Aşkale Cement was founded in 1968. Its operation was commenced in 1971. In 1993, it was purchased by ERÇIMSAN, which was founded by the people in the Erzurum region and which has 1000 partners, for USD 31 million 250 thousand via privatization. Together with privatization, the button was hit for both investments and enlarging the market share. In the first phase, amelioration investments were started in order to eliminate the bulky structure of the factory. Serious savings were achieved through small investments in many units.
Since 1993, Aşkale Cement has virtually made a miracle come true with its thousand-partnered structure despite the hard, almost impossible conditions. From the ashes of a company in Aşkale, failed and lost money under the ownership of the state, today enormous industrial facilities rise in Erzurum, Aşkale, Trabzon, Van, Ağrı, Tercan, Erzincan and Gümüşhane. Having been non-stop continuing to make investments, Aşkale Cement also regularly distributes the profits to its partners every year.
Having become one of the “100 company in Turkey paying the highest taxes” in 2007, having been elected as the “Export Champion” among the Anatolian Tigers in 2007, having been chosen as the “245th biggest industrial enterprise in Turkey” in the Turkey’s 500 biggest industrial enterprises list of the Istanbul Industry in 2008, and having become the "43th most stable company of Turkey" in the research conducted by CNBC-e Businnes Magazine, Aşkale Cement continues to make investments in order to be strong within the sector.
Aşkale Cement was awarded as the most innovative and the fastest company in its sector in the Fast Fish contest arranged by the Turkish Economy Bank and the Referans Newspaper. Aşkale Cement outpaced hundreds of giant names and became the 245th in the Turkey’s 500 biggest companies list of the USA’s business world magazine, Fortune. Attaching great importance to the environmental and human health, the company was chosen as one of Turkey’s 9 best companies by the Ministry of Labour and Social Security due to the measures it has taken pertaining to the smoking ban.
The capacity increases and investments, having been continued since 1993, continue in the regional sense. The company, having made investments of USD 250 million and capacity increases since 1993, plans to make investments also in different cities of the region in the following years. Serving as a model company in privatization, the company proceeded its way with its taional crisis management system. Therefore, it managed to overcome the chaos with the minimum loss. The patience of the employees and the efforts of the managers to overcome the problems as soon as possible have added dynamism to the company. Therefore, Aşkale Cement’s most important characteristic, separating it from its competitors, is that although it has many partners, there has been no lack of product quality, fast decision-making, customer satisfaction and collective spirit.
After its privatization, the company started to market products to most of the East Anatolia, Southeast Anatolia and East Blacksea regions by rapidly growing its marketing network. In the intense competing environment, as a must of the free market economy and complying with the competing terms, the company produced its products with the highest quality and managed to sell all of its products with the highest profit margin by achieving customer satisfaction despite the economic crises. In the foreign market of the company, there are exports to Iran, Azerbaijan, Georgia, Nakhcivan, Iraq and Russia. Every country needing cement is a target of the company.
When the total of the Aşkale, Trabzon and Van factories is considered, the annual clinker production capacity is 2,3 million tons. Annual cement production capacity is also total 3 million tons. Also, the ready-mixed concrete production capacity is hourly 540 cubic meters. Aşkale Cement produces clinker, cement, ready-mixed cement and aggregate based on all the required types and standards. The company widens its product range considering the day’s conditions and the demands.