Podcasts about Foreign direct investment

20 Jun 2025. Is a new kitchen or upgraded flooring really worth it - or is it just cheaper to move? We dig into the economics of renovation with Clementine Munro of Haus & Haus and Mohamed Fiaz Khazi of Euro Systems. Plus, Taaleem shares jumped 6% after acquiring Kids First Group. We speak to CEO Alan Williamson about what the deal means for the UAE’s education sector.See omnystudio.com/listener for privacy information.

Kia ora,Welcome to Monday's Economy Watch where we follow the economic events and trends that affect Aotearoa/New Zealand.I'm David Chaston and this is the international edition from Interest.co.nz.And today we lead with news we have ended a turbulent week where the USD fell, US Treasury benchmark rates rose, and equities retreated. Gold jumped.The turbulence will continue into this coming week with the US president lashing out because his signature tariff policies aren't producing the economic growth or reshoring he anticipated and other countries have worked out how to game him. His new lashes are at the EU, and Apple, for not reshoring. Neither seem in awe of his power any more.But first, the coming week will be dominated by Wednesday's ORC review where a -25 bps rate cut to 3.25% is widely anticipated. Earlier that day there will be a dairy Pulse auction too.In Australia, they will update their monthly consumer price indicator, also on Wednesday. Elsewhere, South Korea will be reviewing its monetary policy settings this week, and Japan will release important industrial production, retail sales, and consumer sentiment updates.In the US, after their long weekend, markets are bracing for another uncertain week, driven by those tariff threats from Trump targeting the European Union and Apple. Investors will also focus on commentary from Fed officials, as well as the FOMC meeting minutes. Key US economic indicators include personal income and spending, the PCE price indices, durable goods orders, trade balance, the second estimate of Q1 GDP growth, corporate profits, pending home sales among others.But first we should note in China, their central bank injected ¥500 bln (NZ$120 bln) of new liquidity into financial institutions through their one-year medium-term lending facility on Friday. But that was less than the ¥600 bln added in April.China's net foreign direct investment actually fell in April from March, a very unusual shift. The fall wasn't large at -US$4.8 bln for the month but a notable shift from the +US$7.2 bln rise in April 2024 which was considered unusually small. Go back to April 2023 and it was +US$14.1 bln and +US$15.4 bln the year before. In the past two years, the August levels have stalled (but not retreated) and this is the first we have ever seen where there was a net outflow of foreign investment from China in a month. And Nikkei is reporting that the protracted real estate woes are pushing down lending rates, and now 80% of Chinese banks have seen their interest margins fall below the industry threshold for profitability, raising concerns over the sector's stability. Fifty-four of 58 commercial banks listed in mainland China and Hong Kong posted reduced interest margins compared with the previous fiscal year, according to the analysis, which evaluated financial results announced for the year ended December 2024.Japanese inflation is holding high, and came in at 3.6% in April, the same as in March. But that was its lowest since December. Food prices rose the least in four months but were still up +6.5% from a year ago, down from the March +7.4%. This dip came after the government took steps to curb rice prices that have doubled over the past year. High rice prices have cost the government minister 'responsible' for that sector his job last week.In Singapore, April CPI inflation held art a very low 0.9%, but that belies the monthly fall of -0.3% from March. This is the second month in a row they have had month-on-month deflation. That is largely due to falling costs for clothing, household durables, and entertainment. Food price increases were modest.Taiwanese retail sales growth was weak again in April. It hasn't really recovered after the unexpectedly large drop in February, bumping along essentially at year-ago levels.But Taiwanese industrial production is on fire, rising another sharp +22% in April from the same month a year ago. That is the best growth rate on record for them, apart from the distorted pandemic recovery.Across the Pacific in the US, this is the long Memorial Day holiday weekend in the US, the start of their summer season which won't end until their Labor Day holiday on September 1. (Traditional investors "sold in May, and went away" because volumes lighten and become more volatile over this northern summer period.)This is also the start of the US summer 'driving season'. American petrol prices are currently averaging US$3.196/US gallon. That is NZ$1.41/L. (A year ago it was +10% higher, equivalent to NZ$1.566/L.)And it is the start of their barbeque season. But prices are likely to rise further from the already record high levels because the number of cattle on feedlots is down, and the amount of beef stored in freezers is lower too.But of course, business carries on. There was an unusually large rise in new home sales in the US in April, taking them up to an annualised rate of 743,000, a level they haven't seen since mid-2022. After a string of weak months (and downwardly revised earlier data) builders are now resorting to widespread incentives to move stock, and it seems to have worked in April. Housing starts remained weak, and new building consents are declining still.In Australia and on their eastern seaboard it has been very wet with widespread flooding. And that is having a substantial impact on rural output. In particular, milk volumes are falling and milk prices are rising fast.The UST 10yr yield is now at 4.51%, and down -1 bp from this time Saturday. The price of gold will start today at US$3,357/oz, and down -US$5 from Saturday. But that makes it +US$170 higher than a week ago, a +5.5% jump.Oil prices are holding at just on US$61.50/bbl in the US and the international Brent price is still just under US$65/bbl.The Kiwi dollar is still at 59.9 USc, and unchanged from Saturday at this time. A week ago it was at 58.8 USc so an outsized +110 bps rise since then. Against the Aussie we are holding at just under 92.2 AUc. Against the euro we are unchanged at 52.7 euro cents. That all means our TWI-5 starts today still just under 67.8 and unchanged but up +40 bps for the week.The bitcoin price starts today at US$107,270 and down -2.5% from Saturday. Volatility over the past 24 hours has been modest at just on +/-1.1%.You can get more news affecting the economy in New Zealand from interest.co.nz.Kia ora. I'm David Chaston. And we will do this again tomorrow.

Markets rally after the US does a trade deal with the UK that keeps the 10% baseline tariff on most imports. The Bank of England cuts rates, but hawkishly. And exports from Taiwan and Vietnam jumped unexpectedly in April after US importers front-loaded shipments as soon as the 90-day US tariff pause started. In our bonus Deep Dive interview, ANZ Economist Dhiraj Nim looks at how the China-plus-one diversification strategy has affected regional Foreign Direct Investment flows in surprising ways. Before accessing this podcast, please read the disclaimer at https://www.anz.com/institutional/five-in-five-podcast/

Ennis is said to be "well positioned" to benefit from foreign direct investment. A primary goal of the Ennis 2040 Strategy is to attract business and investment to the town. The Ennis 2040 Plan highlights the fact that the Midwest has the third largest regional economy in Ireland while a "pro-business" tax rate of 15% applies here. Clare County Council Head of Enterprise and Interim COO of Ennis 2040 Padraic McElwee says he's working to identify suits suited to FDI.

Are the big US tech companies based in Ireland about to get caught in the crossfire as the EU begins tariff negotiations with the US? Former head of the IDA and Grant Thornton's current Head of Industry, Martin Shanahan, joins to discuss how difficult it might become to pull in foreign direct investment from other places.

In this conversation, Professor Terence Gomez discusses his book 'Misgovernance, Grand Corruption in Malaysia', focusing on the endemic corruption in Malaysia, particularly through government-linked companies (GLCs). He explores the political dynamics surrounding GLCs, the challenges of reforming corruption, and the implications for both foreign and domestic investment. The discussion emphasizes the need for political will and civil society pressure to drive meaningful change in governance and economic development. CHAPTERS 00:00 Introduction to Corruption in Malaysia 02:03 Understanding the GLC Ecosystem 06:24 The Role of GLCs in Wealth Distribution 10:27 Political Will and Corruption Reform 15:11 The Dilemma of Selective Prosecution 18:21 Foreign Direct Investment vs. Domestic Investment 22:58 The Future of State-Owned Enterprises 26:56 Public Sentiment and the Call for Change   --- Follow Professor Gomez here: LinkedIn: https://www.linkedin.com/in/edmund-terence-gomez-a3a70128/ Wikipedia: https://ms.wikipedia.org/wiki/Edmund_Terence_Gomez --- Follow Chuang here:  URL: http://www.domore.my/ LinkedIn: https://www.linkedin.com/in/hsu-chuang-khoo-ab199343/ FB: https://www.facebook.com/khoo.chuang/ IG: https://www.instagram.com/khoohsuchuang/ --- Follow DoMore here:  WEBSITE: https://www.domore.my/ YOUTUBE: https://www.youtube.com/c/DoMoreTakeChargeofYourLife ITUNES: https://apple.co/2lQ47mS GOOGLE PLAY: https://bit.ly/3b1l8iO SPOTIFY: https://tinyurl.com/y6zufvcp PODBEAN: https://domoreasia.podbean.com/ INSTAGRAM: https://www.instagram.com/domore.asia/

In this episode of the Econ Dev Show, host Dane Carlson sits down with Clint O'Neal, Executive Director of the Arkansas Economic Development Commission, to discuss the evolution of economic development over his 17-year career spanning both Missouri and Arkansas. O'Neal shares his path from junior high teacher to economic development leader, highlights successful foreign direct investment projects, and emphasizes the importance of customer service in working with businesses. He also offers perspective on how economic development is adapting to changing workforce priorities, with quality of life and community attractiveness becoming increasingly important factors as people choose where to live before finding employment. Like this show? Please leave us a review here (https://econdevshow.com/rate-this-podcast/) — even one sentence helps! 10 Actionable Takeaways for Economic Developers Focus intensely on customer service when working with prospective businesses, as exceptional service can differentiate your location. Recognize that workers increasingly choose locations first and jobs second, making quality of life initiatives critical. Develop "risk-free" industrial sites that accelerate timelines and build company confidence in your location. Leverage data and AI tools to speed up information exchange with site selectors and businesses. Build strong relationships between economic development efforts and government leadership for coordinated responses. Create memorable experiences for visiting executives that showcase your region's unique advantages. Invest in outdoor recreation and quality of life amenities that make your community attractive to today's mobile workforce. Understand that economic development success often comes from coordinating multiple elements (tax policy, site readiness, incentives) simultaneously. Network with other economic development professionals to continuously learn and improve practices. Consider how shifts in business priorities (such as location flexibility) can be leveraged to benefit your community's recruitment efforts. Special Guest: Clint O'Neal.

For overseas businesses, it's clear that the UK remains an attractive proposition. Investors value its political stability, its robust legal structure, and educated talent pool. But what are the challenges when entering the British market? What should your company have in place before investing in the UK? And what help is available to ensure a smooth transaction?In our first episode, host and international trade specialist Richard Baigent is joined by our Head of International business, Bryan Bletso, and Nick Farmer, a tax expert from Menzies LLP. They discuss the unique advantages available to UK investors, the post-Brexit outlook, and the government's industrial strategy.

Nosipho Radebe speaks to Yunus Hoosen, Acting DDG for Investment and Spatial Development at DTICSee omnystudio.com/listener for privacy information.

If you work across time zones, borders and cultures, this is the show for you. In the Weekly Concept series, Leo aims at defining a topic in international business. These are shorter episodes to illustrate key concepts in this discipline. Today we present the concept of Foreign Direct investment (FDI).  Foreign Direct Investment is a significant aspect of international economics, representing a long-term investment made by an individual or entity in one country into business interests in another country. FDI plays a crucial role in the global economy, promoting economic growth, enhancing productivity, and providing access to new markets and technologies. Links to further your research: CFI article World Bank article OECD article Tesla's Gigafactory in Berlin AWS launches Malaysia's first cloud infrastructure region Connect with the host Leonardo Marra on LinkedIn. If you're looking for more, then check the subscriber-only feed. Aside from regular episodes, for the cost of one cup of coffee per month you'll get the full archive access and bonus subscriber-only episodes. Subscribe here. If you like reading, here you can find the LinkedIn newsletter.

Welcome to AI - Magnified with Matt Cooper , a Magnified Plus series that looks to examine the present possibilities and future impact of AI here in Ireland.Joining Matt this week are:Kieran McCorry is the National Technology Officer for Microsoft Ireland. With over 29 years of experience in the technology industry, he plays a key role in representing Microsoft to various audiences in Ireland, focusing on technology leadership, AI, trust, technology vision, strategic alignment, and policy.Feargal O'Rourke retired from professional services firm PwC in October 2023 after 37 years there, the last 8 of which he was Managing Partner. He has worked in the Foreign Direct Investment area for almost all of his professional career, focussing mainly, but not exclusively, on companies from the West Coast of the US setting up in Ireland and Europe. He was appointed as chairperson of the I.D.A earlier this year.In the spiode we hear from Kieran about Microsoft's approach and investment in AI here in ireland, the role of proper data governance and working with Chat GPT. Feargal offers insights into the investment opportunities for Irish companies with A.I, how politicians are using it and whether Ireland is being too complacent in keeping up with developments. This series is proudly sponsored by Fitzgerald Power. More than just accountants, Fitzgerald Power is a trusted partner for its clients. The firm is committed to empowering businesses with deeper financial insights, helping them make strategic, informed decisions

My guest today is Michelle Weekley, a courageous woman, free speech advocate and global corruption whistleblower. Michelle is the Director of Product Development at Byte Federal, one of the first bitcoin ATM companies. Previously she spent 10+ years working with tech startups in the “startup mafia” and two years in Dubai and China working in Foreign Direct Investment.  In this episode we explore whether Data is the new oil, and how deep does global and government corruption go. We visit the intersection of politics and Bitcoin and the challenges of Bitcoin regulation. Michelle explains what's foreign direct investment & shares her experience from working and living overseas. We discuss the impact of Covid on societal awareness, and the role of Bitcoin as a potential path to reclaiming freedom.  ► If you got value, please like, comment, share, subscribe and support my work. Thank you! -- SPONSORS -- ►► Get your TREZOR wallet & accessories, with a 5% discount, using my code at checkout (get my discount code from the episode - yep, you'll have to watch it): https://affil.trezor.io/SHUn   ►► Join me in any of these upcoming events:https://www.efrat.blog/p/upcoming-events  Nov. 2024 - Adopting Bitcoin, El Salvador (code EFRAT for 10% off) May 2025 - Bitcoin Vegas (prev. Nashville) (code EFRAT for 10% off) June 2025 - BTC Prague (code EFRAT for 10% off) -- LINKS -- Michelle's Twitter: https://x.com/michelleweekley  Efrat's Twitter: https://twitter.com/efenigson Efrat's Telegram: https://t.me/efenigson Watch/listen on all platforms: https://linktr.ee/yourethevoice Support Efrat's work: ⁠https://www.buymeacoffee.com/efenigson⁠ Support Efrat with Bitcoin: https://geyser.fund/project/efenigson -- CHAPTERS -- 00:00 Coming Up... 02:30 Intro & Background 03:15 Background in Foreign Direct Investment and Corruption 04:13 Data Commodification and Manipulation 07:31 Self Custody with Trezor (Ad) 08:03 Michelle At The Foreign Direct Investment (FDI) 16:27 China's Ghost Cities, Smart Cities & 15-minute Cities 23:14 Michelle's Journey Into Bitcoin 25:40 Covid As a Wake Up Call 27:55 Challenging Beliefs and Defining Freedom 32:17 Working At Byte Federal & Bitcoin Regulatory Challenges 36:35 Bitcoin & Politics 44:00 Defending Non-KYC Bitcoin & Preserving Privacy 49:09 Promoting Freedom & In-Person Communities

The Forum on China–Africa Cooperation, or FOCAC, was established in 2000 as a platform for facilitating multilateral cooperation between the People's Republic of China and countries in Africa. A FOCAC summit is held every three years and is the occasion to issue joint declarations and a three-year China-Africa program plan. The 2024 FOCAC took place in Beijing from September 4th to September 6th under the theme “Joining Hands to Advance Modernization and Build a High-Level China-Africa Community with a Shared Future.” Heads of state and delegations from 53 African countries attended the forum, which made it the largest diplomatic event held by China this year.To discuss the recent FOCAC meeting and Chinese interests in Africa, host Bonnie Glaser is joined by Mr. Paul Nantulya who is Research Associate at the Africa Center for Strategic Studies at National Defense University. His research interests center on African security issues, and China-Afro-Asia engagements.   Timestamps[00:00] Start[01:38] History of the Forum on China–Africa Cooperation [03:56] FOCAC and Chinese Interests in Africa [06:46] Africa in China's Hierarchy of Relationships[10:28] Sino-American Competition in the Global South [13:20] Takeaways from the Recent FOCAC Summit[18:27] Chinese Military Assistance in Africa[24:27] FOCAC Engagement with Non-Governmental Entities [27:52] African Perceptions of the Efficacy of FOCAC

Shekhar Aiyar, a Non-resident Fellow at Bruegel, on leave from the International Monetary Fund, joins Kopi Time to mount a substantive case for globalisation, a much-maligned  word in some circles these days. Sharing his cutting edge research, Shekhar refers to considerable empirical evidence to establish the gains from trade for various parts of the global economy over the past half century. He then shares findings on the cost of reversing the course, a process termed as geoeconomic fragmentation. We discuss how that is measured, the estimated costs, and the implication for international monetary system and the global financial safety net. We then move on to another strand of Shekhar's research,  productivity spillovers from Foreign Direct Investment. Triangulating data from multiple sources, Shekhar and his co-authors have put together a large firm-level cross country panel dataset. Some of the findings from analysing that dataset are fascinating, from the modes of spillover to the differing results for emerging and industrial economies. This takes us to a discussion on industrial policies' role in driving investment, and the various associated perils. Deep insights.See omnystudio.com/listener for privacy information.

Ireland's attractiveness as a location for Foreign Direct Investment (FDI) remains strong according to the latest EY Attractiveness Survey Ireland. Almost eight in ten (79%) key investment decision makers expect to establish or expand operations here in the next 12 months, and two in three (66%) expect that Ireland's attractiveness as an FDI location will improve in the coming three years. Investors have highlighted that the right mix of skills in our workforce, together with continued focus on improving geographic balance and infrastructure, are important areas for Ireland to bolster its appeal as a location for FDI. They also recommended supporting high-tech industries and innovation. These are some of the key findings of the latest EY Attractiveness Survey Ireland published today, which surveyed FDI decision-makers globally in Q1 2024 to understand their sentiment towards Ireland and their view of the drivers to ensure continued attractiveness. This research builds on the wider EY European Attractiveness Survey, which was published in May. Following a challenging 2023 for FDI across Europe, a large majority of business leaders (79%) surveyed said they plan to expand or establish their operations in Ireland in the next 12 months, up significantly from just over half (53%) in 2023. Two-thirds (66%) say they expect Ireland to become more attractive to FDI over the next three years - up from 46% in the previous survey. Positive investment intentions were particularly strong amongst Financial Services (95%), Pharmaceuticals and Chemicals (90%) and very large company (89%) investors. On a geographic basis, the survey showed a broad regional spread, with some investors considering more than one location as an attractive location for future investment. Dublin ranked highest (47%), with the Southeast (41%) and Mid-East (38%) also performing strongly. Feargal de Freine, Assurance Partner and Head of FDI at EY Ireland, says, "While 2023 was a subpar year for FDI projects across Europe and in Ireland, investor sentiment remains positive. Ireland's FDI model has been highly successful for decades, centred on talent, business-friendly policies, stability and access to Europe's single market. However, the global FDI landscape is changing and becoming more challenging. It is therefore important to understand investor perspectives and competitor offerings to ensure the continued relevance and attractiveness of the Irish proposition." Focusing Policy on Skills, Regions and Infrastructure Many factors investors consider when choosing where they should invest - such as financial market conditions and interest rates - are external and outside of Ireland's control. Our survey respondents said that domestic policy should focus on improving the skills of the workforce (36%), geographically rebalancing the economy (32%) and investing in transport (29%), energy (27%) and connectivity (23%). Dr. Loretta O'Sullivan, EY Ireland Partner and Chief Economist, says "The turning interest rate cycle bodes well for an uplift in international investment. While geopolitical and electoral uncertainty is a headwind, businesses are undertaking digital and sustainable transformation programmes and exploring AI technology. To attract the drivers of next-generation economic growth, Ireland should leverage its traditional strengths, hone its new capabilities and stay agile." A digital front-runner, Ireland should capitalise on its AI credentials Ireland is well regarded when it comes to technology and is seen as having strong AI credentials, including opportunities to invest in start-ups, a supportive policy framework, a strong ecosystem, and an AI-ready workforce. Positively, the vast majority of multinational companies currently located here rate their Irish workforce better or as well as other countries in areas such as innovativeness, autonomy, problem solving and proactiveness meaning there is a real 'AI-opportunity' for Ireland to seize. Feargal de Freine say...

Discover how Mexico's first female president could reshape North American trade and foreign investment. Join us for an insightful discussion with Mexican attorney Brenda Cordova on the implications of Mexico's newly elected president, Claudia Sheinbaum, for international trade and foreign investment. We explore the current state of Mexico's economy, the USMCA treaty, and the future of nearshoring. Main Points/Takeaways: 1. Mexico's Economic Position: - 12th largest economy globally - Foreign Direct Investment represents 24% of GDP - Received over $36 billion in FDI in 2023 2. USMCA and Trade Relations: - US is Mexico's largest trading partner ($13 billion in FDI) - Sheinbaum plans to review, not renegotiate, USMCA - Focus on promoting regional sourcing of raw materials 3. Nearshoring Trends: - Growing popularity due to global supply chain disruptions - IMMEX program benefits for foreign investors - Challenges in finding local suppliers that meet quality and price requirements 4. Sheinbaum's Economic Strategy: - Goal to increase FDI with a "shared prosperity" approach - Focus on sustainability, digitalization, and legal certainty - Plans to strengthen tax and customs authorities through technology Key Quote: "Claudia Sheinbaum has expressed that under the USMCA, she wants to promote that producers receive or procure their raw materials in the region and in Mexico." Gain crucial insights into the potential shifts in Mexico's trade policies and investment landscape under its new leadership, essential knowledge for businesses engaged in or considering international trade with North America. Enjoy the show! Brenda Cordova: https://www.linkedin.com/in/brenda-cordova-30020047/ Sign up for the upcoming Forced Labor training (Supply Chain Tracing) here: https://globaltrainingcenter.com/forced-labor-supply-chain-tracing/  Find us on YouTube: https://www.youtube.com/@SimplyTradePod  Host: Annik Sobing: https://www.linkedin.com/in/annik-sobing-mba-b226251a2/  Host: Andy Shiles: https://www.linkedin.com/in/andyshiles/  Host/Producer: Lalo Solorzano: https://www.linkedin.com/in/lalosolorzano/ Co-Producer: Mara Marquez: https://www.linkedin.com/in/mara-marquez-a00a111a8/ Contact SimplyTrade@GlobalTrainingCenter.com or message @SimplyTradePod for: Advertising and sponsoring on Simply Trade Requests to be on the show as guest Suggest any topics you would like to hear about Simply Trade is not a law firm or an advisor. The topics and discussions conducted by Simply Trade hosts and guests should not be considered and is not intended to substitute legal advice. You should seek appropriate counsel for your own situation. These conversations and information are directed towards listeners in the United States for informational, educational, and entertainment purposes only and should not be In substitute for legal advice. No listener or viewer of this podcast should act or refrain from acting on the basis of information on this podcast without first seeking legal advice from counsel. Information on this podcast may not be up to date depending on the time of publishing and the time of viewership. The content of this posting is provided as is, no representations are made that the content is error free. The views expressed in or through this podcast are those are the individual speakers not those of their respective employers or Global Training Center as a whole. All liability with respect to actions taken or not taken based on the contents of this podcast are hereby expressly disclaimed.

This episode of the Xtalks Food Podcast features an interview with with Sheelagh Daly, the Foreign Direct Investment (FDI) manager at Enterprise Ireland, the government organization responsible for the development and growth of Irish enterprises in world markets. Sheelagh begins by talking about her role as FDI manager and discusses some of the latest innovation trends within Ireland's food industry. These include both Ireland-specific and global food industry trends like tech, AI and sustainability. She offers insights into the types of incentives Ireland offers to foreign investors in the food industry and some of the partnerships that exist between Irish food companies and international investors. Sheelagh also talks about how Irish food companies use FDI to expand their presence in international markets. Read the full article here:Guinness Launches a Non-Alcoholic Version of its Popular Stout: https://xtalks.com/guinness-launches-a-non-alcoholic-version-of-its-popular-stout-2475/For more food and beverage industry content, visit the Xtalks Vitals homepage.Follow Us on Social Media Twitter: https://twitter.com/XtalksFoodInstagram: https://www.instagram.com/xtalks/ Facebook: https://www.facebook.com/Xtalks.Webinars/ LinkedIn: https://www.linkedin.com/company/xtalks-webconferences YouTube: https://www.youtube.com/c/XtalksWebinars/featured

Huawei makes an €800 million economic contribution to Ireland annually, a new report by Amárach has revealed. The comprehensive economic assessment report, 'Huawei Ireland: Economic and Social Impact', shows that the company employs 543 individuals and supports the employment of a further 6,100 individuals through indirect (3,170) and induced (2,949) effects from its activities which include significant R&D. The report was launched at Huawei's 20th anniversary event held today at The Shelbourne Hotel, Dublin. Since its arrival to Ireland in 2004, Huawei's activities have developed from supplying mobile phones, building Ireland's first national fixed wireless network, to being at the forefront of powering Ireland's digital connectivity and the country's green energy ambitions. According to the report, Huawei - the leading global provider of information and communications technology (ICT) infrastructure - will contribute €4.5 billion in economic value to Ireland between now and 2030, with the potential for this figure to be bigger. Speaking at the event, Minister Dara Calleary said: "I am pleased to be here at this event to acknowledge Huawei's contribution to the Irish economy through direct and indirect employment and induced effects from its activities since 2004. The company's investment in R&D has allowed Huawei to work towards being at the forefront of Ireland's digital transformation. Huawei is responsible for supporting the connectivity of millions of people across Ireland and is currently supporting local customers in the rollout of next-generation networks, including 5G and gigabit broadband, while contributing to the development of Ireland's national digital infrastructure." Also speaking at the event, Huawei Ireland CEO Calvin Lan said: "From small beginnings, our products and services now serve approximately 3.5 million people and businesses across Ireland, the continued support of our customers, partners, and dedication of our staff has contributed significantly to our growth. We employ almost 550 people directly and we have four offices across the country including three R&D centres in Dublin, Cork, and Athlone. Huawei is operating in over 170 countries across the world. In Ireland, there is a lot of internal competition to attract investment and new projects, and we have managed to secure investment and projects because Ireland has a strong and growing talent pool. Ireland has developed an innovation ecosystem which sees world leaders in technology like Huawei locate here." He continued: "Huawei believes that FDI in Ireland should be encouraged from America, Asia, and everywhere in between. A strong and diverse pipeline of foreign investment helps create an innovation mindset. It also supports the development of Ireland's home-grown start-up ecosystem, leading to greater collaboration, cooperation, and opportunities for Irish companies to go global." One of the panellists at the event, David Gaskin, VP of Technology, IDA said: "IDA Ireland is pleased to have partnered with Huawei since the company first established a presence here 20 years ago. In those two decades, Huawei has grown, adapted, and contributed significantly to the Irish economy and society. Foreign Direct Investment, such as this, is crucial to the continued growth and success of Ireland's tech sector, not only through substantial capital investments but also technical expertise and innovation which further drive economic growth and technological advancement. We look forward to continuing to work with Huawei and to supporting them in their future growth and development in the decades to come." While launching the report, Gerard O'Neill, chairman, Amárach Research explained: "In carrying out our research for the report we found that along with the positive impact of Huawei's R&D activities, Ireland's economy derives significant economic benefits from the company's operational expenditure and exchequer contributions. As well as discussing in detai...

Connect with Pilar on LinkedInVisit YCP SolidianceVisit Asia Business Podcast Full show Transcript below Summary and TimestampsOverviewIn this episode of the Asia Business Podcast, host Art Dicker interviews Pilar Dieter, CEO of YCP Solidiance, an Asia-focused strategic advisory firm. They discuss the challenges and opportunities in the Asian market, focusing on China's decreasing foreign direct investment (FDI) and the strategies for diversifying supply chains due to geopolitical tensions and supply chain resiliency. Pilar provides insights into the factors leading to net capital outflows from China, the impact of global perceptions on investment, and the shift toward domestic consumption driving growth in China. The conversation also covers the trend of businesses de-risking by moving operations from China to Southeast Asia, India, or nearshoring to places like Mexico, and how YCP Solidiance facilitates this transition. They delve into industry-specific shifts, the increasing interest of Chinese companies in outbound investment, and the importance of strategic and post-merger integration services in navigating the complexities of the Asian market. The episode wraps up with how companies can reach Pilar and YCP Solidiance for strategic advice and support. Timestamps00:00 Welcome to the Asia Business Podcast with Pilar Dieter00:57 Deep Dive into China's Business Landscape01:49 Navigating Supply Chain Resilience and Diversification03:21 The Future of Foreign Direct Investment in China06:05 De-risking Strategies for Global Supply Chains11:20 Exploring New Markets: The Shift in Asian Investment Patterns23:09 The Role of Strategic Advisory in Global Business Expansion28:07 M&A Trends in Asia: Insights and Opportunities36:03 Closing Thoughts and Contact Information TranscriptArt: [00:00:00] Welcome everybody to another episode of the Asia business podcast. I'm your host, Art Dicker. And today we have the true pleasure of welcoming Pilar Dieter. She is the chief executive officer at YCP Salidians. YCP Salidians is an [00:00:15] Asia focused strategic advisory firm with 17 offices worldwide, predominantly in Asia.Art: Welcome, Pilar. Pilar: Thank you, Art. It's a true pleasure to be here. Thanks for having me. Art: Yeah, we've talked about [00:00:30] doing this for a while now. And we both had recent visits to China. And so I think we've got plenty to talk about. We're gonna I think China is going to be a big part of what we talk about today.Art: But as we said at the top, your firm is a big presence all throughout Asia. And I think it's [00:00:45]going to be interesting to do a bit of comparison between different parts of that region and see what's going on. So I'm happy to get into it today and really looking forward to it. Pilar: Absolutely. I'm looking forward to the exchange as well.Art: Great. Let's off maybe with With China. And I [00:01:00] know you guys work a lot with the sort of the top fortune 500 companies there. But also you work with them throughout Asia and beyond. And we've seen a lot of statistics come out lately where looking at the net capital outflows from China after [00:01:15] years and years of inbound investment increasing year after year.Art: And do you see that trend reversing anytime soon? And if so, the trend of the negative outflows, negative inflows, I should say. Do you see that trend reversing [00:01:30] anytime soon? And if so, what sectors might it reverse in? Pilar: I think the way to determine whether or not this is something that would reverse is it's first important to understand why that F.Pilar: D. I. into China has decreased over the last few years. So there's a couple, [00:01:45] I would point to three things. Two are obvious, one might be a little less obvious. So I would point to number one, really the supply chain resiliency move. This concept of. Diversifying supply chains. This isn't a sudden thing.Pilar: We can track [00:02:00] this back to really 2016 2015 era, even before trade tariffs were starting to come into play. So a lot of conversation around why diversification matters in supply chains. That's 1 of the reasons that you're starting to see a little bit of that [00:02:15] decline in F. D. I. The other one, another obvious element is the geopolitical tension.Pilar: Lots of media attention that's driving and easily influencing the way that U. S. corporations or multinational corporations are really viewing China with a bit [00:02:30] more of a fine tooth comb before making really readily decisions to make big investment into China because of the beauty of the growing market and the size of the market.Pilar: But I'd say the third and maybe less obvious. Point that would be directed to why [00:02:45] FDI in China is decreasing is when you actually talk to some of the bank leadership in China, they will actually point to a decrease due to companies moving liquid capital out of China as a result of interest rates coming down [00:03:00] markedly And that, I think, when we looked at what was happening during COVID times, China interest rates were obviously quite high compared to other countries, making it a little bit more of an attractive play.Pilar: So now, with the decrease continuing that seems to be something that [00:03:15] others, especially domestically or regionally, that I was talking to when I was in Shanghai a couple days ago or weeks ago were also pointing to. But to your point about, Given these realities of why FDI has declined, do I see this trend reversing?Pilar: My short answer is [00:03:30] no, not in the short term and for the USA, most decidedly, not in this election year. The two main reasons I would point to for this, though, would really be, while China still would like to maintain strong performance on [00:03:45] investment, when GDP numbers and their aggressive growth target of 5 percent that's been stated by Xi Jinping.Pilar: What we end up seeing is the investment lever of GDP is something that has been a big driver for them achieving their growth rates. But at this point in [00:04:00] time, the investment lever is taking a back seat. To some of the consumption activities that they're trying to really influence and push.Pilar: So I would say, looking internally in China, they're really going to be focused more on domestic consumption to be able to drive that [00:04:15] growth. And then the second reason why I would say that the trend might not be reversing, at least within this next year, Is US companies are just continuing to face more scrutiny within their own organizations.Pilar: Whenever I see clients trying US [00:04:30] clients in particular, trying to make decisions on deeper investment in China, whether that's through acquisition or through basic investment into greenfield or brownfield plants, or even finding new supply base that might actually be Chinese based. [00:04:45] It's coming with a very high higher bar in terms of scrutinizing whether or not it's the right partner.Pilar: So bottom line not reversing I would say within the foreseeable future being at least 12 to 18 months out Art: Yeah, and I'm [00:05:00] sure you got this question a lot when you visited China as well, both even from friends and business people in China, asking you maybe when, when do you think things will get better as far as the investment there and stuff.Art: I certainly got that. I just got back and got that a lot. [00:05:15] And I agree. It's part of it is it's. It's perception and reality, right? The reality is the Chinese economy is not doing well. And so that probably, as you said, might be the biggest factor, even beyond anything we read about in the news [00:05:30] and the headlines and the politics of of of, not great relations between the U S and China right now.Art: And at the same time I hear what you're saying too, with some of my own clients getting internal pushback for any, anything that, you know, because, and again, [00:05:45] that might be more of just as much perception of what they see in the headlines of the wall street journal or whatnot, and say why are we investing there more?Art: I thought it was getting harder, whether or not that's true or not. That's at least we can say that perception is there, and that's not going to help make [00:06:00] that fight any to get increased investment any easier internally, like you said. You see then, I guess it goes without saying that companies are de risking from China and moving either to Southeast Asia or India, if [00:06:15] it's manufacturing or even coming back closer to home let's say, Mexico.Art: Do you, are you actually with, internally at your firm trying to position yourself? As a bridge for that that de risking, where clients say we've [00:06:30] really valued all the advice you've given us in China we see you have offices all throughout Asia.Art: How have you guys been helping clients through that process a lot recently? Pilar: It would be relatively [00:06:45] relatively easy to say absolutely a hundred percent. I think that it wants, we want to caveat this a bit because I think the question oftentimes when our clients come to us and say, hey, here's our direction.Pilar: We've decided we need to de risk or sometimes the [00:07:00] terminology becomes anti fragility and that concept really means putting us putting our company or the client in a state where we are not subjected to the exogenous effects of any global economic player. [00:07:15] That could impact our business so detrimentally.Pilar: So put another way. Make us bulletproof, help us figure out what can we do, whether it's, taking these out of China and putting them into Southeast Asia, bringing things [00:07:30] nearshore, reshore, friendshore, back over to Mexico. Those are the common go tos. But what we have found is it helps to actually bring the client before they come to us with, here's our decision.Pilar: We want to take factories or [00:07:45] take suppliers out of China and move them to somewhere else in the world. We say let's take a step back and try to understand what is your objective here? And a lot of times when you really peel those layers back, what you're starting to hear the client say is we don't want to have another [00:08:00] COVID impact our complete business.Pilar: We also don't want another, whether it's a pandemic or it's a landshoreman strike in Los Angeles, or it's some kind of labor union strike in Europe, or it's pirates [00:08:15] in the Panama Canal, all of these global realities is what's causing us to reconsider. Are we securely operating and supply chain is the natural 1st place to go.Pilar: When you hear companies jump immediately to, we need to. [00:08:30] de risk and reshore. I think those can actually they're not mutually exclusive, so when you can separate them, you can actually unpeel a lot more on this de risking piece as opposed to the reshoring piece. But to come back to the [00:08:45] specifics of your question, are we seeing clients wanting this?Pilar: Yeah, definitely. We have one client, for example, in Furniture manufacturing, right? So a sector that is very well entrenched in China, they had been sourcing probably 70 percent of [00:09:00] their products out of China maybe doing some sub assembly in places like Mexico, and this was an American company and what they decided, and this was probably about a year or two after COVID lockdown ended and they said, [00:09:15] we really want to figure out a way to.Pilar: Bring this back home. So we want to double down on our investment in Mexico. Now, as you rightedly pointed out at the onset, we're more of an Asia based firm, but because we recognize the need for this [00:09:30] kind of pivot, we made a small investment in Guadalajara, Mexico, where we now have a small team that supported specifically these kinds of requests.Pilar: And this example on the furniture company is not, is only one, but I think it highlights the point where we took this [00:09:45] client and said Okay. What are the components or products that are coming out of China for you? We did the cost arbitrage of which products were the most expensive to relocate versus those that might be easier to relocate and wouldn't disrupt their supply chain too dramatically, but bring them additional cost [00:10:00] savings.Pilar: And in doing that, we ended up going through a, an MNA process in Mexico to help them find not just suppliers, but actually some manufacturing footprints that they could. Absorb and take over and move on. So in that example, I would argue that it [00:10:15] wasn't so politically driven. There wasn't the motivation was more on cost management.Pilar: China is no longer the cheapest place to source furniture. Not to say that Mexico is significantly cheaper, but when you put the landed cost calculations into play, [00:10:30] you do start to see. Some benefits there. Art: Yeah. And shipping, like you said, the risk of factory shutdowns, that's not necessarily a political risk.Art: China, I guess everything can be somewhat political but that's the, The supply chain disruptions, [00:10:45] that, that's something that is maybe wasn't as much of an issue, but you're seeing your clients and helping your clients price that additional risk into their calculations and then it's at a place like Mexico makes more sense.Art: I wonder if that's going to be, or, if you're seeing that as a trend for not just. [00:11:00] traditional multinational companies, American or European based, but even Asian companies and even Chinese companies realizing, Hey maybe this whole, the potential for supply chain disruption, obviously it affects our business as a Chinese manufacturer just as [00:11:15] much.Art: Maybe we need to diversify our own supply chain out into other parts of the world. And are you seeing that directly or indirectly? And how would you describe that phenomenon?Pilar: Yeah, I would. And I think it's very industry specific. So [00:11:30] what you find is when these companies that are the larger players decide to make any kind of further investment outside of China, their ecosystem that they have spent decades truly building up in China, which is what makes China such a [00:11:45] beautiful manufacturing prowess because they did masterfully put together complete communities really in certain industries that would be pockets for Supporting those large manufacturers take.Pilar: Automotive is the easy go to [00:12:00] example. So when you have the large, the starting point of those big companies saying, okay we've been manufacturing in Chongqing for decades, and all of our component suppliers are conveniently just [00:12:15] kilometers away from us. We now are going to make our next investment.Pilar: We're not shutting anything down. We're not moving anything away, but we're making our next investment in Fill in the blank, Vietnam, India, Indonesia, wherever. And as a result of that, we are asking you, Mr. [00:12:30] Supplier, to make a move as well. Are we seeing this mass exodus of complete comprehensive supply chains not evacuating China and moving elsewhere, but making their further investment overseas?Pilar: Yes, I would say that from our firm's standpoint, [00:12:45] we're seeing an uptick in the inquiry. About how to make that possible. We also have seen an increase in our clientele mix. Normally our clients were predominantly Western clientele with certain. A lot of [00:13:00] Japanese and a lot of Indian domestics also as our key clientele, but not so many Chinese.Pilar: Native domestic clients up 2 years. That and their inquiries are all about export opportunities. Where can I [00:13:15] be outside of China that can also be a market opportunity for me to serve these customers that have always been part of my ecosystem and are now possibly opening up a whole new market for me to be a part of?Pilar: So I would say that we [00:13:30] are seeing that as far as the companies that we're finding, looking for overseas, going outside of China Japan is another one. So we at YCP, our founder is Japanese. We were born [00:13:45] in Japan. We are publicly listed and traded on the Japanese stock exchange. And our largest revenue contributor in terms of our firm is our Japanese office.Pilar: Given that I'm now coming at you with a perspective of the [00:14:00] Japanese mindset and what their businesses are starting to do and looking at the Asia, Asia picture. And when they look at that Asia map, a lot of our Japanese clients are starting to have an elevated focus in [00:14:15] expanding artifi, not China.Pilar: There's a Japanese India corridor that's starting to open up. You can see with Kishida just here last week all of the increased investment ambition that they have, that Japanese have for for the U. S., which [00:14:30] is not to be understated. And really what you're finding there are some very salient examples that we work in more in the retail and consumer goods categories, as well as food and beverage, that these Japanese companies are seeking [00:14:45] outbound opportunities.Pilar: Amen. And I'd love to hear your thoughts on this to art, but I think one of the One of the examples we have with some Chinese companies, and I'm going to give you to illustrate how Chinese [00:15:00] companies without that whole ecosystem example, I laid out in the beginning on the automotive case, but how some Chinese companies are starting to view outbound investment.Pilar: And. The first thing I would highlight is one of our clients is in the artificial intelligence and [00:15:15] technology sector, and clearly, AI plays a very sensitive role, especially when you're talking about Chinese AI looking to invest outside of China. But in this case they, we are working with this company to find joint venture partners [00:15:30] because their ambition to get out of China is exceptionally high because they are worried that the market cap in China is already too low for them as well as already quite inundated with domestic players that have more [00:15:45] government influence. The 2nd indicator I would share with you. The 2nd client I would share with you is no surprise in the energy sector, a solar panel manufacturer in China. Who is eagerly exploring where they can be moving [00:16:00] to in what markets are going to be welcoming and accepting of their equipment and products.Pilar: In the US and Europe. So couple that with a lot of the, you have Janet Yellen just recently returning from her visit and making a very pointed [00:16:15] statement about no anti dumping. We don't need your overcapacity problems to influence us. And solar panels is right up there on the list. So this is an example to where you can see the overcapacity element, [00:16:30] which is a structural challenge.Pilar: China has is another factor. That's going to play into more Asian companies seeking those outbound investment opportunities. I would say.Art: Yeah, that mirrors like you alluded to that that mirrors what I'm seeing too. What you [00:16:45]described is in your role as a strategic consultant is very similar to my role as a legal consultant.Art: It's that, that shift from have starting to see Chinese companies have more and more interest to go outbound and needing professional advice. [00:17:00] And, willing to pay for that professional advice, which is, was not as in the old days was a little bit harder. So that's an an interesting development.Art: And I also think that the similarly, like clients are coming to the U S or out of China, not [00:17:15]so much because because as you said, China is so competitive, right? And so it's actually. Maybe the second example you use is better with the solar panels or where there's a more less competition and more.Art: There's at least some margin to have in the US being a high [00:17:30] margin place for a lot of different products still compared to China. That seems to be the biggest push that I've seen for companies as well. Art: And it's interesting you mentioned the AI case. I totally get that. That's. Yeah, that for a lot of reasons, I could see that there be there would [00:17:45] be limitations on what they can potentially, their ceiling in China, what they can do there.Art: And so that makes if they have the fundamental technology that may totally make sense that they would be looking to move out or sooner rather than later. Yeah. And it also begs the question where, you know, The whole [00:18:00] domicile of these companies and, like moving around, is it Singaporean companies and Chinese company?Art: You can, of course you can say the same thing about U. S. companies, right? That so many multinational quote U. S. companies get less than half their revenue from the U. S. And so [00:18:15]what does that make them, right? So many French. Fashion companies make much more money in China than they make in Europe.Art: So are they a Chinese fashion brand or are they, L'Oreal or something like that? Certainly if you ask them, they would never say so, but knowing some people that work at L'Oreal [00:18:30] but yeah I, it's, And I guess that gets to my, my, my next question, of the the solar panel example and the potential for dumping anti dumping countervailing duties on on exports to the U S and [00:18:45] E and EU potentially, how much, cause that's so much of a must be so much of what goes into your analysis of, for your, and advice for your clients.Art: Do you ever, Market that as [00:19:00] it's not necessarily like a standalone like service Hey, we also offer this political risk advisory bucket of us as a service, or it's just always part of what you do. You don't have to break it out as a separate kind of business line or separate cut because there are firms that's [00:19:15] clearly this do that, right?Art: So I don't know if you're thinking of integrating that kind of a service into what you already do. Pilar: Yeah, I wouldn't say we do it to the degree of the risk factors that a company like control risks, for example, might do, or even a law firm [00:19:30] like yours. But when you talk about a go to market strategy, you will oftentimes find that the pestle analysis and what's going on with, political instability and perceptions of a Chinese entity coming into a certain [00:19:45] market. What? How will that withstand the test of time and built on that macroeconomic perspective on the industry and that market we then go ahead and build out some of the detailed strategic plan of how do you bring your product to [00:20:00] this market?Pilar: Who are the distributors? What's the channel? Who are the customers? The competition? Typical strategy engagement. What I will share, and I think that this is actually quite fascinating, is I recently had a Chinese client who was exploring the [00:20:15] U. S. market, and they asked us, as part of our go to market roadmapping, and again, like I shared in the beginning, We aren't extensive in the U.Pilar: S. But when we have Chinese clients who are working with our China team, and they have a U. S. element, they bring in our small team in the U. S. [00:20:30] to help them with this. And this client on a call, Chinese executive said, now, tell me when we're going through the site selection phase of this project.Pilar: We really need to understand what regions in the U. S. are [00:20:45] amenable to working with Chinese people. very much. And where are the risks the highest because of gun policy, these were, it didn't necessarily take me back, but it just it was not a typical question [00:21:00] when doing these kinds of risk analyses and.Pilar: Ability to work in a certain country, those are things that you just don't think of people being so concerned with, but it was a legitimate fear and a legitimate. Component that went into the decision [00:21:15] making process for this company of where do we even want to go? Is it Texas, Alabama or Minnesota?Pilar: And. The reasons we're not just, an Excel spreadsheet rationale of a cost savings benefit analysis. So it comes into a lot [00:21:30] more of the social factors of how these. Foreign companies are starting to invest to Art: well, that's interesting. I have, I don't know if I've heard exactly that kind of a question, but I have heard that kind of it's I'm no longer [00:21:45] surprised if that came up either in a client inquiry, you and I probably think why is that so relevant?Art: We're not to diminish the, not to diminish that there is a real, Problem there with crime and gun violence and all of that sort of thing, but wouldn't necessarily. Yeah, [00:22:00] you and I wouldn't think of that as being a material factor in deciding, like you said, site selection. But yeah, Pilar: more generally, Art: yeah, things have changed.Art: There's a couple things there. One is I think there's probably a sensitivity more broadly to, [00:22:15] especially from Chinese companies or any international companies of how they'll be perceived in the local community, right? And so culturally they'll fit in. And so for that, so that's relevant. Whereas maybe we wouldn't think that should be relevant.Art: But these days, it maybe it [00:22:30] is. And so some states, like you said, Texas might be a little more open these days to foreign to, to companies coming in with foreign investment than others. And then you've got, That's would go back to what we said more at the top of this whole perception [00:22:45] versus reality.Art: Again, got crime and gun violence is definitely a problem. That's that is a reality. But maybe the perception in, let's say, China of how bad things are in the US, it could be even worse. So that we're [00:23:00] all somewhat of and we're the same way here. We're all a bit of a victim of. Where we get our information from, right?Art: So Pilar: absolutely. Art: Yeah. I was, cause, cause I've, I, we've talked about some of the clients that you've worked with anonymously. We've talked about some of the [00:23:15] clients you've worked with before since stories I've heard one to one talking with you over coffee, but I thought it would be great if you could share with our audience any more specific examples of.Art: How you walk the client through the whole process, [00:23:30] right? Because I think What you do, of course, is very valuable, but still, there's probably, and I expect, especially with Chinese clients, there's still some, a bit of a learning curve for them. On how the value they get from working with you.Art: So I'd be curious [00:23:45] how you what's the typical process, especially for a new client coming on board, how you help them solve the strategic problem. Pilar: Yeah thank you for the question. I think. With the clientele makeup that we have, as I mentioned before, Western clients, and I put [00:24:00] Japan in that bundle and let's just for argument's sake, put India in that bundle too, probably represent about 80 to 90 percent of our clients.Pilar: So our volume of Chinese clients is small, but growing mightily which I'm very proud of. So taking it from the perspective of [00:24:15] that larger massive clientele who come to us, they typically come to us and their problem statement is, I need to grow. The only region geographically that's growing for our industry is Asia Pacific.Pilar: Help me figure out how to crack [00:24:30] that. And many times, especially with multinationals, they've got a very solid footprint already. It's not as if they need the one on, what is India's GDP and population? What they're really after is, you know, help me [00:24:45] understand how to compete locally, and this is becoming more and more relevant for our China clients as well.Pilar: So the kind of services that they are looking for that we often are being asked to support them in is both [00:25:00] formulating that strategic plan. And then actually delivering it, so what that turns into is sitting down with the client and saying, let's get a both an inside out and an outside in perspective.Pilar: Let's understand your business operations, [00:25:15] understand your business model. Look at what your core services are. How do we expand that core and grow beyond it? Whether that means other products, other geographies, other partners, and then how do we even go well beyond that core for the [00:25:30] future, 10 to 15 year vision?Pilar: And that might be, going into something that is so foreign to what they are today. If they're an HVAC company, for example, going beyond the core might mean, okay, let's go from, Heating and venting and just air conditioning units [00:25:45] into something like building security. That's adjacent, but then what would be way out there?Pilar: Maybe we can start getting into, artificial intelligence for temperature controls in cities where [00:26:00] climate change is affecting the way in which those the air quality and pollution is working. But, that's moonshot. So we, they come to us and say, how do we grow the core, expand the core and go well beyond the core?Pilar: And what are some of those immediate? [00:26:15] Activities that we need to take on. So those initiatives take anywhere from, 2 to 4 months and it's very intensive because like I said, inside out means we talk with client outside in means we're going out and doing field research. So we're speaking with their [00:26:30] customers and competitors to really get a perspective of the market, because as I like to say, to my clients, your opinion on what you should do while possibly interesting is totally irrelevant.Pilar: The market is what matters. So we're always [00:26:45] telling our client. You have to understand what your customers are after and where they're going instead of just forcing your opinion, which is probably very closely aligned to be fair, but you really need that outside in. Once we have that whole [00:27:00] map identified, we build out the whole execution plan.Pilar: We then go into delivery mode and that delivery mode looks a lot like a business transformation exercise. It's. Activating anything from a sales and marketing [00:27:15] perspective. It's implementing some organizational changes, adopting a new digital strategy and technology innovation program within that company as well.Pilar: And that's all done under kind of our guidance and leadership to carry that through. And that's really [00:27:30] where the value is. We have a tagline that you'll find on our website that's called Strategy Delivered. And that's exactly what it is. It's the delivery of that strategy or a strategy they've already defined elsewhere.Art: Got it. Okay. [00:27:45] That's fantastic because I, I can I can tell just by going on the website that you have these wonderful testimonials, which I'm sure it didn't take too much prodding to get from your clients because they've seen, they all seem quite happy with the work that you've done at this.Art: That's what [00:28:00] struck me as I don't see many firms with that many amazing kind of testimonials on their site. So it's just a tribute to the work that you guys do. And the last thing I wanted to touch on because I know speaking of your firm, I know historically so much of The work that you've done over the years has been M.Art: N. A. [00:28:15] Related and, and the testimonials also speak to that. So I wonder if you could comment a bit about obviously M. N. A. or globally has slowed down. As you mentioned, the interest rates changing, increasing over the last few years, and [00:28:30] I'm sure that's 1 of the primary factors. D.Art: What are you seeing? Any trends in the region as far as M. N. A. Activity and. And who is active and who and how things may or may not change in the near future. Pilar: Yeah, no, I think you've hit on [00:28:45] it and just, 1 of the things I was looking into is just as far as Chinese M& A deals and how they have slipped.Pilar: It's been pretty severe. So when you look at M& A deals in 2023, they were at about 2, 500, according to [00:29:00] S& P. When you look at 2022, the year before, they were. At 2, 598. There it's just, it's a small decline, but it's definitely directional and going in that area. And in 2019, they were the lowest for [00:29:15] the whole decade at.Pilar: Just at 2, 500 this seems to be the sweet spot number for the last 5 years. What. We anticipate is we do see a little bit of uptick in our M and a practice. But it is, again, industry [00:29:30] centric, so some of the categories where we see it is energy. So some of our clients in the energy space, whether it be oil and gas, new energy, battery storage and energy transmission and then also on [00:29:45] the telecom media and technology, the sector that seems to be driving as well.Pilar: There's also, in terms of our anecdotal experience, automotive, we're seeing quite a bit, and we would actually bundle the EV piece under there, more so [00:30:00] than energy, but on that mobility piece, just to give you a case example, we are working right now on 2 separate deals tied to China, and it's 1 of them is, On the buy side, the other on the sell [00:30:15] side.Pilar: So on the buy side, it's in the automotive aftermarket, and this, sheds light on foreign companies open to and willing to invest in acquiring Chinese players. Not opposed to finding a Chinese [00:30:30]company that would be a good fit from, A product standpoint for export, a product standpoint from getting deeper into the market.Pilar: So it's to hit both. The valuations Art: are probably pretty attractive these days, especially for Chinese. That are pegged to the Chinese [00:30:45] capital markets for P ratios and stuff, so forth. Pilar: Exactly. Exactly. And then, on the sell side example, we've got one company that does have a plant there and in.Pilar: Latin America, and they are in the process [00:31:00] of trying to explore not for geopolitical reasons, purely just owner ready to exit. They are also looking to explore potential buyers from anywhere in the world, and they have their hypothesis is we believe the buyer should be a Chinese buyer. [00:31:15] And that's been an aggressive play on the sell side.Art: And, for those kind of I'm curious how you work with folks because a lot of these companies in Asia that you might be working with and are acquisitive [00:31:30] in these days are they green at all? Do you have to walk them through more of the process as far as, how you, you think about going about a deal and on, then on the backend, getting ready for the, the post merger integration.Art: How has your team traditionally [00:31:45] helped companies, let's say maybe that are a little less experienced in M& A. Pilar: Yeah, there's, there is a bit of the not just on The tactics of acquisition and deal transaction, but also on the on the landscape of the markets that we're [00:32:00] talking about.Pilar: So sometimes when the remit or the mandate is a pan Asia, and we showcase Indonesian company, a Thai company, a Chinese company, and a Japanese company, there's a separate section outlining, here's a Japanese. [00:32:15] that you need to be aware of on top of, everything else. So that's something to be thinking about with regards to helping companies do this.Pilar: It's actually quite common that the individuals within these organizations that are working [00:32:30] on these deals come with enough background in, in transactions, whether they're bankers themselves and they've just gone in house. Or that they've done deals within the company before and they just get it.Pilar: Or a third example is they may be private equity owned. And so they're [00:32:45] having the PE guys get involved in the project. So either way, the amount of education possibly needed and how the transaction works isn't necessarily something that we're finding ourselves having to do. I will share though, that on the post merger [00:33:00] integration, that's a key core competence of ours.Pilar: And that's, Essentially, when you look at our founder and I started, I gave you that whole Japanese background, but our founder, Japanese gentleman by the name of Yuki Ishida, he actually is former Goldman Sachs guy. [00:33:15] So he's Columbia university educated, spent a lot of time in the States, but has that knack for investments.Pilar: And so when YCP was first started, it was all on the concept of Taking M& A deals [00:33:30]and then helping them implement and integrate and realize the synergies that they went after in the first place. So we go through and do PMI all the time with clients. And what I think is most telling is we ourselves are quite acquisitive and [00:33:45] having done, on record, I think we've probably finished about.Pilar: three, maybe four deals in the last two years. So we ourselves walk our talk. We have a very structured methodology. How does the first hundred day plan go? How many BD [00:34:00] interactions do you have? What's the HR and the closing activities? So it's it's kind of part of our DNA. But when talking about, what are clients doing in China right now with regards to M& A, I think that there is definitely heightened interest again and it's [00:34:15] encouraging to see because, like you said, the valuation is there, but I would argue that it's probably some of the smaller sized companies that don't have to go through so many hoops to jump through in the boardrooms at your fortune fifties, where they've got a little bit of a concern around [00:34:30] making deeper investment in China.Art: That makes sense. But no, nevertheless, you guys are well positioned I think, I would guess, especially because you have your DNA in Asia and the deep experience there and that focus there. I imagine the PMI is, so much of it is [00:34:45] just as much kind of the cultural integration as it is anything else, and that put, I can't think of anyone, more focused than you guys on in Asia.Art: So I think that's probably, it's another thing that makes you guys stand out. To help on that part of the process. Pilar: [00:35:00] Thanks. Art: Yeah I think. Pilar I think people listen to this, there's going to be no shortage of people that want to reach out and it could be anywhere from an inquiry, about potential, potentially helping them or or, other ways to work with you.Art: What is [00:35:15] traditionally the best way people can reach out to you? Is it LinkedIn or go to the, your website or how should people contact you? Pilar: Yeah, that's a great question. And both are very valuable. So my LinkedIn is publicly available. I encourage people to follow up with [00:35:30] me.Pilar: I'm quite responsive there. And then also, yes, our website does have. Direct access with reforms to to reach our team and your inquiries, if they are specific to a certain geography or a certain industry. Are directed to the [00:35:45] most appropriate partner within our firm. As you mentioned, there's about 400 plus people in our organization and we've got well over 20 partners.Pilar: So there's a lot of industry specialization and there's also a lot of geographic specialization. And I'm always happy to make sure that you're [00:36:00] connected to the right folks as well. Art: Great. Thanks Pilar for joining. It's been fascinating. I think we hit on a lot of topics that, that are really hot and in the news these days.Art: And I think the audience will get quite a bit out of listening to this episode.Pilar: Art, like I said at the beginning, I was, I've been looking forward to [00:36:15] this. So thank you for making it happen. And we're excited to be partnering and collaborating with you.Pilar: So congratulations on this great podcast program. You've been developing and driving for the last few years. Art: Thanks. Much appreciated. Thank you again for coming on the show.   https://www.asiabusinesspod.com/

The number of foreign direct investment projects in Europe fell 4 percent in 2023 compared to the previous year, the first decline since the pandemic. Germany was hit particularly hard with a 12 percent drop in FDI projects, amid concern over its economic slowdown and energy security. France's tally fell by 5 percent but it still came out on top with the most projects. The UK bucked the regional trend with a 6 percent increase. Also in this edition, a free Madonna concert in Rio de Janeiro this Saturday is expected to bring in nearly $60 million to the local economy.

The Biden administration maintains that China is the only country with both the intent to reshape the international order and the power to do so. One part of China's economic statecraft toolkit involves state-directed investments through high profile projects in the Belt and Road Initiative which are funded by loans through Chinese development banks. But the role and impact of Chinese companies that provide equity funding for FDI often receive less attention. Does Chinese foreign direct investment (FDI) have illiberal effects on recipient countries. And is this goal part of China's economic statecraft and foreign policy strategy.To address these questions and more, host Bonnie Glaser is joined by Dr. Jan Knoerich. He is the author on a chapter of Chinese FDI on the recent Oxford publication “Rising Power, Limited Influence”, a collection of essays on the effects of Chinese investment in Europe. Dr. Knoerich is a senior lecturer on the Chinese economy for the Lau China Institute at King's College in London. He is an expert on the Chinese economy, FDI, and international investment law and policy.  Timestamps[01:38] Evolution of Chinese Foreign Investment Strategies[04:48] Chinese Firms Undertaking Foreign Direct Investment[09:16] Impacts of Chinese FDI: Five Dimensions [18:17] Reasons Why Chinese Firms are Viewed with Suspicion[21:06] Impacts of Chinese FDI Projects in Europe[24:59] Evidence of Chinese FDI Exerting Political Influence

Contact John Ling on LinkedInVisit LinVestFollow Asia Business Podcast on LinkedIn Full show Transcript below Summary and Timestamps Introduction:In a recent podcast episode featuring John Ling, an expert in Chinese manufacturing investment in the US, valuable insights were shared regarding the challenges and opportunities faced by Chinese entrepreneurs venturing into the American market. With years of experience and a deep understanding of the dynamics between China and the US, Ling provided a comprehensive overview of the mindset of Chinese investors, the factors influencing their decisions, and the strategies for success in this competitive landscape.Understanding Chinese Manufacturing Investment:Ling emphasized that Chinese companies venturing into the US market are often among the best in their industry, driven by competitiveness honed in the challenging business environment of China. Despite facing initial setbacks such as trade wars and market disruptions, these companies demonstrate resilience and long-term vision, making them well-positioned for success.Challenges and Strategies:One of the key challenges highlighted by Ling is the cultural and operational differences between China and the US. Chinese entrepreneurs must navigate unfamiliar territory, including regulatory frameworks, labor markets, and business practices. However, by building strong relationships with local communities and government entities, as well as seeking partnerships with experienced US companies, they can overcome these challenges and thrive in the American market.The Importance of Communication:Effective communication emerges as a crucial factor in the success of Chinese manufacturing investment projects. Ling emphasized the need for clear communication channels between stakeholders, including investors, local governments, and community members. By fostering open dialogue and addressing concerns proactively, Chinese entrepreneurs can build trust and collaboration, essential for long-term success.Building Name Recognition:Another important aspect discussed by Ling is the significance of name recognition in attracting Chinese investment. States and communities that proactively position themselves as attractive destinations for manufacturing projects can capitalize on this trend. By offering incentives, streamlining regulatory processes, and fostering a welcoming environment, they can attract investment and boost economic growth.Conclusion:In conclusion, John Ling's insights shed light on the complex dynamics of Chinese manufacturing investment in the US. By understanding the mindset of Chinese entrepreneurs, recognizing the challenges they face, and implementing effective strategies for collaboration, states and communities can leverage this opportunity for mutual benefit. With the right approach, Chinese investment can drive economic growth, create jobs, and foster cross-cultural understanding. Timestamps0:00 - Introduction to the Episode and Guest1:29 - John Ling's Journey and Chinese Investment in the U.S.6:20 - The Evolution of Chinese Companies in the U.S. Market14:30 - Understanding the Operational Success of Chinese Companies in the U.S.21:30 - The Role of Local Teams and Cultural Differences30:45 - The Importance of Local Partnerships and Government Engagement39:50 - Concluding Thoughts and How to Connect with John Ling TranscriptArt Dicker: Welcome everybody to another episode of the Asia Business Podcast. I'm your host, Art Dicker. Today we have the absolute pleasure of being joined by John Ling. John is Managing Director at LinVest LLC. LinVest is a boutique investment advisory firm doing strategy, site selection, lending services, and incentive negotiations for inbound foreign investors into the United States, particularly specializing in the greater China market.Art Dicker: Welcome, John.John Ling: Thank you, Art. Good morning. How is the sunny San Diego? It's always beautiful every time I went there.Art Dicker: There are a few clouds in the sky today, but yes, normally it's picture-perfect here. And how are things in South Carolina?John Ling: It's nice, a beautiful Carolina blue, as people say here, and it's warm and nice.John Ling: And so enjoy catching up. Yeah.Art Dicker: Perfect weather for a podcast. Yes. Yes. Yeah. So you have so much experience. We met at the SelectUSA conference, which is just a great event that helps foreign investors come, and lots of folks that work with foreign investors coming into the United States. And I know that's what your business is all about.Art Dicker: And with the particular focus on greater China, like we said, so I think there's going to be plenty of things to talk about. You and I have talked earlier about the, there's quite a few Chinese companies coming to the United States these days for various reasons. So we're going to get into that in a lot of detail.Art Dicker: My first question for you is if you can walk the audience through a bit, how we've gone over the years in different phases maybe of Chinese investment in the United States. Let's put, let's say maybe the last 20 years or so, what's a kind of a rough timeline of the types of investors and the types of investments that Chinese investors have been making over the last 20 years or so into the United States?John Ling: Sure, Art, I don't know about you, but I'm not someone who really ever tried to plan ahead and I never thought about a so-called career path. So I came to this country in '91, and my first job was to market pre-engineered metal buildings to China. Every one of our clients at that time was a manufacturing project.John Ling: So my first encounter with inbound Chinese investment project was a company by the name Fuyao glass. Oh yeah. They are the largest auto windshield maker in the world. I met them in '95; actually, their first project in the U.S. was in Greenville, South Carolina, where I currently live, and my wife's first job in the U.S. happened to work for the company, and the company was only less than $100 million a year in revenue. But yet the owner had quite some ambition to go abroad. He invested, I don't remember the exact dollar amount, but he was building a 130,000 square foot building, mostly for distribution and warehousing.John Ling: And also thought about going into a joint venture with Saint-Gobain, which is at that time, probably the largest auto windshield maker in the world, a French company. It never worked out. So they failed in that first effort. And, but having said that there, the gentleman or the company was featured in a documentary.Art Dicker: Oh, yeah, I know. Yeah. And I think the name of the movie is that American Factory, if I remember right. And they even won some kind of Oscar documentary film award. And now they employ about, I would say 3,000 or so employees in the U.S. in multiple States. Right. Including Ohio, Illinois, and South Carolina, maybe one or two more.John Ling: And my real first greenfield manufacturing project was Haier, the home appliances maker who later bought GE home appliances for $5.3 billion, and they were one of my clients in China. So they thought about coming to the U.S. in the late '90s to build a refrigerator factory. And of course understandably at that time people in China or in this country were wondering how in the world a Chinese company did do they just lose their mind coming by coming to the U.S. to build a factory? It should be another way around and remember in the mid or late '90s, you might as well say it's several generations ago in China. When you talk about, actually, there were hardly any so-called wholly-owned multinational company in China, but most say it's so-called joint venture.John Ling: And so they were, as far as I can remember, I think they are the first greenfield Chinese investment coming to this country, and I joined South Carolina Department of Commerce in January 2000. At the beginning of this century, and I worked at the head office for 5 years, and then they saw the opportunity in the Chinese market.John Ling: The governor and his commerce sector at that time, it was actually their idea upon seeing what's happening in China, and what kind of companies or opportunity I have introduced them to. So, they basically decided to set up a state office in China, and the state sent me to Shanghai in '05 to open the state office.John Ling: The first five, six years, there were some activities, but nothing shaking or big. I think, to me, I think the turning point was in around 2012. I think that's as we may remember, that was after the financial crisis here, and the economy globally was not in great shape. The Chinese government at that time seemed to have handled it better during that period.John Ling: So the economy seems to have sustained that hit. And also as Chinese business people travel to the world, they saw some opportunities and they saw, they also noticed the cost of manufacturing between the West, or in this case, the U.S. and China has been have been narrowed. So, they, so there are several companies that started the move.John Ling: So, I think that's why I think 2012 is a turning point as we start seeing. Projects ranging from tens of millions or hundreds of millions. Coming to this way, and I work with quite a few of them, uh, in the following years, COVID shut down a lot of things. So for about two, three years, nothing much happening, but the past two years, contrary to most people's thinking, when we see what's happening around the globe, and especially in terms of the geopolitics.John Ling: Or really the relationship between China and the U.S. most people may have thought this can. This could have almost stopped the inbound. Projects from China or great China region, but. What I have been seeing is that again, I have never seen such a strong pipeline. Never seen this many projects, so we are actively engaging with many different projects by taking them to visit different parts of the U.S. to help them to find the most suitable location for their project.Art Dicker: That's a great introduction. That's, you've lived the timeline that I was trying to get the audience to understand. So that's, so you're the perfect person to talk about it, and amazing. And you mentioned Haier that you worked with there.Art Dicker: It's not surprising that they're one of the first to come to the U.S. I know their CEO and founder was famous for taking a sledgehammer to break the refrigerators in the factory in the early days when it was moving over from a state plan company to a private company. Set the tone. And so it's not surprising that that founder would have the energy and creative thinking to come to the U.S. so early.Art Dicker: And that's a wonderful success story. You mentioned they bought the GE appliance brand, and they were able to maintain the quality because it's a wonderful brand that they make good things. And then you also mentioned one thing I wanted to emphasize for the audience. You mentioned around 2012, there was a switch where Chinese companies realized that the cost differential was not so big anymore between the U.S. and China.Art Dicker: And I guess that's largely because not so much anything that changed in the U.S., but China was becoming more expensive in labor costs and things like that. That's correct.John Ling: Again, me and my family lived in Shanghai at that time. And as I talked to many business people, they, no matter, they either came here for business or for leisure. And as I go, say, go to a department store, a restaurant, and very often they find. That it's really reasonable, a lot of things they are purchasing. And as they talk to their counterparts here or customers here and ask different questions, they find out actually for most parts, yes, there are still a gap between the wages in China and the U.S., but at the professional level, especially at the management level, there's Actually, the gap is even narrower.John Ling: So, when you consider, of course, when you are planning a project, you just don't look at the wages. You look at the overall picture. I guess my selling points at that time is that. When you think about how expensive. Then price is in China in Asia. And how hard for you to secure even a parcel of land, the utility costs, especially the electricities and the shipping costs, the freight costs, especially these days, duty.John Ling: Yeah, of course. At that time, nobody knew what happened in the following years or decade. I, again, I'm not taking pleasure in saying this, but every project I have WordPress. At the moment, up to today, every one of them is very glad that they made the move because say a few projects even told me that had they not made the move, their whole company might have gone by.John Ling: Now I am talking about, for example, one is a company that invested 200 million dollars in South Carolina, making the most basic goods, which is cotton yarn. And the owner told me had they not come the company, at least there is yarn spinning business in China. You know, is that actually, so he's very happy to have made that move.John Ling: I also have another client. They make the. What do you call that? Drill? It's an industrial drill. And some hand tools they bought us. They bought a company here in 2009 for about right under 30,000,000 dollars and. That was again, they were trying to, they saw some opportunity in this country after or during the financial crisis.John Ling: They went ahead and made a, to them, that's a huge purchase because it's not a big company. They actually just sold the business last year. I'm quite sure they made 10 times more, actually much more than that. And however, their, their business in China actually had not been growing as fast as they had hoped.John Ling: So by coming to this country and by Really taking advantage of the market opportunities they saw and also being able to export to other parts of the world. from their U.S. operation, add a lot of value to their overall company planning.Art Dicker: Let's unpack that a bit. That's very insightful. Let's unpack it a bit.Art Dicker: As far as a lot of people might assume still that the U.S. has drill bit manufacturers and Cotton industry equipment and and all kinds of like appliances like G used to made in the Haier example And what is it that Chinese companies have so is it that US companies are not in this industry anymore Anyway, so they've lost some of that competitiveness or know-how Versus China where as we all know China is super competitive, right?Art Dicker: And so it very much weeds out the weaker companies and the ones that can survive in China You I assume are already globally first in class these days. And so what is it that allows a Chinese company to land here and be able to operate so successfully from a cost perspective or from an operational perspective?Art Dicker: Okay.John Ling: Again, when I answer questions, I usually want, want to use one of my projects to explain where I come from. So. Again, years ago, when we look at this, when we look at us, we look at this as a country, the most industrialized country in the world, the most competitive market. And, um, but here most us business, we.John Ling: Especially the publicly traded. We have to look at each quarter, how we perform, how the stockholder would react. And we, if we cannot compete in that certain segment over time, we'll try to walk out. The, the small, medium-sized company, again, this is a much more mature market. So the growth for small, medium size.John Ling: Is with limited resources, it's hard to grow, like in some of the developing market. And unless you have some cool technology or know-how, otherwise for small-medium size, it's hard. Having said that, I'll use one of the projects I landed in Georgia. They make some, a product called TPE. I don't know how to describe it.John Ling: It's something between plastic and rubber. offers you the strength but also flexibility. So it's about 2 billion market in both U.S. and China. Yet in China, you have 1,200 some factories making this product at different scales or levels, while in the U.S. there were about eight factories. So my project owner at that time, he was supplying to the domestic Chinese market, as well as some multinationals that have operations in China, such as Colgate.John Ling: Lines and so on. So his thinking is that if I can be top two or three in the Chinese market, sure enough, I should be able to make a living among eight of us. And also his multinational clients are really trying to tell him he should come here to serve their operation. So that's why he did. Another thing I have noticed is that.John Ling: Among over 2 billion worth of manufacturing projects that I landed in the U.S. from China today, every one of them is making money. Uh, I'm not suggesting they never lost money. Actually, the operation I mentioned earlier, that yarn spinning mill was a 200,000,000 dollar investment, almost 400 jobs. They lost money for the first three, four years left and right.John Ling: And I feel so bad about that. And I told the chairman, I said, "Oh, come on. I'm sorry. I got you here. Now we are in such a mess." What happened was that the original idea was to produce yarn here, taking advantage of the cotton price here, as well as electricity costs. And ship these products to China. So when there was a change of administration from camp to the office, there was an escalated trade war between the two countries.John Ling: So China slashed some high tariff imported US cotton yarn. So almost from the time they went into operation, they got shut out of the Chinese market. Now they were struggling to find customers in North America, Central America, South America, and, uh, it takes time as we know. So I still remember what the chairman told me.John Ling: He said, he called my Chinese name and he said, "Unless one day I cannot afford this, otherwise I'm going to tough it out. I believe in the trend and when we do manufacturing, we don't look at the next quarter, next two, three years. We look at over time what's happening." He obviously believed in what he said. So now every time we met, he is, "Hey, you remember what I told you?"John Ling: We are doing good now. So I think that's, I also want to make a point here, which is as people may or may not know export out of China has been mostly handled by multinationals and private Chinese companies. Few state-owned companies ever bothered to do that. Number one, not mentioning trying to come to this country to set up a manufacturing operation.John Ling: They are smarter than that because that's a big risk to take for anyone, but especially for a state-owned company boss. So no matter during the time when the two countries were having a normal or more civilized relationship, or now, obviously a much more challenging environment, hardly any state-owned companies bothered to come here, unless I think for a short few years, there might be some trading firms, state-owned trading firms, or real estate.John Ling: I don't even think real estate can, but anyway, so every one of my projects was by a privately owned Chinese company. And I guess some mentality is such that you have seen so much in China, the competition, the big rivalry, and they are used to it again. Still, it's not for it's still for those that are willing to explore and take a certain amount of risk.Art Dicker: And when they come here, that's interesting because we're starting to get a sense of like the economic business rationale for coming here. And some of the most competitive companies and the experience they have from China. If they make it there, they can make it anywhere. When they come here to the U.S., what do they typically look for as far as a local team? You mentioned in some ways actually the talent here in the U.S. For the senior-level people, it's not so different than China where that's quite valuable as well. So is there a certain type of team that they look for knowing that, let's say that team has to work in two different cultures, for example?John Ling: Uh, yes and no, it's no different from you and me. If we set up our operation here, we always want to find people who are willing to work. Um, that's probably the basic that you are expecting from whoever you want to work with. And unfortunately it's not always easy, especially in the past few years during the pandemic.John Ling: And we hear companies as large as BMW, Boeing to mom-and-pop shops or small restaurant owners. Everyone is complaining about how difficult it is to find any labor, any willing labor. And also, I think they would like to, they are used to how in China from the senior management to the production workers, they really work hard and they are willing to put the extra effort into their daily work and that's I don't know.John Ling: Sometimes that might be a cultural difference or what or the fact that. When countries climb up on their income level, you, over time, you lose a drive. And that happens to many countries actually. And I think China is probably facing the same challenge as the, what do you call that, the population age. And, and also really as a company is becoming more prosperous.John Ling: That's something that I think for many of the Chinese companies. Companies coming here, they are having a little bit of a struggle to understand.Art Dicker: Yeah, I was going to say, I often think about that too. Is it a cultural thing? I don't think it's controversial to say that Chinese workers work really hard and both at the management level and at the kind of floor level, and I agree with you, I lived there for 16 years.Art Dicker: I could see it up close in some ways. I ascribe it to the fact that it, China has developed so fast, but it's really still just a generation. Yeah. Right. So it was only, it was only a generation ago that people were much more uncertain about their economic future. And even though in some ways, so many people there have quote made it and you think could live a more comfortable life.Art Dicker: There's still that, I don't know, but if it's an anxiety or just that hardworking DNA doesn't get shut off in just one generation. So I think it's that way as well. And that explains a lot of it. Whereas the U.S., like you said, it's been a developed country for a while now, but yeah, I know that's, I've heard as well.Art Dicker: It can be a bit of a challenge. How about the founders themselves? We talked about it a little already, but is there a certain mindset that a founder has coming to the U.S.? Do you, when, let's say, for example, someone comes to you, maybe the CEO doesn't have to be the founder, but a management team comes to you.Art Dicker: Do you see some things in the when you're talking to them in the early stages? Are there certain signs or other characteristics about the team and the founder that you see that you say? Okay, I think this is more likely to work. Because I see this quality in them or not.John Ling: Yes, actually, I for a few times as I take my projects to visit different states or communities.John Ling: Um, they heard about my work with these types of projects. Some even tease with my project, right? Oh, Mr. Lin has his own screening process. Or vetting process, and so, as I spend the past 2 decades or longer working with these types of projects, I, yes, I think there are certain things I'm paying attention to.John Ling: One is that I think. You may agree with what I'm saying, which is for any Chinese company that even dare to explore the possibility of setting up an operation, I'm talking about again, production operation in the U.S. They tend to be among the best in the industry, no matter is by the so-called Chinese standard or by really global standard.John Ling: They have to be very competitive. Otherwise, You know, it's just impossible for anybody who's willing to do this. And so if you were, I don't know, investment fund or private equity fund in the U.S. actually, I know sometimes when you look at different projects to invest or co-invest, I think these types of companies would pass a first initial test in terms of their competitiveness in the industry.John Ling: So during the period of time that the two countries had a fairly normal relationship with what they have observed or experience in China when you have people or capable team, or when you are well finance company, you can solve the world's problems. Problem. You shouldn't worry about a thing for quite a while.John Ling: Most of the Chinese projects, they didn't think they need a third-party consultant to help them. They feel with. Our own team was, uh, help from the state and county government and we'll. And again, that's another thing. In China, when they do such a project, they always talk to the local government, the industrial park authority or whoever.John Ling: And in China, as we know, government do have more influence or power in allocating things or in deciding things, but it's not always the same here. We definitely have a very different system. Again, most projects didn't understand that at that time. So, unless it's a project worth hundreds of millions of dollar.John Ling: They may, but even with that, they may not these, uh, hire a consultant. Uh, that has quickly change and I think they understand the, it's a much more. Different environment in everything every aspect. It's also a very. Challenging time in terms of the relationship between the two country, which adds a lot of uncertainty for any project.John Ling: Coming to from China, and so they are much more cautious. They ask a lot of questions. Which they should have done anyway, even years ago. So they, they do have a lot of concerns and worries. And by having said that, the U.S. has always been the largest market for almost any products.John Ling: So what drives them to come here really is the size of the market. And also nowadays, very often. It's our customers in the U.S. whom they have a long-term relationship, basically telling them, "Please, could you come here? So we don't run into some. Situation like we experienced over the past few years, the interruption supply chain, the high ocean free cause the uncertainty."John Ling: I think business around the world, they are very used to up and downs. It's a nature of any economy, but they just. If they can, they want to avoid the uncertainties. And also in the past customers in the U.S., we're not so willing to pay for a certain premium to avoid that or reduce that uncertainty. But now more than ever customers here in the U.S. are willing to pay for that premium if that gives them more certainty. I mentioned about the, in the years past, they were not willing to consider a 3rd party consultant. Another thing they were not so interested was to find a local partner. I'm talking about to do this together. Because again, that went back that goes back to the fact that they are big, they are competitive, they feel they can conquer the world.John Ling: But now I think they are much more willing to, uh, uh, have a joint venture with a local partner. It could be in the same industry. It could be an equity partner. They are much more willing to. Sometimes they are even willing to take a minority ownership.Art Dicker: It's almost somewhat similar to what foreign investors in China went through a similar cycle, right?Art Dicker: In the beginning, there was either a government preference or a lot more people started out forming joint ventures and stuff. Of course, in the auto industry, you had to, and then there was a preference for woofies and setting up your own, doing things on your own. But now it has also gone back and come back full circle again, where maybe not a traditional joint venture, But you might have a local company take over, license the technology or the brand even to them.Art Dicker: And so it's interesting. Yeah. Somehow people have learned their lessons that that actually might work better these days. Yeah. Got it. And you mentioned working with local government here in the U.S. and that's the last topic I wanted to get into a bit. And that's where your work really is important, but maybe the most important part of what you do.Art Dicker: The, and that is the engagement process with the local government, whether it's from fact factoring into site selection and maybe some incentives and so forth, what is, what has been your experience as far as which state, I don't want to get you in trouble, but which state governments are more receptive Or what the process is like and your role in the process, helping that engagement.John Ling: again, I spend a total of 19 years working for two state economic development agency, 15 years with South Carolina, four years with Georgia.John Ling: So I used to sit on the other side of the bench, um, talking about project like this. And now I'm in the private sector trying basically to do the same. I think what again, it doesn't matter if it's a Chinese project or any international project. People just want to go into a community that feel they are being appreciated or welcome and, uh.John Ling: Also, the Chinese culture is such that they value the relationship and they want to build a good relationship. And especially when they come to a not so familiar environment, they are much more sensitive to a lot of things. For example, even I saw yesterday I was sending a request to real estate broker.John Ling: On behalf of 1 of my project, they are looking at a facility. In the South seas to acquire and 1 question they ask is about the wind direction. That's coming and ask me, like. Why they are asking this question so I said they. There's 3rd slide you might not even have noticed a slide. Older and there's some noise.John Ling: I don't believe it's actually us. We were standing at 1 facility during their visit in December from distance. They were surprised about the noise level, so to speak. They were like, Oh gosh, if it were in China, this plan will be shut down now. And, but I think they are much more sensitive to, to be a team player, so to speak, and they want to be part of the community.John Ling: So they are very sensitive to this. And so what I had done, and I think what had worked. Again, because of the travel restriction over the past few years, it's hard to do that. And hopefully that's going to come back at some point, which is, I remember when I was with South Carolina, every year we'll organize.John Ling: Maybe one or two group visit that sometimes composed by elected officials, private business, company owners, lawyers, accountants, you name it. And actually, they started going there in almost as soon as we set up an office in Shanghai around 06. They pay their own time. I don't think you know, they get rewarded immediately because for quite a while there were hardly any project and I was struggling to line up visit for them when they visit there.John Ling: Obviously, everyone wants to visit active project, but I didn't have hardly any to show for.John Ling: And another thing is sad. Again, that's about state politics. When a group from certain part of the state cam, sometimes I was told you shouldn't favor one region over the other. So I wasn't supposed to take them to visit active project.John Ling: Anyhow, anyway, and then by the time I mentioned around 2012, when projects start happening and there were much more come project visits. These group of people have the, how should I say, understanding or a little bit more understanding about the country as a whole in China, about their people, culture, at least you find some topics to talk about.John Ling: and I think communication on any project is so critical. And it doesn't matter where was where this community is or state is, I think it's just how you make a project feel comfortable. And feel welcome, and I think that's important.John Ling: Another thing I want to. Add is that it's no different from a company that wants to open the international market.John Ling: It may take a while to get you there to position. Well. Uh, in that market, and you want to be able to position yourself early, especially in the growing market. And once you build your name recognition. It's difficult to lose that. So, South Carolina for a while, because of the fact that they position themselves ahead of every almost every other state.John Ling: They build a name recognition among Chinese project as a state. To locate the manufacturing project again, it's not because the state is better than. Any other states or more competitive, but rather it's, it's a name recognition of people. Do you talk to each other, especially when you are trying to decide.John Ling: For a project like this, and you do Internet search, you talk to the actual project. And so now most people find us through Internet search through my previous project or current projects. And by having said that, that's why I think it's important for any state and community. That if you are interested with the economic development project, we look at this project.John Ling: We. Try to understand the profile of the project, what they are looking for. And 1 thing I, again, I normally would recommend is that. If a community, if a project became interested with your project, you are in the final. 2 or 3 would make the effort to travel there to see their operation to to have a better understanding.John Ling: And I think that will position. Uh, this community at a much stronger position during the process.Art Dicker: Interesting. Yeah, that's very helpful. I think the, the audience, I think is whole journey. You've taken the audience through about the mindset of Chinese men and Chinese founders and what they're coming from in the, in China, it's such a competitive environment and what they can bring here.Art Dicker: Like you said, they make it there. They can make it anywhere. And even temporary economic challenges are not enough to throw them off. They're in it for the long haul. So that's a great, I don't think that's such an obvious, those are such obvious points at all. And from people just hearing about the headline numbers of what it takes and the investment amounts and so forth, John, it's been totally a thrill to have you on.Art Dicker: And I just think that some people are going to listen to this and maybe want to reach out to you. I'm not sure exactly. For what? Either for a project, or maybe they're a state, they're a state officer hoping to attract investment for their state, or for whatever reason, if someone wants to reach out to you, is LinkedIn a good way to reach out to you?Art Dicker: Or is, what's, how should people? That will be good. Yeah, we can put your LinkedIn up on the website and we also post this on LinkedIn. So hopefully that'll be easy for people to find you. I just want to thank you so much for joining us. This has been again, very helpful. And I do think our audience is going to get quite a lot out of this episode, just from the decades of experience you have doing this.Art Dicker: And it's a fascinating topic. John, so much for joining us. https://www.asiabusinesspod.com/

On a previous episode of the China Global Podcast, we discussed Beijing's position on the conflict in Gaza during the early days following Hamas' attacks on Israel on October 7, 2023. Today, we discuss one of the conflict's spillover effects– the attacks on cargo and trade ships transiting the Red Sea by the Houthis, an Iranian-backed Shia group governing parts of Yemen. While the Chinese-brokered rapprochement between Saudi Arabia and Iran was as the beginning of a “wave of reconciliation” in the region by China's foreign minister Wang Yi, the resurgence of violence since October 7th has proven that prediction to be overly optimistic. At face value, disruptions of global trade may seem to run counter to Chinese interests, but Beijing's hesitance to become more deeply involved in the crisis may tell us something about China's calculations in this crisis. It may also show the limits of Chinese influence in the region. Host Bonnie Glaser is joined by Ahmed Aboudouh. Ahmed is an associate fellow with the Middle East and North Africa Program at Chatham House, a nonresident fellow with the Atlantic Council, and heads the China Studies research unit at the Emirates Policy Center. His research focuses on China's rising influence in the Middle East and North Africa region, Gulf geopolitics, and the effects of China-US competition worldwide. Timestamps[01:36] China's Statement on Palestine at the International Court of Justice[08:20] Why is China indirectly supporting Hamas despite its relations with Israel?[12:11] Effectiveness of China's Narrative Critical of America and the West[16:54] Israel, Palestine, and China's Diplomatic Calculus[20:12] China's Hesitance to Counter the Houthis in the Red Sea[25:15] Does China have leverage over Iran, and if so, will they use it?[29:59] Circumstances for Deeper Chinese Involvement

Last week, the Union Government liberalised the foreign direct investment (FDI) norms for the space sector and introduced graded automatic route approval for different space sub-sectors. In this episode, Shrikrishna Upadhyaya quizzes Ashwin Prasad on the implications of the government's move, a brief history of the space reforms in India, and the role the government should play in creating demand for space services in the country. Reading: How private sector can propel a new wave of space revolution in India – Firstpost Do check out Takshashila's public policy courses: https://school.takshashila.org.in/courses We are @‌IVMPodcasts on Facebook, Twitter, & Instagram. https://twitter.com/IVMPodcasts https://www.instagram.com/ivmpodcasts/?hl=en https://www.facebook.com/ivmpodcasts/ You can check out our website at https://shows.ivmpodcasts.com/featured Follow the show across platforms: Spotify, Google Podcasts, Apple Podcasts, JioSaavn, Gaana, Amazon Music .Do share the word with your folksSee omnystudio.com/listener for privacy information.

Hey, welcome to another episode of Making Billions. I'm your host, Ryan Miller. And today I have my dear friend, Jon Green. Jon is the managing partner at latitude USA. It's a firm that specializes in the investment immigration space, particularly in the foreign direct investment sector. He's worked with firms such as Goldman Sachs, HSBC, and why UBS and more. So what this means is that Jon understands foreign direct investment and is about to teach you how to leverage it as a strategy to raise money overseas for your fund, or for your startup.Subscribe on Youtube:https://www.youtube.com/channel/UCTOe79EXLDsROQ0z3YLnu1QQConnect with Ryan Miller:Linkedin: https://www.linkedin.com/in/rcmiller1/Instagram: https://www.instagram.com/makingbillionspodcast/Twitter: https://twitter.com/_MakingBillonsWebsite: https://making-billions.com/[THE GUEST]:  Jon is the managing partner at latitude USA. It's a firm that specializes in the investment immigration space, particularly in the foreign direct investment sector. He's worked with firms such as Goldman Sachs, HSBC, and why UBS and more. [THE HOST]: Ryan is a Venture Capital & Angel investor in technology and energy. He achieved market-beating placement growth in his first 5 years in the industry.Support the showDISCLAIMER: The information in every podcast episode “episode” is provided for general informational purposes only and may not reflect the current law in your jurisdiction. By listening or viewing our episodes, you understand that no information contained in the episodes should be construed as legal or financial advice from the individual author, hosts, or guests, nor is it intended to be a substitute for legal, financial, or tax counsel on any subject matter. No listener of the episodes should act or refrain from acting on the basis of any information included in, or accessible through, the episodes without seeking the appropriate legal or other professional advice on the particular facts and circumstances at issue from a lawyer, finance, tax, or other licensed person in the recipient's state, country, or other appropriate licensing jurisdiction. No part of the show, its guests, host, content, or otherwise should be considered a solicitation for investment in any way. All views expressed in any way by guests are their own opinions and do not necessarily reflect the opinions of the show or its host(s). The host and/or its guests may own some of the assets discussed in this or other episodes, including compensation for advertisements, sponsorships, and/or endorsements. This show is for entertainment purposes only and should not be used as financial, tax, legal, or any advice whatsoever.

Oil and diamonds typically hint towards a strong and robust economy. However, there is a noticeable disconnect between the mineral richness of Angola and the lack of Foreign Direct Investment. This incongruity lingers, although the nation's civil war ended in 2002, because the reconciliation process has not addressed the core issues that caused the war. Foreign investor and local stakeholder engagement in post-conflict Angola remains timid. This leaves civil society and economic agents unsatisfied with the political and economic landscape of Angola.   Sergio Calundungo, Founder of Social Observatory of Angola, and Carlos Rosado de Carvalho, Journalist and Radio Host on MFM Radio, join Mvemba to discuss the “paradox of abundance” that Angola faces. 

In this FDI Friday episode, Irina Akentjeva (Partner) and Ken Ooi (Senior Associate) discuss practical insights into foreign investment regulation in Vietnam with Ruth Allen (Professional Support Lawyer), drawing on their experience of the review process. Speakers: Irina Akentjeva (Partner, Corporate), Ken Ooi (Senior Associate, Corporate) and Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment).

In this FDI Friday episode, Sandhya Foster (Director) and Stewart Payne (Senior Associate) discuss practical insights into foreign investment regulation in South Africa with Ruth Allen (Professional Support Lawyer), drawing on their experience of the review process. Speakers: Sandhya Foster (Director, Competition and Foreign Direct Investment), Stewart Payne (Senior Associate, Competition and Foreign Direct Investment) and Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment).

Remittance flows in some African countries are higher than the volume  of Foreign Direct Investment and yet sending these remittances within Africa can attract a cost of between 15 to 20%As the world moves to tackle climate change and transition to more renewable energy, Africa including Nigeria will need between $22.6-$30 billion annually to fill the energy financing gap.

In this FDI Friday episode, Nonnabhat (Niab) Paiboon (Partner) and Pannalin Jantadee (Senior Associate) discuss practical insights into the application of the Thai FDI regime with Ruth Allen (Professional Support Lawyer), drawing on their experience of advising on the review process. Speakers: Nonnabhat (Niab) Paiboon (Partner, Head of Corporate, Bangkok), Pannalin Jantadee (Senior Associate, Corporate) and Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment).

Michael Carey has been appointed the role of Chairman of Enterprise Ireland. He joins me in studio now to discuss everything from the latest drop in corporation tax receipts, Foreign Direct Investment, and his own business - The Bakehouse and how it's model took a pivotal change after Brexit.

In this FDI Friday episode, Nanda Lau (Partner) and Gavin Guo (Partner) discuss practical insights into the application of the Chinese FDI regime with Ruth Allen (Professional Support Lawyer), drawing on their experience of advising on the review process. Speakers: Nanda Lau (Head of Corporate, China), Gavin Guo (Corporate Partner, Kewei) and Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment)

In this FDI Friday episode, David Dawborn (Partner) and Cellia Cognard (Partner) discuss practical insights into the application of the Indonesian FDI regime with Ruth Allen (Professional Support Lawyer), drawing on their experience of advising on the review process. Speakers: David Dawborn (Partner, Corporate), Cellia Cognard (Partner, Corporate) and Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment)

As security interests have become increasingly important in Europe and globally, comprehensive investment control reviews are now an unavoidable element of any cross-border acquisition – with complex legal standards that vary greatly from country to country. In this episode of Connected With Latham, London private equity partner Tom Evans speaks to Hamburg counsel Jana Dammann de Chapto and Brussels counsel Philipp Studt about the increasing volume of regulations and laws regarding the Foreign Direct Investment – in particular, what we are seeing in this space, and what are the business implications.   This podcast is provided as a service of Latham & Watkins LLP. Listening to this podcast does not create an attorney client relationship between you and Latham & Watkins LLP, and you should not send confidential information to Latham & Watkins LLP. While we make every effort to assure that the content of this podcast is accurate, comprehensive, and current, we do not warrant or guarantee any of those things and you may not rely on this podcast as a substitute for legal research and/or consulting a qualified attorney. Listening to this podcast is not a substitute for engaging a lawyer to advise on your individual needs. Should you require legal advice on the issues covered in this podcast, please consult a qualified attorney. Under New York's Code of Professional Responsibility, portions of this communication contain attorney advertising. Prior results do not guarantee a similar outcome. Results depend upon a variety of factors unique to each representation. Please direct all inquiries regarding the conduct of Latham and Watkins attorneys under New York's Disciplinary Rules to Latham & Watkins LLP, 1271 Avenue of the Americas, New York, NY 10020, Phone: 1.212.906.1200

In this FDI Friday episode, Hubert Segain (Partner) , Marius Boewe (Partner) and Daniel Barrio (Senior Associate) discuss the cooperation mechanism introduced by the EU FDI Regulation with Ruth Allen (Professional Support Lawyer), sharing their insights into how this is impacting cross-border M&A transactions in practice. Speakers: Hubert Segain (Partner, Head of Corporate, Paris), Marius Boewe (Partner, Regulatory and Foreign Direct Investment), Daniel Barrio (Senior Associate, Competition and Foreign Direct Investment) and Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment)

In this FDI Friday episode, Lode Van Den Hende (Partner), Kyriakos Fountoukakos (Partner) and Morris Schonberg (Senior Associate) discuss the new EU foreign subsidies regime with Ruth Allen (Professional Support Lawyer), sharing their insights into the impact on investors and what companies can be doing already to prepare for new notification obligations. They are joined by James Robinson (Partner), who highlights differences with the US approach to foreign subsidies regulation. Speakers: Lode Van Den Hende (Partner, Competition and International Trade), Kyriakos Fountoukakos (Global Head of Competition), James Robinson (Partner, Corporate), Morris Schonberg (Senior Associate, Competition and International Trade) and Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment)

In this FDI Friday episode, José Ramón Mourenza (of Counsel) and Miguel Ángel Barroso (Senior Associate) discuss practical insights into the application of the Spanish FDI regime with Ruth Allen (Professional Support Lawyer), drawing on their experience of advising on the review process. Speakers: José Ramón Mourenza (of Counsel, Corporate), Miguel Ángel Barroso (Senior Associate, Corporate) and Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment)

In this FDI Friday episode, Francesca Morra (Partner) discusses practical insights into the application of the Italian FDI regime, drawing on her experience of advising on the review process, with Veronica Roberts (Partner) and Ruth Allen (Professional Support Lawyer). Speakers: Francesca Morra (Partner, Corporate), Veronica Roberts (Partner, Competition and Foreign Direct Investment), Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment)

In this FDI Friday episode, Hubert Segain (Partner) and Christopher Theris (Partner) discuss practical insights into the application of the French FDI regime with Ruth Allen (Professional Support Lawyer), drawing on their experience of advising on the review process. Speakers: Hubert Segain (Head of Corporate, Paris), Christopher Theris (Partner, Corporate), Ruth Allen (Professional Support Lawyer, Competition and Foreign Direct Investment)

In this FDI Friday episode, Marius Boewe (Partner) and Christian Johnen (Partner) discuss practical insights into the application of the German FDI regime with Ruth Allen (Professional Support Lawyer), drawing on their experience of advising on the review process. Speakers: Marius Boewe (Partner, Regulatory and Foreign Direct Investment), Christian Johnen (Partner, Corporate), Ruth Allen, Professional Support Lawyer, Competition and Foreign Direct Investment

In this episode of The Negotiation, we are honoured to welcome Michael Hart, President of the American Chamber of Commerce in China (AmCham China).In our conversation, Michael discusses his background and 20-year business career in Mainland China. He talks about the vital work of AmCham, which includes policy advocacy, business development support, and community building for American businesses in China. Michael shares his view on member companies' current business environment and investment outlook. We also talk about the chamber's interaction with different levels of government in China and the eagerness to attract foreign direct investment.Michael has a unique window into what America's largest companies are thinking and doing on the ground in China—it's a must-listen for anyone looking to understand US-China relations and China's business landscape.  Topics Discussed and Key Points:●      The role of AmCham China●      The evolving business environment in China●      The US-China relationship and its impact on US business in China●      China's 24 points to encourage investment●      The "great decoupling" during the COVID-19 pandemic●      The impact of foreign investment in China●      Importance of feedback in policy changes and promoting progress●      Interaction of AmCham with local and central governments in China●      Understanding the different levels of government in China●      The current state of foreign direct investment (FDI) in China●      Foreign direct investment (FDI) in China: government's eagerness, key sectors, and timing●      The future of investment in China●      AmCham's upcoming visit to Washington, D.C., and the message they will deliver

In this FDI Friday episode, Matt FitzGerald (Partner) discusses practical insights into the application of the Australian FIRB regime, drawing on his experience of advising on the review process, with Veronica Roberts (Partner), and Ruth Allen (Professional Support Lawyer). Speakers: Matt FitzGerald, Partner, Corporate, Veronica Roberts, Partner, Competition and Foreign Direct Investment and Ruth Allen, Professional Support Lawyer, Competition and Foreign Direct Investment

In this FDI Friday episode, Joe Falcone (Partner) and James Robinson (Partner) discuss practical insights into the application of the CFIUS regime in the United States with Ruth Allen (Professional Support Lawyer), drawing on their experience of advising on the review process. Speakers: Joe Falcone, Partner, CFIUS Lead, James Robinson, Partner, Corporate and Ruth Allen, Professional Support Lawyer, Competition and Foreign Direct Investment

In this fifth episode in the FDI Friday series John Taylor (Partner), Veronica Roberts (Partner), and Ruth Allen (Professional Support Lawyer) discuss practical insights into the application of the UK's National Security and Investment (NSI) regime in the context of private capital transactions, drawing on their experience of regularly dealing with the Investment Security Unit (ISU) in relation to the NSI review process. Speakers: John Taylor, Partner, Corporate – Private Equity, Veronica Roberts, Partner, Competition and Foreign Direct Investment and Ruth Allen, Professional Support Lawyer, Competition and Foreign Direct Investment

In this fourth episode in the FDI Friday series Bob Moore (Partner), Veronica Roberts (Partner), and Ruth Allen (Professional Support Lawyer) discuss practical insights into the application of the UK's National Security and Investment (NSI) regime to deals in the pharma sector, drawing on their experience of regularly dealing with the Investment Security Unit (ISU) in relation to the NSI review process. Speakers: Bob Moore, Partner, Corporate, Veronica Roberts, Partner, Competition and Foreign Direct Investment and Ruth Allen, Professional Support Lawyer, Competition and Foreign Direct Investment

Dalam episod kali ini KS menyentuh tentang Keluaran Dalam Negara Kasar bagi Suku Tahun Kedua, Foreign Direct Investment yang merudum, isu ambalat, pengislaman yang dibuat oleh PMX dan isu tema dan logo Hari Kebangsaan yang dipolitikkan.

On this week's episode of Inside Business with Ciarán Hancock, IDA chief executive Michael Lohan tells us how housing, energy supply and a ready pipeline of new talent are need to keep Foreign Direct Investment flowing into the country. Michael and EY partner Feargal de Freine discuss a new report from EY covering 44 European countries on where Ireland sits in the competition for foreign direct investment. Hosted on Acast. See acast.com/privacy for more information.

In the latest podcast from our Life Sciences M&A and competition teams, partners Steven Hacking, Peter Harper, Josh Shapiro, Martin Bechtold, Jeff Bialos, Claire Morgan and Daniel von Brevern explore the topic of foreign direct investment controls which regulate investment into domestic companies - a global trend and a regime which we have seen substantial expansion in throughout the EU, UK and US as well as elsewhere globally. 

BTC $ 26,147 Block Height 794,168 Today's guest on the show is @michelleweekley who joins me to talk about leaving her fiat life behind after finding #bitcoin. What was @michelleweekley 's fita life like and why does she now look back on it with such disdain? What is Foreign Direct Investment and how does the tie in with the WEF? When @michelleweekley realised what she was a part of what actions did she put in place to escape? A huge thank you to @michelleweekley for coming on the show to share her story and educate us about her old line of business! ALL LINKS HERE - FOR DISCOUNTS AND OFFERS - https://vida.page/princey - https://linktr.ee/princey21m Pleb Service Announcements. @orangepillappThat's it, that's the announcement. Thank you: @coincorner @swanbitcoin @relai_app @ShiftCryptoHQ @wasabiwallet @hodlhodl @mempool for your trust and support.  Support the pods via @fountain_app  https://play.fountain.fm/show/2oJTnUm5VKs3xmSVdf5n   Shills and Mench's: SWAN BITCOIN -  www.swanbitcoin.com/bitten use code BITTEN RELAI APP -  relai.me/bitten USE CODE - REL727- RELAI DESKTOP -  https://relai.app/bitten - USE CODE - REL727- BITBOX - www.bitbox.swiss/bitten Use Code BITTEN COINCORNER - https://www.coincorner.com/social/bitten  HODL HODL - https://hodlhodl.com/join/BITTEN  WASABI WALLET - https://www.wasabiwallet.io/ MEMPOOL - https://mempool.space/ CONFERENCES: BALTIC HONEY BADGER - https://baltichoneybadger.com/buy-tickets Use Code BITTEN for a 10% discount  Liberty In Our Lifetime - Hosted by Free Cities Foundation.www.libertyinourlifetime.org @LibertyIOL @freecitiesfound Use code BITTEN for a 10% discount. BITCOIN RESERVE - www.bitcoinreserve.com/bitten SATSBACK - Shop online and earn back sats! https://satsback.com/register/5AxjyPRZV8PNJGlM  UNGOVERNABLE MISFITS - Radical uncensored streetwear - https://ungovernablemisfits.com/?um=bitten  Use code ‘bitten' for your 10% discount. KONSENSUS NETWORK - Buy Bitcoin books in different languages. Use code BITTEN for 10% discount -bitcoinbook.shop/discount/BITTEN HEATBIT - Home Bitcoin mining - https://www.heatbit.com/?ref=DANIELPRINCE - Use code BITTEN.