Ozmen Un San. ve Tic. A.S.

While Türkiye continues to maintain its global leadership in

flour exports, the sector now stands at a critical threshold moving

from “volume” toward “reputation and value.” At this historic

juncture, Özmen Un—initiating an important transformation under

the leadership of its fourth-generation representative Oğuz

Özmen—has signed a sectoral milestone by becoming the first

and only brand in the flour industry accepted into the TURQUALITY

program. This visionary approach, which combines traditional

craftsmanship with an Industry 4.0-based “lights-out mill” concept

and end-to-end digital traceability, is rewriting the rules of

global competition in the flour industry by positioning production

within the triangle of experience, data, and automation.

In this special conversation with young CEO Oğuz Özmen,

we examine the brand’s strategic roadmap extending to 2030,

a brand that views production not merely as a process but as

a “promise of trust.” Defining the closing of the gap between

Türkiye un ihracatında dünya liderliğini sürdürürken, sektör

artık “hacim”den “itibar ve değere” uzanan kritik bir eşikte

duruyor. Bu tarihi eşikte, dördüncü kuşak temsilcisi Oğuz

Özmen liderliğinde önemli bir dönüşüm başlatan Özmen Un,

un sektöründe TURQUALITY programına kabul edilen ilk ve

tek marka olarak sektörel bir devrime imza attı. Geleneksel

zanaatkârlığı, Endüstri 4.0 tabanlı “karanlık değirmen” konsepti

ve uçtan uca dijital izlenebilirlik ile buluşturan bu vizyoner

yaklaşım; üretimi tecrübe, veri ve otomasyon üçgenine

taşıyarak un sanayisinde küresel rekabetin kurallarını yeniden

yazıyor.

“volume and reputation” as the core objective, Özmen positions

branding not as a defensive line but as an offensive one. In this

interview, which also delivers important messages for sector

stakeholders, you will witness how a management approach

that says “The issue is not merely to grow, but to grow correctly”

transforms Turkish flour into a solution partner in the global premium

segment.

Mr. Özmen, first of all, thank you very much for accepting

our interview request. As the fourth-generation representative

who has taken the helm of Özmen Un, you have positioned

the company as the first and only brand in the flour

sector accepted into TURQUALITY. How do you define this

historic threshold as a young CEO?

I see this threshold less as a “trophy” and more as a “crossroads.”

Flour may look like a simple product from the outside,

but in reality it is a field where trust, discipline, and consistency

are constantly tested. Being accepted into TURQUALITY means

that we have moved beyond simply “producing well” and made

visible our claim to “grow correctly, strategically, and sustainably.”

The emphasis on being a young CEO is valuable as well;

however, what matters here is not age but approach. Our approach

has long been clear: strengthening the corporate structure,

standardizing processes, placing technology at the center

of production, and bringing the brand to a competitive level on

an international scale.

Do you see the TURQUALITY process merely as an indicator

of prestige, or as a part of Özmen Un’s long-term corporate

and global transformation strategy?

There is certainly a prestige aspect, and it would not be right to

deny that. But the real value of TURQUALITY lies in the fact that

it demands a “system” before prestige. It is a framework that requires

strategy, discipline, and sustainability. We were already trying

to build our roadmap around these three concepts; the program

acts as a lever that accelerates and standardizes this effort.

During the preparation process for TURQUALITY, what

concrete transformations did you implement in areas such

as corporate governance, process standardization, brand

positioning, and sustainability? What kind of change did this

process create within the company?

From the outside, TURQUALITY becomes visible at the moment

of “acceptance.” Inside the company, however, the real

work is a transformation that has been progressing step by step

for years. I can summarize the tangible side under four headings:

First, process standardization: ensuring that quality in production

is not left to chance and achieving the same result in every batch.

Second, placing technology at the center: the “lights-out mill”

approach and a digital quality control culture represent the production-

side reflection of this mindset.

Third, traceability and continuity: the infrastructure of licensed

warehousing and contract farming forms the backbone supporting

the brand’s promise of trust.

Fourth, brand positioning: becoming not merely a company

that “sells flour,” but a brand that develops solutions for professionals.

Within the company, the change is most visible in one aspect:

everyone now sees more clearly the answer to the question

“why are we doing this?” This shifts motivation from “short-term

targets” to a “long-term standard.”

“WE PLACE TECHNICAL INTELLIGENCE

ALONGSIDE FIELD-BASED MASTERY”

Where does the human element stand at the center of this

major technology-focused transformation?

Although technology may appear to be at the center of the

transformation, in our world the real center has always been the

human being. We do not use technology to replace people;

rather, we see it as a tool to support craftsmanship. In the model

we are trying to establish, we place technical intelligence alongside

the ancient mastery found in the field. The needs of the

master baker, the character of the dough, and the performance

of the product can only be understood with human sensitivity.

mayı bir savunma hattı değil, bir hücum hattı olarak konumlandırıyor.

“volume and reputation” as the core objective, Özmen positions

branding not as a defensive line but as an offensive one. In this

interview, which also delivers important messages for sector

stakeholders, you will witness how a management approach

that says “The issue is not merely to grow, but to grow correctly”

transforms Turkish flour into a solution partner in the global premium

segment.

Mr. Özmen, first of all, thank you very much for accepting

our interview request. As the fourth-generation representative

who has taken the helm of Özmen Un, you have positioned

the company as the first and only brand in the flour

sector accepted into TURQUALITY. How do you define this

historic threshold as a young CEO?

I see this threshold less as a “trophy” and more as a “crossroads.”

Flour may look like a simple product from the outside,

but in reality it is a field where trust, discipline, and consistency

are constantly tested. Being accepted into TURQUALITY means

that we have moved beyond simply “producing well” and made

visible our claim to “grow correctly, strategically, and sustainably.”

The emphasis on being a young CEO is valuable as well;

however, what matters here is not age but approach. Our approach

has long been clear: strengthening the corporate structure,

standardizing processes, placing technology at the center

of production, and bringing the brand to a competitive level on

an international scale.

Do you see the TURQUALITY process merely as an indicator

of prestige, or as a part of Özmen Un’s long-term corporate

and global transformation strategy?

There is certainly a prestige aspect, and it would not be right to

deny that. But the real value of TURQUALITY lies in the fact that

it demands a “system” before prestige. It is a framework that requires

strategy, discipline, and sustainability. We were already trying

to build our roadmap around these three concepts; the program

acts as a lever that accelerates and standardizes this effort.

During the preparation process for TURQUALITY, what

concrete transformations did you implement in areas such

as corporate governance, process standardization, brand

positioning, and sustainability? What kind of change did this

process create within the company?

From the outside, TURQUALITY becomes visible at the moment

of “acceptance.” Inside the company, however, the real

work is a transformation that has been progressing step by step

for years. I can summarize the tangible side under four headings:

First, process standardization: ensuring that quality in production

is not left to chance and achieving the same result in every batch.

Second, placing technology at the center: the “lights-out mill”

approach and a digital quality control culture represent the production-

side reflection of this mindset.

Third, traceability and continuity: the infrastructure of licensed

warehousing and contract farming forms the backbone supporting

the brand’s promise of trust.

Fourth, brand positioning: becoming not merely a company

that “sells flour,” but a brand that develops solutions for professionals.

Within the company, the change is most visible in one aspect:

everyone now sees more clearly the answer to the question

“why are we doing this?” This shifts motivation from “short-term

targets” to a “long-term standard.”

“WE PLACE TECHNICAL INTELLIGENCE

ALONGSIDE FIELD-BASED MASTERY”

Where does the human element stand at the center of this

major technology-focused transformation?

Although technology may appear to be at the center of the

transformation, in our world the real center has always been the

human being. We do not use technology to replace people;

rather, we see it as a tool to support craftsmanship. In the model

we are trying to establish, we place technical intelligence alongside

the ancient mastery found in the field. The needs of the

master baker, the character of the dough, and the performance

of the product can only be understood with human sensitivity.