Prueba de presión interna (hidráulica) .1 Aplicabilidad

As stated in “Identification and feasibility” report, Telenor is willing to assist Norwegian companies that would like to do business in Bangladesh in the initial business phase. Telenor like to see other Norwegian companies doing successful business in Bangladesh in one of the many business areas. Besides, increased business in Bangladesh is likely to be more business for Grameen Phone and Telenor.

The content of the informal collaboration between Telenor and the PSD program might be: • Telenor can give information like “how to do”, be it business specific issues or where

to find what as an expat in Dhaka.

• Peruse business plans and give comments from their experience and perspective • Introduce newcomers to business contacts and network

Planning and setting up of programs for delegations or companies visiting Bangladesh should not be the role of Telenor. These programs can be planned by e.g. Bangladesh Enterprise Institute, which has proven excellent as a facilitator for business related programs. In addition to BEI, there might be other local service providers. Telenor express willingness to assist companies with commitment to do business in Bangladesh, but would not encourage a rush to Bangladesh to look for opportunities driven by easy-to-get grants. Marketing of the program towards businesses in Norway is further a role that Telenor can take part in.

4.2
Learning
experience
from
the
Danish
B2B



The B2B program is seen as successful with more than 50 business matches and many of these resulting in longterm business relationship and investments. The program started in 2000 and over the years the program has improved its success rate. Today, an estimated 60-80 % of the Danish companies entering into the program are likely to enter into some kind of business relationship in Bangladesh. The experience gathered from the program is likely to be relevant to Norwegian companies planning to do business in Bangladesh and is therefore specifically mentioned. The below mentioned experiences are based on recent information from persons knowing the program extensively as well as some recommendations and findings from the 2005 evaluation of the program by BEI17









17_{Review
of
the
Implementation
of
the
Danida
Private
Sector
Development
(PSD)}

Programme
(2000‐2005)
in
Bangladesh
and
Recommendations
for
a
Strategy
for
2006‐ 2010


• The program recommends Joint Venture relationships between the company partners, but accepts also other forms of collaboration

• Careful selection of partners is important. Develop the business relationship and build trust before the parties enter into e.g. Joint Venture and binding relationship

• Discuss expectations with the partner and regulate the collaboration through written agreements

• Understand the importance of day-to-day follow up from the Danish side. Presence by the Danish partner in Bangladesh is crucial for success.

• Selection of Danish personnel to work in Bangladesh is crucial. The right management skills should be in focus. Support services from the company in Denmark are in most cases needed. The ability to live with cultural differences not to be underestimated in recruitment of personnel.

• Quality check of the Bangladeshi company can best be done through inspection at site. Access to reliable accounts is rare. Look at work conditions, work quality, products and very important is the impression of the people met.

• Practice and expect 0-tolerance for corruption from participating companies.

• The program gets credibility through its collaboration with the Danish Embassy (focal point is located in the Embassy)

• To market the program to companies in Denmark, it has proven an advantage to have Danish nationals working with the program. Important is also the link to the Embassy. • The program success rely on its ability to build business network in Bangladesh and

good relations to sector associations

• Bangladeshi companies find the program to be too much Danish driven as the Danish partner gets most of the program support and decides the level of technology.

5.0
Conclusions
and
recommendations


5.1
Business
Framework


Companies that would like to do business in Bangladesh are likely to meet regulatory hassle and compliance problems. However, it is possible to do business without jeopardizing the company’s business and governance principles. Patience is necessary.

It
is
highly
recommended
to
follow
a
0
tolerance
policy
for
corruption,
although
most
 companies
conclude
that
by
following
the
0
tolerance
principle
they
will
miss
out
of
 some
business.


Registering a company and getting the required licences in place are likely to take more time than indicated in the guidelines from the authorities. It is possible to have a chartered

Digitalising company registration and other business services is under way, thus making it difficult to use irregular payments to speed up the process. Digitalised services will hopefully decrease irregularities and promote transparency.

Bangladesh is one of the locations where it is relatively easy to invest 100% as a foreign company.

There are a number of incentives for foreign companies investing in Bangladesh. Tax holidays become less impressive when you learn that only a small part of Bangladeshi companies pay tax at all.

Outward remittances are seen as cumbersome affairs. Companies planning to invest are advised to search information at an early stage to how to make the process as easy as possible. Access to enough and reliable electricity is seen as one of the biggest obstacles to industrial development in Bangladesh. Assessment of the power situation at the selected site must be carried out and measures to reduce risk of power shortage to be taken by the investor.

5.2 
Sector
issues
 5.2.1
ICT
 Cost
of
human
resource
and
available
ICT
competence
are
reasons
for
Bangladesh
to
be
 rated
as
one
of
the
upcoming
outsourcing
destinations
in
the
world18_. Internet
capacity
needs
to
be
developed
to
keep
abreast
with
the
needs
of
the
ICT
sector
 in
Bangladesh.

Price
and
speed
of
data
transfers
become
increasingly
important
and
 access
to
3G
is
likely
to
be
developed.

 The
Telecommunication
company
might
construct
another
international
line
for
 internet
connection.
This
is
likely
to
increase
the
interest
for
Bangladesh
as
an
 outsourcing
location.


 5.2.2
Energy
and
power
production
 The
energy
sector
has
many
challenges
and
is
difficult
to
map.
The
gap
between
demand
 and
supply
for
electricity
represent
a
huge
potential
for
business
development
for
 domestic
and
foreign
companies.

 The
energy
sector
depends
on
an
efficient
government
to
implement
the
national
 strategy
and
to
carry
out
transparent
tendering
processes
resulting
in
construction
of
 new
projects.
The
present
government
need
urgently
to
prove
its
ability
to
act
to
 improve
the
critical
power
situation.


 Subsidies
have
hampered
the
development
of
producing
enough
energy
to
a
right
price.
 Until
market
pricing
of
electricity
is
introduced,
the
situation
with
energy
shortage
is
 likely
to
continue.



 Coal
reserves
are
available,
but
the
authorities
are
not
willing
to
make
decisions
on
how
 to
utilise
the
resources.

 





 18_{BASIS:
Bangladesh
Country
Profile}

Slow
pace
of
the
government
actions
in
the
energy
area
is
likely
to
hamper
the
goal
of
 GDP
growth
up
to
10
%
towards
2020.
Availability
of
reliable
power
is
needed
to
 achieve
the
ambitious
growth
objective.
 Gas
reserves
are
detected
but
not
explored
despite
serious
power
gap
and
a
sector
 almost
solely
depending
on
natural
gas.

 Renewable
energy
with
possibilities
to
sell
carbon
credits
is
not
well
developed
and
has
 business
prospects.

 New
business
in
the
power
sector
depends
more
on
politicians
than
on
demand.
The
risk
 is
therefore
huge,
that
progress
in
implementing
new
projects
continues
to
be
slow.

 5.2.3
Ship
building
 Despite
the
present
financial
crisis
affecting
the
shipping
sector,
Bangladeshi
 entrepreneurs
show
great
enthusiasm
to
get
into
international
shipbuilding.
 Some
companies
have
got
international
orders;
the
shipyards
ability
to
deliver
 according
to
contracts
will
be
crucial
for
the
reputation
of
the
Bangladeshi
ship
building
 industry.
 Labour
cost
is
the
number
one
argument
for
Bangladesh
to
compete
with
established
 ship
building
nations,
estimating
that
the
same
ship
can
be
built
in
Bangladesh
for
half
 the
price
of
that
in
China.
 The
ship
breaking
industry
has
serviced
Norwegian
ship
owners
for
years.
Some
ship
 owners
might
therefore
increase
business
with
Bangladesh
also
in
building
of
new
ships.

 The
Bangladeshi
ship
building
industry
is
developing
their
niche
on
ships
between
 3000‐
6000
DWT.
The
chosen
size
is
partly
due
to
future
expected
demand
for
these
 types
of
vessels,
and
partly
to
the
fact
that
most
shipyards
are
located
in
rivers
that
 restricts
the
size
of
the
construction.

 Most
ship
builders
in
Norway
have
the
hulls
built
elsewhere19_{.
Quality
and
price
are} main
criteria
for
where
to
locate
contracts
for
hull
construction.

Occupational
Health
 and
Safety
measures
must
be
in
place
to
avoid
accidents
and
bad
reputation.
 
 5.2.4
Marine
activities
 Projections
for
the
marine
sector
expects
a
steep
increase
in
aquaculture
and
a
small
 decline
in
coastal
and
inland
capture
fisheries.
Fish
–
and
shrimp
farming
is
likely
to
 present
business
opportunities
to
Norwegian
companies
interested
in
either
fish
 farming
or
selling
of
equipment.

 Production
of
fish
and
shrimp
feed
with
improved
quality
control
is
needed
to
enhance
 the
reputation
of
farmed
species
from
Bangladesh
towards
the
EU
and
other
demanding
 markets
practicing
strict
quality
control.
 





 19_{www.nmi2008.com/}

Farm
based
quality
improvement
programs
are
needed,
as
well
as
improved
technology
 to
enhance
the
environmental
standard
of
the
farms
and
ponds.

 The
last
survey
of
marine
resources
was
made
in
1969.
Reliable
projections
for
the
 future
are
not
available.
Only
small
reductions
in
catch
have
been
observed.
 Parts
of
the
trawler
fleet
is
old
and
in
need
for
reinvestments.
Energy
efficiency
of
many
 vessels
is
low.
Investing
in
the
trawler
fleet
with
more
modern
fishing
equipment
as
well
 as
energy
efficient
motors
are
likely
to
pay
off.

 5.2.5
Trading
with
manufactured
goods

 Trading
in
RMG
is
the
main
present
trading
connection
between
Norway
and
 Bangladesh
with
5
%
of
the
knitwear
and
2
%
of
the
woven
material
imported
from
 Bangladesh.

These
numbers
can
be
increased,
especially
if
the
companies
focus
more
on
 high
value
products
both
in
garments
and
home
textiles.
 The
duty
free
textile
import
from
Bangladesh
to
Norway
does
not
require
any
extra
duty
 on
raw
material
coming
from
a
third
country.
Products
made
from
expensive
fabrics,
 such
as
organic
cotton
can
therefore
be
imported
duty
free
to
Norway.
Production
of
 home
textiles
of
this
kind
is
likely
to
give
a
high
profit
margin.
 The
home
textile
factories
have
to
refuse
orders
and
have
long
waiting
lists
for
 production;
this
indicates
an
interesting
investment
possibility.

 The
International
textile
brands
buying
RMG
from
Bangladesh
as
well
as
the
NGOs
 should
be
commended
for
having
made
the
sector
almost
”clean”
when
it
comes
to
child
 labour,
violating
of
labour
laws,
human
rights
and
environmental
hazards.
 Despite
the
ongoing
financial
crisis,
so
far
the
RMG
industry
has
not
decreased
its
 activities
on
a
large
scale.
 5.3
Program
issues


There are good prospects for building business relationship between Norwegian and Bangladeshi companies. A first step of a B2B program between Norway and Bangladesh should be to enter into a pilot phase with the aim of reaching a limited number of companies in the prioritised sectors (5-10 companies).

The selected sectors; marine resources, shipbuilding, ICT, energy sector and trading with e.g. garments all have scope for business. Value addition projects in agriculture sector (food processing), jute products and trade with ceramics and pharmaceuticals are business opportunities that might be investigated further as potentially interesting for collaboration between Norwegian and Bangladeshi companies.

A B2B programme will have an advantage if linked to the Norwegian Embassy, e.g. with offices in the Embassy. This will give the programme credibility and standing both in the Norwegian and the Bangladeshi business environment.

The programme is likely to benefit from having a Norwegian national as a programme director, to enable easy communication with Norwegian companies and marketing of the program in Norway.

The program director will be essential to connect and build relationship to the Bangladeshi business environment and business associations. Some services such as quality assurance of Bangladeshi companies as well as preparing local companies for the program might be outsourced e.g. to Bangladesh Enterprise Institute.

“How to do business with Norway/Europe” might be part of the preparation to enter the program for selected Bangladeshi companies. It can be organised as a training program raising issues of concern to Norwegian businesses and including a study visit to Norway. Norad might consider to invite Norwegian organisations such as NHO and LO to set up collaboration programs with sister organisations in Bangladesh parallel to starting a private sector program. Cooperation
programs
on
institutional
level
might
strongly
advocate
the
 need
for
businesses
to
apply
CSR
“inside”
the
company
and
focus
on corporate

responsibility issues, such as work relations, health and safety and environmental issues. Recruitment of Norwegian companies should be done before finding their match in Bangladesh, as the number of interested companies in Bangladesh is no limitation. The person in charge should be prepared to stay up to 50% of the time in Bangladesh, e.g. through 4 lengthy visits per year. In the pilot phase, the program director should closely follow each company entering into the programme and give tailor made support. Based on experiences in the pilot phase, conclusion to be made on what service level to provide and what approach to follow for the B2B in the next phase.

Different companies are likely to need different support in the form of follow up from the program management. Smaller companies might need more close guidance as they might have fewer human resources to direct towards the activity in Bangladesh.

The support (both in the form of follow up by a program director and in monetary support) should be generous and felt as a real alleviation of risks involved, especially in the pilot phase. Support given also to the Bangladeshi partner participating in the program might create more ownership to the business project from their side.

The Norwegian B2B program should aim at a modest objective of companies participating in the program, maybe up to 50 companies over the life span of the program. Bangladesh is not well known to Norwegian businesses as a good location for business. Besides, there are many other PSD programs competing for the few Norwegian companies looking at business

opportunities in emerging and challenging markets.

The program might benefit from coordinated recruitment (“cluster entry”) of a handful companies for the pilot phase. Being in the same phase of entering a new market might create synergies and areas for collaboration, e.g. in terms of sharing premises, mutual learning, experiences and benefitting from coordinated contact with government and other bodies. Norwegian companies entering the program should be highly motivated and well informed about what to expect in Bangladesh. The recruitment should be strict. The companies should be selected on criteria as having good business opportunities in Bangladesh, as well as strong commitment to succeed. Small companies are less likely to succeed, due to the resource situation. However, there are examples on small companies with success in emerging markets. Small companies with the right motivation and realistic plans should not be excluded.

6.0
References
and
information:



Tender
info


Government Sites

Gas & coal: www.petrobangla.org.bd

Power Generation: www.powercell.gov.bd

Power Grid: www.pgcb.org.bd

Communications: www.moc.gov.bd Roads & G\Highways: www.rhd.gov.bd

Railways: www.railway.gov.bd

Government's Central Procurement Technical Unit: www.cptu.gov.bd

Private Sector Sites

www.bdtender.com www.bdtender.info www.alltender.com

Other institutions that are also active in publishing tenders in the power sector are: Bangladesh Power Development Board (BPDB) www.bpdb.gov.bd

Power Grid Company of Bangladesh (PGCB) www.pgcb.org.bd

References
made
to
websites
and
publications
 
 www.norway.org.bd/norsk/bangladesh/fakta/bilaterale.htm http://www.bangladoot.se/ www.fbcci-bd.org/investment/inctivfrforgninv.html http://www.discoverybangladesh.com/meetbangladesh/index.html http://www.boi.gov.bd/boi_services.html www.boi.gov.bd www.registrarofcompaniesbangladesh.com http://www.nbr-bd.org/incometax.html www.bfti.org.bd www.fbcci-bd.org/investment/inctivfrforgninv.html

www.bangladesh-bank.org: Guidelines for Foreign Exchange Transaction

www.bangladesh-bank.org: Guidelines for Foreign Exchange Transaction Volume 1, chapter 7 and 8

http://www.ficci.org.bd/monthly_bulletins_view.php?bu_id=B-004 www.mof.gov.bd/en/budget /09_10/ppp/ppp_09_10_en.pdf http://www.ambdhaka.um.dk http://www.bpdb.gov.bd/key_statistics.htm http://www.bpdb.gov.bd/installed_fuel.htm www.nmi2008.com/ http://www.edb.com/Documents/Corporate%20Documents/Report_Global_Sourcing_2007.pdf www.nmi2008.com/2009/02/19/from-prosperity-to-troubled-times/ http://www.thedailystar.net/newDesign/news-details.php?nid=108927

Complete list of RJSCF fees: www.roc.gov.bd:7781/ 


Publications:

BASIS: “Setting up Business in Bangladesh” Bangladesh Investment Handbook, 2007 p. 66 Basis
checklist:
Setting
up
Business
in
Bangladesh


World
Bank:
Harnessing
Competitiveness
for
Growth,
2008,
p.24


UNICO International Corporation; Software/ITES Industry in Bangladesh, Feb 2008 The Daily Star Business, 24th June 2009

The National Energy Policy, 2004

World Bank: Strategy for Sustained Growth, 2007, p. 63

World Bank Bangladesh Water Country Assistance Strategy 2005: Fisheries Sector Review and Future Development

Energy & Power, June 16, 2009 (www.ep-bd.com)

Review of the Implementation of the Danida Private Sector Development (PSD) Programme (2000-2005) in Bangladesh and Recommendations for a Strategy for 2006-2010, Bangladesh Enterprise Institute, 2005




7.0
Annexes


Annex
1
Information
gathering


The information gathering is done through personal meetings. A handful of the people listed are interviewed on telephone.

Name and title Institution/organisation

M A Matin, Secretary General Foreign Investors chamber of Commerce & Industry (FICCI)

Fazlul Hoque, President Bangladesh Knitwear Manufacturers and Exporters Association

T.I.M. Nurul Kabir, Managing Director Spinnovation Ltd. Farah Jabeeen, programme officer Danida B2B programme Md. Rakibur Rahman, Chairman

Mohamad Shahjahan, Director A.F.M. Shariful Islam. CEO

Shaik Mohammadullah, General Manager

Dhaka Stock Exchange

Feradus Ara Begum, Additional secretary A H M Nurul Islam, Secretary

Ghulam Murtaza, consultant

Dhaka Chamber of Commerce and Industry

Phillip Michael Nelson Marsham, MD Maersk Line

Humayun Rashid, CEO Energypac Power Generation

Arild Klokkerhaug, Head of Opportunities Somewhere in

Wahid Salam North Bengal Mining

Ingebjørg Støfring, Ambassador Arup K Biswas, Senior Advisor Arne Haug, First Secretary

Royal Norwegian Embassy

Tanwir Dewan Madame Dewan

Esheeta

Asif Ayub, Research Associate

Kazi Hasan Imam, Program Coordinator

Hans Martin Førsund, Manager International Counselling Ib Albertsen Senior Investment Manager IFU

Erik Lynne, MD Solør Treimpregnering

Omera

Azam J Chowdry, Chairman East Coast Group Prime Bank Limited Finley Companies Mobil

Philip Marsham, MD Maersk Line

Saiful Alam Paiker, MD

Probir Kumar Barua, Chairman

Carbon Bangla Emission

Major Abdul Fatah, Director Sea Resources Ltd. Mahmood Ur Rahman, Chairman

Capt. ATKM Kamal

Highspeed Group of Companies

Rashed Iqbal, MD S R Enterprise Ltd.

Ali Mustafa Choudhury, managing director Golam Mowla, Executive Director

Saleed Ullah, Executive Director Mostafa Kalam Uddin, Secretary

Bangladesh Shipping Corporation

Richard Boulter, Dep. Country Rep. M.Masur Reaz, Private Sector Advisor

DFID

In document CAPÍTULO 6.1 DISPOSICIONES RELATIVAS A LA CONSTRUCCIÓN DE LOS EMBALAJES Y A LAS PRUEBAS QUE DEBEN SUPERAR (página 116-121)