MUSTAFA AKTAŞ, CHAIRMAN OF THE BOARD OF DIRECTORS OF AKTAŞ GROUP: REXOIL, OUR INTERNATIONAL BRAND IN THE LUBRICANTS SECTOR; ZERO DEFECTS, KAZAN – KAZAN, LEAN MANUFACTURING, AND TECHNOLOGICAL ADVANCEMENT ARE DRIVING OUR GROWTH
INTERVIEW: ALİ KARABAŞ
REXOIL, the international brand of Aktaş Group, has been serving the lubricants industry since 2013. With its headquarters in Ataşehir and a production facility spanning 15,000 m² of covered area in the Tuzla Birlik Organized Industrial Zone, REXOIL; meets domestic and international demand with a product portfolio consisting of automotive oils, industrial oils, process oils, greases, and marine oils.
REXOIL adopts a human resources approach that prioritizes employee development to keep pace with the changes in today’s world. By closely following technological advancements and making investments to increase employment and contribute to Turkey’s sustainable development, the company continues its leadership in the sector with a mission to produce high-quality goods and services.
Mustafa Aktaş, Chairman of the Board of Directors at Aktaş Group, answered Ekovitrin’s questions regarding his companies’ operations, brand, competition, and R&D strategies, automation investments, sectoral transformation, green vision, marketing and export goals, as well as domestic production and the economic agenda.
OVERALL SUCCESS AND BRAND STRATEGY
Mr. Aktaş, with the Rexoil brand, you have consistently ranked among the top in lubricant exports for the past eight years. What are the key strategies behind this sustained success?
As the REXOIL team, we are moving forward within a holistic approach focused on the economy, the environment, and society, in line with the United Nations Sustainable Development Goals. We sustain sustainable growth through production without compromising on quality, a customer-focused approach, strong business partnerships, and our flexible logistics structure.
With sustainable production, performance, a competitive pricing policy, and high product and service quality, an optimized process infrastructure, a product portfolio that embraces market expectations, technology that meets industry standards, and the financial strength to weather economic turbulence—the REXOIL brand, which leads the lubricants market, has built its operational strategy on five core values. If we were to describe this as “team spirit,” we would list it as follows: Trust, fostered by a participatory and collaborative work culture… Synergy focused on shared goals and success, uniting all stakeholders and employees as a whole… Creating an organizational culture where the entire factory is aligned through two-way (bottom-up and top-down) communication techniques.
Second is excellence… Demonstrating a professional and competent management style through the sustainability of industry best practices, and the dissemination of lessons learned from past challenges… Minimizing the impact of errors and losses through systematic, standardized process management that keeps variability under control… Ensuring the dissemination of knowledge and technology across the entire field by establishing a continuous improvement cycle.
Third is respect… Acting in accordance with human values, the environment, legal requirements, and standards; producing lubricants with sensitivity to all these considerations… Sharing our living spaces with all our business partners and stakeholders outside our organization… Demonstrating the maturity to work together without discrimination based on religion, language, race, or gender… Listening to and considering alternative ideas and suggestions.
Fourth is courage… Always standing up for what is right. Never compromising on REXOIL’s rules and standards, or its technological infrastructure and requirements… Adapting to different perspectives and suggestions.
Fifth is safety… To develop and uphold a safety culture that prioritizes personnel and process safety… To ensure that safety-critical processes and equipment are always ready… To avoid unsafe conditions and behaviors… To embrace a philosophy of continuous improvement by working with a risk management approach.
OUR BRAND’S STRONGEST ASPECT: ZERO DEFECTS
In your opinion, what are REXOIL’s strongest assets that enable it to compete with global brands?
REXOIL operates by setting medium- and long-term goals aligned with the values and corporate structures of global brands, leveraging digital transformation, R&D processes, automation, and documentation infrastructure. It periodically reviews its established goals and, with a dynamic structure that updates its processes and team based on global socio–economic conditions. It stands out with its competitive price-quality balance, rapid adaptation, broad product range, and strong after-sales support services. This dynamic team structure and speed of adaptation elevate Rexoil, as a domestic brand, a step ahead of global brands. We continuously improve our processes by supporting unit cost efficiency—through a qualified workforce and automation infrastructure—with a continuous improvement cycle and lean manufacturing projects. We never treat yesterday as equal to today; we keep team motivation and energy high with a “one step further every day” strategy.
We can achieve our goals through shared expectations within the supplier-manufacturer (REXOIL)-customer triangle, a win-win philosophy, and a skilled workforce. We aim to guide the fulfillment of industry expectations and needs and to steer our stakeholders in the right direction. We operate with a “zero-defect” approach. By adopting approaches such as zero workplace accidents, zero quality complaints, and zero waste, we aim for maximum efficiency. This not only adds value to the strategic and economic balances of all our stakeholders but also creates satisfaction that exceeds expectations.
We choose to be a brand that leads and manages the market by working with a dedicated team that thoroughly understands the industry requirements within the supplier-manufacturer-customer triangle. The “win-win” philosophy has been fully embraced by our entire team; we know that sustainable business partnerships can be achieved through this perspective and the exceptional efforts of our stakeholders. For this reason, we carry out joint projects with our suppliers, subcontractors, and customers to make the world we live in a more livable and sustainable place for the future.
MUSTAFA AKTAŞ, CHAIRMAN OF THE BOARD OF DIRECTORS OF AKTAŞ GROUP, NOTING THAT REXOIL SETS THE COURSE FOR THE LUBRICANTS SECTOR, SAID, “PRODUCTION WITHOUT COMPROMISING ON QUALITY, A CUSTOMER-CENTERED APPROACH, STRONG BUSINESS PARTNERSHIPS, AND OUR FLEXIBLE LOGISTICS STRUCTURE, WE ARE GROWING SUSTAINABLY,” HE SAID
OUR SUCCESS STEMS FROM A WIN-WIN PHILOSOPHY
REXOIL’s exports to more than 100 countries are a major achievement. Could you share some information about the process of building this export network?
As a brand that has repeatedly tested the dynamics of the domestic market while setting goals for our export processes, REXOIL began by first developing its technical infrastructure to meet the needs of the global market as we aimed to capture a share of that market. Of course, as a brand exporting to 100 countries, in addition to having the technological infrastructure and the ability to respond quickly to demands, we’ve established a win-win philosophy in the industry by working with the right business partners and developing our stakeholders alongside our own processes. By embracing a “develop” philosophy rather than a “change” one, we have transformed into a brand that adapts quickly to the market’s evolving dynamics as we continue to grow the number of stakeholders who are deeply committed to us. Today, we have succeeded in becoming a brand that communicates with people and organizations from every country in the world and delivers satisfaction that exceeds their expectations.
WE MANAGE LEAN MANUFACTURING PROJECTS EFFECTIVELY
You often emphasize the concept of “next-generation motor oil.” Could you elaborate on this concept? How do your products make a difference in this area?
As engine technology advances, engine internal volumes shrink, and the need for lubrication technology increases. Naturally, lubrication becomes more challenging. This is because as consumer expectations rise in tandem with advancements in engine technology, the complexity of the vehicle also increases. Expectations regarding performance, environmental emissions regulations, fuel economy, and extended oil change intervals make the job harder for manufacturers like us, so we’re focusing on close R&D collaborations with additive manufacturers.
Constraints such as shrinking internal engine volumes, high performance expectations, low emissions, and fuel economy naturally drive parallel advancements in lubrication technology, additive composition, and base oil technology. Depending on a country’s level of development, fully synthetic and semi-synthetic product formulations, along with expectations for low evaporation and product loss, have led to significant increases in unit product costs. Advances in additive and base oil technology over time have compelled the REXOIL brand to optimize our unit costs through selective, high-performance formulations and lean manufacturing projects. We take pride in being the domestic brand that manages this process most effectively.
OUR FACILITY IS A TECHNOLOGY HUB
Could you tell us about your investments in R&D and technology centers?
Currently, at our Technology Center, we utilize the most modern and advanced lubricant technology through our R&D capabilities, laboratory infrastructure, process automation (Industry 4.0), and the full automation of our production and filling lines.
Combining our Turkak-accredited laboratory infrastructure—which ensures maximum confidence for consumers and employees through sustainable and advanced testing and analysis capabilities—with a dynamic and experienced workforce, we have succeeded in producing results that meet international standards, and we aim to achieve market dynamics on par with our world-class competitors in the future.
With the R&D and laboratory investments we made in 2024, we have transformed our factory into a technology hub. Today, at the REXOIL laboratory, all industry-specific tests, performance analyses, and statistical process controls can be conducted in an integrated manner as part of both R&D and quality control processes. Of course, this technological superiority also requires the parallel development of a qualified workforce. We select our technical team using competency-based interview techniques and advance their careers in line with our brand strategies by supporting their training and personal development.
At REXOIL, we manufacture a wide range of products in the motor oil and industrial sectors in compliance with national and international standards. We are committed to producing products that meet ACEA standards worldwide. While adhering to sustainable environmental policies, we focus on products that extend engine life and save energy, and we conduct R&D in this field.
EKOVİTRİN PUBLICATION COORDINATOR ALİ KARABAŞ HEARD ABOUT REXOIL’S GLOBAL SUCCESS STORY FROM MUSTAFA AKTAŞ, CHAIRMAN OF THE BOARD OF DIRECTORS AT AKTAŞ GROUP. ASSESSING THE TRANSFORMATION IN THE LUBRICANTS SECTOR, TECHNOLOGY INVESTMENTS, AND EXPORT TARGETS, AKTAŞ DELIVERED THE MESSAGE: “AS A LOCAL BRAND OF TURKEY’S DOMESTIC BRAND, WE ARE EXPANDING GLOBALLY,”
OUR GOAL IS TO RAISE OUR OEE TO 100 PERCENT
With your automation investment, you’re aiming for error-free and sustainable production. How will this transformation contribute to your factory’s efficiency?
In the lubricants industry, building the right knowledge base and transforming that knowledge into institutional memory—preserving your brand’s unique experiences and analyzing them to generate practical business insights—is of the utmost importance. This is because the realities of another factory’s infrastructure, formulations, and product portfolio may not align with your expectations and process infrastructure. What matters most is knowing what belongs to you and what is uniquely yours; accurately identifying your areas for growth and developing strategic plans accordingly is of the utmost importance. At the beginning of 2024, we set out with a strategy to ensure the automation and integration of our assets through the company’s ERP infrastructure. We’ve built a great team that is highly dynamic, energetic, and motivated, and is fully supported by top management. At this stage, we have succeeded in integrating our entire processes—from quoting to ordering, from planning to purchasing, from blending to filling, from warehousing to logistics operations, as well as laboratory processes and engineering, investment, and maintenance processes—with the ERP system, thereby minimizing losses, leakage, and inefficiencies. This process has led us to a set of working principles that automate our operations, eliminate human error, and implement systematic, statistical process controls free from human emotion.
We have brought our planned-versus-actual performance to 75 percent and our machine efficiency to 60 percent using only monitoring and measurement methods. Our goal is to bring our Overall Equipment Effectiveness (OEE) to 85 percent and our plan compliance performance to 100 percent.
REXOIL’S MARKETING AND EXPORT GOALS
Currently, 60 percent of your sales are from exports, and 40 percent are for the domestic market. How do you plan to shape this balance in the coming years?
With superior product and process technology that meets global consumer standards in the lubricants sector as well as national and international legal requirements, operational efficiency, and the team spirit of our experienced, dynamic, and young workforce—we take pride in being Turkey’s flagship brand and the only domestic and national brand in the lubricants sector, having consistently ranked among the top five in the industry for eight consecutive years of uninterrupted exports.
While continuing our export-driven growth, we aim for a balanced structure that will also preserve our brand strength in the domestic market. In particular, by carefully analyzing the opportunities that the global landscape presents to us and our country, we strive to plan our focus and strategies accordingly. The balance between risk and opportunity is extremely important to us. Despite everything, our structure is not one that grows aggressively every year; rather, it is designed to retain our existing customers and aim to meet their expectations to the greatest extent possible. For example, this year we aimed to grow by serving our existing customers and further improving the quality of our services and products. As a domestic brand offering products and services worldwide, particularly in the export market, we are optimizing our current volume and profitability balances by earning the trust of our stakeholders through product and brand assurance. In the domestic market, we aim to grow by partnering with reliable companies that have a strong financial foundation, a solid industry reputation, and brand value. Specifically, in the domestic market, we want to establish a presence in high-tech products and selectively work with customers who will help us grow. For example, we plan to collaborate with an OEM (Original Equipment Manufacturer) by 2026. One of our most important goals will be to take pride in being the primary fill supplier for a major automotive manufacturer and to see the REXOIL brand in their vehicles.
AKTAŞ: KEY TO REXOIL’S SUCCESS: ZERO DEFECTS IN ALL OUR OPERATIONS, TECHNOLOGY, CUSTOMER RELATIONSHIPS, AND WINNING IN MARKETING – WIN, LEAN PRODUCTION, AND A PHILOSOPHY OF “IMPROVING” RATHER THAN “CHANGING” STAND OUT AS KEY FACTORS
AMONG OUR 4 TARGET MARKET REGIONS
You aim to increase your export share to 75 percent by the end of 2025. Which markets are you focusing on to achieve this goal?
Latin America, Africa, Southeast Asia, and Eastern Europe are among our priority target markets. While we anticipate that we will be able to achieve this goal quite easily, we also have specific objectives, such as increasing the visibility of the REXOIL brand in developed economies and securing shelf space alongside global brands. For this reason, in 2025–2026, we plan to host more companies and customers from our export markets at our factory to showcase our technology and strengthen the trust in our brand. Of course, this goal also depends on many potential and unexpected developments taking place in the world. We monitor the market and adjust our strategy accordingly.
DELIVERING THE RIGHT PRODUCT IN THE RIGHT QUANTITY TO THE CUSTOMER
How do you ensure sustainability in dealer management, particularly in the domestic market?
Our collaborations and strategic partnerships are vital to reinforcing REXOIL’s position as an innovative leader in the industry. Through strong relationships with our stakeholders, knowledge sharing, and joint development projects, we implement pioneering practices in the lubricants sector and offer our customers more valuable solutions. We keep our domestic dealer network vibrant through training, support, loyalty programs, and regional marketing support.
The REXOIL brand has established a robust logistics and distribution network in both domestic and international markets through the historical relationships it has cultivated within the framework of strong, long-term business partnerships. We operate based on the philosophy of delivering the right product, in the right quantity, at the right time to our consumers. Through both our dealer network and our own service and infrastructure, we aim to provide fast and high-quality services to every corner of the market.
INDUSTRY TRANSFORMATION AND GREEN VISION
How will the rise of electric vehicles affect the lubricants industry? How is REXOIL preparing for this transformation?
Lubricant production and formulations, as well as R&D projects, are shaped by three-pronged initiatives involving automotive original equipment manufacturers (OEMs)—who develop lubrication systems for engines and transmissions—and additive and base oil companies. We closely monitor the development and technology of the automotive sector, proactively analyze lubricant needs in line with national and international regulations and legal requirements, and guide the development of our product portfolio based on industry and technological advancements. We conduct joint academic research with universities and global R&D centers on this topic, shaping our lubricant properties based on future needs. We are ready for the EV transition with new-generation coolants, gear oils, and specialty products. Our R&D process is moving in this direction.
Taking customer demands into account, we set our goals in parallel with the simultaneous development of automotive technology and engine oils to produce the best products. With over 20 laboratory instruments and a team of technical experts, we provide our customers with the highest quality service using 9 test methods accredited under national and international standards, featuring OEM-approved products from manufacturers such as Mercedes-Benz, Volkswagen, and Volvo. In our accredited laboratory, we provide analytical services to the entire industry.
STRATEGIC PARTNERSHIPS AND SUSTAINABLE MANAGEMENT
How do you approach issues such as carbon footprint and environmental safety within the scope of the green transition? What are your projects in this area?
We focus on reducing our carbon footprint through energy efficiency and waste management projects. In particular, we collaborate on joint projects and studies with authorities—including legislative bodies, universities, and academics—on topics such as environmental emissions, occupational health and safety practices, and the registration, evaluation, authorization, and restriction of chemicals (REACH), as well as carbon footprint, green transition, and digital transformation. We aim to position our brand as a pioneer and leader in these areas by collaborating on joint projects and initiatives with regulatory authorities, universities, and academics.
To this end, we work closely with highly experienced team members and academics who have established academic careers and are experts in their fields. We pay particular attention to the development of eco-friendly product formulations and the design of additive packages. The secret to our product quality excellence lies in our strong, strategic partnerships and our principles of sustainable management.
Sustainability and eco-friendly practices play a significant role in our purchasing decisions. At REXOIL, by adopting environmentally conscious supply chain management practices, we are taking steps to utilize green energy sources and renewable materials. This approach reflects our commitment to reducing our company’s environmental footprint and achieving our sustainable growth goals.
WE ARE A PREFERRED BRAND INTERNATIONALLY
Are you conducting any research and development on bio-based, eco-friendly products? If so, could you provide some information?
We are making significant efforts to develop eco-friendly and high-tech products. We are also expanding our portfolio of eco-friendly products with bio-based and recyclable packaging. Leveraging the strength of AKTAŞ Group’s extensive product portfolio, we closely monitor the constantly evolving additive technologies through national and international publications, conferences, panels, and visits, and we collaborate with suppliers. As REXOIL, we are a preferred brand in international markets thanks to our product quality, commitments, and certifications.
PLANNED WORK IS OUR MOST IMPORTANT ROADMAP
As an industrialist engaged in production and export under current exchange rate and interest rate conditions, in which area do you need support the most?
Economic balances and local policies under today’s conditions are forcing entrepreneurs to safeguard their financial strength and avoid taking risks. This situation poses a serious challenge to brands like ours—which seek to grow, plan investments, and, especially given our workforce size, have taken on social responsibility—forcing us to make emotional decisions rather than relying on professional judgment when making choices. This is because, on the one hand, we see the comfort of doubling or tripling our money risk-free through currency exchange rates and interest returns, while on the other hand, investing, producing, buying and selling goods, and taking risks do not seem reasonable. However, at REXOIL, we are working with the goal of turning today’s challenges into opportunities—strengthening our infrastructure, investing in a qualified team, and securing our future—all to contribute to the national economy. Creating jobs and planning our operations within the framework of social responsibility is our most important roadmap. Of course, stronger support in access to financing, energy costs, and export logistics is of critical importance.
WE WANT TO BE THE NUMBER ONE OIL PRODUCER
What motivated you to start production and build a brand from scratch? Looking back today, how do you feel about that decision?
We set out with the dream of creating a Turkish brand on a global scale. Where we are today shows just how right that decision was. Of course, we don’t consider this sufficient. We aim to position ourselves according to the requirements of both domestic and international conditions and become the country’s No. 1 lubricant producer by the 2030s. We also want REXOIL to lead the way among the biggest players in the local market. This motivation existed yesterday, exists today, and will be felt even more strongly tomorrow.
TRADE SHOWS MEAN NEW CUSTOMERS AND NEW MARKETS
How did your participation in the Automechanika Trade Show contribute to REXOIL’s global growth strategy? During the trade show, from which countries and sectors in particular did you receive significant interest? How did this interest present opportunities for you in terms of new partnerships or markets? Could you provide information about your standout products or services at the trade show?
We view trade shows as an environment for meeting, connecting, and engaging in constructive dialogue with our stakeholders and business partners. We seize the opportunity to get to know local and foreign investors, new markets, and our customers better. At the same time, we view it as a platform where we can gauge the pulse of the industry and validate the soundness of the decisions and strategies we’ve adopted. By turning the opportunities and possibilities created by the trade show atmosphere into tangible benefits, we are effectively confirming that we are on the right path. This year, in particular, we observed that our global customers and suppliers were more anxious and in search of ideas than in the past. As REXOIL, the pioneering and leading domestic brand in the lubricants sector, we have taken on the mission of better communicating our vision to our stakeholders and guiding the market. We believe we have instilled confidence through our strong financial foundation and our market-leading perspective. Overall, we believe we created enjoyable, interactive projects.
We received significant interest at the fair from countries in the Middle East, Africa, and South America. Significant opportunities for new partnerships emerged. In particular, we had the opportunity to evaluate potential business partnerships by establishing communication with developed markets and countries. This is a significant achievement for REXOIL.
WE WILL FOCUS ON TECHNOLOGICAL MARKETS
Finally, could you tell us about your goals?
By the end of 2025, we aim to increase our export ratio to 75 percent; we will optimize our assets and support our production processes with SPC (Statistical Process Control). To bring our unit costs down to an acceptable level, we aim to eliminate inefficiencies in production, filling, and storage, and raise our OEE (Overall Equipment Effectiveness)—a key industry metric—to 85 percent. REXOIL must be a leading brand in occupational health, safety, and environmental responsibility. For this reason, we will further strengthen our “Zero Accidents” strategy. By focusing more on the personal development of our employees, we believe we will succeed in becoming a company that is chosen rather than one that simply selects—a company that is the employer of choice. We aim to maintain employee satisfaction at a minimum of 70 percent.
By the end of 2025, we will be an organization fully leveraging the opportunities offered by artificial intelligence—which will be 100 percent integrated with our ERP and automation infrastructure—to serve the industry. In terms of the 2025 market, we will move forward with local partners who aim for financially strong and sustainable trade; we will definitely be a brand that has obtained initial fill oil approval through an OEM agreement and handles replenishment. In the export market, our strategy will focus on technological markets that use more premium products that add value to our brand.
AKTAŞ: OUR INTERNATIONAL BRAND, REXOIL, FEATURES A DYNAMIC STRUCTURE, A COMPETITIVE BALANCE OF PRICE AND QUALITY, RAPID ADAPTABILITY, A BROAD PRODUCT RANGE, AND STRONG AFTER-SALES SUPPORT SERVICES, ALLOWING US, AS A DOMESTIC COMPANY, TO GO A STEP BEYOND GLOBAL BRANDS
