Orego Packaging Group CFO Çimen Polat:
“TECHNOLOGY AND DISCIPLINE DETERMINE COMPETITIVENESS”
Orego Packaging Group CFO Çimen Polat stated that they view sustainability as an investment area with measurable returns, focusing on creating long-term value in all processes from production to exports. Polat emphasized that the future of the packaging industry will be shaped around the axes of technology, efficiency, and the circular economy.
Operating with 100% domestic capital, Orego Packaging is among the companies that stand out in the packaging industry with its production power, technology investments, and export success. Exporting to 50 countries today and serving more than 300 brands worldwide, the company continues its growth with its integrated production structure and sustainability-focused approach. We spoke with Orego Packaging Group CFO Çimen Polat, who evaluated many topics on the industry's agenda, from the company's foundation story to its goals in global markets, and from sustainability investments to the management of raw material costs. Emphasizing that the way to increase competitiveness in the packaging industry lies not only in production capacity but also in proper capital management, efficiency, and long-term investment strategies, we discussed what we were curious about with Polat.
Could you briefly describe the foundation story of Orego Packaging and the point it has reached today?
Starting its operations in 2008 with the philosophy of producing world-class packaging solutions with 100% domestic capital, Orego Packaging provides integrated services to its customers in its 35,000 square meter production facility across stages such as drafting, prototyping, mold production, material selection, manufacturing, injection, and labeling. We meet the market's semi-finished product needs by producing plastic sheets with a capacity of 1,600 kg per hour in our extrusion facility. Exporting to 50 countries with SpectaVis, Thermoform, Paper, and Injection technologies, Orego serves more than 300 brands worldwide.
As the Group CFO, I would like to emphasize the following: We have handled this growth not just as a capacity increase, but as a discipline of capital allocation with measurable returns. We have evaluated each investment in technology, human resources, sustainability, and corporate structure from the perspective of long-term cash generation and return on invested capital.
Which areas do you focus on in your product and service portfolio? What are the fundamental elements that set you apart in the sector?
With our many years of experience, we produce high-performance, food-protecting plastic and paper food packaging for the food industry and catering sector under high hygiene standards. We have a wide product portfolio for chain restaurants, hotels, and cafes, especially for meat, chicken, fish, ready-made meals, appetizers, ice cream, confectionery, snacks, olives, dairy products, agricultural products, and frozen products.
The strongest element that differentiates us is our structure that can perform the vast majority of production stages in-house by housing SpectaVis, Thermoform, Paper, IML Injection, and Heidelberg advanced printing technologies together. From a financial perspective, the meaning of this is clear: Our revenue depth per customer increases, and we transition from being a one-time supplier to a long-term solution partner.
How have the increasing pressures for sustainability and recycling recently affected your production processes? What kind of investments are you making in this area?
We see sustainability not as a necessity but as an investment area with measurable returns; because a significant portion of these investments reflects directly on our cost side. We aim for the same performance with fewer resources by increasing the use of mono-materials in product design. Reintroducing production waste into the system and resource efficiency practices reduce both our environmental footprint and our unit cost. Our solar energy investment, which meets 20% of our energy needs, provides permanent savings on our energy expenses.
Within the scope of BRCGS and ISO standards, we closely monitor the sustainability performance and traceability of our raw materials.
What are your views on the regulations regarding single-use plastics? What risks and opportunities do they hold for the industry?
Today, plastic has an indispensable role in every aspect of modern life, from medicine to food safety, and from logistics to technology. However, the real issue today is not the plastic itself, but how we manage the life cycle of plastic. When managed correctly, plastic can turn into a valuable part of the circular economy.
We evaluate the regulations regarding single-use plastics not just as a restriction, but as an important transformation process that cultivates a sustainable production culture, accelerates innovation, and directs the industry toward greener solutions.
Could you provide information about your export activities? In which markets are you active and what are your new target markets?
Today, we actively export to 50 countries, primarily in Europe. Being an approved supplier for global food producers and retail chains supports our strong position in the international market. EU countries constitute a significant portion of our exports; in addition, we are actively operating in the Middle East and North Africa region. Our AA+ BRCGS Packaging, SEDEX, and FSC certificates support this position.
As of 2026, we aim to grow in high-potential markets such as the Benelux countries and North America.
How do the fluctuations in raw material supply and costs affect your business processes? How do you manage these challenges?
The packaging industry is by its nature directly affected by fluctuations in global raw material markets; these fluctuations occasionally create serious pressure on costs. We manage this process from a CFO perspective with a proactive and financially disciplined approach.
The critical balance here is between inventory cost and production continuity; stopping production lines has lasting consequences not only in terms of cost but also in terms of customer satisfaction and supply reliability. We establish this balance with three main elements: Our strong balance sheet structure with effective cash flow and working capital management; our long-standing supplier relationships and supplier diversity; and our forward-looking supply planning.
What is your message to PLASFED and the stakeholders of the sector? Which steps should be prioritized for the development of the sector?
PLASFED is a very valuable umbrella organization that brings stakeholders together and envisions the sector in reaching the position our packaging and plastics industry deserves in the global arena. We rely on PLASFED's leadership, especially in developing recycling infrastructure, increasing access to sustainable raw materials, and supporting green transformation investments.
This content has been translated using artificial intelligence technology.