A Management Culture Continuing Since 1958
From Institutional Memory to Present-Day Management
The corporate structure of Can Sigorta rests upon a history that began in 1958 at Sarayönü, Nicosia.
Over the years, the economic structure of Cyprus, its towns, its forms of commerce and the operating conditions of insurance have all changed.
Throughout this change, the essential element to be preserved has been institutional continuity.
The management philosophy of Can Sigorta is built upon a structure that preserves the knowledge and experience inherited from the past while remaining able to make decisions in line with changing conditions.
Mehmet Can
Founder and Chairman of the Board
Mehmet Can founded Can Sigorta in 1958 at Sarayönü, Nicosia, and established the company's institutional foundation.
The management philosophy, commercial discipline and culture of institutional responsibility that took shape from the company's earliest years developed under his leadership.
Alongside his duties within the company, Mehmet Can also assumed significant responsibilities in Turkish Cypriot economic and institutional life.
He served as President of the Cyprus Turkish Chamber of Commerce between 1976 and 1978, and was among the members of the Constituent Assembly during the founding period of the Turkish Republic of Northern Cyprus.
This experience shaped not only the founding period of Can Sigorta but also the management culture that developed in the years that followed.
The foundation of the corporate structure carried forward today by the second generation rests upon the understanding of management and continuity established by Mehmet Can in 1958.
Kerem Can
General Manager
Within the second-generation management of Can Sigorta, Kerem Can is responsible for the general management, strategic direction and operational development of the company.
His role is not merely to maintain the structure established in 1958, but to keep it current in line with changing economic conditions, new areas of settlement, developing commercial corridors and evolving customer needs.
During this period, the island-wide regional structure of Can Sigorta has expanded, the field organisation has been strengthened and the digital transaction infrastructure has been developed.
Kerem Can's management approach is built upon preserving the institutional memory inherited from the past while reshaping the company's way of working according to present-day conditions.
For this reason, second-generation management is not merely a period of continuity; it is a period of transformation in which the corporate structure has expanded, extended across the field and adapted to new ways of working.
Today the daily management and strategic development of Can Sigorta are carried forward in line with this approach.
Yeşim Ercağ
Board Member
Within the second-generation management structure of Can Sigorta, Yeşim Ercağ assumes active responsibility for the company's institutional continuity and its long-term decision-making processes.
Her role is not limited to preserving the structure inherited from the past.
She carries management responsibility within the company's developing activities, changing operational needs and forward-looking corporate decisions.
Assessing institutional memory together with present-day conditions, safeguarding management stability and carrying the structure inherited from 1958 into the new era are fundamental parts of Yeşim Ercağ's role in management.
Together with Kerem Can, she takes an active part in sustaining the second-generation management structure.
Songül Tosunoğlu
Board Member | Legal Counsel
Within the Board of Directors of Can Sigorta, Songül Tosunoğlu assumes responsibility for legal assessment, claims processes, compliance and the legal framework of corporate decisions.
Her expertise within the Common Law system, particularly in the field of personal injury law, contributes to the legal assessment of files carrying dimensions of liability and compensation.
Her role is not confined to addressing legal disputes as they arise.
She contributes to ensuring that the decisions taken by the company, the processes it conducts and its claims practices proceed within a legally defensible, systematic and transparent structure.
This role ensures that the link between the technical insurance decisions of Can Sigorta and its legal responsibility is maintained at management level.
Sıdıka Kireçdağ
Board Member | Legal Counsel
Sıdıka Kireçdağ assumes responsibility for legal oversight and corporate governance within the management and decision-making processes of Can Sigorta.
She contributes to the assessment of Board decisions, the company's operating structure and its corporate practices within the relevant regulatory frameworks.
The following elements lie at the heart of her role:
- Legal compliance
- Institutional discipline
- Governance
- Compliance with regulatory frameworks
- Long-term institutional responsibility
This structure ensures that management decisions are assessed not only in commercial and operational terms, but also in terms of legal and institutional sustainability.
Management Approach
Continuity
The institutional knowledge accumulated from 1958 to the present day is preserved and carried forward into new eras.
Discipline
The financial, technical, legal and operational structure of the company is managed with a view to long-term sustainability.
Field
Management decisions take into account the changing patterns of settlement, commerce and risk across the island.
Legal Oversight
Claims, liability, compliance and corporate decision-making processes are assessed within a legal framework.
Change
While the past is preserved, new ways of working, new technologies and changing needs are incorporated into the corporate structure.
An Institutional Line Continuing Since 1958
The conditions of every era are different.
Yet the fundamental approach that has remained unchanged in the management of Can Sigorta is to manage the company not solely according to the needs of today, but as a corporate structure capable of continuing into the future.
Management is carried forward within a structure in which institutional memory, operational experience, field knowledge and legal oversight work together.
Names and roles may change over time.
Institutional responsibility endures.
Since 1958.
A promise made is a promise kept.