they measured and verified their emissions within a standard framework and felt the concrete financial impact. CBAM pressure, TSRS reporting requirements, and increasing supply chain risks have caused emission reduction to evolve from an environmental responsibility into a direct cost factor and a criterion for competitive advantage. According to SEEM Consulting Founding Partners Işıl Aytemur and Burcu Boran, with whom we discussed various sustainability topics, the real test for industrialists will begin in 2026. According to Aytemur and Boran, the real test will begin in 2026. Data management infrastructures, third-party verification processes, scope 3 emissions tracking, and the decisive role of ESG criteria in accessing finance will emerge as key topics for businesses to “pass the test.”

The global sustainability transformation is now taking shape as an economic necessity, and Türkiye is rapidly moving towards the center of this transformation. Sustainability is no longer just a compliance process; it is seen as the key to a new era in which companies that holistically integrate technology, data, people, and value management will gain a competitive edge. SEEM Consulting Founding Partners Işıl Aytemur and Burcu Boran assessed both the maturation of carbon pricing mechanisms on a global scale and Türkiye’s preparations for integration into this system with its ETS draft structure.

  • What were the key dynamics that led to sustainability becoming central to corporate strategy worldwide?

Işıl Aytemur: The most significant factor in sustainability evolving from a side policy to a core strategy for organizations has been the rapid development of climate policies and the resulting financial pressures on companies. Environmental responsibility alone is no longer sufficient; companies must manage their carbon footprints, collect technical data, and comply with international reporting standards. Three key dynamics have driven this transformation: tighter regulations, the financial world’s assessment of ESG (environmental, social, governance) performance as a risk criterion, and customers’ increasing expectations for transparency. When all these factors come together, sustainability moves beyond a “nice-to-have” approach and becomes a direct determinant of competitive advantage.

Burcu Boran: At the heart of sustainability lies social and environmental awareness. We wish we could say that the fundamental dynamic behind this transformation is increasing awareness, but in reality, the main factor triggering this change has been economic realities. Natural resources cannot be replenished fast enough to keep up with the rate of consumption. Resources are limited, while demand continues to grow. Access costs for raw materials are rising, while product lifecycles are shortening. This imbalance has made sustainable production models not just a preference, but a necessity. In today’s competitive environment, recycling, circular economy, and systems that calculate environmental costs contribute not only to the environment but also to companies’ profitability. Otherwise, facing high taxes, border regulations, and supply chain pressures is inevitable.

“CBAM acts as a lever that accelerates rather than delays transformation”
  • How are the European Green Deal and carbon border adjustment affecting the pace of transformation in Turkish industry?

Işıl Aytemur: The foreign policy factor that triggered transformation most rapidly in Türkiye was definitely the Carbon Border Adjustment Mechanism (CBAM). CBAM is a regulation that aims to prevent carbon leakage by reflecting Europe’s internal carbon pricing system on imported products. Creating additional costs at the border for companies exporting to Europe in carbon-intensive sectors has accelerated sustainability investments in Türkiye. Today, many industrialists know that they must move quickly in areas such as energy efficiency, renewable energy investments, data management infrastructure, supply chain compliance, and verification processes. In other words, CBAM acts as a lever that accelerates rather than delays transformation.

Burcu Boran: Europe is not only one of Türkiye’s largest trading partners, but also a reference point for political and strategic transformations. Initiatives such as the European Green Deal and carbon border adjustments are directly shaping the agenda of Turkish industry. Leading companies have been preparing for this transformation for some time; however, with the concrete manifestation of financial impacts, these preparations have become more systematic. Competition is no longer defined solely by price; it is also defined by environmental compliance competence. Because without this compliance, companies face serious additional cost risks and market loss.

“The realization that reducing emissions is not only an environmental responsibility but also a direct financial necessity was the most important outcome of 2025”
  • What sustainability awareness emerged as a priority for industrialists in 2025?

Işıl Aytemur: 2025 was a year in which companies made more technical and systematic progress on sustainability. Thanks to carbon verification and TSRS (Türkiye Sustainability Reporting Standards) reporting requirements in particular, companies collected their data within a standard framework and reported it transparently for the first time. The most important outcome of this year was the realization that emission reduction is not only an environmental responsibility but also a direct financial necessity. Renewable energy purchase agreements, energy efficiency projects, and data management infrastructures gained more prominence on companies’ agendas. Sustainability has now become an issue integrated into the operational processes of institutions.

Burcu Boran: The year 2025 marked a period when many companies measured their emissions for the first time and gained a clearer understanding of the financial impacts of climate change, thanks to border carbon adjustments and TSRS reporting requirements. These developments demonstrated that sustainability is no longer a technical issue but a strategic one. However, the lack of a fully established sector-based comparison infrastructure made it difficult for companies to position themselves and set targets. At this point, the introduction of complementary tools such as the Green Taxonomy will increase transparency and enable companies to more clearly assess their sustainability performance.

“Every company must define its own sustainability universe”
  • What topics must businesses add to their agendas in 2026 to “pass the test”?

Işıl Aytemur: 2026 will be a threshold year when climate policies and TSRS compliance will fully come into effect. Three issues are critical for businesses: supply chain and Scope 3 emissions management, establishing digital infrastructure to ensure sustainable data is collected regularly and verifiably, and third-party verification processes. The era of managing sustainability via Excel is coming to an end. Companies will have to manage both their own operational data and supply chain data in accordance with standards.

Burcu Boran: Today, “failing the test” means not being able to access financing. International capital and trade circles now evaluate companies not only on their stance on climate change, but also on their environmental, social, and governance (ESG) performance as a whole. Therefore, sustainability is not just about calculating carbon emissions. Every company must define its own “sustainability universe” in line with its field of activity and sectoral dynamics and create a strategic roadmap accordingly.

  • Beyond carbon and water footprints, there is talk of a “nature positive” approach. How much of a place can this concept find in industrial policies by 2030?

Işıl Aytemur: The nature positive approach offers a more holistic understanding that focuses not only on carbon management but also on impacts on ecosystems. In particular, the EU’s nature restoration laws and global brands’ supply chain criteria make it mandatory for companies to track their biodiversity and ecosystem impacts. However, I predict that industrial policies will still focus primarily on carbon until 2030. In sectors operating in water-stressed regions, the nature positive approach will gain traction much more quickly and become a natural complement to carbon management within the next 10 years.

Burcu Boran: Carbon emissions are a globally measurable and trackable indicator. In contrast, water footprint is a more local and context-specific issue. Therefore, addressing both areas at the same pace and within the same framework is not easy, especially in terms of industrial policies. Nature positive approaches may find more urgent solutions in regions experiencing water stress; however, I anticipate that industrial policies will continue to be shaped primarily around carbon until 2030.

“Türkiye is well prepared in terms of establishing its regulatory infrastructure and system design”
  • How mature will global carbon pricing and emissions trading systems be by 2025? Where does Türkiye stand in this network?

Işıl Aytemur: Today, more than 75 carbon pricing mechanisms are in place around the world, and the scope of global carbon markets is expanding every year. Türkiye has prepared the necessary infrastructure with its ETS (Emissions Trading System) draft regulation, and the system is expected to be implemented by 2026. Türkiye’s advantage is that it has a strong verification infrastructure thanks to the ISO 14064 verifications that have been carried out for many years. What will be decisive in the coming period is what strategy the industry will follow to adapt to this new economic order. With the right investments, carbon pricing can cease to be a cost factor and become a competitive advantage.

Burcu Boran: As someone who has been working in this field since 2008, I can comfortably say that carbon pricing and emissions trading systems are still experiencing growing pains despite their nearly 20-year history. The frameworks were initially outlined and the basic mechanisms established; however, new regulations are constantly needed to make the system more inclusive and effective. Türkiye is well prepared in terms of establishing its regulatory infrastructure and system design. However, the real determining factor will be how industry adapts to this new economic order. For sectors with high emission intensity, this system may seem like a cost at first glance, but with the right strategies, it can be turned into a competitive advantage.

  • Which sector or country in the world can be taken as a model?

Işıl Aytemur: It is not possible to talk about a single model in sustainability; however, there are strong practices that stand out in different areas. The wood and furniture sector in Scandinavia is quite advanced in circular economy practices. Germany is a strong reference in the machinery sector in terms of energy efficiency and carbon management. The Netherlands’ agriculture and food sector sets an example for the world in water management and efficiency. However, I believe that every country and every company needs to develop a unique strategy tailored to its own geographical conditions, sector dynamics, and value chain. Long-term success depends on getting this uniqueness right.cifically to the company’s sector, geography, supply chain, and value chain.

Burcu Boran: Denmark had set a carbon neutrality target for 2025; however, it subsequently postponed this target. This example shows us that a model considered good practice today can change shape over time depending on circumstances. The field of sustainability is dynamic and, at times, susceptible to manipulation. Therefore, rather than talking about a universal or one-size-fits-all model for sustainability, companies that can accurately define their own reality achieve lasting success. Just as strategy cannot be copied exactly from one company to another, sustainability strategies must also be tailored specifically to the company’s sector, geography, supply chain, and value chain.

“Successful companies will be those that can manage technology, data, people, and values as a whole”
  • What do you think is the formula for future competitive advantage: technology + data, or people + value management?

Işıl Aytemur: The competitive advantage of the future actually lies in the combination of these two approaches. Technology and data are the fundamental tools that enable measuring, managing, and reporting sustainability. However, what enables these tools to add real value to sustainable transformation is people-centered leadership, corporate values, and ethical stance. Successful companies will be those that can address technology, data, people, and value management as a whole. Because sustainability is no longer just about operational processes; it is an area that shapes corporate culture and social impact.

Burcu Boran: Technology and data enable operational excellence; but what creates the strategic difference is human-centered value management. Future leaders will be individuals who manage not only production processes, but also the planet, society, and ethical values. This necessitates cultivating individuals who can think more broadly, closely follow the world, and continuously learn.

“What percentage of revenue comes from sustainable products?”
  • What are the three critical issues industrialists need to focus on over the next five years as we move toward the 2030 targets?

Işıl Aytemur: As we move towards the 2030 targets, three areas stand out for companies. First, technological transformation to reduce carbon intensity is essential. Energy efficiency projects, electrification, process optimizations, and renewable energy investments are the cornerstones of this transformation. Second, compliance with data management and reporting standards is now inevitable. The requirements of standards such as TSRS, CSRD, GRI, and CDP have become clear, and companies must fully implement these processes. The third critical area is Scope 3 emissions management. Supply chain emissions, which constitute the largest portion of emissions in many sectors, will be the most decisive competitive arena in the coming years.

Burcu Boran:

  1. Supply Chain Resilience: Mitigating risks with alternative suppliers is now a strategic necessity.
  2. Sustainable Product Portfolio: What percentage of revenue comes from sustainable products? This ratio should be central to growth strategies.
  3. Opportunity Focus: This transformation can be delayed but not stopped. Those who take action instead of waiting will gain an advantage.