The Advanced Investment Certification Programme for Regions in Croatia

1
The Advanced Investment Certification Programme
for Regions in Croatia

• The Advanced Information StandardApproach and
  Methodology
• Presentation by Declan Murphy and Dražen Derado

2
Main Themes of Presentation

• Background
• 2. Challenges for Croatia and Regions
• 3. Importance of Information
• 4. ICPR standards
• 5. The Advanced ICPR Modules -- Information
• 6. Assessing and Certifying Progress
• 7. Summary Aims and Objectives

3
Part 2
4
Recap on Comparative Performance
Indicator  Country FDI Inflows in 2007 billion FDI Inflows in 2009 billion FDI Inward Total Stock 2009 billion Number of Greenfield Projects in 2009 Number of Greenfield Projects in 1st Q 2010
Croatia 5 2.6 36.6 28 4
Serbia 3.4 2 25 57 21
BiH 2 0.5 8 20 9
West Balkans Region Croatia compares well, but falling behind in the no. of greenfield projects West Balkans Region Croatia compares well, but falling behind in the no. of greenfield projects West Balkans Region Croatia compares well, but falling behind in the no. of greenfield projects West Balkans Region Croatia compares well, but falling behind in the no. of greenfield projects West Balkans Region Croatia compares well, but falling behind in the no. of greenfield projects West Balkans Region Croatia compares well, but falling behind in the no. of greenfield projects
Romania 9.9 6.3 74 201 81
Bulgaria 12.4 4.5 51 101 23
Slovakia 3.6 -5 50 57 24
Czech Rep. 10. 2.7 116 99 40
New and established EU member states much higher inflows, stock no. of greenfield projects New and established EU member states much higher inflows, stock no. of greenfield projects New and established EU member states much higher inflows, stock no. of greenfield projects New and established EU member states much higher inflows, stock no. of greenfield projects New and established EU member states much higher inflows, stock no. of greenfield projects New and established EU member states much higher inflows, stock no. of greenfield projects
Austria 31.2 7 169 73 25
Denmark 17.8 7.8 158 36 10
Ireland 24.7 24.9 193 176 49
Source UN World Investment Report 2010
5
AICPR Information Modules
INVESTOR INFORMATION
REGIONAL INFORMATION
COMPANY INFORMATION
SECTORAL INFORMATION
INTEGRATED WITH PROPERTY MARKETING STANDARDS
RESULTS IMPACT INFORMATION
COMPETITIVE- NESS INFORMATION
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Recap on How the AICPR differs?

1. The AICPR Information Standard New levels of
   excellence.
2. Six modules are the foundation for the AICPR
   Information Standard.
3. Expand existing information, new information,
   more comparative data
4. Use information in a proactive public way, make
   it more accessible
5. New focus on competitiveness and results impact
   of FDI.

INVESTOR INFORMATION
REGIONAL INFORMATION
COMPANY INFORMATION
SECTORAL INFORMATION
COMPETITIVE- NESS INFORMATION
RESULTS IMPACT INFORMATION
7
AICPR Information Modules

• INVESTOR INFORMATION
• REGIONAL INFORMATION
• COMPANY INFORMATION
• SECTORAL INFORMATION
• COMPETITIVENESS INFORMATION
• RESULTS IMPACT INFORMATION

8
INVESTOR INFORMATION

• Under the ICPR Basic information Standard the
  counties were provided with the template for an
  Investor Information Checklist. This checklist
  is comprehensive and mainly an internal archive.
• What information is publicly available to
  investors? What information can investors
  download from websites? And is the information up
  to date, available in English and other
  languages? And with comparative data from
  competing regions? Quick access is important to
  investors.
• The Advanced Information Standard proposes the
  preparation of vital facts and statistics -- Key
  Facts for Investors that will provide a
  summary statement with key facts, comparative
  data for public use and to be updated regularly
  (monthly or at least quarterly).
• A guideline template for this Key Facts for
  Investors is shown on the next page
• Some counties will already have this type of
  information prepared and available. These notes
  provide a guide and check for counties.

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Key Facts for Investors

• Introduction general statement, population
  trends priority sectors
• Economy GDP growth, inflation, unemployment,
  exports/imports
• Demographics population by age group, region,
  workforce, skilled labour force, productivity,
  migration
• Education numbers in education, graduate output
  by discipline, public expenditure on education,
  other key facts and comparisons
• Wages and Salaries average industrial earnings
  and hours worked, same information for target
  sectors, social welfare contributions,
  comparative labour costs, personal tax rates, how
  wage negotiations take place
• Working Hours and Holidays employment
  legislation, statutory working hours (maximum,
  minimum, average weekly)
• Telecommunications summary statement on
  telecommunications infratsructure, costs of
  international calls (with comparisons)

10
Key Facts for Investors

• Electricity -- Sample electricity charges,
  comparisons - price per kWh
• Water water rates per cubic metre in region
• Oil and Gas prices oil price per tonne, gas
  prices, with comparisons
• Factory and Office Prices land, factory and
  office rental/buy costs
• Cost of Living how Croatia/region compares with
  others
• Transport air, road, sea route and costs, and
  transit times, all with comparisons to other
  countries and regions
• FDI in Croatia number of companies, origin,
  total employment
• This type of clear factual information is
  fundamental to best practice in providing
  information and successful FDI promotion.
• See sample Irish information template at
  http//www.idaireland.com/news-media/publications/
  library-publications/ida-ireland-publications

11
FDI Determinants for Investors
Surveys such as this AT Kearney survey show key
issues for investors and point to how information
might be developed and presented
12
PR0POSED ACTION DEADLINE

• Prepare Key Facts for Investors based on
  recommended template.
• Ensure comparative data (national and county) is
  included, that is, comparisons on population,
  type of skilled people available, wage costs,
  transport costs, utility costs, etc. with other
  countries and regions/counties. Use available
  surveys, etc. to guide preparation.
• Ensure document is available in English (other
  languages optional).
• Ensure document is available in paper and
  electronic form.
• Ensure document is accessible on website.
• Deadline for completion 30 March 2011.

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REGIONAL/COUNTY INFORMATION

• What county information can show the competitive
  advantage of the county to investors? What are
  the competitive strengths of the county? And
  opportunities provided by the county to an
  investor?
• What are the weaknesses and threats that
  regions/counties face? And how can they take
  action to address these?
• SWOT analysis undertaken with focus on
  opportunities and strategy for the county
  provides a useful method to undertake this
  analysis. This is an internal process for county
  promotion agencies to gather information and use
  in planning and selectively in county profiles.
• A key issue is how a region/county presents and
  uses the information from SWOT in identifying
  competitive advantage for investors
• The SWOT provides material for preparing a
  summary county profile for investors. It may
  include issues that go beyond the region/county.

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SWOT Analysis Why?
Strengths, Weaknesses, Opportunities and
Threats Key Factors based on relative position
with competing countries and regions/counties. Reg
ions and counties can undertake this internal
analysis to identify their comparative status and
how they might take action to deal with facts and
issues that impact on investors.
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Presenting SWOT An Example
Strengths
Weaknesses
Reform undertaken improved business environment
Skills for new industries
GDP growth but decline 2010
Opportunities
Rising labour costs
Progress with Privatisation
Decline in foreign inflows and impact
FDI achieved To date
Economic environment
Weakness of Local supplier industry
Competition from other regions
Threats
Local Engineering Skills but Need Upgrading
Need for National Policy
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Regional Competitiveness

• A one-stop guide for understanding regional
  competitiveness and performance, relying on
  comparative statistical information at the
  sub-national level, graphs and maps. This third
  edition provides the latest comparable data (ca.
  40 indicators) and trends across 2,000 regions in
  30 OECD countries, including a special focus on
  the spatial dimension for innovation.
• www.oecd.org/gov/regional/statisticsindicators

OECD, EU, World Bank and other sources provide
useful data that can assist in finding
competitiveness comparisons with other regions
and competitors for FDI
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PR0POSED ACTION DEADLINE

• Undertake a SWOT analysis ideally with inputs
  from local experts and local sources e.g.
  Chambers, private firms, surveys available, etc.
• Use the SWOT analysis to identify regional/county
  strengths and opportunities that should be
  highlighted to investors
• Use the Swot Analysis to identify threats and
  weaknesses that local policy makers need to
  address and prepare an answer to investors on
  such issues. Note SWOT is internal document.
• Prepare a summary regional profile (3-4 pages)
  for use with investors
• Ensure document is available in English (other
  languages optional), available in paper and
  electronic form and accessible on website.
• Deadline for completion 30 March 2011.

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COMPANY INFORMATION

• Regions/counties should ensure that information
  on companies in the region (and nationally) are
  part of their information archive, e.g.
• Company listing that shows separately all FDI
  companies and has short profiles of major
  companies and that can show categories
• Greenfield
• Expansion projects
• FDI companies with various business functions
  e.g. RD, etc.
• FDI companies with regional H.Qs. in the region
• Press announcements on FDI companies
• Major indigenous companies that are potential
  business partners and/or potential product,
  component and service suppliers short profiles
  on each
• Database of indigenous companies that are
  qualified/interested in linkage i.e. supplying
  FDI companies. In the longer term regions can
  work to build more linkage and therefore the
  Advanced Information Standard seeks that
  regions/counties begin to build this database.

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FDI Company Listing

• An up-to-date list of FDI companies is vital for
  a number of reasons for promotion, for meetings
  with potential new investors, for media enquiries
  and for policy making. This is a simple task but
  is often not done well by many investment
  promotion agencies
• The list should contain (as a minimum)
• Company Name
• Location in Croatia
• Origin (country of origin)
• Investment (if company is willing to publicise)
• Jobs
• Project activity
• Contact name and contact details of person in
  company
• The list should be in English and accessible on
  website.

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Short Co Profile 1 Kostal

1. Kostal Ireland, a subsidiary of a German group,
   opened its first Irish plant in Co. Limerick in
   1981 as an integrated manufacturer of automotive
   electronic systems including window lift
   controllers, vehicle climate control and steering
   column controls. This site currently employs over
   870 people.
2. The company opened a second manufacturing site at
   Mallow in Cork plant in 1998 where it now employs
   440 people. This site is recognised as one of the
   most advanced electronic manufacturing sites in
   Ireland (and by extension Europe) focusing on
   complex integrated auto electronics assemblies
   and as a new product pilot production plant for
   the group.
3. Kostal Ireland employs over 1,300 and is the
   largest German manufacturer in Ireland and a
   major employer in the Southwest region.
   Activities carried out at its Irish sites include
   manufacturing, product development, software
   development, financial shared services, supply
   chain management, IT support, manufacturing
   process consultancy and research.

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Short Co Profile 2 Moffett
1. Moffett forms part of the truck-mounted
forklift division of Hiab along with sister
companies Kooi (Holland) and Princeton
(US). 2. Moffett Engineering, Dundalk was
originally an Irish owned company and established
by the Moffett family in 1945. It is now part of
the Hiab division of Cargotec Corporation a
leading cargo handling company headquartered in
Finland. Current employment is 300 people.
3. Moffett Engineering Ltd is responsible for
the design, manufacture and global distribution
of the Moffett Mounty product within the truck
mounted forklift division of Hiab.
22
Short Co Profile 3 Liebherr

• Liebherr International AG, the German, family
  owned, leading manufacturer of cranes and
  construction machinery has been in Ireland since
  1958. By the mid-1970s the Irish facility had
  responsibility for worldwide RD, design,
  manufacturing, marketing, installation and
  after-sales service of Liebherrs container
  cranes.
• The facility has continuously improved its
  technical ability and in 2004 Liebherr Ireland
  started a strategic expansion of RDI activities
  to develop new products from concept, to
  production, to product launch and to manage
  on-going enhancements and modifications. The
  company employs 560 people in Ireland

23
Short Co Profile 4 Apple
1. Apples Irish operation was set up in 1980 to
manufacture the Mac computer. The facility has
become a centre of excellence across a broad
range of functions advanced manufacturing,
financial shared services, supply chain
management, customer and technical support,
telesales, treasury, software testing and
localisation. The successful integration into
Ireland of functions and processes previously
located in various locations across Europe has
added real value to Apple Inc. 2. The
availability of a highly skilled,
multi-disciplinary workforce has been a key
factor in Apples ongoing expansion of its Irish
operation. Apples Irish facility is now the
headquarters fro the Europe, Middle East and Asia
region and employ 1,400 people

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Czech Republic Supplier Databases

• CzechInvest has created specialized sector and
  company databases covering the automotive,
  aerospace, electronic electrical engineering,
  ICT, engineering, subcontracting plastics,
  subcontracting metal, materials packaging and
  healthcare industries. The databases are freely
  available on the CzechInvest website and make it
  possible for you to easily search for partners
  and suppliers by sector characteristics, modules,
  key technologies and locations as well as by
  using fulltext search. To link foreign investors
  with potential suppliers, CzechInvest organises
  supplier days. At these events, foreign companies
  can communicate their supply needs. Suppliers, in
  turn, have an opportunity to offer their products
  and services. CzechInvest has experience with
  organising both larger events for 15
  multinationals and 200 potential suppliers and
  smaller meetings between a foreign investor and a
  few suppliers.

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PR0POSED ACTION DEADLINE

• Prepare Company listing that shows all FDI
  companies and has short profiles of major
  companies and that can show categories
• Greenfield
• Expansion projects
• FDI companies with various business functions
  e.g. RD, etc.
• FDI companies with regional H.Qs. in the region
• Maintain a dossier of press announcements on FDI
  companies
• Major indigenous companies that are potential
  business partners and product/service suppliers
  prepare short profiles on each
• Database of indigenous companies that are
  qualified/interested in linkage i.e. supplying
  FDI companies. In the longer term regions can
  work to build more linkage and therefore the
  Advanced Information Standard seeks that
  regions/counties begin to build this database
• Ensure documents are available in English (other
  languages optional), available in paper and
  electronic form and accessible on website.
• Deadline for completion 30 March 2011.

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SECTORAL INFORMATION

• What sectors have the best prospects of
  delivering new FDI and new jobs to your
  region/county? Counties need to address this
  question.
• Priority sectors for attracting FDI to the
  region. What are they? Have they been identified
  and examined? How does the region meet the needs
  of such sectors and in particular what are the
  Key Success Factors for individual sectors?
  What competitive advantages does the region offer
  to such sectors? Selection of target priority
  sectors gathering information on these are
  therefore important tasks.
• Sector profiles short format on target sectors
  that explains regions advantages for target
  sector sector surveys undertaken can help.
  Investors are always interested in who in their
  sector is represented in a region if they are
  considering investment there.
• Sector studies more elaborate format. This type
  of study can be time consuming to undertake and
  often relates more to industrial and regional
  policy in the region.

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Building Sectoral Information
2. Sectoral Profiles Of Target Sectors and Key
Success Factors
3. Sectoral Studies that chart future regional
development
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Establish Priority Sector Process
3. Sector Studies
2. Sector Profiles
1. Rationale for Priority Sector Selection and
Sector Information
The Advanced Information Standard seeks progress
at least on the first two stages
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Growth of Services Globally

• Services are the worlds biggest business today.
  Consider this reality when selecting priority
  target sectors.
• 2 out of 3 people at work in Ireland are in the
  services sector 4 out of every 5 jobs added to
  the workforce since 2000 stemmed from services
  more jobs emerging in international services.
  Services account for three fifths of gross value
  added service exports in 2009 were EUR 85
  billion compared to EUR 18.3 billion in 2000 i.e.
  43 of total exports. By 2025 market services are
  projected to employ more than 750,000 people (30
  of total workforce), and represent 70 of
  exports and 60 of net output.

30
Global Growth in Services
Software Development Services and Products
International Financial Services
Global Business Services
Media Entertainment Services
Data Processing (incl. Teleservices)
Educational and Training Services
Publishing
Technical and Consulting Services Design,
Engineering, Architectural Services
Commercial Laboratories
Pharma Healthcare Services
Administrative H.Qs.
RD Services
31

Key Success Factors Example
Medical Technologies

• Low Corporation Tax
• Availability of Technical and Managerial talent
• Sophistication of the local sub-supply,
  sub-contract and services industry
• High levels of productivity and moderate cost
  base
• English speaking member of EU / Euro Zone Member
• Research capability in 3rd level colleges and
  universities
• Identifying KSFs in target sectors and including
  this in sector information is important for
  promotion

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PR0POSED ACTION DEADLINE

• Establish rationale for Priority Sector Selection
  (The SWOT and studies, surveys, etc. can assist
  in this process).
• Assemble sectoral and cluster information in
  regions/counties
• Prepare sectoral profiles of target sectors and
  identify key success factors for these sectors.
• Ensure documents are available in English (other
  languages optional), available in paper and
  electronic form and accessible on website.
• 5. Deadline for completion 30 March 2011.

33
COMPETITIVENESS INFORMATION

• National, regional and county statements on
  competitiveness are important elements of
  information that regions/counties should use and
  contribute to as they proceed with work on the
  Advanced Information Standard
• The work on SWOT and sectoral profiles, for
  example are sources of insight and information on
  the competitiveness of counties.
• The process of gathering information on county
  competitiveness and using this in promoting new
  investment is a long term and continuous task.
  However it is a task that should commence under
  the Advanced Information Standard (it is
  recognised that some counties will already have
  made progress here).
• Utilising information from the Croatian National
  Competitiveness Council and comparisons with
  other EU and OECD country regions, using World
  Bank (Doing Business 2010) studies are examples
  of sources that counties can use in building the
  Competitiveness Information module. This type
  of information can enhance other work, for
  example, the Key Facts for Investors.

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National Competitiveness Council

• The Croatian public knows very well that the
  regions of Croatia are unequally developed, but
  it knows much less about the reasons behind those
  differences and what are the strong and weak
  points of the competitiveness of local economies.
  The Regional Competitiveness Index of Croatia,
  2007 for the first time provides detailed
  insight into the competitiveness of Croatias
  regions and counties by evaluating the
  competitiveness of the business environment and
  the business sector itself. It also provides a
  means of comparing the causes of the differences
  and the identification of the potential of and
  limitations on individual counties and regions.
• The goal of the document is to encourage all
  participants the business sector, local
  communities, counties and government
  administrative organs to implement measures and
  activities to increase competitiveness on the
  basis of the numerous quantitative and
  qualitative data in order to ensure greater
  employment and prosperity. Since the private
  sector has the most important role in increasing
  competitiveness, we invite business leaders to be
  ambitious, to focus on improving their business
  operations, and to seek out and take advantage of
  new opportunities.
• Source Regional Competitiveness Index Croatia
  2007, NCC

35
Using Expert Reports

• The World Competitiveness Scoreboard presents the
  2010 overall rankings for the 58 economies
  covered by the WCY. The economies are ranked from
  the most to the least competitive and the results
  from the previous years scoreboard (2009) are
  shown in brackets.
• "I have to say that IMD World Competitiveness
  Online is an excellent tool for first hand
  evaluation of alternatives for determining a
  global footprint (manufacturing, outsourcing,
  sales force, etc). The data and the way you
  presented are superb, easy to read, to compare
  and even to use in presentations."Jesus Guevara,
  Strategy Business Development, Greenlee Textron

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Competitiveness Inform. Sources
Index  Country WEF Global Information UN E-Govt. Survey 2008 World Information Society Report UNCTAD Information
Armenia 114 103 117 131
Azerbaijan 60 89 101 107
Austria 16 16 18 27
Denmark 1 2 3 18
Finland 6 15 11 24
Ireland 23 19 31 49
Croatia 49 47 48 46
Macedonia 79 73 67 95
Slovakia 43 38 44 37
Poland 89 33 53 59
Germany 20 22 19 31
Turkey 61 76 52 86
The rankings here refer to economies ranked by
internet penetration internet users by 100
inhabitants
37
Competitiveness Inform. Sources
Index   Country World Bank Doing Business 2010 Global Competitiveness Index WEF Human Development Index 2008 Networked Readiness Index 2008 - 2009
Croatia  103 90  93 88
Austria  28 69 67 32
BiH 116 97 75  114 
Ireland 7 22 5 23
Denmark 6 3 13 1
Finland 16 6 12 6
In the important area of e-readiness ranks lower
than all selected countries
Ease of Doing Business can be greatly improved.
This index points to where action could be focused
Croatia ranked in lower half of world index and
considerably behind some countries
Croatia ranks 4th of compared countries and in
lower half of index (42 indicators)
38
Focus on Competitiveness

• Croatia's competitiveness falling other
  countries moving more quickly
• Zagreb, 9 September 2010 The National
  Competitiveness Council, as a Partner Institute
  of the World Economic Forum (WEF) in the Centre
  for Global Competitiveness and Performance, today
  published the latest results of the "Global
  Competitiveness Report 2010-2011". After Croatia
  registered a decline last year of 11 places
  compared to 2008, the unsatisfactory trend
  continued in 2010. With a real decline of four
  places compared to 2009, Croatia is this year
  ranked in 77th place out of 139 countries. Since
  2002, when Croatia was included in the rankings
  for the first time, it has registered uneven
  movement in the competitiveness rankings,
  characterized by a period of real improvement
  between 2005 and 2007 and then a continual
  decline from 2008 until today.
• Source NCC

39
PR0POSED ACTION DEADLINE

• As Counties gather information under previous
  Modules they will begin to develop better
  comparative information with other countries and
  regions/counties. This information will enable
  them to benchmark their status versus selected
  regions.
• For example, how do the Counties in Croatia
  compare with the criteria used in the World Bank
  Doing Business 2010? Are there positive
  messages here that individual Counties can use in
  their promotion of investment?
• Counties should begin to build this information
  by (a) establishing comparator regions (b)
  monitoring progress versus these regions (in
  Croatia and outside Croatia) (c) using
  authoritative reports from international
  institutions (World Bank, OECD, EC, etc.)
• Ensure conclusions and documents are available in
  English, available in paper and electronic form
  and accessible on website.
• Deadline for completion 30 March 2011.

40
RESULTS IMPACT INFORMATION

• What are the facts on FDI in your region/county?
  Previous modules have gathered this information.
  What is the impact of this FDI? These are crucial
  questions and information that need to be
  addressed
• Under the Advanced Information Standard it is
  expected that regions/ counties will at least
  have (a) an accurate list of FDI companies and
  systems in place to update it quarterly (b) short
  profiles of main companies (activity, jobs,
  export , business functions, and investment),
  and press releases on significant FDI projects.
  This information should be easily accessible
  (e.g. on websites).
• But additional indicators and facts on FDI
  investment are needed, summary of employment,
  investment, exports see next pages
• Economic contribution/impact (e.g.
  wages/purchases/tax paid) by FDI companies see
  examples on next pages
• Addressing this issue putting in place
  professional survey methods and collating reports
  is a long term task and can be done in stages.
• The role of local universities, economic research
  institutes and the cooperation of companies is
  important to support the process.

41
Monitoring Indicators on FDI
 INDICATOR 2009
Greenfield Projects 39
Expansion Projects 24
RD Projects 62
Corporate Tax Paid 2.8 bn
New Jobs Created 4,615
Average Salary 43,000
Cos investing gt 250K p.a. in RD 223
No. of Cos with Significant RD 199

1. Monitoring the impact of FDI is critical for FDI
   policy and promotion
2. The indicators here are samples of how one agency
   monitors its FDI
3. This INFORMATION is valuable in talking to new
   potential investors
4. It is equally valuable in showing government,
   political levels, media and the general
   population the results and impact of FDI
5. Regions and counties should begin a process of
   establishing these types of indicators
6. Universities, economic institutions can play a
   key role in organising surveys and research on
   this.

Sources IDA Annual Report 2009, Bnbillions



42
Economic Impact of FDI in Ireland
 All Sectors 2006 2006 2007 2008 2008 Change
Full Time Jobs 138,306 138,306 139,071 138,172 138,172 --
Sales 98,872 bn 98,872 bn 105,501 bn 109,640 bn 109,640 bn 3.9
Exports 94,675 bn 94,675 bn 100,784 bn 104,754 bn 104,754 bn 3.9
Direct Expenditure in Irish Economy 17,055 bn 17,055 bn 18,257 bn 19,149 bn 19,149 bn 4.9
Components of above Direct Expenditure Components of above Direct Expenditure Components of above Direct Expenditure Components of above Direct Expenditure Components of above Direct Expenditure Components of above Direct Expenditure Components of above Direct Expenditure
Payroll Costs 6,494 bn 6,915 bn 6,915 bn 7,131 bn 3.1 3.1
Irish Materials 2,315 bn 2,529 bn 2,529 bn 2,309 bn -8.7 -8.7
Irish Services 8,246 bn 8,813 bn 8,813 bn 9,709 bn 10.2 10.2
Direct Expenditure as of Sales 17.2 17.3 17.3 17.5 -- --
Sources IDA Annual Report 2009, Bnbillions



43
PR0POSED ACTION DEADLINE

• Under the Advanced Information Standard it is
  expected that regions/ counties will at least
  have (a) an accurate list of FDI companies and
  systems in place to update it quarterly (b) short
  profiles of main companies (activity, jobs,
  export , business functions, and investment),
  and press releases on significant FDI projects.
  This information should be easily accessible
  (e.g. on websites).
• But additional monitoring indicators and facts on
  FDI investment are needed, greenfield projects,
  employment, investment, exports, etc.
• Economic contribution/impact (e.g.
  wages/purchases/tax paid) by FDI companies is
  desirable
• Addressing this issue putting in place
  professional survey methods and collating reports
  is a long term task and can be done in stages.
• The role of local universities, economic research
  institutes and the cooperation of companies is
  important to support the process. Ensure
  documents are available in English (other
  languages optional), available in paper and
  electronic form and accessible on website.
• Deadline Process established to undertake this
  task 30 March 2011.

44
Criteria for the Advanced Standard
45
Deadlines on Timing of Phases
By End March 2011
For Discussion
Completion of Tasks and Framework

By End January 2011
Initial Progress with Information
By End December 2010
All tasks as outlined in this presentation
implemented and foundation for new Advanced
Information Standard established
Establish Advanced Information Standard
Progress with at least 2-3 modules well advanced
or complete
Information Modules and work programme agreed
ICPR Team will advise monitor progress and seek
progress reports
46
Advanced Information Standard
Investor Needs
Investor Needs and Key County Promotion Messages
to Investors
Advanced Information Standard modules
Investor Information
Regional/ County information
FDI Results Impact Information
Competitive-ness Information
Sectoral Information
Company information
Basic Information Standard
Building on the Basic Information Standard and
Work Undertaken to date
47
Thank you
Any questions?
www.icpr3.org