Mumin Olimov,
Manager of Finance, Economics and Administrative Services:

The Kirzhach plant is not the first Koç Holding facility I have helped launch from scratch. Before this, there was Uzbekistan. I am a finance professional by training, but I have always been fascinated by how a management system comes to life. The more complex the processes, the more rewarding the work. That is the only way you truly grow as a professional.

When I arrived in Kirzhach, there was no plant at all – just a construction pit. We had to build a financial ecosystem from the ground up: hire staff, set up operations. Finding people was a real challenge: Moscow's proximity kept pulling people away. We took on six people for the accounting function. We were given a wooden site cabin at the edge of the construction zone – where the Turkish café now stands. In winter, we ran a few space heaters to keep warm and took our first steps in setting up accounting and reporting.

The Kirzhach operation was built on SAP. That was new territory for me – I had previously worked with a different ERP system. I made multiple trips to Istanbul to get up to speed, then came back and helped roll it all out in Russia. Getting a deep command of the ERP system gave me real confidence – in myself, in the future – and the drive to build the best accounting system in Arçelik.

Arman Arykan,
Head of Operations Department:

I came to Russia when Arçelik decided to build a factory here. I was part of the initial construction project team, so I was there from the very beginning – even before construction started. We visited several possible locations, including places like Stupino, Oreyevo-Zuyeva, Padolsk. In the end, we chose the Vladimir region. It was relatively close to Moscow, there were good incentive programs, and most importantly, the land was already prepared as an industrial site. That allowed us to start construction quickly, which was critical for the project.

The early years were not easy. The winter was harsh, with heavy snow, and the timeline was tight. It was a challenging period, but we managed to complete everything in about a year and a half. Looking back, it was a very successful project. What made the difference was teamwork. Everyone was fully involved, and we worked very closely together. Without that level of commitment, it would have been much harder.

After construction, I became a production planning manager. Over time, my responsibilities expanded – first to logistics, then to the entire supply chain. Later, I also took over after-sales service. Eventually, after the merger of Indesit and Beko in Russia, I became Regional Operations Director for IHP LLC and Beko LLC.

Over these 20 years, everything has changed – the market, the clients, the structure, and the world itself. But one thing has always remained essential: the ability to adapt. Every team we had was able to adjust to new conditions, and that’s what allowed us to move forward.

We have always invested in production and technology. We continuously update our product range and invest in machinery to keep it modern. That’s the only way to stay competitive.

Of course, there were difficult periods. The early years were challenging, and the pandemic was another tough time. But after 20 years, I can say that I don’t believe there is a problem that cannot be solved in business world.

One of the most important milestones was the merger with Indesit. It required us to synchronize systems and processes and create synergies between the two companies. It was a complex but very impactful transformation.

On a more personal level, I remember the period when I took responsibility for customer care. We restructured the service network in a short time, worked with many independent service centers, reduced repair time, and significantly improved customer satisfaction together with Andrey Parshin. After the merger, we also achieved significant logistical savings by using the combined scale of both companies more efficiently.

People have always been at the center of everything. I’ve worked with many strong professionals over the years. Our former warehouse manager, Konstantin Sergeev, who is now retired and now Sherzod managed so successfully our warehouse. Cholpan Akmatbek has systemized all inbodund and outbond logistics. Olga Zenkina played a key role in transforming from commercial operations into a full supply chain planning function. There are many others – it has always been a team effort.

The team today is, of course, different from the one at the beginning. Time changes everything. But what has remained the same is the ability to adapt and work together under changing conditions.

I strongly believe that people stay in companies because of the team. If my team had not been that much strong, I wouldn’t have stayed here for 20 years.

If I had to describe these 20 years in one phrase, I would say: it’s not just my career – it’s my life.

Looking ahead, the situation in the market has changed significantly. Many European manufacturers have left Russia, but we are still here. We have strong infrastructure, modern production, and experienced teams. I see a stable, shining and successful future ahead.

Evgenia Semenkova,
Logistics Specialist, Logistics Department:

I joined Beko in August 2006. I wanted to work at a modern facility, and the pay was good. From 2006 to 2010, I worked on the washing machine assembly line and earned a Grade 3 skill rating. In 2010, I was transferred to the logistics department, where I have worked ever since.

From day one, the sheer scale of the plant was striking. I had never been in a facility like it – everything felt enormous. On my very first day, it took a while for them to assign me to a station; first they put me on locks, then moved me to the upper bracket. I was not nervous – I have never been afraid of new things. The Turkish colleagues would show me the operations, and I tried to take it all in the first time so I would not have to ask twice. There was also a sense of responsibility: I did not want to cause a hold-up on such a large line. The most important skill I developed then, and one that still serves me well, is the ability to work fast, whatever the task.

The hardest shifts were the ones where many models changed over in a single shift. Each model had its own parts, its own product specs. You had to keep up with everything and not mix anything up.

I am proud to have spent all 20 years at Beko. In that time, I got married, went on maternity leave twice – and came back to the plant each time. It has become part of my life.

For the plant's next 20 years, I wish it prosperity and new customers. And to my colleagues in logistics – support each other and avoid conflict, not just within the department but with other teams too. We are all links in the same chain. Whatever disagreements come up, the shared goal must always come first.

Olga Monakhova,
Shop Floor Supervisor, Washing Machine Production:

My first day at Beko was 23 October 2006. Before that, I had worked as a shop assistant at a local store. I saw a job posting for the new Beko plant and was drawn by the prospect of working at a modern facility with advanced technology and room to grow. I joined as a line operator – the plant had only just started operating then.

The first impressions were unforgettable. Spacious, bright production halls, brand-new equipment from abroad, everything gleaming, the smell of paint and plastic. A young, friendly team, everyone full of enthusiasm. I was nervous, of course, everything was new and unfamiliar. But there were experienced mentors around to help me find my footing. And when the first component I assembled took its place in the body of a washing machine – that was a moment of genuine pride. It sparked an interest, a desire to settle in and become part of something with common cause.

Over 20 years, the plant has changed beyond recognition. We started out assembling basic models – now we build high-tech appliances with smart controls. One moment that really stands out is when we introduced Wi-Fi modules. The appliances connect to mobile apps and select their own operating mode – it is a completely different level.

New production halls have been added, robotic lines have come in, and lean manufacturing has taken hold. The team has become a true organism – everyone connected, everyone in sync. Becoming a shop floor supervisor is the result of years of experience and never-ending self-study. And the most important thing I have learned over all these years is that teamwork and mutual support are everything. My colleagues taught me patience; the people I manage taught me flexibility.

Once, we were asked to urgently set up production of a new series. We got to grips with the specifics, worked through the issues – and we succeeded. That success strengthened the trust between us.

But what I consider the most meaningful achievement is the mentoring programme in our department. The young specialists who went through it have become key figures on the production floor. Watching your knowledge help others grow – there is no greater joy. Every year we recognise our best employees – it is a real motivator. My advice to younger colleagues: stay open to new things, do not shy away from challenges, and trust the experience of those who came before you. Continuous development and teamwork – that is what takes you to the top.

Rimma Radzhabova,
Line Supervisor, Refrigerator Assembly Department:

In 2006, the municipal enterprise where I worked was shut down. The choice was either to go to Moscow or find work in Kirzhach. And right then, the Beko plant opened – with good, steady pay. I came on as a refrigerator assembly line operator.

The plant itself was already built and washing machines were in production, but the refrigerator line was still being fitted out. Output targets were modest; we were setting up workstations, getting production running, learning from the Turkish specialists. My very first working day was spent cleaning.

In the early days, the line stopped frequently – a component placed in the wrong spot, the wrong parts delivered from the warehouse. There was no computer system; everything was done manually, from memory. But the workstations were well equipped, and we kept things clean and orderly. After three or four years, modernisation got under way, refrigerator output grew, and new models came in.

In the old days, when a model changeover came, the operators would be told: "This model is coming down the line – fit this part" – and people constantly got confused. The whole line would grind to a halt. Now a refrigerator rolls up, you scan the code, and there is no way to mix up the components. Simple and fast.

I became a line supervisor. My job each morning is to assign people to their operations so the line gets moving. Our section has more than 40 people. We work well together. Where we used to make 30–40 refrigerators per shift, we now do 100, sometimes 300, with model changeovers included. And the refrigerators themselves are completely different – almost all of them have electronic controls, especially the Hotpoint brand we are currently getting to grips with. Every new model means more learning, but our own specialists and management are always there to help – they listen, they meet you halfway. We have transport, meals, and a proper break room now.

I have worked at Beko for 20 years, and I love it. Every shift, I head in feeling like I am going to my second family. To anyone who is unsure: come and join us, you will not regret it.