Çağatay Pancaroğlu was born in İstanbul in 1972. He concluded his primary and elementary education in İstanbul. After graduating from Fenerbahçe highschool, he went to Eastern Mediterranean University, Economics Department in 1992. As his scholarship ended during his second year, Pancaroğlu was transferred to Eskişehir Anadolu University. Çağatay Pancaroğlu started his professional career at Eskişehir Arçelik's Human Resources Department, right after his graduation in 1997. Apart from many projects around the field of human resources, Çağatay Pancaroğlu took part in 6 Sigma Project Leadership and TPM Training Piller Leader duties. In 2001, he concluded master's degree program for Economy Politics in Eshişehir Anadolu University. In 2006 he started to work at CSA Holding as the Human Resoruces Director. In January 2008, the responsibilities of two companies within the body of Holding, Dentaş Ambalaj and Kağıt San. A.Ş. were added under his title. Çağatay Pancaroğlu is married
and a father of two.

Awareness for Regeneration
The subject of our study: Allowing our employees to break their shell in terms of technical and behavioral perspectives and renewing their way of thinking.
Many processes are embraced as the right ones by our companies and thanks to our habits, this structure is being brought to present. With our work, we wanted to change and renew the behavioral and technical competencies of our employees. For making this happen we benefited the tools of quality and behavior. But most important of all, both we and our employees shared the same faith. We both wanted change and regeneration.
The biggest support came from our general manager and thanks to the termless support from the top management, we have achieved this regeneration.
First step was reviewing the selection and placement phase. We have interviewed 40 people and got 1 person hired. We took the orientation phase of sales team and made revisions. We wanted to bring a new approach to the classical process. After providing technical information about products and other processes, our employees worked in production with each machine for 2 weeks.
What we aimed for blue-collar employees was that they could know and understand the machines batter and retain the sufficient skills to soothe the maintenance process. We provided basic electrics, basic oiling, pneumatic, hydraulic, 5S and Kaizen trainings. From the very beginning, we have picked pilot workbenches and monitored the whole process step by step.
With trainings designed to enable sales team to break their shell and improve their behavioral skills including;
Knowing Yourself and Creating Awareness
Balance of Business Life
Sense of Responsibility
Harmony between Mind and Body

Empathy

we allowed them to retain different point of views.