The document discusses 5 key challenges for Turkish companies entering the nuclear business: 1) Rising costs and lack of skilled labor due to high salaries and need to develop workforce. 2) Fierce competition from experienced foreign suppliers with decades of experience. 3) Turkey's nuclear supply chain is just being assessed and is limited, with few domestic producers of critical components. 4) Lack of support for the nuclear industry within Turkey. 5) Turkish companies may not recognize the threat of foreign competition or have the wrong strategy to compete globally.
The 5 Key Challenges in the localisation process of nuclear equipmentArnaud Lefevre-Baril
The document discusses the key challenges in localizing the nuclear equipment supply chain in Turkey. The 5 key challenges are: 1) Rising costs and lack of skills, 2) Lack of local regulation, 3) Absence of a nuclear industrial park, 4) Limited involvement of research institutions and industry, and 5) Lack of a lobbying group. It provides strategies for companies to become sustainable players in the nuclear industry, including developing a strong safety culture, assessing local market and skills, collaborating between research and industry, forming an industry lobbying group, partnering with experienced foreign companies, and establishing nuclear industrial parks.
CIS Region Medical device Market trend and Entry plan 独联体地区医疗器械市场趋势及进入计划.pdfPeterplanetChen
The document provides information about Bangli Medical, including who they are, why choose them, and where they are located. It discusses how they supply medical products to over 100 countries around the world. It also includes a video link about their city in China. The document aims to establish Bangli Medical as a reliable partner for medical supplies globally.
This document discusses regulatory requirements for medical equipment in Sri Lanka. It provides an overview of Sri Lanka's healthcare system, including demographics, disease patterns, healthcare spending, and regulatory authorities. Key points covered include:
- Sri Lanka has a mixed public-private healthcare system and is experiencing an aging population and epidemiological transition to non-communicable diseases.
- The medical equipment market in Sri Lanka is growing but still dependent on imports, with total market size reaching $40 million in 2008.
- Medical devices must be registered with the Cosmetic Devices and Drugs Authority and the Atomic Energy Authority, which is a multi-step process requiring documents and fees.
- Regulations are generally less stringent than in India, with
This document summarizes an OECD report on the French economy. It finds that while well-being is high in France, per capita growth has been weak for some time and unemployment remains high, especially among youth. It recommends that France speed up structural reforms to improve growth prospects, lower public spending substantially in the medium term to reduce taxes, reform the inflexible labor market, and strengthen vocational education. Fully implementing ambitious structural reforms across these areas could boost France's GDP by up to 4% by 2025.
LIANG Zheng: Comparison of China and India in R&D globalisationSTEPS Centre
LIANG Zheng, Associate Professor, CISTP, Tsinghua University.
Presentation to the UK-China Innovation Workshop for Sustainable and Equitable Development, Tsinghua University, 19 March 2010, co-organised by China Institute for Science and Technology Policy (CISTP) at Tsinghua University and the STEPS Centre.
http://anewmanifesto.org/news/china-workshop-presentationschina-workshop-presentations/
The Industries & Strategies Database tracks, since 2016, every industrial investment (Manufacturing, Energy, Logistics, R&D) announced worldwide (over 30 MUSD or 50 jobs). Each investment project is classified by product, sector, company, country, and a qualitative score (factories of the future score). Since January 2016, 10,208 investments have been tracked, among them 1,718 in the energy sector (energy production and mining and quarrying projects linked to energy production - coal, gas, oil, uranium…) Since the database is updated weekly, our users benefit from a more detailed information, including cancelled investments, factories of the future score details, capacity…
Easy skill oil & gas/Note Australia, may 2014easyskill
The document discusses trends in Australia's oil and gas industry workforce between 2006 and 2013. It finds that the proportion of foreign-born engineers grew from a minority to a majority over this period, as skilled migration accounted for 71.4% of the growth in qualified engineers. Currently, 47.4% of Australia's oil and gas industry workforce is imported, compared to 52.6% who are local. Both local and imported workers in Australia's oil and gas sector earn similar average annual salaries. However, contractor day rates are highest in Australia compared to other regions, and fewer Australian industry workers receive benefits like health plans or bonuses. The top concern among Australian oil and gas employers is skills shortages, partly due to domestic shortages
This document provides an analysis and recommendation to buy shares of Stryker Corporation (SYK). Key points:
- SYK is recommended as a buy with a 12-month target price of $106, offering 12.9% upside from the current $93.91 price.
- SYK has shown consistent 5.8% annual revenue growth through organic growth and acquisitions. Future growth drivers include aging demographics and expanding into international markets.
- Valuation methods including discounted cash flow and PE multiples analysis estimate SYK's intrinsic value at $106 per share.
- Risks include operating liabilities, effects of currency exchange rates on international sales, and regulatory/litigation costs.
The 5 Key Challenges in the localisation process of nuclear equipmentArnaud Lefevre-Baril
The document discusses the key challenges in localizing the nuclear equipment supply chain in Turkey. The 5 key challenges are: 1) Rising costs and lack of skills, 2) Lack of local regulation, 3) Absence of a nuclear industrial park, 4) Limited involvement of research institutions and industry, and 5) Lack of a lobbying group. It provides strategies for companies to become sustainable players in the nuclear industry, including developing a strong safety culture, assessing local market and skills, collaborating between research and industry, forming an industry lobbying group, partnering with experienced foreign companies, and establishing nuclear industrial parks.
CIS Region Medical device Market trend and Entry plan 独联体地区医疗器械市场趋势及进入计划.pdfPeterplanetChen
The document provides information about Bangli Medical, including who they are, why choose them, and where they are located. It discusses how they supply medical products to over 100 countries around the world. It also includes a video link about their city in China. The document aims to establish Bangli Medical as a reliable partner for medical supplies globally.
This document discusses regulatory requirements for medical equipment in Sri Lanka. It provides an overview of Sri Lanka's healthcare system, including demographics, disease patterns, healthcare spending, and regulatory authorities. Key points covered include:
- Sri Lanka has a mixed public-private healthcare system and is experiencing an aging population and epidemiological transition to non-communicable diseases.
- The medical equipment market in Sri Lanka is growing but still dependent on imports, with total market size reaching $40 million in 2008.
- Medical devices must be registered with the Cosmetic Devices and Drugs Authority and the Atomic Energy Authority, which is a multi-step process requiring documents and fees.
- Regulations are generally less stringent than in India, with
This document summarizes an OECD report on the French economy. It finds that while well-being is high in France, per capita growth has been weak for some time and unemployment remains high, especially among youth. It recommends that France speed up structural reforms to improve growth prospects, lower public spending substantially in the medium term to reduce taxes, reform the inflexible labor market, and strengthen vocational education. Fully implementing ambitious structural reforms across these areas could boost France's GDP by up to 4% by 2025.
LIANG Zheng: Comparison of China and India in R&D globalisationSTEPS Centre
LIANG Zheng, Associate Professor, CISTP, Tsinghua University.
Presentation to the UK-China Innovation Workshop for Sustainable and Equitable Development, Tsinghua University, 19 March 2010, co-organised by China Institute for Science and Technology Policy (CISTP) at Tsinghua University and the STEPS Centre.
http://anewmanifesto.org/news/china-workshop-presentationschina-workshop-presentations/
The Industries & Strategies Database tracks, since 2016, every industrial investment (Manufacturing, Energy, Logistics, R&D) announced worldwide (over 30 MUSD or 50 jobs). Each investment project is classified by product, sector, company, country, and a qualitative score (factories of the future score). Since January 2016, 10,208 investments have been tracked, among them 1,718 in the energy sector (energy production and mining and quarrying projects linked to energy production - coal, gas, oil, uranium…) Since the database is updated weekly, our users benefit from a more detailed information, including cancelled investments, factories of the future score details, capacity…
Easy skill oil & gas/Note Australia, may 2014easyskill
The document discusses trends in Australia's oil and gas industry workforce between 2006 and 2013. It finds that the proportion of foreign-born engineers grew from a minority to a majority over this period, as skilled migration accounted for 71.4% of the growth in qualified engineers. Currently, 47.4% of Australia's oil and gas industry workforce is imported, compared to 52.6% who are local. Both local and imported workers in Australia's oil and gas sector earn similar average annual salaries. However, contractor day rates are highest in Australia compared to other regions, and fewer Australian industry workers receive benefits like health plans or bonuses. The top concern among Australian oil and gas employers is skills shortages, partly due to domestic shortages
This document provides an analysis and recommendation to buy shares of Stryker Corporation (SYK). Key points:
- SYK is recommended as a buy with a 12-month target price of $106, offering 12.9% upside from the current $93.91 price.
- SYK has shown consistent 5.8% annual revenue growth through organic growth and acquisitions. Future growth drivers include aging demographics and expanding into international markets.
- Valuation methods including discounted cash flow and PE multiples analysis estimate SYK's intrinsic value at $106 per share.
- Risks include operating liabilities, effects of currency exchange rates on international sales, and regulatory/litigation costs.
This document outlines Thailand's investment promotion policy for the automation and robotics industry. It describes the supply chain for this industry, including parts manufacturers, system integrators, and service providers. It also maps out clusters of this industry expected to develop in different Thai provinces due to the presence of factories, educational institutions, and R&D centers. The document proposes additional activities and incentives from Thailand's Board of Investment to promote this industry, such as tax incentives for software development. It concludes by recommending supporting measures like revising import duties, establishing testing centers, and funding programs to develop technology and human resources in automation and robotics.
The document outlines Thailand's Special Economic Development Zones (SEZs) policy and Cluster Development policy. The objectives are to strengthen industrial value chains, attract value-added investment, and decentralize development. The policy provides tax and non-tax incentives for "Super Clusters" and "Other Clusters" in targeted industries. It identifies priority clusters like automotive, electronics, chemicals, and outlines support measures and responsible agencies to strengthen targeted clusters through infrastructure development, human resource training, and facilitating investment.
Lithuania 2016 OECD Economic Assessment more productive and inclusive Vilnius...OECD, Economics Department
The document is an OECD economic assessment of Lithuania that makes several recommendations:
1. Lithuania has made progress in productivity and weathering economic downturns, but challenges remain in further boosting productivity and making growth more inclusive.
2. Fiscal and tax policies should be adjusted to prepare for aging populations and potential shocks, and taxes shifted away from labor to reduce inequality.
3. Measures like improving education and skills training can help address low productivity, while strengthening social benefits and activating labor market policies can increase inclusive growth.
Recent labour market developments and reforms in OECD countriesRockwool Fonden
Director for Employment, Labour and Social Affairs in OECD Stefano Scarpettas presentation at the ROCKWOOL Foundation conference "Øget beskæftigelse kalder på reformer, der virker" in February 2018.
The presentation was recorded and is available on the Youtube channel of the ROCKWOOL Foundation.
The document is an OECD economic survey of Luxembourg that discusses several key topics:
1. Luxembourg has one of the highest GDP per capita and well-being outcomes in the OECD due to high incomes from the large financial sector.
2. However, the economy is highly dependent on the financial sector, creating vulnerabilities. Economic diversification could raise productivity and reduce risk.
3. Other sections evaluate strengthening the financial sector through regulation, raising productivity through more R&D investment, improving education, and increasing female labor participation to further diversify the economy.
The document outlines new investment promotion measures in Thailand, including:
1. Incentives for industrial clusters focus on tax exemptions and reductions for targeted industries in specific provinces, as well as non-tax incentives like land ownership permissions.
2. Special economic zones provide longer tax exemptions and reductions, import duty exemptions, and infrastructure support to promote investment in designated provinces and industries.
3. Investment acceleration measures aim to expedite investment by relaxing some application conditions for large projects submitted by June 2017.
The document provides details on targeted industries and locations for different incentive programs to promote investment in industrial clusters, special economic zones, and accelerate investment under new measures.
Summary of Sri Lankan Industries from 2004 to 2013. Submitted for Business Organizations Module (1st semester) in Transport and Logistics Management Degree at Faculty of Engineering, University of Moratuwa.
Case Study on Sourcing Opportunities in MexicoJohn William
This document provides an overview of sourcing opportunities in Mexico. It includes statistics on Mexico's top export categories by value in 2016 such as vehicles other than railway, electrical equipment, machinery, mineral fuel, optical and medical products, furniture, plastics, precious metals, vegetables, and fruits. For each category, it lists the top exported products, importers, export value and growth from 2012-2016, Mexico's share of global exports, and import duties to the US and EU. It also gives country and industry overviews including GDP, economic outlook, ease of doing business rankings, and major industrial zones.
- The document summarizes economic and political developments in Slovakia. The key points are:
1) Slovakia has a social-democratic government with a strong mandate led by the Smer party.
2) The economy is growing slowly, led by foreign demand and the automotive industry. Unemployment remains high around 14%.
3) Inflation is declining and public finances are improving, with the deficit targeted to fall below 3% of GDP. Public debt remains moderate.
On July 15, 2021, at 11 am GMT +3, the Worldwide Business Alliance of Russian-speaking Women held a discussion over a cup of morning coffee on topical issues of international partnership.
The central topic of the online meeting is "Thailand: The Kingdom of Opportunity", which was covered in detail by Evgeny Zhukovets, founder and CEO at the international technology company Trizeri, as well as head of foreign economic activity (FEA) in Thailand and business Education of the Worldwide Business Alliance.
The document is an OECD economic survey of Latvia that discusses key economic challenges and recommendations. It finds that while Latvia has recovered from the financial crisis, growth has slowed and income inequality remains high. It recommends that Latvia reduce income inequality by targeting social benefits better, lower taxes on low-paid jobs, and strengthen tax collection. It also suggests raising productivity by improving regulation, vocational education, and R&D investment to support robust economic convergence. Further, Latvia should limit economic volatility by building fiscal reserves to cope with external shocks and continuing financial sector oversight.
The document provides information about SN Panigrahi's professional background and expertise. It states that he is an international corporate trainer, mentor, and author with diverse experience in areas like project management, supply chain management, and indirect taxes. It lists his qualifications and certifications. The contact information at the end provides his phone number and email address in Hyderabad, India.
Switzerland 2017 OECD Economic Survey boosting productivity and meeting skill...OECD, Economics Department
The document is the 2017 OECD Economic Survey of Switzerland. It finds that while living standards are high, economic growth has been slow and productivity growth has stalled. It notes that employment is high but productivity has declined, and skills shortages exist. The survey makes several recommendations to boost productivity through improving framework conditions, better using women's and immigrant skills, and ensuring a dynamic skills training system.
The document discusses trends in target sectors for investment in Serbia. It finds that manufacturing, business support services, and logistics make up the majority of new jobs in Europe. The leading sectors for investment are automotive, machinery, electronics, software, plastics, food, chemicals, electrical equipment, and pharmaceuticals. Future investment is expected to focus on research and development, ICT, energy, pharmaceuticals, and clean technologies. Specific sectors with growth potential in Serbia include automotive, ICT, food, textile, energy, and life sciences. Manufacturing in Serbia provides access to other European markets.
The document discusses 5 threats facing the Turkish nuclear manufacturing industry: 1) the global nuclear supply chain is controlled by 10 major companies and does not welcome new entrants; 2) the suppliers for planned Turkish nuclear plants have their own supply chains; 3) international key suppliers are already in Turkey; 4) a lack of experienced human resources in nuclear; 5) the Turkish nuclear cluster is just being assessed and is scattered with no nuclear industrial park. It recommends 3 steps to create a protective environment: designing regulations for foreign safety equipment, using internal regulations, and blocking foreign competitors from safety level 3 certification.
The document discusses the threats facing the Turkish nuclear industry from foreign competitors and provides recommendations for how Turkish companies can strengthen their position. The 5 main foreign threats are: lack of skilled workforce, structured foreign supply chains, lack of control from foreign investment, strong support from foreign governments, and uncontrolled foreign service suppliers. It recommends that Turkish companies commit to Turkey's global strategy, create nuclear industry clusters, and join the Nuclear Industry Association of Turkey to lobby the government. This will help hire local talent, find trusted partners, obtain necessary training, and promote their businesses internationally.
Duke CGGC reports key findings for the Philippines in Manufacturing Global Value Chains project at a public forum at the Makati Diamond Residential Suites in Manila on June 2, 2016. The presentation highlighted the position of the Philippines in each of the five industries (aerospace, automotive, electronics & electrical, chemicals and paper) and focused on potential upgrading trajectories for each. The project was supported by USAID, RTI, and DTI and BOI in the Philippines.
EU Competitiveness Bench marking Report 2015Yaw Appiah
The document is a benchmarking report from the European Round Table of Industrialists (ERT) that analyzes Europe's competitiveness in areas like economic growth, R&D investment, patent filings, industry production, access to capital, energy prices, and carbon pricing systems. It finds that while Europe has strengths, it faces challenges like slower growth compared to countries like China and India, lower R&D spending compared to competitors, declining shares of global patent filings, higher energy and labor costs, and uneven competitiveness across EU member states. The report calls for European leaders to take steps to ensure Europe remains an attractive business location.
Global teleprotection market insights, forecast to 2025Bertha000
The Global Teleprotection Market Report 2019 Gives A Holistic View Encompassing Production, Consumption, Import And Export For Key Regions And Countries. The Study Includes The Profiles Of Key Players In The Market With A Significant Global Presence In Coming Years.
Coal Fired Power Generation Market PPT: Demand, Trends and Business Opportuni...IMARC Group
The global coal fired power generation market size reached 2,100 GW in 2022. Looking forward, IMARC Group expects the market to reach 2,501 GW by 2028, exhibiting a growth rate (CAGR) of 2.9% during 2023-2028.
More Info:- https://www.imarcgroup.com/coal-fired-power-generation-market
This document outlines Thailand's investment promotion policy for the automation and robotics industry. It describes the supply chain for this industry, including parts manufacturers, system integrators, and service providers. It also maps out clusters of this industry expected to develop in different Thai provinces due to the presence of factories, educational institutions, and R&D centers. The document proposes additional activities and incentives from Thailand's Board of Investment to promote this industry, such as tax incentives for software development. It concludes by recommending supporting measures like revising import duties, establishing testing centers, and funding programs to develop technology and human resources in automation and robotics.
The document outlines Thailand's Special Economic Development Zones (SEZs) policy and Cluster Development policy. The objectives are to strengthen industrial value chains, attract value-added investment, and decentralize development. The policy provides tax and non-tax incentives for "Super Clusters" and "Other Clusters" in targeted industries. It identifies priority clusters like automotive, electronics, chemicals, and outlines support measures and responsible agencies to strengthen targeted clusters through infrastructure development, human resource training, and facilitating investment.
Lithuania 2016 OECD Economic Assessment more productive and inclusive Vilnius...OECD, Economics Department
The document is an OECD economic assessment of Lithuania that makes several recommendations:
1. Lithuania has made progress in productivity and weathering economic downturns, but challenges remain in further boosting productivity and making growth more inclusive.
2. Fiscal and tax policies should be adjusted to prepare for aging populations and potential shocks, and taxes shifted away from labor to reduce inequality.
3. Measures like improving education and skills training can help address low productivity, while strengthening social benefits and activating labor market policies can increase inclusive growth.
Recent labour market developments and reforms in OECD countriesRockwool Fonden
Director for Employment, Labour and Social Affairs in OECD Stefano Scarpettas presentation at the ROCKWOOL Foundation conference "Øget beskæftigelse kalder på reformer, der virker" in February 2018.
The presentation was recorded and is available on the Youtube channel of the ROCKWOOL Foundation.
The document is an OECD economic survey of Luxembourg that discusses several key topics:
1. Luxembourg has one of the highest GDP per capita and well-being outcomes in the OECD due to high incomes from the large financial sector.
2. However, the economy is highly dependent on the financial sector, creating vulnerabilities. Economic diversification could raise productivity and reduce risk.
3. Other sections evaluate strengthening the financial sector through regulation, raising productivity through more R&D investment, improving education, and increasing female labor participation to further diversify the economy.
The document outlines new investment promotion measures in Thailand, including:
1. Incentives for industrial clusters focus on tax exemptions and reductions for targeted industries in specific provinces, as well as non-tax incentives like land ownership permissions.
2. Special economic zones provide longer tax exemptions and reductions, import duty exemptions, and infrastructure support to promote investment in designated provinces and industries.
3. Investment acceleration measures aim to expedite investment by relaxing some application conditions for large projects submitted by June 2017.
The document provides details on targeted industries and locations for different incentive programs to promote investment in industrial clusters, special economic zones, and accelerate investment under new measures.
Summary of Sri Lankan Industries from 2004 to 2013. Submitted for Business Organizations Module (1st semester) in Transport and Logistics Management Degree at Faculty of Engineering, University of Moratuwa.
Case Study on Sourcing Opportunities in MexicoJohn William
This document provides an overview of sourcing opportunities in Mexico. It includes statistics on Mexico's top export categories by value in 2016 such as vehicles other than railway, electrical equipment, machinery, mineral fuel, optical and medical products, furniture, plastics, precious metals, vegetables, and fruits. For each category, it lists the top exported products, importers, export value and growth from 2012-2016, Mexico's share of global exports, and import duties to the US and EU. It also gives country and industry overviews including GDP, economic outlook, ease of doing business rankings, and major industrial zones.
- The document summarizes economic and political developments in Slovakia. The key points are:
1) Slovakia has a social-democratic government with a strong mandate led by the Smer party.
2) The economy is growing slowly, led by foreign demand and the automotive industry. Unemployment remains high around 14%.
3) Inflation is declining and public finances are improving, with the deficit targeted to fall below 3% of GDP. Public debt remains moderate.
On July 15, 2021, at 11 am GMT +3, the Worldwide Business Alliance of Russian-speaking Women held a discussion over a cup of morning coffee on topical issues of international partnership.
The central topic of the online meeting is "Thailand: The Kingdom of Opportunity", which was covered in detail by Evgeny Zhukovets, founder and CEO at the international technology company Trizeri, as well as head of foreign economic activity (FEA) in Thailand and business Education of the Worldwide Business Alliance.
The document is an OECD economic survey of Latvia that discusses key economic challenges and recommendations. It finds that while Latvia has recovered from the financial crisis, growth has slowed and income inequality remains high. It recommends that Latvia reduce income inequality by targeting social benefits better, lower taxes on low-paid jobs, and strengthen tax collection. It also suggests raising productivity by improving regulation, vocational education, and R&D investment to support robust economic convergence. Further, Latvia should limit economic volatility by building fiscal reserves to cope with external shocks and continuing financial sector oversight.
The document provides information about SN Panigrahi's professional background and expertise. It states that he is an international corporate trainer, mentor, and author with diverse experience in areas like project management, supply chain management, and indirect taxes. It lists his qualifications and certifications. The contact information at the end provides his phone number and email address in Hyderabad, India.
Switzerland 2017 OECD Economic Survey boosting productivity and meeting skill...OECD, Economics Department
The document is the 2017 OECD Economic Survey of Switzerland. It finds that while living standards are high, economic growth has been slow and productivity growth has stalled. It notes that employment is high but productivity has declined, and skills shortages exist. The survey makes several recommendations to boost productivity through improving framework conditions, better using women's and immigrant skills, and ensuring a dynamic skills training system.
The document discusses trends in target sectors for investment in Serbia. It finds that manufacturing, business support services, and logistics make up the majority of new jobs in Europe. The leading sectors for investment are automotive, machinery, electronics, software, plastics, food, chemicals, electrical equipment, and pharmaceuticals. Future investment is expected to focus on research and development, ICT, energy, pharmaceuticals, and clean technologies. Specific sectors with growth potential in Serbia include automotive, ICT, food, textile, energy, and life sciences. Manufacturing in Serbia provides access to other European markets.
The document discusses 5 threats facing the Turkish nuclear manufacturing industry: 1) the global nuclear supply chain is controlled by 10 major companies and does not welcome new entrants; 2) the suppliers for planned Turkish nuclear plants have their own supply chains; 3) international key suppliers are already in Turkey; 4) a lack of experienced human resources in nuclear; 5) the Turkish nuclear cluster is just being assessed and is scattered with no nuclear industrial park. It recommends 3 steps to create a protective environment: designing regulations for foreign safety equipment, using internal regulations, and blocking foreign competitors from safety level 3 certification.
The document discusses the threats facing the Turkish nuclear industry from foreign competitors and provides recommendations for how Turkish companies can strengthen their position. The 5 main foreign threats are: lack of skilled workforce, structured foreign supply chains, lack of control from foreign investment, strong support from foreign governments, and uncontrolled foreign service suppliers. It recommends that Turkish companies commit to Turkey's global strategy, create nuclear industry clusters, and join the Nuclear Industry Association of Turkey to lobby the government. This will help hire local talent, find trusted partners, obtain necessary training, and promote their businesses internationally.
Duke CGGC reports key findings for the Philippines in Manufacturing Global Value Chains project at a public forum at the Makati Diamond Residential Suites in Manila on June 2, 2016. The presentation highlighted the position of the Philippines in each of the five industries (aerospace, automotive, electronics & electrical, chemicals and paper) and focused on potential upgrading trajectories for each. The project was supported by USAID, RTI, and DTI and BOI in the Philippines.
EU Competitiveness Bench marking Report 2015Yaw Appiah
The document is a benchmarking report from the European Round Table of Industrialists (ERT) that analyzes Europe's competitiveness in areas like economic growth, R&D investment, patent filings, industry production, access to capital, energy prices, and carbon pricing systems. It finds that while Europe has strengths, it faces challenges like slower growth compared to countries like China and India, lower R&D spending compared to competitors, declining shares of global patent filings, higher energy and labor costs, and uneven competitiveness across EU member states. The report calls for European leaders to take steps to ensure Europe remains an attractive business location.
Global teleprotection market insights, forecast to 2025Bertha000
The Global Teleprotection Market Report 2019 Gives A Holistic View Encompassing Production, Consumption, Import And Export For Key Regions And Countries. The Study Includes The Profiles Of Key Players In The Market With A Significant Global Presence In Coming Years.
Coal Fired Power Generation Market PPT: Demand, Trends and Business Opportuni...IMARC Group
The global coal fired power generation market size reached 2,100 GW in 2022. Looking forward, IMARC Group expects the market to reach 2,501 GW by 2028, exhibiting a growth rate (CAGR) of 2.9% during 2023-2028.
More Info:- https://www.imarcgroup.com/coal-fired-power-generation-market
Claudio Mazzucchelli, head of Swiss Business Hub South Korea, presents trends and business opportunities in the medtech sector in this Country. A Swiss SME delegation trip is scheduled for October 2013.
Industry2009 IEA roadmaps energy and steel aluminum chemicals cement biomass ...Steve Wittrig
This document provides an overview and analysis of energy use and CO2 emissions from major industrial sectors. It finds that applying best available technologies could reduce industrial energy use by 20-30% globally. However, demand for industrial materials is projected to double or triple by 2050, so additional new low-carbon technologies will be needed to reduce emissions. The report examines technology options and transition paths for key sectors like iron and steel, cement, chemicals and aluminum to identify promising new technologies. It also discusses policy and investment needs to bring about a transition to lower carbon industry.
The document discusses the unmanned aerial vehicle (UAV/drone) market. It notes that UAVs are used commercially and for defense purposes. With advancements in technology, the commercial use of drones in areas like industrial automation, agriculture, and media is growing. This is leading to the establishment of niche drone manufacturers and opportunities in equipment leasing and maintenance. The global UAV market was estimated at $5.5 billion in 2015, with 90% from new equipment sales and 10% from leasing and maintenance.
This document discusses test outsourcing trends in Eastern Europe. It begins by defining outsourcing and describing the key reasons companies outsource, including reducing costs and focusing on core business functions. It then provides statistics on the large outsourcing market and growth in Eastern Europe. Several Eastern European countries like Poland, Bulgaria, and the Czech Republic are highlighted as top outsourcing destinations in the region due to advantages like lower costs, technical skills, and language abilities. The document concludes by predicting that nearshoring will increase and that testing will become more strategic and automated in the future.
R&D PLAN (2015-2025) FOR INDIAN POWER SECTORKumar Mukund
This document outlines an R&D plan for India's power sector from 2015-2025. It discusses the need to invest in power sector R&D to make India a leader in emerging technologies and file more patents. The plan identifies challenges like low R&D spending and proposes focusing research on smart grids, renewables, energy storage and new technologies. A 10-year roadmap is presented with milestones like developing pilots, commercializing technologies, and conducting advanced R&D for export. The goal is for India to become a net technology exporter and gain a Nobel prize for power sector R&D by 2025.
Building supply chain potential in the mining sector in GhanaIsabelle Ramdoo
This presentation looks at the potential to build stronger and deeper supply chains in the mining sector in Ghana. It is based on a comprehensive study that looks at the local economic development in the mining sector in Ghana
This document summarizes the findings of a European Power Quality Survey conducted between 2005-2006. It interviewed representatives from key industrial sectors across 8 European countries to understand the economic impacts of poor power quality.
The study found that poor power quality, such as voltage dips, interruptions and harmonics, results in annual losses estimated at over €150 billion for the sectors surveyed. Dips and interruptions accounted for around 60% of losses. Losses were higher in manufacturing industries compared to services sectors.
Regression analysis indicated power quality related wastage was approximately 4% of annual turnover for industry and 0.14% for services. The document provides detailed methodology used to calculate different types of power quality costs from direct financial losses
White Paper on Australian Opportunities for a Consulting GroupParthosb
- is an engineering consulting firm that has operated for 60+ years and now seeks to enter the Australian market.
- Key opportunities in Australia include growth in infrastructure, declining mining profits increasing demand for productivity solutions, and government initiatives in electricity markets.
- will position itself as an experienced engineering and technology consulting firm that provides customized IT solutions and a focus on operational productivity and cost optimization.
- An action plan is outlined to set up local operations, develop marketing materials, and appoint a team to manage business development and projects in Australia.
This document provides an overview of Turkey's economy from the Republic of Turkey Ministry of Economy. It summarizes Turkey's macroeconomic outlook, foreign trade outlook, and bilateral economic relations with Italy. Key points include that Turkey has the 17th largest economy globally and 6th in Europe, its GDP growth rate was 3% in 2015 and projected to be 2.9% in 2016, exports have increased 4.4 times and imports 4.7 times since 2002, and the automotive and energy sectors are areas of focus for Turkey-Italy economic cooperation.
Trendeo R&D investments worldwide, may 2018Trendeo
The document describes data from the Industries & Strategies database tracking R&D investments worldwide from January 2016 to April 2018. It includes details on 418 R&D projects totaling $37 billion and 134,541 jobs. Key findings highlighted include the concentration of R&D investments in a few countries and regions like the UK, India, California, and Karnataka state. The automotive and electronics sectors received the most R&D funding while companies in those industries like LG, Dyson, and TSMC invested the largest individual amounts.
PPT- Needle Coke Market Growth, Demand and Challenges of the Key Industry Pl...IMARC Group
According to the latest report by IMARC Group, the global needle coke market size reached US$ 3.76 Billion in 2021. Needle coke refers to a high-value specialty grade of petroleum coke with a highly crystalline structure. It is manufactured from coal-tar pitch, petroleum fluidized catalytic cracking (FCC) decant oil, ethylene tar pitch, solvent-refined coal, and low-sulfur vacuum residues. It exhibits superior strength, high-temperature resistance, excellent electrical conductivity, oxidizability, bulk density, and a low coefficient of thermal expansion (CTE).
Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
In this humorous and data-heavy session, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
Unlock the secrets to creating a standout trade show booth with our comprehensive guide from Blue Atlas Marketing! This presentation is packed with essential tips and innovative strategies to ensure your booth attracts attention, engages visitors, and drives business success. Whether you're a seasoned exhibitor or a first-timer, these expert insights will help you maximize your impact and make a memorable impression in a crowded exhibition hall. Learn how to:
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Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Breaking Silos To Break Bank: Shattering The Divide Between Search And SocialNavah Hopkins
At Mozcon 2024 I shared this deck on bridging the divide between search and social. We began by acknowledging that search-first marketers are used to different rules of engagement than social marketers. We also looked at how both channels treat creative, audiences, bidding/budgeting, and AI. We finished by going through how they can win together including UTM audits, harvesting comments from both to inform creative, and allowing for non-login forums to be part of your marketing strategy.
I themed this deck using Baldur's Gate 3 characters: Gale as Search and Astarion as Social
In this humorous and data-heavy Master Class, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
Customer Experience is not only for B2C and big box brands. Embark on a transformative journey into the realm of B2B customer experience with our masterclass. In this dynamic session, we'll delve into the intricacies of designing and implementing seamless customer journeys that leave a lasting impression. Explore proven strategies and best practices tailored specifically for the B2B landscape, learning how to navigate complex decision-making processes and cultivate meaningful relationships with clients. From initial engagement to post-sale support, discover how to optimize every touchpoint to deliver exceptional experiences that drive loyalty and revenue growth. Join us and unlock the keys to unparalleled success in the B2B arena.
Key Takeaways:
1. Identify your customer journey and growth areas
2. Build a three-step customer experience strategy
3. Put your CX data to use and drive action in your organization
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Yes, It's Your Fault Book Launch WebinarDemandbase
From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.
Tired of the perpetual tug-of-war between your sales and marketing teams? Come hear Demandbase Chief Marketing Officer, Kelly Hopping and Chief Sales Officer, John Eitel discuss key insights from their new book, “Yes, It’s Your Fault! From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.”
They’ll share their no-nonsense approach to bridging the sales and marketing divide to drive true collaboration — once and for all.
In this webinar, you’ll discover:
The underlying dynamics fueling sales and marketing misalignment
How to implement practical solutions without disrupting day-to-day operations
How to cultivate a culture of collaboration and unity for long-term success
How to align on metrics that matter
Why it’s essential to break down technology and data silos
How ABM can be a powerful unifier
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Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
As 2023 proved, the next few years may be shaped by market volatility and artificial intelligence services such as OpenAI's ChatGPT and Perplexity.ai. Your brand will increasingly compete for attention with Google, Apple, OpenAI, and Amazon, and customers will expect a hyper-relevant and individualized experience from every business at any moment. New state-legislated data privacy laws and several FTC rules may challenge marketers to deliver contextually relevant customer experiences, much less reach unknown prospective buyers. Are you ready?Let's discuss the critical need for data governance and applied AI for your business rather than relying on public AI models. As AI permeates society and all industries, learn how to be future-ready, compliant, and confidentlyscaling growth.
Key Takeaways:
Primary Learning Objective
1: Grasp when artificial general intelligence (""AGI"") will arrive, and how your brand can navigate the consequences. Primary Learning Objective
2: Gain an accurate analysis of the continuously developing customer journey and business intelligence. Primary Learning Objective
3: Grow revenue at lower costs with more efficient marketing and business operations.
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3. Areas covered
• The nuclear power market
provides important
opportunities to Turkish
companies but costs and risks
are increasing rapidly
• The 5 Key Challenges that
threaten your business
• 3 Steps to Stay out of Trouble
• Case Studies
4. The nuclear power market provides important opportunities
for Turkish Companies
... BUT Costs, Risks
and Competition are
Increasing
5. 2013 Business in China Survey,
A CEIBS, Swiss Center Shanghai, China Integrated Analysis
29% in 2013 from a high of 47% in 2008,
pessimism is up, 20% in 2013 (up 5% from
2012).
Profitability is especially low in certain
sectors, including Energy, Chemicals &
Petroleum, IT & Communications,
Transportation & Logistics and Machinery.
47%
35% 34% 36% 34%
29%
18%
23%
16% 18%
15%
20%
0%
10%
20%
30%
40%
50%
2009 2010 2011 2012 2013
BUSINESS OUTLOOK PERCEPTION OF
PROFITABILITY IS DOWN
Optimistic Pessimistic
It’s getting harder to make money in nuclear, such as in China
• While revenue continues to
grow, margins decrease
“The nuclear industry is struggling
with Additional costs due to new
regulatory requirements”
The Fukushima nuclear disaster and the impact on the global nuclear
industry, Greenpeace, February 2013
• Business outlook perception of
profitability is down in China
European Business in China: Business Confidence Survey p. 10, European Chamber, 2013
“It is the lowest level of optimism for profitability in
the history of this Business Confidence Survey.”
6. European Chamber
Survey
CEIBS Survey
Swiss Survey
Rising Labor Costs
✔ No. 1
✔ No. 3
✔ No. 1
Fierce Competition
✔ No. 6
✔ No. 2
✔ No. 2
Economic slowdown in
China
✔ No. 3
✔ No. 1
✔ No. 3
Economic slowdown in
home market
✔ No.2
✖
Slow recovery of global
economy
✔ No. 5 (Lower international demand)
✔ No. 4
✔ No. 4
Government policies
✖
✔ No. 5
✔ No. 5
Legal environment
✔
No. 8 (Biased relations/regulatory
enforcement)
No. 9 (Burdensome regulatory
environment)
✔ No. 6
✔ No. 6
The key reasons why business it getting tougher and
companies are chasing in other markets such as Turkey
European Business in China: Business Confidence Survey European
Chamber, 2013
2013 Business in China Survey & 2013 Swiss Business in China Survey,,
A CEIBS, Swiss Center Shanghai, China Integrated Analysis
7. • 55 new reactors are forecasted
in the Middle East and African
Continent until 2030 and more
until 2040
Sources: IAEA, World Nuclear, IEA, OCDE,
Source: UNCTAD, FDI/TNC database based on data from the Central
Bank of Turkey
• FDI in the Turkish energy market
is just burgeoning while the
electricity market is one of the
fastest growing in the world,
with approx. 9% annual growth
on average, in 2010 and 2011.
Everybody Wants a Piece of the Golden Cake!
Nuclear is still a leading emerging market for investment
such as MENA
8. • The lack of an established
and experienced supply
chain might lead to delays,
as might a shortage of a
skilled workforce
• Releasing working capital down the supply chain
is critically important if the manufacturing
suppliers are to survive and grow
Department for Business and Skills
Strengthening UK supply Chain 2013
But a major challenge is the lack of a reliable supply chain
The number of suppliers of critical components is
limited, there is the risk that bottlenecks. In the case
of the Areva EPR design, some very large forging
for the reactor pressure vessel can only be made
currently by Japan Steel Works.1
UK Energy and Climate Change Committee 2012–13
Building New Nuclear: the challenges ahead Sixth Report of Session
• “Our industry has a
predominance of over 55 year
olds, and we are expecting to
see a great deal of workers
enter retirement over the next 5
years”
Michael Hockey, Managing Director of the ECIA, the UK Engineering
Construction Industry
9. Already established or have agent in
Turkey
1. Erzhong Group
2. Dongfang Electric
3. Haerbin Electric
4. Dongfang Boiler
5. Fangda Carbon New Material
Technology
6. Wujian Dongwu Machinery
More various, suppliers are also becoming global
• Emerging suppliers go global
11. 1000
600
72
30
Source: Istanbul Chamber of Commerce and Ankara Chamber of Commerce
• “One job created in the Nuclear
industry will create ten other
jobs in other segments “Viktor
Karmatsky, June 8, 2012.
Nuclear Intelligence Weekly
Sources: EDF, NIAUK, State of the World 2013, Dynatom International
Revenue from the nuclear market will become CRUCIAL
for a a specific range of companies
• From a large survey of the 1,000
top Turkish companies in the
energy sector, 30 will gather into a
nuclear cluster, others will get
involved in construction and non
safety equipment
125000
54000
39000 38000
0
50000
100000
150000
France UK Turkey Germany
Jobs generated in the nuclear
industry
12. The 5 key challenges that threaten your business
1. Rising Cost & Lack of
Skills
2. Fierce Competition
3. Limited Nuclear Cluster
4. Lack of Support
5. Wrong Strategy
13. OECD
In the context of serious regional
geopolitical tensions and the sluggish
recovery in Europe, exports are
projected to be subdued and GDP
growth to be relatively weak by Turkish
standards, at 3¼ per cent in 2015 and
4% in 2016
1. Costs of setting up operations in Turkey alone may grow
fast
• Growth has lost momentum in
2014
A conventional mechanical engineer in
Turkey with 20 years of experience
earns a salary of 30,000 Euros
• Lack of skilled labor will require
Investment in human resource
Bureau of Labor statistics, National Careers Service, Onisep, CFHI
The Central Bank of Turkey cut its mid-
point inflation forecast for the end of this
year to 5.5 percent from a previous 6.1
percent, governor
• Inflation rate is decreasing but
still high
Governor Erdem Başçı, Central Bank of Turkey
0
20000
40000
60000
80000
USA UK France China
Average salary for graduated
technician in nuclear industry (€)
14. Cost of Human resource
Payscale
11'409€
22'087€
13'890€ 11'092€
20'436€ 19'361€ 18'444€
84'427€
104'339€
138'647€ 144'678€
148'375€
141'663€
110'681€
'0€
20'000€
40'000€
60'000€
80'000€
100'000€
120'000€
140'000€
160'000€
180'000€
Anadolu
Universitesi
Bilkent University Ege Universitesi Hacettepe
University
Middle East
Technical
University
Yeditepe
Universitesi
Yildiz Teknik
Universitesi
Salary for Engineers from Major Schools
Minimum Maximum
15. Cost of Human resource
Payscale
406'699€
130'621€ 145'483€
110'532€
55'248€
'0€
50'000€
100'000€
150'000€
200'000€
250'000€
300'000€
350'000€
400'000€
450'000€
Bachelor of
Engineering (BEng /
BE), Mechanical
Engineering (ME)
Bachelor of Science
(BS / BSc), Industrial
Engineering (IE)
Doctorate (PhD) Bachelor's Degree Bachelor's Degree,
Computer Engineering
(CE)
Maximum salary range for popular degrees
21'802€
29'693€
17'295€
14'295€
8'972€
'0€
5'000€
10'000€
15'000€
20'000€
25'000€
30'000€
35'000€
Bachelor of
Engineering (BEng /
BE), Mechanical
Engineering (ME)
Bachelor of Science
(BS / BSc), Industrial
Engineering (IE)
Doctorate (PhD) Bachelor's Degree Bachelor's Degree,
Computer Engineering
(CE)
Minimum salary range for popular degrees
16. • Turkish executives may not
foresee foreign competition as
a main issue in their market
Rosatom: Akkuyu Nuclear Power Plant – Progress To-date and the Way Forward, February 2013
Akkuyu NPP PROGRESS & DEVELOPMENT 2014
• Turkish companies are involved in assembly work, as well as supplies of
non-specialized equipment ( level 4): which represent 40-43% of the capital
expenditure
2. Expect fierce and experienced competition
• The foreign competition has an
average of 25 years of
experience
• China alone has a list of 3,000
local suppliers for its nuclear
projects
PWC Family Business Survey 2012
GIIN, Rosatom, NIAUK, Westinghouse, CNNC
0%
20%
40%
Market Condition government policy
and regulations
difficulties in
external markets
External issues for Turkish
firms
0 100 200 300 400 500
France
UK
Russia
Czech
Short list of Main
nuclear suppliers
17. Robotic
2%
Burner
2%
Control System
2%
Cabinet
2%
Control Panel
2%
Engineering
2%
Inspection
2% Steel
3%
Forging
3% Welding
3%
Automation
system
3%
Security
software
3%
HVAC
5%
Simulation
5%
Valve
6%Pump
6%
Pressure
Vessel
8%
Casting
8%
Machining
8%
Piping
9%
Cable and
Connectors
9%
Construction
11%
Dynatom International
• 70 companies are assessed
to form the nuclear cluster
and to become the main
Turkish exporters.
• The offer is limited to non
safety equipment
• Instrumentation, sensors,
motors are not produced yet
domestically.
• France (GIIN), UK (NIAUK),
Spain (SGNC) actively
promote their industry in
overseas markets.
• These countries cover the
overall supply chain or
created strategic partnership
with engineering companies,
for example Rolls-Royce
P o w e r S y s t e m s a n d
Rosatom.
• Domestic Competition has not
started yet
3. The Turkish Nuclear Cluster is just being assessed
18. • No interaction between the
research, design and
manufacturing
18 Design Institutes in China, all state owned enterprises,
participate at an early state to the transfer of technology
and support of the local industry.
“Yantai Cable Factory and Shanghai Nuclear Engineering
Research and Design Institute signed an agreement of
cooperation in the research and design of class 1E cable
for nuclear power plants. 1E Nuclear Cable is expected to
be made in Yantai , Shandong province.”
Friday, 03 July 2009 Yantai Daily
4. Lack of support and protectionism
• No protection from the safety
authority and bureaucracy
• Ex: The Chinese authority createdvague and
changing regulations such as the HAF 604 :
• To control the import of foreign
equipment and material
• To understand the quality management of
foreign competitors
• To review the amount of foreign
equipment sold and create emerging
domestic competition
• To delay or stop foreign companies to
participate to local tenders
Dynatom International
19. • The local industry has no clue
of the real foreign capability
• In 2009 China National Nuclear Corporation signed
an agreement for 8 reactors with a US vendor of
DCS. The company did not have the skills neither
the experience to work on the design of such
equipment. The projects were delayed (18 Months),
resulting in the loss of tenth of millions of USD.
• Similar problem with the State Nuclear Power
Technology Corporation and CW-EMD for the
design and manufacturing of the Reactor Coolant
Pump in the AP1000 World Nuclear News
• Strategic gap between the
objectives of the government,
and the tactic from the
manufacturer
• Reaction after a visit of ZiO Podolsk, ZIOMAR, and
GIDROPRESS: “In some sense we got amazed by the
scale. I hope that in the not so distant future we will
watch similar industrial success already on the territory
of the Republic of Turkey.
• Illegal actions from your partner
can lead to international
sanctions
• China Nuclear Industry Huaxing Construction Co., pled
guilty to charges it conspired to violate the International
Emergency Economic Powers Act (IEEPA) and the
Export Administration Regulations (EAR). illegal exports
of high-performance epoxy coatings from the United
States to the Chashma II Nuclear Power Plant in
Pakistan
5. Getting into the wrong strategy can mean having to shut
down your business
Qadir Oguzhan Alifendioglu, Head of Delegation, TAEK,
December 2013
Corporate Crime Reporter December 2012
20. 3 Steps to enter the nuclear market in 2015
1. Define a multinational
strategy
2. Assess the domestic
market and local skills
3. Partner with an
experienced foreign
company
22. • Assess the list of subsidiaries
from the EPC
Have a clear multinational strategy and actively manage
risks
• 233 Chinese nuclear manufacturer
have a presence either directly, or in
a total of 55 countries.
• 209 leading nuclear companies are in
total doing business in 26 emerging
nuclear markets.
• SNPTC-WEC Nuclear Power
Technical Services (Beijing)
Professor Richard Lynch, Global Strategy
‘the recent dominant thinking has been to
bring down barriers to world trade while
giving some degree of protection to some
countries and industries. Thus global
strategy is an important aspect of such
international negotiations”.
SWSC levered Westinghouse’s desire to expand
their global supply chain to attract suppliers
interested in exporting
Join the supply chain. You
never know when they’ll
come and get your market
Examples:
- Areva : Corys vs. L3 Mapps
- Rosatom: Arako vs. CCI
- WEC: NuCrane Manufacturing vs. Mammoet
23. Create and use leverage
• Expand regionally, in
particular in countries where
local culture is complex/
antagonist to European,
North American and Asian
• Use the 22 treaties signed in
nuclear cooperation as a
starting point for
cooperation and be sure the
export license from your
target or partner is easy to
process
• Visa
• Time Difference
• Language barrier
• Alcohol restricted
• Food
• Working time ( ex: KSA)
TAEK, CNIC (Citizen's Nuclear Information Center) ,Hurriyet
Daily New, 'ENS, WNA
25. • Create a corporate website with reports available to the public:
Make your company the expert in the industry: Market data crushes product data
Always know what is going on in your market segment
No News = Bad News
• Get first hand information
Participate in workgroup with government agencies, such as ASO, ISO,
KOSGEB,MUSIAD TUBITAK...and create partnership with Engineering
universities. Ex: PNB in France, CNEA in China
• In China 82 companies provide safety related valves
Screen on daily basis a maximum of information related to your competitors in
your markets
26. Most skilled workers in Turkey tend to immigrate
• Early cooperation with Technical
schools and universities: benefit of
the research in your company
• Ex: Gedik University
• CEA and the industry Finances
doctorates CTCI/CTCR
• Finance Doctorates to retain knowhow
and future managers
CEA-INSTN
CNNC and Harbin Engineering
University signed strategic agreement
and agreement on joint personnel
training.
CNNC December 2010
• Create a strong QM department, and
design team.
• Use the licensing culture of US
Companies
Find the right people to work with
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8 9 10 11
Certification for Design
awarded 2004-2014
(HAF 601)
27. STEP 3
Alliances and partnerships
produce stability when they
reflect realities and interests.
Stephen Kinzer
28. Make Communication your Priority No. 1 and Develop
Cultural Intelligence
“To see me does not necessarily mean to see my face. To
understand my thoughts is to have seen me.”
Mustafa Kemal Ataturk
Expectations
from your
company
Expectations
from the
foreign partner
Proactive business development
in regional programs (UAE, Egypt,
KSA, Jordan, Armenia…)
Expansion of the Brand, Control of
non proliferation to Iran, Syria,
Libya
Protection of IP, reporting on local
regulations, relation with TAEK
and EPC
Experience in the nuclear market,
investment in training program
Continuous development of new
equipment
Using the foreign Brand
Transfer of technology, Russian
US and French codes and
standards
Education to the staff
29. The search for the right partner: PREPARE
• The challengers are
more open to
discussion
• The companies that
are not “state owned
minded” react faster
• The large brand are
often too bureaucratic
and slow to decide
Assess the top 2
and 3 in the market
Prepare a list of
technical needs
and regional
market
opportunities
• You are expected to
work as equal partner
- Know your nuclear
environment
- Assess your
technological gaps,
and your competitor
weakness
• Outline your multi
national strategy
MENA
The long term
commitment,
financial and
master of the
local regulations
Sign fast,
prepare for a
first consulting
project
• Show your commitment
to excellence, nuclear
is long run:
-Investment in
Human Resource, Codes
and standard, and a
considerable QM program.
• Develop your network
with TAEK, TUBITAK,
AFAD, and the Ministry
of Energy
• Visit fast your partner
facilities
• Draft a first consulting /
research project (your
investment) to learn
from the foreign
company
• Prepare for a joint
program within the
next 3 months.
Foreign partner wants
visibility
Except in a few
cases, avoid the star,
take the challenger
Show your will to invest in
development to match the
partner standard
Foreigners are impatient
due closure of major
market such as China
To lead an untrained people to war, is to throw them away
Confucius
30. Which partner should you target?
Country
Advantage
Weakness
Expecta6on
Belgium
Reacts
Fast,
experienced,
mul6cultural
High
expecta6on,
o@en
suspicious
Region
oriented
Canada
Easy
going,
trusAul
CANDU
oriented
mostly,
not
aggressive
Moderated
China
Speed
in
execu6on
Slow
in
Decision,
poor
communica6on,
state
oriented
Fast
Return
on
Investment
Czech
Russian
standards
State
Oriented
Expects
orders
from
Rosatom
France
Experienced
in
overseas
market
Suspicious
in
transfer
of
technology,
non
exclusive
Expects
purchase
orders
from
you
Germany
Market
oriented,
experienced,
need
to
act
fast
Made
in
Germany:
small
transfer
of
technology
Planning
Japan
Quality
Poor
communica6on,
lack
of
leadership,
language
barrier
To
sell
directly
through
their
sogo
sosha
Korea
Aggressive
Control
freak
Fast
Return
on
Investment
USA
Licensing
Process
guru,
license
export,
more
maintenance
oriented
Visibility
31. Once you get in the first contract: ASSESS & LEARN
• Assess results and identify
key points of failure or
success in your partnership
• Learn lessons for the
future, i.e. implement an
SOP for the future or
improve or change existing
SOP.
33. Mavinci: Nuclear Safety
• Leader in CBRN development, but:
- No experience in nuclear power market
- Lack of vision in the market
• What was done ?
- Assessment of Mavinci capabilities
- Proposal of several markets to get involved in
- Suggestion of the partner and business model
- Planning of the partnership, and market opportunities
- Commitment to investment in the nuclear training center
• Delivery
- Partnership with the leading Technical Safety Organization from Germany (GRS)
- Creation of a consortium with Hacettepe University
- Planning of specific research and nuclear safety projects for 2015
34. Gedik: Nuclear Casting
• Leader in Welding and Valve, but:
- No experience in nuclear power market
- Lack of understanding of standards and codes
• What was done ?
- Assessment of Gedik capabilities
- Suggestion of the partner and business model
- Planning of the partnership, and market opportunities in the region
- Commitment of investment from Gedik to complete Forgemasters offer
• Delivery
- Partnership with Sheffield Forgemasters from United Kingdom
- Creation of an education project between the UK and Gedik
- Planning of specific consulting projects for 2015
35. 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.
Contact us:
• Turkey (Istanbul): Aline Telle, +90 (531) 763 14 09
• atelle@dynatom.org
• Switzerland (Fribourg): Arnaud Lefevre +41 (76) 588 09 66
• alefevre@dynatom.org
• USA (Chicago) : Frederic Mouen +1 (872) 220 5063
• fmouen@dynatom.org
• China (Beijing) Nicolas Schlumberger +86 158-2194-4786
• nschlumberger@dynabondpowertech.com
“Action without thinking is the cause of every failure” Peter
Drucker.
YOUR NEXT STEP