3. Areas covered
• The nuclear power market in
Middle East and Africa confirms
the limits of the supply chain and
and the opportunities for new
entrants
• The 5 foreign threats to the Turkish
industry
• 3 Steps to build a solid lobbying
group
4. What’s the business size?
“Construction of nuclear plants creates a
range of export opportunities.
Depending on the design, a single new
reactor requires approximately:
• 500 to 3,000 nuclear grade valves,
• 125 to 250 pumps,
• 70 kilometer of piping,
• 483 kilometers of electric wiring,
• and 90,000 electrical components.”
Source: Nuclear Energy Institute
5. What’s the nuclear power energy market size?
0 100 200 300 400 500 600 700 800 900 1000
back end fuel cycle
front end fuel cycle
service
nuclear power plant construction
radiation management
nuclear generation
2030 2011
Estimated size of the global nuclear energy market in 2011 and 2030 (Billion TRY)
6. The nuclear power market in Middle East and Africa
confirms the limits of the supply chain and the
opportunities for new entrants
... BUT Turkish
companies are way
behind their foreign
competitors
7. • In 2003, the Science and
Technology Upper Council of the
Scientific and Technological
Research Council of Turkey
(TÜBITAK) listed electricity
generation through nuclear power
plants as the third highest priority
of the country.
• In 2016, Turkey will host the world
energy congress. The event will
bring together more than 10.000
top world leaders in the field of
energy, coming from industry,
governments, and international
organizations
They do not focus on the priority
World Energy Congress, Daegu, South Korea 2013
8. World Nuclear
Exhibition 2014
Power Gen Europe
2015
Atomexpo
2015
Istanbul • SITERM
• TEKSAN GENERATOR
Ankara
Bursa • ÇIMTAŞ BORU
İMALATLARI VE TİC
Adana
Izmir • ENKO ELECTRONIC
CONTROL SYSTEMS
Kocaeli
Gaziantep • ÇİLTUĞ ISISAN.VE TİC.A.Ş
Six years without branding their business
Since the signature of Akkuyu project in 2010, no Turkish Exhibitors were involved in
the major exhibitions such as Power Gen International, Nuclear Power Industry China,
and World Nuclear Exhibition
Source: Reedexpo,Pennwell, Atomexpo
9. They do not manage their online reputation
Source Mavinci A.S., Dynatom International
66%
39%
26%
12%
0% 10% 20% 30% 40% 50% 60% 70%
US
France
Russia
Japan
Website reference on Google
On 188 Turkish companies willing to
get involved in the clusters:
• 76% have an English website
• 64% are on Facebook
• 52% have a LinkedIn account
• 37% have a Newsletter
• 34% communicate via Twitter
There are three areas under the umbrella
of social tech: social relevancy, social
media, and social networking. You need
to understand the difference among
these.
Source: Manager’s Guide to Social Media
“Social Tech isn’t a fad: it’s a powerful trend. Don’t wait a moment longer to get in Front of it. The desire to
have new ways to communicate and less expensive ways to transmit information globally are driving
adoption.” Scott Klososky
10. They do not expand overseas
Source: Mavinci, Dynatom International
Website reference on Google
There is no significant representation in the following markets: Armenia, Australia, Belarus,
Belgium, Brazil, Canada, Czech Republic, Denmark, Japan, Kyrgyzstan, Lithuania Mongolia,
Namibia, Slovakia and Slovenia.
Africa
4%
Latin America
4%
North
America
6%
Central
Asia
7%
Asia
13%
Russia
14%
Middle East
17%
Europe
35%
The 188 candidates to the clusters are
represented in 30 Key markets related to
nuclear. But the reality shows a ratio of 1.25% of
overseas presence (through agent, office,
factory).
11. They do not invest in nuclear standards
Source: Mavinci, Dynatom International
Most of companies follow ISO 9001, but a few
invest in the certification for nuclear safety
equipment. There is no evidence of companies
certified RCC-M, RCC-E, JSME and IEEE
0 20 40 60 80 100 120
ASME N
ASME S
ASME U
GOST R
ISO14001
ISO 9001
And yet…
12. • 58 new reactors forecasted in
the Middle East and Africa
Continent until 2030 and more
until 2040
Sources: IAEA, World Nuclear, IEA, OCDE,
Middle East and Africa are the new markets
14. The industry must comprehend the complexity of its
domestic nuclear power market
These eight forces in the Turkish market represent barriers and opportunities,
depending how the nuclear cluster is prepared to face the (domestic and foreign)
competition and market needs.
Each force must be matched, for example by an adjustment from the cluster, or a
focal point on one segment of the market, such as the GOST standard for Akkuyu
project, focus in safety level 3 equipment, regional domination with an international
partner, or lobbying inside the government. These forces represents the needs that
Turkey will have to fulfill with partners from Europe (including Russia), China,
Japan, USA and Canada.
15. The Five Foreign Threats to the Turkish Industry
1. Lack of Skills
2. Structured foreign supply chain and
expertise
3. Foreign investment = NO control
4. Strong willpower from foreign
government
5. Uncontrolled (foreign) service
suppliers
16. The lack of an experienced human resources
Akkuyu project in Turkey includes 4 units AES-2006 for an investment between 54-58 Billion
TRY. When the Turkish parliament voted the construction of nuclear power plants, any
investor had the duty to localize 60% of the project.
Grigory Kazakov, CEO of Akkuyu Nuclear indicated during his presentation at Atomexpo 2015
that 90% of the plant equipment will be manufactured in Russia and equipment account for
half of all outlays.
COMPANY UNIVERSITY
BAŞOĞLU KABLO VE PROFİL SANAYİ VE TİC. AŞ Yıldız Teknik Üniversitesi
GEDIK DÖKÜM Gedik University
BOMAK Cukurova University
ASELSAN Gazi Universiy, Uludağ University
STC
METU, Bilkent University, Yıldırım Beyazıt University, International
Antakya University
MAVİNCİ Hacettepe University, Gebze University
MATRIKS ENERJI İstanbul Teknik Üniversitesi
STM Bilkent University
SFS
İstanbul Teknik Üniversitesi
“The main challenge in developing nuclear power in the Middle East will be in setting up the
needed nuclear infrastructure and training, as well as the education of a highly skilled nuclear
work force”. Source: IEA “Regional perspectives for nuclear energy” 2015
17. The foreign expertise is structured and over confident
0 500 1000 1500 2000 2500 3000 3500 4000
SNGC (Spain)
BNF (Belgium)
Airto (UK)
OEKTG (Austria)
ENEN (Europe)
Bulatom (Bulgaria)
ENS (Europe)
PFCE (France)
CNA (Canada)
BNS (Belgium)
NIAUK (UK)
GIIN (France)
JAIF (Japan)
SNF (Switzerland)
FNS (Finland)
EPRI (USA)
The Nuclear Institute (UK)
ANS (USA)
PNS (Pakistan)
KTG (Germany)
SFEN (France)
18. The lack of investment means no certainty
Rosatom’s appealing business model may
have long-term impacts on the energy
security of Turkey. Relying upon Rosatom
officials to own and operate nuclear power
plants could ultimately Turkey’s capacity to
ensure and enforce the highest standards of
nuclear safety. While countries with little
expertise in nuclear power may be drawn to
outsourcing the plant’s operation under the
BOO model, the model can also leave local
partners reliant on the personnel and
expertise of the Russian company. In
Turkey, the BOO model cannot be safely
implemented unless local partners are
trained as well, something that is not built
into the “one-stop-shop” model. As such,
Rosatom’s BOO model, while convenient,
risks leaving Turkey ill-equipped to provide
effective and appropriate oversight.
Source: Emma Lecavalier, Bulletin of the Atomic Scientist, 16 October 2015
19. A strong willpower from foreign governments
Chinese leaders base future
economic growth on
innovation to become a
global supplier of high-tech
commodities “created in
China.” The objective is to
seize strategic industries
and their global markets.
The “One Belt, One Road”
strategy is intended to
shape global economic
integration and trade by
Chinese terms, advancing
nuclear technology as one
of China’s new high-tech
export brands, as railways
before.
Source: Jost Wübbeke and Guan Ting, The Diplomat, 11 February 2016
20. Too many foreign service suppliers
Source: American Nuclear Society Buyer Guide 2015
ALREADY 230
MULTINATIONALS
OFFER 57 VARIOUS
TRAINING SERVICE
AT Air Treatment
AC Auditing, Codes &
Standards
AE Auditing, Environmental
CH Chemistry
C Communications
CP Computer Users/
Computer Personnel
CM Construction
Management Personnel
CS Crane & Rigging Safety
EP Emergency Planning &
Response
EM Engineering
Management
EE Engineers, Electrical
ME Engineers, Mechanical
ES Engineers, Structural
EL Environmental Laws &
Regulation
EQ Equipment Qualification
FP Fire Protection
FD Fitness-for-Duty,
Behavioral Observation
FC Fuel Cycle/Performance
Analysis
FT Fuel Transport/Storage
HV HVAC Maintenance
I Instructors, Classroom &
Simulator
LD Leadership
Development
L Licensing
M Maintenance
MN Management
NT Nondestructive Testing
NO Nuclear Power Plant
Operations
Personnel
OE Organizational
Effectiveness
OS OSHA Compliance
P Plant Commissioning
PC Process Control
Statistical
PM Project Management
QA Quality Assurance/
Quality Control
RM Radiation Management
(ALARA)
RP Radiation Protection
RC Radiochemistry
RA Reliability Analysis
RR Research Reactor
Utilization &
Maintenance
RS Respiratory Protection
RT Root Cause Analysis
SE Safety Evaluation
S Scaffolding
SP Security Personnel
SQ Seismic Qualification
SI Simulator, Power Plant &
Reactor
SR Simulators, Radiation
SM Snubber Maintenance &
Overhaul
TB Team Building
TE Technicians, Electrical
TI Technicians,
Instrumentation and Control
TL Technicians, Laboratory
TM Technicians, Mechanical
TS Technicians, Security
WM Waste Management
WC Water Chemistry
21. What is the real cost of nuclear?
What would you pay to:
• Determine the right strategy
• Find trusted partners and suppliers
• Hire the local stars
• Invest in all training required
• Understand codes and standards
• Create a dedicated marketing team
• Exchange information with your peers
• Monitor the competition
• Promote your company overseas
• Brand your business
• Lobby your government
22. The 3 Steps to build a solid lobbying group
1. Commit to the
global strategy of
Turkey
2. Create your
nuclear cluster
3. Join the Nuclear
Industry
Association of
Turkey
23. Commit to the Global Strategy of Turkey
In February 2016, The Government started a
prospection in Africa to increase Turkey’s
“strategic partnership with Africa and
developing relations with members of the
Economic Community of West African States
(ECOWAS). This trip followed the visit of
Ethiopia, Djibouti and Somalia in 2015.
Turkey has more than tripled the number of
embassies it has in Africa since 2009, while
national flag carrier Turkish Airlines has
dozens of destinations on the continent.
Bilateral trade between Turkey and all of
Africa was worth $23.4 billion in 2014, while
bilateral trade with sub-Saharan countries has
increased tenfold since 2000, according to the
Foreign Ministry.
Source: Hurryet Daily News, February 2015
0
5
10
15
20
25
30
Turkish Airlines Emirates Qatar Airways Etihad
Africa Middle East
Turkish
Airlines
32%
Emirates
26%
Qatar Airways
22%
Etihad
20%
Presence of the main regional Airlines in Middles East and Africa
Market presence between the four main airlines in Middle East
and Africa
24. Create the nuclear cluster in your city
• Ankara Chamber of Industry created its
cluster in 2015
• Istanbul Chamber of Industry followed in
2016
• Adana and Tekirdağ just started to
expand their network
• Most of the industry is located in the
following cities: Bursa, Corum, Eskişehir,
Gaziantep, İzmir , Kahramanmaraş, Kayseri,
Kocaeli, Konya, Malatya, Mersin, Sakarya,
Samsun, Sanliurfa and Sinop.
Since its creation, the PNB gathers 160 entities. More than 3 000 jobs were created in
Burgundy and investments of above 700 Million Euros. Nuclear represents 12,000
jobs in the region. Pole Nucléaire Bourgogne
SNGC is a consortium of ENSA, ENUSA, RINGO and TECNATOM in order to
coordinate, increase and promote these companies operations in the marketing sector
of goods and services. http://www.sngc.es/en/about-us/
25. Join the Turkish Nuclear Industry Association (NIATR)
Created in 2015, supported by the
government and the industry
• Set up by business owners, with a
dynamic international mindset
• Focused in the foundation of a solid
workforce for domestic and regional
nuclear projects.
• Open to any company and individuals
Represented in Europe, North
America and Asia
• International business development in
Switzerland, a traditional ally of
Turkey.
• Representative in Chicago, the cradle
of the nuclear industry.
• Delegate in Beijing to supervise the
relations with the Chinese SOE.
Most ambitious commercial
program
• To become the industrial think tank of
the government for nuclear.
• Expansion plans in Africa and ME
• Open to foreign partners Source: NIAUK, Bulatom
26. Hire Local Stars
• Agreement with local
universities to start
early training of
talents
• Cooperation with
foreign universities
and technical school
for easy transfer of
know how
• National HR listing
27. Introduction to Trusted Partners
• Our B2B matchmaking
program monitors 1400 of
foreign companies, met
face to face
• Quick check out for our
members of the reliability
and references of their
partner
• Strategic advice on market
and partnership
28. Training and Workshops
• We select the trainings for
all members and selected
segments
• We advise you on which
training you can, you
should, or must follow
• We list the local and foreign
suppliers that are
recognized for their cost-
savvy service and results
29. Dedicated Marketing Team
• Our marketing team based
in 4 continents monitors
business news.
• Mobile application with
news in Turkish and
English (Android and IOS)
• Digital magazine sent every
two months with technical
and marketing information.
30. We Brand your Business
• Use our marketing platform
to promote your company
• Participation to INPPS in
Turkey
• Involvement in overseas
exhibitions under NIATR
pavilion
31. Factory visit
• Other way to promote your
achievements
• Benchmark your
capabilities and visit local
and foreign competitors
• Assess the feedback from
the buyers
32. Meetings with the Authorities
• Regular meetings
with regional and
national
stakeholders of the
projects
• Meeting with the
Ministry, Safety
Authority, to get
and provide
feedback of the
market and needs
• Strategic meeting
with the Ministry of
Energy ( see
membership type)
33. Prospect in foreign markets with experts
• Explore sensitive markets
at low risk
• Use foreign members
• Avoid costly business
prospection
• Optimize your existing
commercial network
34. Participate to domestic tenders
• NIATR participates to UR-
GE tenders
• Consolidation of talents
• Increase your market share
in nuclear business
• Involve in international
tenders
35. Visit of Nuclear Power Projects and Plants
• Visits of Turkish
projects
• Visits of operating
nuclear power
plants
36. Ongoing Business
In 2015, the NIATR signed
cooperation agreement with:
• GIIN (France)
• NIAUK (United Kingdom)
In the first quarter of 2016, the
NIATR increased its
development with new
cooperation agreements:
• OCI (Canada)
• Bulatom (Bulgaria)
• CNS (Czech Republic)
• Agoria (Belgium)
• US NIC (USA)
Still during the first quarter of
2016, the NIATR will sign more
cooperation agreements:
• SGNC (Spain)
• AREN (Romania)
• NSS (Slovenia)
2016 is the year of global
expansion with planned
meetings in Jordan, Egypt and
Ghana
37. Next Step
Any industrialized country that
uses nuclear power controls 90%
of the supply chain.
China, India, the Middle East, Asia
Minor, Africa and Latin America
are no exceptions to this rule, it is
just a question of timing.
Your role is to act in the global
market and to anticipate new
challenges rather than wait for
orders and control the damage
from your competitors.
Join the NIATR
Sağlık Sokak No:21 Yenişehir
Ankara
Ph: +90 (312) 219 75 46
http://www.niatr.org
