Chairman of the Nurol Holding Executive Board Nurettin Çarmıklı, who does not like to appear on media too often, broke his silence to Capital magazine. Mr. Nurettin Çarmıklı gave information on the structure of the company, management styles and projects in the interview and he made the following statement: “The new generation has a promising future. Regardless of the fact that you are an individual or a holding, seriousness, honest and loyalty are always the main principles. These constitute the foundation of the business. We owe existence of Nurol to these principles today. We cannot go beyond being a family business. A family business is a family business. We need to institutionalize within our family business. Everyone should know their duty. We have not yet institutionalized as the Western companies. But we need to institutionalize. And the most important requirement for this is training and education. When we compare ourselves with Europe, Turkey need to close the gap, and Turkey can only be developed through strong family companies.”
Nurettin Çarmıklı told us the journey of Nurol Holding in the business life from small businesses to mega projects and we received the following answer from him to our question concerning the turnover targets in the following five years: “Consolidated turnover of Nurol Holding was 600 million dollars in 2012. Economic problems in the Persian Gulf and the events occurred in Libya had a negative impact on our turnover. I expect our consolidated turnover to exceed 2 billion dollars in 2012. The main items under this turnover will consist of construction, defence industry, energy and mining sectors.”