The Advanced Investment
Certification Programme for
Regions in Croatia
The Advanced Information Standard:
Approach and Methodology
Presentation by Declan Murphy and Dražen Derado
Seminar “Advanced Information Standard”, 27. i 28. listopada 2010.
Main Themes of Presentation
1. 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
Part 2
Recap on Comparative Performance
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
Indicator
Country
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
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
AICPR Information Modules
INVESTOR
REGIONAL
INFORMATION INFORMATION
COMPANY
INFORMATION
SECTORAL
INFORMATION
INTEGRATED WITH PROPERTY + MARKETING STANDARDS
COMPETITIVENESS
INFORMATION
RESULTS +
IMPACT
INFORMATION
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
REGIONAL
COMPANY
INFORMATION INFORMATION INFORMATION
COMPETITIVESECTORAL
NESS
INFORMATION
INFORMATION
RESULTS +
IMPACT
INFORMATION
AICPR Information Modules
1. INVESTOR INFORMATION
2. REGIONAL INFORMATION
3. COMPANY INFORMATION
4. SECTORAL INFORMATION
5. COMPETITIVENESS INFORMATION
6. RESULTS + IMPACT INFORMATION
INVESTOR INFORMATION
1. 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.
2. 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.
3. 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).
4. A guideline template for this ‘Key Facts for Investors’ is shown on the
next page
5. Some counties will already have this type of information prepared and
available. These notes provide a guide and check for counties.
Key Facts for Investors
1. Introduction – general statement, population trends + priority sectors
2. Economy – GDP growth, inflation, unemployment, exports/imports
3. Demographics – population by age group, region, workforce, skilled
labour force, productivity, migration
4. Education – numbers in education, graduate output by discipline,
public expenditure on education, other key facts and comparisons
5. 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
6. Working Hours and Holidays – employment legislation, statutory
working hours (maximum, minimum, average weekly)
7. Telecommunications – summary statement on telecommunications
infratsructure, costs of international calls (with comparisons)
Key Facts for Investors
8. Electricity -- Sample electricity charges, comparisons - price per kWh
9. Water – water rates per cubic metre in region
10. Oil and Gas prices – oil price per tonne, gas prices, with comparisons
11. Factory and Office Prices – land, factory and office rental/buy costs
12. Cost of Living – how Croatia/region compares with others
13. Transport – air, road, sea route and costs, and transit times, all with
comparisons to other countries and regions
14. 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/librarypublications/ida-ireland-publications
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
I.
PR0POSED ACTION + DEADLINE
1. Prepare ‘Key Facts for Investors’ based on recommended template.
2. 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.
3. Ensure document is available in English (+other languages optional).
4. Ensure document is available in paper and electronic form.
5. Ensure document is accessible on website.
6. Deadline for completion: 30 March 2011.
REGIONAL/COUNTY INFORMATION
1. 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?
2. What are the weaknesses and threats that regions/counties face? And
how can they take action to address these?
3. 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.
4. A key issue is how a region/county presents and uses the information
from SWOT in identifying competitive advantage for investors
5. The SWOT provides material for preparing a summary county profile
for investors. It may include issues that go beyond the region/county.
SWOT Analysis – Why?
Strengths, Weaknesses,
Opportunities and Threats
Key Factors based on relative position with
competing countries and regions/counties.
Regions 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.
Presenting SWOT: An Example
Strengths
Opportunities
Reform undertaken +
improved business
environment
FDI achieved
To date
Weaknesses
Skills for new
industries
GDP growth but
decline 2010
Progress with
Privatisation
Rising labour
costs
Decline in
foreign
inflows
and impact
Economic
environment
Threats
Competition from
other regions
Local Engineering Skills but
Need Upgrading
Weakness of
Local supplier
industry
Need for National Policy
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 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
II. PR0POSED ACTION + DEADLINE
1. Undertake a SWOT analysis ideally with inputs from local experts and
local sources e.g. Chambers, private firms, surveys available, etc.
2. Use the SWOT analysis to identify regional/county strengths and
opportunities that should be highlighted to investors
3. 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.
4. Prepare a summary regional profile (3-4 pages) for use with investors
5. Ensure document is available in English (other languages optional),
available in paper and electronic form and accessible on website.
6. Deadline for completion: 30 March 2011.
COMPANY INFORMATION
1. Regions/counties should ensure that information on companies in the
region (and nationally) are part of their information archive, e.g.:
2. Company listing that shows separately all FDI companies and has
short profiles of major companies and that can show categories:
a) Greenfield
b) Expansion projects
c) FDI companies with various business functions e.g. R&D, etc.
d) FDI companies with regional H.Qs. in the region
e) Press announcements on FDI companies
3. Major indigenous companies that are potential business partners
and/or potential product, component and service suppliers – short
profiles on each
4. 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.
FDI Company Listing
1. 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
2. The list should contain (as a minimum):
a) Company Name
b) Location in Croatia
c) Origin (country of origin)
d) Investment (if company is willing to publicise)
e) Jobs
f) Project activity
g) Contact – name and contact details of person in company
3. The list should be in English and accessible on website.
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.
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.
Short Co Profile 3: Liebherr
1. 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 R&D, design, manufacturing,
marketing, installation and after-sales service of Liebherr’s
container cranes.
2. 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
Short Co Profile 4: Apple
1. Apple’s 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 Apple’s ongoing expansion of its Irish
operation. Apple’s Irish facility is now the headquarters fro the
Europe, Middle East and Asia region and employ 1,400 people
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.
III. PR0POSED ACTION + DEADLINE
1. Prepare Company listing that shows all FDI companies and has short
profiles of major companies and that can show categories:
a) Greenfield
b) Expansion projects
c) FDI companies with various business functions e.g. R&D, etc.
d) FDI companies with regional H.Qs. in the region
2. Maintain a dossier of press announcements on FDI companies
3. Major indigenous companies that are potential business partners and
product/service suppliers – prepare short profiles on each
4. 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
5. Ensure documents are available in English (other languages optional),
available in paper and electronic form and accessible on website.
6. Deadline for completion: 30 March 2011.
SECTORAL INFORMATION
1. What sectors have the best prospects of delivering new FDI and new
jobs to your region/county? Counties need to address this question.
2. 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.
3. Sector profiles – short format on target sectors that explains region’s
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.
4. 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.
Building Sectoral Information
2. Sectoral Profiles
Of Target Sectors
and Key Success Factors
3. Sectoral Studies
that chart future
regional development
1. Establish Rationale for Priority Sector Selection
+
Assemble Sectoral and Cluster Information in Regions
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
Growth of Services Globally
1. Services are the world’s biggest business today. Consider this reality when
selecting priority target sectors.
2. 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.
Global Growth in Services
Software Development
International Financial Services
Services and Products
Global
Data Processing
Media + Entertainment
Business Services
Services
(incl. Teleservices)
Educational and Training Services
Publishing
Technical and Consulting Services:
Design, Engineering, Architectural Services
R&D Services
Commercial Laboratories
Pharma
Administrative
Healthcare Services
H.Qs.
Key Success Factors: Example
Medical Technologies
1. Low Corporation Tax
2. Availability of Technical and Managerial talent
3. Sophistication of the local sub-supply, sub-contract and
services industry
4. High levels of productivity and moderate cost base
5. English speaking member of EU / Euro Zone Member
6. Research capability in 3rd level colleges and universities
Identifying KSFs in target sectors and including this in
sector information is important for promotion
IV. PR0POSED ACTION + DEADLINE
1. Establish rationale for Priority Sector Selection (The SWOT and
studies, surveys, etc. can assist in this process).
2. Assemble sectoral and cluster information in regions/counties
3. Prepare sectoral profiles of target sectors and identify key success
factors for these sectors.
4. 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.
COMPETITIVENESS INFORMATION
1. 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
2. The work on SWOT and sectoral profiles, for example are sources of
insight and information on the ‘competitiveness of counties’.
3. 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).
4. 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 typeof information can enhance other work,
for example, the ‘Key Facts for Investors’.
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 Croatia’s 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
Using Expert Reports
1. 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 year’s scoreboard (2009) are shown in brackets.
2. "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
Competitiveness: Inform. Sources
Index
Country
WEF Global
Information
UN E-Govt. Survey
2008, From
World
Information
Society Report
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
UNCTAD
Information*
Competitiveness: Inform. Sources
Index World Bank
‘Doing Business
Country 2009’
Global
Competitiveness
Index WEF
Human
Development
Index 2008
Networked
Readiness Index
2008 - 2009
Croatia
15
90
93
88
Austria
33
69
67
97
BiH
44
97
75
114
Ireland
7
22
5
23
Denmark
5
3
13
1
Finland
13
6
12
6
‘Ease of Doing Business’ can be
greatly improved by egovernment. This index points
to where action could be
focused
Croatia ranked in lower half
Croatia ranks 4th of
of world index and
compared countries and in
considerably behind some
lower half of index (42
countries
indicators)
In the important area of ereadiness ranks lower than all
selected countries
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
V.
PR0POSED ACTION + DEADLINE
1. 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.
2. 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?
3. 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.)
5. Ensure conclusions and documents are available in English, available
in paper and electronic form and accessible on website.
6. Deadline for completion: 30 March 2011.
RESULTS + IMPACT INFORMATION
1. What are the facts on FDI in your region/county? Previous modules
have gathered this infromation. What is the impact of this FDI? These
are crucial questions and information that need to be addressed
2. 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).
3. But additional indicators and facts on FDI investment are needed,
summary of employment, investment, exports – see next pages
4. Economic contribution/impact (e.g. wages/purchases/tax paid) by FDI
companies – see examples on next pages
5. Addressing this issue: putting in place professional survey methods
and collating reports is a long term task and can be done in stages.
6. The role of local universities, economic research institutes and the
cooperation of companies is important to support the process.
Monitoring Indicators on FDI
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, Bn=billions
INDICATOR
2009
Greenfield
Projects
39
Expansion
Projects
24
R&D
Projects
62
Corporate
Tax Paid
€ 2.8 bn
New Jobs
Created
4,615
Average
Salary
€ 43,000
Cos investing
> € 250K p.a. in R&D
223
No. of Cos with
Significant R&D
199
Economic Impact of FDI in Ireland
All Sectors
2006
2007
2008
% Change
Full Time Jobs
138,306
139,071
138,172
--
Sales
€ 98,872 bn
€ 105,501 bn
€ 109,640 bn
3.9%
Exports
€ 94,675 bn
€ 100,784 bn
€ 104,754 bn
3.9%
Direct Expenditure in
Irish Economy
€ 17,055 bn
€ 18,257 bn
€ 19,149 bn
4.9%
Components of above Direct Expenditure
Payroll Costs
€ 6,494 bn
€ 6,915 bn
€ 7,131 bn
3.1%
Irish Materials
€ 2,315 bn
€ 2,529 bn
€ 2,309 bn
-8.7%
Irish Services
€ 8,246 bn
€ 8,813 bn
€ 9,709 bn
10.2%
Direct Expenditure as %
of Sales
17.2%
17.3%
17.5%
--
Sources: IDA Annual Report 2009, Bn=billions
VI. PR0POSED ACTION + DEADLINE
1. 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).
2. But additional monitoring indicators and facts on FDI investment are
needed, greenfield projects, employment, investment, exports, etc.
3. Economic contribution/impact (e.g. wages/purchases/tax paid) by FDI
companies is desirable
4. Addressing this issue: putting in place professional survey methods
and collating reports is a long term task and can be done in stages.
5. 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.
5. Deadline: Process established to undertake this task: 30 March 2011.
Criteria for the Advanced Standard
Standard +
Quality +
Presentation
Up to date +
Systems
Comparative Data
Focus on
Investor
Needs + Use
Results +
Impact of FDI
Competitiveness Focus
Information
Accessible
Deadlines on Timing of Phases
By End March 2011
By End January2011
By End December 2010
Establish
Advanced
Information
Standard
Initial
Progress with
Information
Progress with at
least 2-3 modules
well advanced or
complete
Completion of
Tasks and Framewor
Companies with the
potential to scale
and become global
players in their
markets
Information
Modules and work
programme
ICPR Team will advise + monitor progress and seek progress reports
established
Advanced Information Standard
Investor
Needs
Advanced
Information
Standard
modules
Basic
Information
Standard
Investor Needs and Key
County Promotion Messages to Investors
Investor
Information
Regional/
Company
Sectoral
County
information
Information
information
Competitive- FDI Results
+
ness
Impact
Information
Information
Building on the Basic Information Standard
and Work Undertaken to date
Thank you …
Any questions?
www.icpr3.org