-133, 140-141 205-2 Communication and Social Performance, Page: 166 11.20.3
Environmental Performance, Page: 164 training about anti-corruption
policies and procedures
AIR EMISSIONS
205-3 Confirmed incidents of There are no confirmed incidents of corruption 11.20.4
GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.3.1 corruption and actions taken and actions taken during the reporting period
TOPICS 2021 topics Management Approach/Sustainability
Management at Tüpraş, Page: 38-40 https://tprstaticfilessa.blob.core.windows.
Tüpraş’s Sustainability Priorities, Page: 46-47 net/assets/uploads/faaliyet-raporlari/tupras_
Natural Capital, Page: 128-133 annual_report_2022.pdf, Page: 129

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

GRI Index

SECTOR SECTOR
STANDARD STANDARD
GRI STANDARD DISCLOSURE LOCATION OMISSION GRI STANDARD DISCLOSURE LOCATION OMISSION
REFERENCE REFERENCE
NUMBER NUMBER
EMPLOYMENT PRACTICES 304-4 IUCN Red List species Biodiversity Assessment, Page: 169 11.4.5
and national conservation list
GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.10.1
species with habitats in areas
TOPICS 2021 topics Management Approach/Sustainability
Management at Tüpraş, Page: 38-40 affected by operations
Tüpraş’s Sustainability Priorities, Page: 46-47 WASTE
Human Capital, Page: 62-71 GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.5.1
GRI 401: 401-1 New employee hires Employee Demographics, Page: 166-168 11.10.2 TOPICS 2021 topics Management Approach/Sustainability
EMPLOYMENT 2016 and employee turnover Management at Tüpraş, Page: 38-40
401-2 Benefits provided to There are no benefits provided to full-time 11.10.3 Tüpraş’s Sustainability Priorities, Page: 46-47
full-time employees that are employees that are not provided to temporary Natural Capital, Page: 128-133
not provided to temporary or or part-time employees at Tüpraş. GRI 306: WASTE 2020 306-1 Waste generation and Natural Capital, Page: 135-137 11.5.2
part-time employees significant waste-related Environmental Performance, Page: 163
401-3 Parental leave Employee Demographics, Page: 168 11.10.4 impacts
11.11.3 306-2 Management of Natural Capital, Page: 135-137 11.5.3
GRI 402: LABOR/ 402-1 Minimum notice Human Capital, Page: 62-71 11.10.5 significant waste-related Environmental Performance, Page: 163
MANAGEMENT periods regarding operational impacts
RELATIONS 2016 changes 306-3 Waste generated Natural Capital, Page: 135-137 11.5.4
Environmental Performance, Page: 163
GRI 404: TRAINING 404-1 Average hours Social Performance, Page: 165-166 11.10.6
AND EDUCATION 2016 of training per year per 11.11.4 306-4 Waste diverted from Natural Capital, Page: 135-137 11.5.5
employee disposal Environmental Performance, Page: 163
404-2 Programs for Human Capital, Page: 68-71 11.10.7 306-5 Waste directed to Natural Capital, Page: 135-137 11.5.6
upgrading employee skills disposal Environmental Performance, Page: 163
and transition assistance NON-MATERIAL
programs TOPICS
GRI 414: SUPPLIER 414-1 New suppliers that Management Approach, Page: 43 11.10.8 ECONOMIC IMPACTS
SOCIAL ASSESSMENT were screened using social 11.12.3
2016 criteria GRI 3: MATERIAL 3-3 Management of material Message from the General Manager, Page: 11.11.1
TOPICS 2021 topics 16-17 11.14.1
414-2 Negative social Management Approach, Page: 43 11.10.9 Strategic Transition Plan, Page: 26-27 11.19.1
impacts in the supply chain Management Approach, Page: 36-37 11.21.1
and actions taken Management Approach/Sustainability
BIODIVERSITY Management at Tüpraş, Page: 38-40
GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.4.1 Tüpraş’s Sustainability Priorities, Page: 46-47
TOPICS 2021 topics Management Approach/Sustainability GRI 201: ECONOMIC 201-1 Direct economic value Tüpraş Value Generation Model, Page: 32-33 11.14.2
Management at Tüpraş, Page: 38-40 PERFORMANCE 2016 generated and distributed Financial Capital, Page: 50-59 11.21.2
Tüpraş’s Sustainability Priorities, Page: 46-47 Economic and Administrative Performance,
Natural Capital, Page: 128-133 Page: 162
GRI 304: 304-1 Operational sites Tüpraş Value Generation Model, Page: 32-33 11.4.2 201-2 Financial implications Natural Capital, Page: 140-141 11.2.2
BIODIVERSITY 2016 owned, leased, managed Natural Capital, Page: 135 and other risks and Task Force on Climate-related Financial
in, or adjacent to, protected SDGs Performance Realization Table, Page: opportunities due to climate Disclosures and Tüpraş, Page: 153-161
areas and areas of high 144-145 change
biodiversity value outside Biodiversity Assessment, Page: 169 201-3 Defined benefit https://tprstaticfilessa.blob.core.windows.
protected areas plan obligations and other net/assets/uploads/faaliyet-raporlari/tupras_
304-2 Significant impacts Tüpraş Value Generation Model, Page: 32-33 11.4.3 retirement plans annual_report_2022.pdf, Page: 270-271,
of activities, products and Natural Capital, Page: 135 295-297
services on biodiversity SDGs Performance Realization Table, Page:
144-145 https://tprstaticfilessa.blob.core.windows.net/
Biodiversity Assessment, Page: 169 assets/uploads/tprspolitika/en/tupras_staff_
304-3 Habitats protected or Tüpraş Value Generation Model, Page: 32-33 11.4.4 compensation_policy.pdf
restored Natural Capital, Page: 135 201-4 Financial assistance https://tprstaticfilessa.blob.core.windows. 11.21.3
SDGs Performance Realization Table, Page: received from government net/assets/uploads/faaliyet-raporlari/tupras_
144-145 annual_report_2022.pdf, Page: 309-310
Biodiversity Assessment, Page: 169

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

GRI Index

SECTOR SECTOR
STANDARD STANDARD
GRI STANDARD DISCLOSURE LOCATION OMISSION GRI STANDARD DISCLOSURE LOCATION OMISSION
REFERENCE REFERENCE
NUMBER NUMBER
GRI 202: MARKET 202-2 Proportion of senior Not applicable This ratio is not available 11.14.3 GRI 308: SUPPLIER 308-1 New suppliers Supply Performance, Page: 165
PRESENCE 2016 management hired from the as all senior management ENVIRONMENTAL that were screened using
local community staff are employed from ASSESSMENT 2016 environmental criteria
the local community. 308-2 Negative environmental Natural Capital, Page: 140-141
GRI 203: INDIRECT 203-1 Infrastructure Manufactured Capital, Page: 88-90, 92-93 11.14.4 impacts in the supply chain Stakeholder Relationship at Tüpraş, Page:
ECONOMIC IMPACTS investments and services and actions taken 44-45
2016 supported Task Force on Climate-related Financial
203-2 Significant indirect Tüpraş Value Generation Model, Page: 32-33 11.14.5 Disclosures and Tüpraş, Page: Page: 154-155
economic impacts Economic and Administrative Performance,
Page: 162 https://tprstaticfilessa.blob.core.windows.net/
assets/uploads/tprspolitika/en/Tupras_Supply_
GRI 204: 204-1 Proportion of spending Tüpraş Value Generation Model, Page: 32-33 11.14.6 Chain_Compliance_Policy.pdf
PROCUREMENT on local suppliers Supply Performance, Page: 165
PRACTICES 2016 CLOSURE AND REHABILITATION

GRI 206: ANTI- 206-1 Legal actions for anti- https://tprstaticfilessa.blob.core.windows. 11.19.2 GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.7.1
COMPETITIVE competitive behavior, anti- net/assets/uploads/faaliyet-raporlari/tupras_ TOPICS 2021 topics Management Approach/Sustainability 11.10.1
BEHAVIOR 2016 trust, and monopoly practices annual_report_2022.pdf, Page: 220-221 Management at Tüpraş, Page: 38-40
https://www.tupras.com.tr/en/policies Tüpraş’s Sustainability Priorities, Page: 46-47
Human Capital, Page: 62-71
PAYMENTS TO GOVERNMENTS
GRI 402: LABOR/ 402-1 Minimum notice Human Capital, Page: 62-71 11.7.2
GRI 3: MATERIAL 3-3 Management of material Message from the General Manager, Page: 11.21.1 MANAGEMENT periods regarding operational 11.10.5
TOPICS 2021 topics 16-17 RELATIONS 2016 changes
Management Approach, Page: 36-37
Management Approach/Sustainability OCCUPATIONAL HEALTH AND SAFETY
Management at Tüpraş, Page: 38-40 GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.9.1
Tüpraş’s Sustainability Priorities, Page: 46-47 TOPICS 2021 topics Management Approach/Sustainability
GRI 207: TAX 2019 207-1 Approach to tax Tüpraş Value Generation Model, Page: 32-33 11.21.4 Management at Tüpraş, Page: 38-40
Tüpraş’s Sustainability Priorities, Page: 46-47
207-2 Tax governance, Management Approach, Page: 42 11.21.5
control, and risk management GRI 403: 403-1 Occupational health Human Capital, Page: 72-77 11.9.2
OCCUPATIONAL and safety management
207-3 Stakeholder Management Approach, Page: 42 11.21.6
HEALTH AND SAFETY system https://www.tupras.com.tr/health-and-safety-
engagement and
2018 management-system-policy
management of concerns
related to tax 403-2 Hazard identification, Human Capital, Page: 72-77 11.9.3
207-4 Country-by-country Tüpraş Value Generation Model, Page: 32-33 11.21.7 risk assessment, and incident
reporting https://tprstaticfilessa.blob.core.windows. investigation
net/assets/uploads/faaliyet-raporlari/tupras_
annual_report_2022.pdf, Page: 309-310 403-3 Occupational health Human Capital, Page: 72-77 11.9.4
ASSET INTEGRITY AND CRITICAL INCIDENT MANAGEMENT services
https://www.tupras.com.tr/health-and-safety-
GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.8.1 management-system-policy
TOPICS 2021 topics Management Approach/Sustainability
Management at Tüpraş, Page: 38-40 403-4 Worker participation, Human Capital, Page: 72-77 11.9.5
Tüpraş’s Sustainability Priorities, Page: 46-47 consultation, and Stakeholders and Communication Methods,
Natural Capital, Page: 128-133 communication on Page: 152
occupational health and
GRI 306: EFFLUENTS 306-3 Significant spills Human Capital, Page: 76 11.8.2
safety
AND WASTE 2016 Natural Capital, Page: 135-137
Environmental Performance, Page: 163 403-5 Worker training on Human Capital, Page: 72 11.9.6
occupational health and Health and Safety Performance, Page: 164
SUPPLIER ENVIRONMENTAL ASSESSMENT
safety
GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37
TOPICS 2021 topics Management Approach/Sustainability
Management at Tüpraş, Page: 38-40 403-6 Promotion of worker Human Capital, Page: 72-77 11.9.7
Stakeholder Relationship at Tüpraş, Page: health
42-43
Tüpraş’s Sustainability Priorities, Page: 46-47

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

GRI Index

SECTOR SECTOR
STANDARD STANDARD
GRI STANDARD DISCLOSURE LOCATION OMISSION GRI STANDARD DISCLOSURE LOCATION OMISSION
REFERENCE REFERENCE
NUMBER NUMBER
GRI 403: 403-7 Prevention and Human Capital, Page: 72-77 11.9.8 CHILD LABOR
OCCUPATIONAL mitigation of occupational
GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37
HEALTH AND SAFETY health and safety impacts
TOPICS 2021 topics Management Approach/Sustainability
2018 directly linked by business Management at Tüpraş, Page: 38-40
relationships Tüpraş’s Sustainability Priorities, Page: 46-47
403-8 Workers covered by Human Capital, Page: 72-77 11.9.9 Human Capital, Page: 67
an occupational health and
GRI 408: CHILD 408-1 Operations and Tüpraş does not employ child labor.
safety management system
LABOR 2016 suppliers at significant risk for
403-9 Work-related injuries Health and Safety Performance, Page: 164-165 11.9.10 incidents of child labor
403-10 Work-related ill health Health and Safety Performance, Page: 164-165 11.9.11
NON-DISCRIMINATION AND EQUAL OPPORTUNITY FORCED LABOR AND MODERN SLAVERY
GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.11.1 GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.12.1
TOPICS 2021 topics Management Approach/Sustainability TOPICS 2021 topics Management Approach/Sustainability
Management at Tüpraş, Page: 38-40 Management at Tüpraş, Page: 38-40
Tüpraş’s Sustainability Priorities, Page: 46-47 Tüpraş’s Sustainability Priorities, Page: 46-47
Human Capital, Page: 67 Human Capital, Page: 67

https://tprstaticfilessa.blob.core.windows.net/ GRI 409: FORCED OR 409-1 Operations and There are no incidents of forced or compulsory 11.12.2
assets/uploads/tprspolitika/en/deip_policy.pdf COMPULSORY LABOR suppliers at significant risk labor during the reporting period.
2016 for incidents of forced or .
GRI 405: DIVERSITY 405-1 Diversity of governance Human Capital, Page: 68-71 11.11.5 compulsory labor
AND EQUAL bodies and employees Employee Demographics, Page: 166-168
OPPORTUNITY 2016 CONFLICT AND SECURITY
https://tprstaticfilessa.blob.core.windows.net/
assets/uploads/tprspolitika/en/tupras_board_ GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.18.1
of_directors_diversity_policy.pdf TOPICS 2021 topics Management Approach/Sustainability
Management at Tüpraş, Page: 38-40
405-2 Ratio of basic salary At Tüpraş, remuneration is based on 11.11.6 Tüpraş’s Sustainability Priorities, Page: 46-47
and remuneration of women performance and there is no gender
to men discrimination in remuneration. GRI 410: SECURITY 410-1 Security personnel Social Performance, Page: 166 11.18.2
PRACTICES 2016 trained in human rights
https://tprstaticfilessa.blob.core.windows. policies or procedures
net/assets/uploads/tprspolitika/en/tprs_
remuneration_policy.pdf
GRI 406: NON- 406-1 Incidents of There are no incidents of discrimination during 11.11.7 RIGHTS OF INDIGENOUS PEOPLES
DISCRIMINATION 2016 discrimination and corrective the reporting period. GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.17.1
actions taken TOPICS 2021 topics Management Approach/Sustainability
https://tprstaticfilessa.blob.core.windows.net/ Management at Tüpraş, Page: 38-40
assets/uploads/faaliyet-raporlari/tupras_2022_ Tüpraş’s Sustainability Priorities, Page: 46-47
faaliyet_raporu.pdf, Page: 68-69-346
FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING GRI 411: RIGHTS 411-1 Incidents of violations There are no incidents of violations involving 11.17.2
GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.13.1 OF INDIGENOUS involving rights of indigenous rights of indigenous peoples during the
TOPICS 2021 topics Management Approach/Sustainability PEOPLES 2016 peoples reporting period.
Management at Tüpraş, Page: 38-40
Tüpraş’s Sustainability Priorities, Page: 46-47
Human Capital, Page: 62-71 LOCAL COMMUNITIES

GRI 407: FREEDOM 407-1 Operations and Human Capital, Page: 71 11.13.2 GRI 3: MATERIAL 3-3 Management of material Management Approach, Page: 36-37 11.15.1
OF ASSOCIATION suppliers in which the right to TOPICS 2021 topics Management Approach/Sustainability
AND COLLECTIVE freedom of association and Management at Tüpraş, Page: 38-40
BARGAINING 2016 collective bargaining may be Tüpraş’s Sustainability Priorities, Page: 46-47
at risk

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REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

GRI Index

SECTOR SECTOR
STANDARD STANDARD
GRI STANDARD DISCLOSURE LOCATION OMISSION GRI STANDARD DISCLOSURE LOCATION OMISSION
REFERENCE REFERENCE
NUMBER NUMBER
GRI 413: LOCAL 413-1 Operations with local Not applicable. As part of its social 11.15.2 413-2 Operations with Not applicable. Although Tüpraş does 11.15.3
COMMUNITIES 2016 community engagement, investments policy, Tüpraş significant actual and not have a significant
impact assessments, and continues to work to potential negative impacts on negative impact on the
development programs reduce its environmental local communities local community due to
impact and increase its activities, the refining
social contribution in the sector is always in a high
geographies where it has risk class because of
refineries and subsidiaries. its nature. However, the
Company operates in a
Tüpraş sees the United way that minimizes risks.
Nations Sustainable
Development Goals as a The Company commits to
guide in all its business the specified topics at:
processes and practices https://www.tupras.
and carries out projects com.tr/environmental-
that will serve these management-system
purposes and contribute PUBLIC POLICY
to the society.
GRI 3: MATERIAL 3-3 Management of material Management Approach/Sustainability 11.22.1
With this approach, social TOPICS 2021 topics Management at Tüpraş, Page: 38-40
responsibility programs Tüpraş’s Sustainability Priorities, Page: 46-47
are carried out in many GRI 415: PUBLIC 415-1 Political contributions Tüpraş does not support any political institution. 11.22.2
areas such as gender POLICY 2016
equality and education, https://tprstaticfilessa.blob.core.windows.net/
protection of natural assets/uploads/tprspolitika/en/code_of_ethics.
resources, culture and pdf
sports.
https://tprstaticfilessa.blob.core.windows.
Tüpraş designs social net/assets/uploads/tprspolitika/en/tupras_
investment programs donations_and_sponsorship_policy.pdf
to ensure cooperation
between the private https://tprstaticfilessa.blob.core.windows.net/
sector, public and assets/uploads/tprspolitika/en/community_
non-governmental investment_policy.pdf
organizations, and
CUSTOMER PRIVACY
measures the effects of
the programs through GRI 3: MATERIAL 3-3 Management of material Management Approach/Sustainability
perception surveys for TOPICS 2021 topics Management at Tüpraş, Page: 38-40
stakeholders. Tüpraş’s Sustainability Priorities, Page: 46-47

https://tprstaticfilessa. https://tprstaticfilessa.blob.core.windows.net/
blob.core.windows. assets/uploads/tprspolitika/en/code_of_ethics.
net/assets/uploads/ pdf
tprspolitika/en/ GRI 418: CUSTOMER 418-1 Substantiated There are no incidents of substantiated
community_investment_ PRIVACY 2016 complaints concerning complaints concerning breaches of customer
policy.pdf breaches of customer privacy during the reporting period.
and losses of customer data
https://tprstaticfilessa.
blob.core.windows.net/
assets/uploads/faaliyet- TOPICS IN THE APPLICABLE GRI SECTOR STANDARDS DETERMINED AS NOT MATERIAL
raporlari/tupras_annual_
report_2022.pdf, Page:
170-177 Topic Explanation
GRI SECTOR STANDARD
Land and resource Not applicable.
rights 11.16 Since Tüpraş does not have any activity areas that cause or contribute to involuntary resettlement to be evaluated in terms
of impact on human rights, no response has been given.

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Glossary

AÇEV Mother Child Education Foundation HSE Health, Safety and Environment OPEC Organization of the Petroleum UNWEPs United Nations Women's KVKK Personal Data Protection Law
API American Petroleum Institute IEA International Energy Agency Exporting Countries Empowerment Principles FTA/ETA Fault Tree Analysis / Event Tree
ASTM ASTM (American Society for IFRS International Financial Reporting OSHA Occupational Safety and Health VOC Volatile Organic Content Analysis
Testing and Materials) International Standards Administration WF Wind Farm WEF World Economic Forum
Standards IIR International Integrated Reporting PCT Patent Cooperation Treaty
WRI World Resources Institute PoC Proof of Concept
BERN Convention on the Conservation ILO International Labor Organization PERYÖN People Management Association
of European Wildlife and Natural of Turkey WWT Waste Water Treatment XR Extended Reality
Habitats IMO International Maritime Organization XUSRD Borsa Istanbul Sustainability Index AFAD Disaster and Emergency
PMI Partnership for Market
BIST Borsa İstanbul IRATA Industrial Rope Access Trade Implementation Management Authority
E-PRTR European Pollutant Release and
Association MoTAT Mobile Hazardous Waste
BM United Nations PMR Partnership for Market Readiness Transfer Register
ISM International Safe Management Transport
BSI British Standards Institute PSSR Pre-Start-up Safety Review B20 G20 Business Summit
ISO International Standards DACAMA Data & Analytics Capabilities
CBAM Carbon Border Adjustment RAMSAR An international convention for the CCUS Carbon Capture, Use and Storage
Organization Maturity Analysis
Mechanism conservation and sustainable use UMKE National Medical Rescue Team
ISPO International Standard for Maritime NBSs Nature Based Solutions
CCPS Center for Chemical Process Safety of wetlands.
Pilot Organizations DBO Digital Based Operations
RPA Robotic Process Automation CoW Control of Work
CIF Cost, Insurance, and Freight ISPS International Ship and Port Security BGYS Information Security Management VTUM Tax and Incentive Implementation
(delivery of goods with freight and RSR Refinery Search and Rescue
IT-OT Information Technologies- System Directorate
insurance costs paid)
Operational Technologies RTO Railway Train Operator RUP Fuel Oil Conversion Project
CMB Capital Markets Board CSR Corporate Social Responsibility
IUCN International Union for Conservation RWC Restricted Work Case MartERA Maritime and Marine Technologies
CMS Change Management System of Nature IoT Internet of Things
SAF Sustainable Aviation Fuel for a new Era
COD Chemical Oxygen Demand İKSV İstanbul Foundation for Culture and SU/SD Start-up/Shut Down
SASB Sustainability Accounting CVC Corporate Venture Capital
COP United Nations Conference of the Arts SifPro Security Integrity Level assessment
Parties Standards Board METU Middle East Technical University
İPG Business Plastic Initiative working method
DWT Unit of weight used in international SKA Sustainable Development Goals ROE Return on Equity
KalDer Turkish Quality Association IPF Instrumented Protective Function
maritime trade and the shipping Sulfur dioxide PS Process Safety
industry KAP Public Disclosure Platform SO2

SRD Health-Risk Assessment İTÜ Istanbul Technical University

EBITDA Earnings Before İnterest, Taxes, KPI Key Performance Indicators
KUTEM Koç University Tüpraş Energy STEM Science, Technology, Engineering TCC Turkish Commercial Code
Depreciation and Amortization
Center and Mathematics
EBRD European Bank for Reconstruction NMFR Near-Miss Frequency Rate
LCA Life Cycle Analysis SWG Sub-Working Group
and Development LOPC Loss of Primary Containment
EFQM European Foundation for Quality LPG Liquefied Petroleum Gas TAS Terminal Automation System
BOE Barrel Oil Equivalent
Management LTI Lost Time Injury TCFD Task Force on Climate-related
Financial Disclosures MBPD Million Barrels Per Day
EIA Environmental Impact Assessment MLC Maritime Labor Convention
TEV Turkish Education Foundation TSI Technical Specifications for
EII Energy Intensity Index MRV Monitoring Reporting and Interoperability
EMRA Energy Market Regulatory Authority Verification TEX Tüpraş Employee Experience
Concept KADES Women's Support Application
ESD Emergency Shut Down NFPA National Fire Protection Association
TİM Türkiye Exporters Assembly HSFO High Sulfur Fuel Oil
ESG Environmental, Social, & NGCPP Natural Gas Conversion Power
Governance Plant TİSK Turkish Confederation of Employer BTK Information Technologies and
Associations Communications Authority
ETS Emissions Trading System NGO Non-Governmental Organizations
TMSA Tanker Management and Self- PHA Process Hazard Analysis
FCC Fluid Catalytic Cracking Unit NOX Nitrous oxide
Assessment VR Virtual Reality
FOB Free on Board (Delivery method on OCIMF Oil Companies International Marine
Forum TPAO Türkiye Petrolleri Anonim Ortaklığı MCPD Medium Combustion Plant
board)
TRIR Total Recordable Incident Rate Directive
GEI Gender Equality Index OECD Organisation for Economic Co-
operation and Development TURMEPA Deniz Temiz (Clean Sea) LDAR Leak detection, repair
GRI Global Reporting Initiative
OHS Occupational Health and Safety Association P&iD Piping and Instrumentation
HAZMAT Hazardous Materials
OHSAS Occupational Health And Safety TÜSİAD Turkish Industry and Business Diagram
HAZOP Hazard and Operability Study
Management System Association AR Augmented Reality
HCM Human Capital Management
OKR Objectives and Key Results UNGC United Nations Global Compact CDP Carbon Disclosure Project
HPP Hydroelectric Power Plant

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 ABOUT THE MESSAGE FROM THE TÜPRAŞ AT SUSTAINABILITY SUSTAINABILITY AT TÜPRAŞ STRATEGIC ACHIEVEMENTS TÜPRAŞ VALUE MANAGEMENT STAKEHOLDER TÜPRAŞ’S SUSTAINABILITY CAPITALS OF
REPORT GENERAL MANAGER A GLANCE HIGHLIGHTS FROM PAST TO PRESENT TRANSITION PLAN AND AWARDS GENERATION MODEL APPROACH RELATIONSHIP AT TÜPRAŞ PRIORITIES TÜPRAŞ ANNEXES

Contact

Türkiye Petrol Rafinerileri A.Ş. (Tüpraş)

Gülbahar Mah. Büyükdere Cad. No: 101/A
34394 Şişli/İstanbul
Telephone: (+90 212) 878 90 00
Fax: (+90 212) 211 30 81-82
E-mail: [email protected]
Website: www.tupras.com.tr

Strategy and Sustainability Enterprise Risk Integrated reporting consultancy, content

development, Turkish and English editing, design
Çağatay Ölken Levent Bayar
Strategy and Sustainability Director Enterprise Risk Director
E-mail: [email protected] E-mail: [email protected]
Telephone: (+90 212) 878 99 99 Telephone: (+90 212) 878 99 50 www.tayburnkurumsal.com
Fax: (+90 212) 211 30 81-82 Fax: (+90 212) 211 30 81-82

Corporate Communications Financial Planning and Reporting

Çiler Teber Zeynep Keskin
Corporate Communications Manager Financial Planning and Reporting Director
E-mail: [email protected] E-mail: [email protected]
Telephone: (+90 212) 878 91 99 Telephone: (+90 212) 878 99 11
Fax: (+90 212) 211 30 81-82 Fax: (+90 212) 211 30 81-82

Disclaimer
The Integrated Report (Report) is prepared by Türkiye Petrol Rafinerileri A.Ş. (“Tüpraş”) in accordance with GRI and SASB Standards.
To access Tüpraş’s previous sustainability To access Tüpraş’s previous annual This Report is prepared only to provide information to the stakeholders, and it is not intended to form the basis of any investment
reports, scan the QR code: reports, scan the QR code: decision. The opinions and statements regarding estimated figures contained within this Report solely reflect the Company
management’s views concerning certain future events; thus, the actual results and developments may differ from these estimates
depending on the variables and assumptions. Accordingly, neither Tüpraş nor its respective advisors, directors, or employees shall
be liable for any direct, indirect or consequential loss or damage suffered by any person as a result of relying on any statement in, or
omission from, this Report, or on any other information or communications in connection with the Report. All information and related
documents contained in this Report was believed to be accurate at the time of publication. The information is disclosed in good
faith and is based on reliable sources. Tüpraş accepts no responsibility for any spelling errors that may occur during the Report’s
https://www.tupras.com.tr/sustainability-report https://www.tupras.com.tr/en/overview preparation.”

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www.tupras.com.tr