Global Membrane Market for Water and Wastewater Treatment Forecasts and Analysis to 2015

Summary

New report, “Global Membrane Market for Industrial Water and Wastewater Treatment Forecasts and Analysis to 2015”, provides key data, information and analysis on the global membrane market. The report provides key market data and forecasts, market trends and competitive landscape analysis for the global membrane market. The research discusses market dynamics in detail by providing analytical content on the key trends affecting the market. It also reviews the revenue trends and characterizes various local markets and assesses the market potential for water and wastewater treatment equipment consumption.

Estimates that the membrane treatment market for industrial water and wastewater is expected to grow at a Compound Annual Growth Rate (CAGR) of 13% from $2.3 billion in 2008 through 2015 to reach $5.5 billion. Globally, microfiltration membrane treatment is likely to witness 15% CAGR growth during 2008 to 2015. The growth can largely be attributed to increasing use of microfiltration membranes in industrial wastewater treatment. Increasing volume production and technological improvements have reduced capital cost of membrane systems and operating cost to the point that membrane treatment is now seen as a viable alternative in many water and wastewater applications. Declining costs are stimulating the membrane treatment growth in the industrial sector.

Technological improvements resulting in cost reduction is identified as one of the key drivers for the growth of the membrane-based treatment market. Reduced prices have actuated interest of end user industries in the technology. The price of membrane modules has been declining over the past few years, primarily due to increased focus on research and development to improve product offering and also due to an increasingly competitive marketplace.This report is built using data and information sourced from proprietary databases, primary and secondary research and in house analysis by Global Markets Direct’s team of industry experts.

Scope

The report analyses market opportunities and challenges for the membrane module and equipment suppliers in the global arena. Its scope includes:

Key geographies for membrane markets including Asia Pacific, Europe, the US, with all of the Latin American countries (including Mexico), African countries and countries from the Middle East covered under Rest of the world

Market size data for key markets — the US, Europe covering all member countries of European Union and Asia Pacific countries include all Landlocked, Peninsular and Islandic countries in the Continent of Asia, ASEAN, Australasia and other Pacific Islands

Annualized market revenues data of the global membrane industry from 2004 to 2008, forecast forward for 7 years to 2015

Qualitative analysis of market drivers, restraints, future outlook and challenges for the global membrane market

Competitive landscape and the leading membrane treatment processes. Key players covered include GE Water & Process Technologies, Siemens Water Technologies Corp, Pall Corporation, Toray Industries, Inc. and Koch Membrane Systems, Inc

Key topics covered include water treatment equipment industry landscape and prospect market assessment

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India & ASEAN Trade Relations

The partnership between India and Association of South East Asian Nations (ASEAN) countries is a decade old. The ASEAN countries comprise of Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Vietnam. The best part being, trade between both India and ASEAN has been developing at a swift pace.

India reportedly is the sectoral dialogue partner of ASEAN since 1992. However, at the fifth ASEAN summit in Bangkok in 1995, India assumed the status of a full dialogue partner on popular demand. In fact India and ASEAN have been organizing summit level meetings on an annual basis since 2002.

In additions, Free Trade Agreement (FTA) was inked by India and ASEAN countries in August 2009 in Bangkok.

The Union Minister of Commerce and Industry, Mr Anand Sharma, signed the ASEAN-India Free Trade Agreement in Goods with ASEAN economic Ministers for common economic gains.

As per ASEAN-INDIA FTA, the ASEAN member countries and India will do away with at least 80 percent of import tariffs between 2013 and 2016, commencing from January 1, 2010.

Also, tariffs on sensitive products will be brought down by 5 per cent in 2016, while tariffs will remain as it is for around 489 items of sensitive products.

Trade

ASEAN is Indiaâ??s 4th largest trading partner after the EU, US and China. Indo-ASEAN trade relations have been scaling up at a compounded annual growth rate of 27 percent since 2000. In 2007-08, the trade stood at US$38.37 billion. In the last financial year, it was over US$ 40 billion. By 2010 India and ASEAN plan to achieve an ambitious target of US$ 50 billion.

Singapore

India and Singapore enjoy good trade relations. Besides, the country is considered to be a getaway to ASEAN and china. The signing of the Comprehensive Economic Cooperation Agreement in 2005 has provided a fresh impetus to trade relations between the two nations. The Singapore companies to a greater extent have started engaging themselves in infrastructure and real estate projects in India and even have been looking forward to associate with logistics and communication sector, healthcare, education and training, retail and the automotive sectors.

They are also embarking onto developmental and planning projects like roads, ports, airports, power and telecom sector.

Indiaâ??s major exports to Singapore

Crudes, Parts & Accessories Of Automatic Data Processing Machines, Automatic Data Processing Input And Output Units, Motor Spirit Refined Premium Leaded, Styrene, Automatic Data Processing Storage Units, Other Monolithic Integrated Circuits, P-Xylene, Monolithic Digital Integrated Circuits, Radio Transmission Apparatus with Reception Apparatus.

Indiaâ??s major imports from Singapore

Non-Industrial Diamonds Worked, Topped Crudes, Motor Spirit Refined Premium Leaded, Aluminium Unwrought, Benzene, Articles Of Jewellery Of Other Precious Metal Whether Or not Plated Or Clad With Precious Metal, Other Medicaments Packed For Retail Sale, Parts Of Boring Or Sinking Machinery, Static Converters, Other Medical Surgical Dental Or Veterinary Instruments & Appliances

Malaysia

India-Malaysia trade relations have witnessed exponential growth since 1991. Malaysiaâ??s largest trading partner is India, while Malaysia is Indiaâ??s second largest trading partner in the Association of South East Asian Nations (ASEAN).

Indiaâ??s major exports to Malaysia : Meat and meat preparations, sugar, rice (other than basmati), wheat, fresh vegetables and fruits, cotton yarn, RMG cotton and accessories, primary and semi-finished iron, made-ups, fabrics, machinery and instruments, electronic goods and metal manufactures.

Indiaâ??s major Imports from Malaysia : Crude Petroleum, Palm Oil, Electronic & Electrical products, Chemicals & Chemical products and Petroleum products.

Myanmar

The bilateral trade between India and Myanmar is likely to clock $1 billion in 2009-10, up from $951 million in 2008-09.

Indiaâ??s imports from Myanmar : While teak, timber, maize and pulses

Indiaâ??s major exports to Myanmar: Steel, cement, fertiliser and pharmaceuticals

Indonesia

India and Indonesia are considered as Asiaâ??s largest democracies. However, it is only after a gap of five years both the countries came together for trade relations. The last time both the countries entered into a trade relationship was in 1950s. Right through 2009, both countries got engaged in putting up numerous seminars, exhibitions, festivals and top visits to build bilateral relations.

In 2008-09 India exported goods worth US$ 1.82 billion to Indonesia.

Indiaâ??s major exports to Indonesia – organic chemicals, mineral fuels and ships and boats.

India and Indonesia have entered into a memorandum of understanding (MoU) for collaboration in the field of agriculture and allied sectors.

Thailand

Mutual trade between the two countries clocked US$4.11 billion in 2007-08 as opposed to US$ 3.18 billion in 2006-07. In between April-December 2008-09 India exported goods worth US$ 1.44 billion to Thailand. The sectors in India that have seen Thai investment in the areas of hotel & tourism, food processing, trading and chemicals.

India- Thailand is targeting US$ 10 billion bilateral trade in 2010.

Vietnam

The bilateral trade between the two countries remains â??modestâ?, with the trade balance being in Indiaâ??s favour. Bilateral trade clocked US$ 1.77 billion in 2007-08 from US$ 1.14 billion in 2006-07. From April-December 2008-09, Indiaâ??s exports to Vietnam was worth almost US$ 1.13 billion.

Indiaâ??s major imports from Vietnam: Pepper, rubber, computer hardware and electronic products, cinnamon bark and spices, and garments and textile products.

The key areas where Indian exports could make an impact in the Vietnamese market include information technology (IT) and IT training, agro and food processing, railways, energy and alternate energy, veterinary manufacturing plant, tea processing machinery, textile machinery, and power transmission and generation.

Philippines

The trade between India and Philippines was worth US$ 823.69 million in 2007-08. During the period between April-December 2008-09, India exported goods worth US$574.22 million to Philippines. Indiaâ?? major exports to Philippines: Frozen buffalo meat; rubber and articles thereof; oil seeds and olea etc.; vehicles; iron and steel; residues and waste from food industries; tobacco; pharmaceutical products.

Indiaâ??s major imports from Philippines: Electrical and electronic machinery and equipment; iron and steel; machinery; vehicles; auto components, newsprint paper and paperboard; animal or vegetable fats and oils; organic chemicals.

Cambodia

In 2007-08, the trade between the two countries stood at US$56.32 billion in 2007-08.

IN April-December 2008-09, India exported goods worth US$ 35.94 million.

Indiaâ??s major exports to Cambodia – pharmaceuticals, coffee, tea, spices and cotton

The world’s dependence on crude oil for transportation is particularly marked, with the International Energy Agency (IEA) estimating that fuels from crude oil currently supply about 96% of the worldwide energy demand for transport purposes.

As the world’s population grows and developing countries look to expand their economies, this insatiable demand for fossil fuels is unlikely to show any sign of easing, with oil and gas accounting for 60% of the world’s increasing energy demand between now and 2030. Furthermore, with most significant reserves of fossil fuels unevenly distributed throughout the world, energy security is set to become an increasingly critical economic and political issue over the coming decades. Real or perceived disruptions to the global supply of fossil fuels â?? notably crude oil â?? are likely to grow in frequency and cause wild fluctuations in the price of energy, as they have done so in the past.

However, one of the most pressing reasons for seeking alternative sources of energy and fuel lies in the form of climate change. The combustion of fossil fuels releases carbon dioxide (CO2), a potent â??greenhouse gas’ (GHG), which are considered to be responsible for â??global warming’. According to the IEA, if no changes are made to the world’s existing energy economy, related emissions of CO2 will grow marginally faster than energy use, meaning that by 2030 global CO2 emissions will be more than 50% higher than today. Over two-thirds of that projected increase in emissions is expected to come from emerging economies, such as India, China â?? both of which are set to rely heavily on coal-based power stations to drive their rapidly developing economies.

Key features of this report

â?¢ Analysis of biofuels by type, resources available, production volumes, production technology capacity installed.

â?¢ Market projections to 2020, including an evaluation of energy type and national and international growth potential.

â?¢ Overview of trends impacting on and shaping innovation in the energy market.

â?¢ New renewable energy technology analysis including innovation, capacity and biofuels investment.

Scope of this report

â?¢ Achieve a quick and comprehensive understanding of how global market trends and legislation are influencing the development of the biofuels industry.

â?¢ Realize up to date competitive intelligence through a comprehensive review of global markets in the biofuels energy industry between 1990 and 2008.

â?¢ Assess the emerging trends in the biofuels industry â?? Biomethanol, Hydro Thermal Upgrading (HTU) diesel, Fischer-Tropsch (FT) diesel, Lignocellulosic ethanol, Algae fuel, Photo-bioreactors carbon emission absorption.

Key Market Issues

â?¢ Environmental regulations: Environmental targets set to control Carbon dioxide emissions globally are creating a path for lower carbon emission fuel technologies.

â?¢ Energy security:- Oil pricing structures are volatile and uncontrollable, due to the majority imported from non-domestic countries. This volatility is likely to increase as reserves of the natural resources decline.

â?¢ Resource allocation: Some of the currently available biofuels have a number of disadvantages that are related to their feedstock. The current costs of rapeseed biodiesel and ethanol from cereals or beets are much higher than the costs of petrol or diesel, with substantial subsidies required to make them competitive. Second generation biofuels have been developed due to limitations of first generation biofuels, primarily that the resources used threatens food supplies.

Key findings from this report

â?¢ Worldwide production of biodiesel reached 11,016m liters per annum, with the EU representing 72% of that global biodiesel production and consumption.
â?¢ Germany, France, Italy, the UK and Austria were the largest biofuels consumers in the EU in 2008. The USDA forecasts that biofuels consumption in the EU will continue to grow throughout 2009, despite the economic downturn. The increase is a result of mandates and tax incentives.
â?¢ There are currently 192 bioethanol production plants in the US, which together have a production capacity of 36,300m liters per year.
â?¢ The US accounted for 24% of the global biodiesel market in 2008 â?? accounting for 2,650m liters per annum.
â?¢ It is also notable that Brazil is by far the world’s largest exporter of ethanol at 3.5bn liters (from production of 19bn liters). Production is estimated by the IEA to increase to over 4bn liters in 2009. Most exports go to the US, Europe, Korea and Japan.

Key questions answered

â?¢ What are the drivers shaping and influencing development in the biofuel industry?
â?¢ How will biofuels production share perform to 2020? What are the opportunities?
â?¢ What are the forecast market growth rates 2008-2030? Which markets will see the highest value growth and which the highest volume growth?
â?¢ Which regions and countries offer the greatest opportunity for growth?

Table of Contents :
Table of Contents
Next Generation Biofuels
Executive summary 14
What are biofuels? 14
Next generation biofuels 15
Industry forecasts for biofuels 16
Biofuels drivers and inhibitors 17
The biofuels economy 18
Biofuels market size and forecasts 19
Biofuels policies and regulations 20
Chapter 1 Introduction 22
Audience 22
How to read this report 22
Chapter 2 What are biofuels? 26
Summary 26
World energy demand 27
Climate change 27
Renewable energy 28
Biomass 30
What is biomass? 30
Population, energy consumption and biomass 31
Regional resources 32
What are biofuels? 39
Solid biofuels 40
Liquid biofuels 40
Gas biofuels 41
Biofuels in current use 41
Ethanol 41
Distribution, storage and blending 42
End-use 42
Biodiesel 42
Distribution, storage, blending 43
End-use 43
Chapter 3 Next generation â?? advanced biofuels 46
Summary 46
Introduction 47
Second generation biofuels 49
Second generation biofuels under development 51
Biohydrogen 51
BioDME 51
Biomethanol 51
Butonal and Isobutanol 52
Dimethylfuran (DMF) 52
Hydro Thermal Upgrading (HTU) diesel 52
Fischer-Tropsch fuels 52
Bioconversion of biomass to mixed alcohol fuels 53
Wood diesel 53
Key players in second generation biofuels 53
Market possibilities for second generation biofuels 54
Third generation biofuel 55
Algae fuel 55
Background 55
Limitations of previous biofuels 56
Algae types 56
Algae cultivation 57
Photo-bioreactors 57
Closed loop systems 57
Open pond systems 58
Algae fuel potential 58
Development timeline 60
Aircraft biofuels testing 61
Key players for third generation biofuel 64
Market possibilities for algae biofuel 65
Chapter 4 Forecasts for biofuels 68
Summary 68
Introduction 69
Economic competitiveness of biofuels and biomass 69
Biofuels technology development 72
Biofuels drivers and inhibitors 73
Chapter conclusion 76
Chapter 5 Biofuels drivers and inhibitors 80
Summary 80
Market background 81
Drivers of the biofuels market 85
Greenhouse gases and environmental concerns 85
Regulatory incentives/pressure 86
Concern about energy security 88
Rising cost of existing fuel supplies 88
Consumer pressure 90
Inhibitors of the biofuels market 91
The biofuels economy 92
Sustainability concerns and the rising price of food crops 92
Limited biofuels infrastructure 93
Biomass and land availability 94
Chapter 6 The biofuels economy 98
Summary 98
Introduction 99
American market 99
American Recovery and Reinvestment Act of 2009 100
Biofuels new direction away from corn-based ethanol 101
The biofuels economy 102
Production costs 102
Cost of distribution 103
Cost at filling station 105
Third generation algae fuel costs 108
Algae fuel leading players costs comparison 110
Transport fuel blends 113
Car costs and fuel efficiency 114
Chapter conclusion 116
Chapter 7 Biofuels market size and forecasts 120
Summary 120
Worldwide energy demand 121
Biofuels market sizing 124
Worldwide 124
Ethanol 124
Biodiesel 127
Europe 130
Ethanol 130
Biodiesel 134
US 141
Ethanol 141
Biodiesel 145
Brazil 147
Ethanol 147
Biodiesel 150
India 153
India’s fuel economy 153
Ethanol 153
Biodiesel 155
China 157
China’s fuel economy 157
Ethanol 157
Biodiesel 158
China working with the US for biofuels development 159
Chapter 8 Biofuels policies and regulations 162
Summary 162
Introduction 164
Policy frameworks 165
Renewable energy targets 166
Kyoto Protocol 166
European Union 166
US 169
Renewable Fuel Standard (RFS) 169
Renewable Portfolio Standards (RPS) 170
Developing nations 171
Biofuels targets 172
Biofuels policy overview by region 173
The European Union 173
Biofuels Directive 173
Directive 2003/96/EC 174
Incentives for biofuels 174
Tax incentives 175
The United States 177
US Energy Policy Act 2005 177
Brazil 178
Proalcool Program 178
India 179
Biodiesel policy 179
Bioethanol policy 180
China 181
National Biomass Ethanol Gasoline Project 181
The Renewable Energy Law of the People’s Republic of China 181
Chapter conclusion 182
Report conclusion 183
Abbreviations 186
Energy content and conversion rates 187
Index 189

List of Figures
Figure 2.1: World renewable energy, 2008 30
Figure 2.2: Current and predicted EU biomass resources (Mtoe/y) 33
Figure 2.3: Current and potential US biomass resources (Million dry tonnes/y), 2005 34
Figure 2.4: Potential power generation from biomass among ASEAN countries (MW) 36
Figure 2.5: Breakdown of currently available biomass in China by type 37
Figure 2.6: Maximum regional bioenergy production potential, 2050 38
Figure 2.7: Typical oil extraction from 100kg of oil seeds (kg) 44
Figure 3.8: Global biosphere, 1998 60
Figure 3.9: Biofuels time period to availability (years), 2009 61
Figure 3.10: Cushing, OK WTI Oil Spot Price FOB prices (Dollars per Barrel), 1986-2009 66
Figure 4.11: Relative competitiveness of alternative energies in five years, 2009 69
Figure 4.12: Relative economic competitiveness of biofuels now and in the next five years, 2009 70
Figure 4.13: What proportion of global fuel production will biofuels account for by 2020? 71
Figure 4.14: Within how long will biofuels account for the primary source of global fuel production? 72
Figure 4.15: Which regions will lead the development of biofuels over the next five years? 73
Figure 4.16: How important will the following factors be in driving the biofuels market over the next five years? 74
Figure 4.17: How important will the following factors be in inhibiting the biofuels market over the next five years? 75
Figure 4.18: Biofuels impact on global food crop prices, 2009 76
Figure 5.19: Projected world energy demand to 2030 (Mtoe) 82
Figure 5.20: Growth in energy demand by region (2000-2030) 83
Figure 5.21: Projected worldwide oil consumption (million barrels per day), 2005-2025 84
Figure 5.22: Average annual oil price (US$ per barrel), 2008 89
Figure 5.23: Opting for green energy is one behavioural aspect of rising environmental attitudes 90
Figure 5.24: The potential biomass availability of EU15, AC10 and/or Europe according to five studies (left part of the figure) 94
Figure 6.25: Cost of distribution and dispensation of various fuels from a central production facility to a filling station (â?¬/GJ) 105
Figure 6.26: Costs of various biofuels at the filling station using existing technology (2004) 106
Figure 6.27: An algae production process, 2009 109
Figure 6.28: Algal fuel capacity projections 2009-2014, 2009 112
Figure 6.29: Gasoline ethanol (kpa/%v/v), 2008 114
Figure 6.30: Car costs (â?¬) and fuel efficiencies (km/GJ of fuel) of passenger cars by fuel and engine system 115
Figure 7.31: Worldwide biofuels fuel production volume (billion liters), 2008 123
Figure 7.32: Global bioethanol production growth (thousand tons of oil equivalent), 1998-2008 126
Figure 7.33: Top bioethanol producing countries (thousand tons of oil equivalent), 2008 127
Figure 7.34: Biodiesel (million L/a), 2009 129
Figure 7.35: Bioethanol in Europe (million L/a), 2008 131
Figure 7.36: Biodiesel production in Europe (million liters/annum), 2009 136
Figure 7.37: EU market share of biodiesel production in 2008 (%), 2009 138
Figure 7.38: Projected US ethanol production (billions of gallons), 2006-2012 142
Figure 7.39: US ethanol market revenue forecast ($bn), 2006-2012 143
Figure 7.40: US bioethanol development (million L/a), 2009 144
Figure 7.41: US biodiesel (million L/a), 2009 147
Figure 7.42: Brazil biofuels development (million L/a), 2009 150
Figure 8.43: Renewable fuels targets in the US (billions of gallons per year), 2006-2012 170
Figure 8.44: EU biofuels targets, 2008 174

List of Tables
Table 2.1: World renewable energy, 2008 29
Table 2.2: Population, energy consumption and biomass contribution in selected regions, 2005 31
Table 2.3: Current and predicted EU biomass resources (Mtoe/y) 32
Table 2.4: Current and potential US biomass resources (Million dry tons/y), 2005 34
Table 2.5: Potential power generation from biomass among ASEAN countries (MW) 35
Table 2.6: Breakdown of currently available biomass in China by type 37
Table 2.7: Maximum regional bioenergy production potential, 2050 38
Table 2.8: Typical oil extraction from 100kg of oil seeds (kg) 44
Table 3.9: Comparison of first and second generation biofuels 48
Table 3.10: Biofuels comparison (Liters of oil yields (hectares/year)), to 2009 59
Table 3.11: Viable Bio-SPK feedstock alternatives, 2009 61
Table 3.12: Fuel property comparisons: Neat, 2009 63
Table 3.13: Fuel property comparisons: Blends, 2009 64
Table 5.14: Projected world energy demand to 2030 81
Table 5.15: Growth in energy demand by region (2000-2030) 82
Table 5.16: Projected worldwide oil consumption (million barrels per day), 2005-2025 84
Table 5.17: CO2 equivalent emissions savings from biofuels (g/km), 2006 85
Table 5.18: Average annual oil price (US$ per barrel), 2008 88
Table 5.19: Key barriers for biofuels 91
Table 6.20: Production costs of biofuels from various crops 103
Table 6.21: Cost of distribution and dispensation of various fuels from a central production facilityto a filling station (â?¬/GJ) 104
Table 6.22: Costs of various biofuels at the filling station using existing technology (2004) 106
Table 6.23: Cost comparison of biofuels with gasoline fossil fuels 107
Table 6.24: Cost estimates of various biofuels at the filling station using future technology, post- 2010 108
Table 6.25: Cost of harvesting, dewatering and drying algae, 2009 110
Table 6.26: Top biofuels companies, 2009 111
Table 6.27: Algal fuel capacity projections 2009-2014, 2009 112
Table 7.28: Comparison of worldwide fuel production from hydrocarbon sources versus biomass sources, 2005 122
Table 7.29: Worldwide biofuels fuel production volume (bn liters), 2008 122
Table 7.30: Amounts of raw materials to meet worldwide fuel demand, 2005 123
Table 7.31: Global bioethanol production (thousand tons of oil equivalent), 2008 125
Table 7.32: Biodiesel (million L/a), 2008 128
Table 7.33: Bioethanol in Europe (million L/a), 2008 130
Table 7.34: EU bioethanol production, supply and demand (1,000MT) 132
Table 7.35: EU bioethanol production – number of plants and capacity (1,000 MT) 132
Table 7.36: Feedstock use for bioethanol production (1,000MT) 133
Table 7.37: EU bioethanol consumption â?? main consumers (1,000 MT) 134
Table 7.38: EU bioethanol and gasoline consumption (Ktoe) 134
Table 7.39: Biodiesel production in Europe (millions liters/annum), 2009 135
Table 7.40: EU Biodiesel production â?? number of plants and capacity (1,000 MT) 137
Table 7.41: EU market share of biodiesel production in 2008 (%), 2009 138
Table 7.42: Feedstock use for biodiesel production (1,000MT), 2009 139
Table 7.43: EU biodiesel consumption (1,000MT), 2009 140
Table 7.44: EU biodiesel and diesel consumption (Ktoe), 2009 140
Table 7.45: Projected US ethanol production (billions of gallons), 2006-2012 141
Table 7.46: US ethanol market revenue forecast (US$bn), 2006-2012 142
Table 7.47: US bioethanol development (million L/a), 2009 143
Table 7.48: Existing and future ethanol capacity in the US, 2009 145
Table 7.49: US biodiesel (million L/a), 2009 146
Table 7.50: Ethanol profile comparison of the US and Brazil (2006) 148
Table 7.51: Brazil biofuels development (million L/a), 2009 149
Table 7.52: Brazilian biodiesel production, supply and demand (January-December, 000 Liters), 2009 151
Table 7.53: Brazilian fuel consumption matrix (000 m3) 151
Table 7.54: Brazilian soybeans and products production (000 hectares, 000 metric tons) 152
Table 7.55: Brazilian cotton and products production (000 hectares, 000 metric tons) 152
Table 7.56: Projected demand and supply of ethanol in India for 5% blend with gasoline 153
Table 7.57: India’s ethanol requirement for 5% blending with gasoline sugar 154
Table 7.58: India’s production & distribution of molasses and alcohol/ethanol in sugar (million Tons/ million Liters), 2008 155
Table 7.59: Projected demand for gasoline and diesel in India to 2012 (MT) 156
Table 7.60: Diesel and biodiesel demand in India using Jatropha (MT) 157
Table 7.61: China’s major biodiesel plants production capacity (MT), 2008 159
Table 8.62: Biofuels infrastructure profiles,Q209 165
Table 8.63: Mechanisms to incentivize renewable energy generation 166
Table 8.64: EU renewable energy targets for 2020 (%) 168
Table 8.65: Renewable fuels targets in the US (billions of gallons per year), 2006-2012 169
Table 8.66: Biofuels energy targets 172
Table 8.67: Biofuels policy overview of selected countries 182 

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THE REJUVENATION OF INDIAN INDUSTRIAL SECTOR IN GLOBALIZATION ERA

S.Senthil Srinivasan*

INTRODUCTION

Business organizations in India have come across dramatic changes in technology, business knowledge, human skill, resources, quality outputs, innovativeness, foreign alliances and enhanced productivity etc. This is indeed essential and inevitable in the present globalization era. The changes in organizational structures, capital composition, management structure and corporatisation of family owned business have paved the way for formidable growth and development of the Indian industrial sector. But still, Indian business organizations should be converted into global conglomerates to meet the challenges posed by Multi-National Companies and foreign companies. The Indian Government and business professionals have to change their mindset and policies to built-up economic stability and to incline with self-confidence.  The import and export trade of India, the presence of Indian business houses in foreign countries, demand for Indian products in international market are still at nascent and infant stage. The evolution of new corporate strategies in line with that of global standards is essential quality for Indian enterprises to compete with MNCs and Large global business units. Success takes more than intellectual excellence or technical prowess that needs a sort of skill to survive and certainly to thrive with the internal qualities such as resilience, initiative, optimism and adaptability. Organizational success depends upon not doing different things but doing things differently.

PHILOSOPHICAL ADVICE

Sumantra Ghoshal, an Indian economist, called as “euro guru” said in 2003 that “Management theories have been highly influential but in ways that have exacerbated the problem rather than remedy it” and argued Business should be a force for good in society, but this potential is being squandered”. He reiterated, “Start afresh by developing alternative theories that acknowledge the reality of the organizational economy”.

Christoper A. Barlett, on managing across border have said, “the major industry shakeout of the past 20 years has left only a handful of viable competitors, all roughly equivalent in their potential to capture scale economies and develop responsive strategies”

A company’s worldwide organizational learning capability is fast becoming an essential strategic asset. People rejuvenation with four characteristics, discipline, support, trust and stretch are said to be solution to make failing companies to make reengineering successful. The new management agenda is aimed at building social capital and unleashing organizational energy. 

India is the fourth largest industrial base country in the world. Indian economy is growing at an average of 6.5% per annum (at present 7-8%). There are about 150 companies in India with a sales turnover of Rs.1000 crore and more. Approximately 30 and odd companies have $1 billion as annual sales, 25% of companies export 20% of sales, 30 companies exports more than Rs.500 crore worth of goods each, eighty companies have exports about Rs.200 crore and 150 companies have exports more than Rs.100 crore. The strength of Indian industrial growth is substantially high and future tends to show bright prospects.

The industrial growth rates to GDP over the years from 1998 to 2005 are given in the following table.

The above table shows about the contribution of each sector to GDP growth for past eight years starting from 1998 to 2005. It is evident that the industrial sectors had a marginal fall in the year 1999 and 2002, but has showed an increase over the other years and has reached the highest in 2005. This depicts that the industrial sector has attained a stronger position in Indian economic development. The manufacturing sector has shown an increasing trend over the years except in 2002. It also indicates that the contribution of this sector is higher compared to industrial sector. The construction sector has inconsistent contribution the decline and upsurge is intermittently noticed. The role of services sector is ditto of the construction, but transport, trade and hotel sectors have a steady rise over the years except in 2002. The overall contribution of these sectors (excludes agriculture, mining, electricity, gas and water) is positive in all the years isolating the year 2002. This shows the humungous and robust growth of this sectors and its role in economic and social development.

INDIA’S FOREIGN TRADE – AN OVERVIEW

Globally, the presence of India is also promising. Foreign trade constitutes 20% of India’s GDP and 30% to 35% of the Indian equity is held by foreign investors and this figure is ever rising. India global presence (as a share of major commodities in total exports) according to CMIE source states that agricultural and allied products has shown an decrease of 12.3% in 2003 compared to 16.9% in 1993, this is nearly a 30% fall in a span of 10 years.

jems and jewellery and engineering goods have recorded an upsurge in growth of exports from 16.6% to 16.9% and 13.3% to 16% respectively during the same period. While in textile sector (yarn, fabrics and readymade garments) the export volume has decreased marginally.

In the history of export import trade of India from 1950-51 to 2004-05 the imports experienced a higher percentage (about and above 50%) during the years 1951-52(45%), 1973-74(56%), 1974-75(51%) and 1980-81(40%). But in exports, the growth was above 25% during the years 1950-51(25%), 1973-74(26%) and 1974-75(29%). This eventually means that the exports have shown a higher percentage during or in the following period of higher imports.

The growth rate of imports where below zero percentage during the years 1950-51(-1%), 1952-53(-21%), 1953-54(-13%), 1958-59(-12%), 1961-62(-3%), 1967-68, 1968-69 and 1969-70(-9%, -5% and –17%) and thereafter the imports was marginally below 0% during the years 1972-73,1976-77, 1981-82, 1982-83, 1984-85 and 1986-87. During 1991-92, the imports were –19% and the imports have never fallen below zero percent till date.  In studying the exports below zero percent, it was during 1951-52(-19%), 1953-54(-8%), 1957-58(-7%), 1966-67(-4%), 1967-68(-3%), 1985-86(-10%), 1998-99(-5%) and 2001-02(-28%).

It is evident that there is no significant correlation between negative imports and negative exports. Imports of sensitive items make up about 5.5% of the total import bill. While crude oil imports still occupies a predominant chunk of India’s import basket.

INDIA AND ASEAN COUNTRIES – A COMPARISION

According to CMIE data, gems and jewelry, yarn, fabrics and garments and engineering goods have record level of improvement and performance from the financial year 1993-94 to 2003-04. Among the ASEAN (Association of South East Nations) countries (China, Hong Kong, Indonesia, South Korea, Malaysia, Singapore and Thailand) India is consecutively in the second position next to China from the year 2001 onwards till date except in 2003 where it has backed third position next to South Korea. Similarly comparing these countries in average export growth rates from 1993-2003 India occupies second rank following China.  Among the Asian countries, India’s average growth of exports is second to china and other Asian countries like Singapore, Malaysia, Thailand, South Korea and Hong Kong. India has an advantage over these above countries relating to positive growth rates in exports. The money spinners for India are the following sectors, cotton yarn, fabrics, products, drugs (Pharma), fine chemicals, electronic goods, gems and jewellery machinery and instruments, metals, marine products and off late information technology and bio-technology. India’s top export destination economies are USA, Asia and Western Europe.  In classifying India’s share of world exports by technological category, low technologies have higher scale followed by primary articles and then by resource-based items. The medium and high technology categories share is very meager. This is poor sign for India to achieve higher volumes of exports in future and a weakness to be immediately addressed. The projects exports from India in consultancy, civil construction and turnkey projects has been increasing on an average of more than 100 percent from the year 1999 till 2004. This competitive advantage over the other countries in Asia especially in project exports speaks about the India’s technological capabilities in the world scenario and it is highly promising and visibly green for bagging high value contracts in years to come.  Domestic industry faces some handicaps as compared to ASEAN (Association of South East Nations) countries. ASEAN is one of the fastest growing markets for Indian exports. India’s share in Asian’s global imports is less than even 1% of their total imports. India’s exports till February 2006 have recorded a moderate growth of 12.31% over February 2004. During the first eleven months of this fiscal year the overall merchandise trade growth is 24.34%. Imports were valued at $126.33 billion, representing 33% increase during April-February.

THE FUTURE OF INDIA’S FOREIGN TRADE

The trade deficit of India in post liberlisation era (after 1990) was very high in the year 1999-2000(a double digit mark of $13Bn). India’s exports and imports have picked up in 2002-03 onwards. This sign of improvement and growth in foreign trade have to be geared up rapidly to achieve splendid economic progress in economy’s capital formation and higher standard of living as well as to compete with developing countries.

Indian exports have been targeted at $ 100 billion. New markets in African countries and new developing countries should be explored to enlarge the export basket of India. The share of India in world exports are still hovering around 1%, which is much below compared to our existing resources like minerals, materials, manpower etc. The information technology sector have rightly stepped into the software export services, project exports and also renders Business process outsourcing services, which is at commendable heights. The same precedent should be made applicable to other sectors making it competitive and self-sustenance. This may need new plans, strategies and methods with innovativeness, involvement and with high degree of commitment. Emerging entrepreneurial skills of Indian people is appreciable at the same instant they should be bold and accentuate to meet the challenges domestically and internationally. Indian Government is supporting the medium and small enterprises long since the industrial policy was formulated during the second five-year plan. Small and medium enterprises have achieved substantial growth and have contributed a large chunk of revenue for the government by way of taxes and levies. It contributes nearly 40% of industrial growth of our country. This is never seen any were in the world among the developing countries. Small and medium enterprises are likely to meet severe pressures and unthinkable competition if the WTO principles, conditions and norms are adopted. It is the apt time to formalize concrete strategies and to strength the existing enterprises through mergers, amalgamations and takeovers, thus facilitating to compete in capital, technology, human potential etc. with that of the rival multinational enterprises. This is the way out for confronting issues for Indian enterprises in the dawn era of globalisation.

THE NEED FOR BALANCED REGIONAL GROWTH

In a country like India with varied cultural and social diversity some of the states have higher concentration of industrial activity and while others are at medium and bottom league. The States in top league are, Maharastra, Gujarat, Tamil Nadu, Andhra Pradesh, and Karnataka. The moderate industrial activity was recorded in the following States, Punjab, Harayana, Madhya Pradesh, West Bengal, Kerala and Rajastan. The runner-up states of industrial activity are Assam, Bihar, Himachal Pradesh, Orissa, Jammu Kashmir and Northern Eastern States.  The parameters of the status of industrialization are based on the number of factories and the net value added. According to a survey by a leading newspaper reveals that ten states have almost 80% of the country’s industrial units. The above disparity in lack of even industrial concentration and backwardness of the states should be eliminated to make the industrial sector stronger to enter into foreign trade and also to step into a foreign land as a separate entity without a tie-up or collaboration with MNCs.

TODDLES TOWARDS GLOBALISATION 

Indian software companies such as Satyam are beginning to make in roads into corporate Australia, having 400 employees. Infosys has set-up a global development center in Melbourne that is integrated with other development centers round the World. TCS acquired the Sydney- based Financial Network Services (FNS) in October,2005. Indian companies are finding their indoctrination in the new territory. Birla’s have invested in a copper mine in western Australia; the Oswal group in fertilizer plant, Saurastra chemicals is looking at coal, as is Sterlite. Indian hotel has bought a boutique hotel near Sydney for A$26 million. The biggest ever foreign corporate takeover by Indian company was Dr.Reddy’s Laboratories takeover of German drugs manufacturer Betapharm for $570 million and very recent acquisition of Hansen of Belgium, the world’s second wind turbine gear boxes manufacturer by Suzlon Energy limited for $565 million.

INTELLIGENCE VALUE CHAIN- A TOOL FOR GLOBAL SUCCESS

Organizations must infuse strategic and tactical decisions with the knowledge to maximize revenue, minimize risk and achieve competitive advantage. The vital knowledge of raw data should be transformed into actionable intelligence. Business intelligence is a prominent factor in the intelligence value chain (IVP). The first step in IVP is development of an action plan. The assessment of this helps in securing derivable returns on investments through well-defined objectives and leverages in information technology. The second step is Extraction, Transformation and Loading (ETL). It is a process of extraction and transformation of quality data from the specific business objectives. The result of ETL is that the data is cleansed, integrated, consolidated and transformed into a useful and reliable source. The third step is Intelligent Storage (IS). The intelligence is created from massive quantities of data in flexible storage options, which is concurrent to the existing database. The IS accommodates technology platform for new databases and as well as for evolving changing business requirements. The fourth step is dissemination of all the information within and outside the organization through delegating decision-making powers. The fifth step is Analytical Intelligence (AI). It involves use of predictive modeling, forecasting and descriptive modeling techniques. These techniques proactively empower to manage customer retention, to identify opportunities, to frame optimal pricing policies, minimizing purchasing cost, demand forecasting, fraud detection, failure analysis, risk management and so on.   

CONCLUSION

In a pursuit of buoyancy in industrial growth and foreign trade, the Indian enterprises have to harness with fray to remove the impasse in global achievement. Indian companies and businessmen should sprucely cultivate the benign situation of qualitative global markets. A holistic objectives and goals are imperative for enhancing business acumen. An adroit transgression to globalize Indian firms should be carefully examined. Some of the Indian firms both from public sector and private sector have lured swiftly making them globally exposed. Some have grabbed a formidable position in fortune list. More and more corporate bodies should be recognized with strong fundamentals. 

2. There are over a hundred ethnic groups existed in this country.

3. Due to the Cultural Revolution, there are about 767 million
people in this country, identify themselves as non-religious or
atheist.

4. Compass, Fireworks, Printing technology, and Paper are first
invented in this country.

5. This country has a coastline over 4,350 miles and borders 14
countries.

6. Politically, this country is under a one-party system.

7. At the end of 2005, this country is the world’s 4th largest
economy , 3rd largest exporter & importer, and 2nd largest
country by purchasing power parity at US $8,158 trillion.

8. It’s the member of “ASEAN”, “APEC”.

9. The Army of this country is the largest military in the world.
(2.25 million active troops)

A.new methods of transportation and communication having a direct effect on trade and cultures.
B.developing countries to have access to good health care and quality education.
C.an economic interdependence on multinational corporations that rely on outsourcing.
D.varying goods and services being exchanged among nations with trade barriers.

2.Cultural diffusion is a result of which of the following?

A.Globalization
B.Deforestation
C.Desertification
D.Democratizing

3.One effect of globalization is the outsourcing of multinational corporations. What is the major reason for outsourcing?

A.To obtain better quality products
B.To spread work more evenly around the globe
C.To create jobs and wealth in one’s country of origin
D.To cut costs and increase production

4.One major effect of economic interdependence is that when you face a natural disaster, like a hurricane or earthquake, the disaster

A.will always cause decline in the demand for crude oil in the nation hit by the disaster.
B.can have negative impacts on the economies of nations not directly hit by the disaster.
C.will not have an effect on the total available supply of food in the world.
D.will require that countries around the world come to the aid of the nation hit by the disaster.

5.One effect of globalization is the huge role mass media plays in

A.outsourcing.
B.cultural diffusion.
C.multinational corporations.
D.traditional cultures.

6.A movement that ensures that fair prices are paid to farmers in developing countries is called

A.ASEAN.
B.free trade.
C.fair trade.
D.the World Trade Organization.

7.The increasing interdependence of the world’s countries has been accompanied by the dramatic growth of

A.multinational corporations.
B.oil-producing regions of the Middle East.
C.population movement to urban areas because jobs are scarce.
D.attempts to increase oil consumption with new energy sources.

8.Opponents of free trade

A.believe that it does not provide new markets for goods.
B.support the work of the World Trade Organization.
C.believe that it encourages practices that exploit workers and destroy the environment in developing countries.
D.do not support social responsibility in corporations.

9.What global social challenge spreads quickly and affects the health of many people?

A.Outbreak of contagious diseases
B.Famine
C.Mass migration
D.Lack of food resources

10.One global social challenge is the lack of quality health care in developing countries, which can have an effect on the life expectancy of the people there. Which continent’s average life expectancy is only 30 to 39 years?

A.Europe
B.South America
C.Asia
D.Africa

11.What are some of the main challenges facing large groups of people and countries around the world today?

A.Human rights abuses, poverty, disease and natural disasters
B.Countries are not able to meet the needs of consumers
C.Many people are moving to rural areas
D.NGOs are not responding to the financial needs of developing countries

12.Which of the following is a global challenge related to population?

A.Urbanization
B.Lack of family ties
C.Uneducated work force
D.Businesses unable to meet consumer needs

13.NGOs work to overcome social challenges by trying to improve the welfare of groups such as women, children, and indigenous peoples. What is an NGO?

A.The Universal Declaration of Human Rights group
B.A petition or treaty signed to improve human rights
C.A nongovernmental organization that provides services or promotes public policies
D.A globalization organization that provides services to the Red Cross

14.Examples of rapidly growing cities due to urbanization are

A.San Marino and Palau.
B.Sao Paolo and Mumbai.
C.Monaco and Andorra.
D.Rio de Janeiro and Sao Paolo.

15.Health issues, such as diseases becoming epidemics, are a growing social challenge because of

A.the spread of democracy leading to increases in immigration.
B.a type of pneumonia known as SARS appearing in China.
C.foreign aid failing to make an impact and increasing poverty.
D.international air travel, which allows diseases to spread rapidly, as infected people move from place to place.

16.Another type of social challenge is the threat to world security. There is a misconception that terrorist attacks always originate in the Middle Eastern region or from members of a single religious group. Where else have terrorist attacks originated between 1995 and 2005?

A.In Peru, where suicide bombers used terrorist tactics in their fight for independence.
B.In Ireland, where the IRA engaged in terrorist attacks on Columbian targets.
C.In Latin America, where terrorism is connected to the illegal drug trade.
D.In South Asia, where terrorists attacke

2. Cultural diffusion is a result of which of the following?
A. Globalization
B. Deforestation
C. Desertification
D. Democratizing

3. One effect of globalization is the outsourcing of multinational corporations. What is the major reason for outsourcing?
A. To obtain better quality products
B. To spread work more evenly around the globe
C. To create jobs and wealth in one’s country of origin
D. To cut costs and increase production

4. One major effect of economic interdependence is that when you face a natural disaster, like a hurricane or earthquake, the disaster
A. will always cause decline in the demand for crude oil in the nation hit by the disaster.
B. can have negative impacts on the economies of nations not directly hit by the disaster.
C. will not have an effect on the total available supply of food in the world.
D. will require that countries around the world come to the aid of the nation hit by the disaster.

5. One effect of globalization is the huge role mass media plays in
A. outsourcing.
B. cultural diffusion.
C. multinational corporations.
D. traditional cultures.

6. A movement that ensures that fair prices are paid to farmers in developing countries is called
A. ASEAN.
B. free trade.
C. fair trade.
D. the World Trade Organization.

7. The increasing interdependence of the world’s countries has been accompanied by the dramatic growth of
A. multinational corporations.
B. oil-producing regions of the Middle East.
C. population movement to urban areas because jobs are scarce.
D. attempts to increase oil consumption with new energy sources.

8. Opponents of free trade
A. believe that it does not provide new markets for goods.
B. support the work of the World Trade Organization.
C. believe that it encourages practices that exploit workers and destroy the environment in developing countries.
D. do not support social responsibility in corporations.

9. What global social challenge spreads quickly and affects the health of many people?
A. Outbreak of contagious diseases
B. Famine
C. Mass migration
D. Lack of food resources

10. One global social challenge is the lack of quality health care in developing countries, which can have an effect on the life expectancy of the people there. Which continent’s average life expectancy is only 30 to 39 years?
A. Europe
B. South America
C. Asia
D. Africa

11. What are some of the main challenges facing large groups of people and countries around the world today?
A. Human rights abuses, poverty, disease and natural disasters
B. Countries are not able to meet the needs of consumers
C. Many people are moving to rural areas
D. NGOs are not responding to the financial needs of developing countries

12. Which of the following is a global challenge related to population?
A. Urbanization
B. Lack of family ties
C. Uneducated work force
D. Businesses unable to meet consumer needs

13. NGOs work to overcome social challenges by trying to improve the welfare of groups such as women, children, and indigenous peoples. What is an NGO?
A. The Universal Declaration of Human Rights group
B. A petition or treaty signed to improve human rights
C. A nongovernmental organization that provides services or promotes public policies
D. A globalization organization that provides services to the Red Cross

14. Examples of rapidly growing cities due to urbanization are
A. San Marino and Palau.
B. Sao Paolo and Mumbai.
C. Monaco and Andorra.
D. Rio de Janeiro and Sao Paolo.

15. Health issues, such as diseases becoming epidemics, are a growing social challenge because of
A. the spread of democracy leading to increases in immigration.
B. a type of pneumonia known as SARS appearing in China.
C. foreign aid failing to make an impact and increasing poverty.
D. international air travel, which allows diseases to spread rapidly, as infected people move from place to place.

16. Another type of social challenge is the threat to world security. There is a misconception that terrorist attacks always originate in the Middle Eastern region or from members of a single religious group. Where else have terrorist attacks originated between 1995 and 2005?
A. In Peru, where suicide bombers used terrorist tactics in their fight for independence.
B. In Ireland, where the IRA engaged in terrorist attacks on Columb

I need some events please. A list or something will do.

The third largest Japanese automaker has filed the results with the Tokyo Stock Exchange. According to the report, the automaker has net revenues of 10.4686 trillion yen or $89.48 billion, operating profit of 776.9 billion yen or $6.64 billion, euro 5.25 billion, ordinary profit of 761.1 billion yen or $6.51 billion, consolidated income of 460.8 billion yen or $3.94 billion, and an operating profit margin of 7.4 percent.

Nissan also is harmonizing calendar-year results for overseas subsidiaries such as Europe and Mexico with fiscal-year results for Nissan Motor Co., Ltd. The exceptions include China and Taiwan, the territories where fiscal-period accounting is prohibited by law.

The process was done by including an extra quarter of results from January to March for those subsidiaries formerly consolidated on a calendar-year basis. Adding these fifth quarter results in a one-time positive impact to fiscal 2006 results of 767.6 billion yen or $6.56 billion in revenues, 21.4 billion yen or $0.18 billion in operating profits, and 11.6 billion yen or $0.10 billion to the bottom line net income.

On comparable annual periods, the Japanese automaker’s sales were 3,483,000 units, down 2.4 percent. In the United States, sales were at 1,035,000 units, down 4.0 percent. In Japan, sales were at 740,000 units, down 12.1 percent. In Europe, sales came to 540,000 units, down by 0.2 percent. Additionally, sales in General Overseas Markets were 1,168,000 units, up by 5.1 percent.

Nissan will propose a 17-yen-per-share year-end dividend at the company’s annual shareholders’ meeting this June, for a full-year dividend of 34 yen per share for fiscal 2006, as committed.

“2006 did not boost our results towards achieving the objectives of Nissan Value-Up,” said Nissan President and CEO, Carlos Ghosn. “However, we believe that the commitments are within the potential of the company and we remain focused to deliver them completely. Accordingly, we have decided to extend the period for delivering all the Nissan Value-Up commitments by one year.”

Ghosn intimated that tangible progress had been made on the four key breakthroughs in Nissan Value-Up. The Infiniti luxury brand continues to expand globally with its introduction to Russia in 2006, into China and Ukraine in 2007 and across Western Europe during 2008. Infiniti cold air intake and other auto parts of the luxury brand is gradually etching a solid foundation in the industry.

The Light Commercial Vehicle (LCV) sales have increased by 57 percent worldwide to 490,000 units compared to the start of Nissan Value-Up. The LCV business of the automaker is now generating a consolidated operating profit margin of over eight percent. The automaker said it will continue to improve its overall cost competitiveness. Fifteen percent of global sourcing is made in Leading Competitive Countries (LCC) like the ASEAN, China, Mexico, and Eastern Europe, compared to the twelve percent in the previous year.

Commenting on the outlook for the 2007 fiscal year, Ghosn said this year will be a better year for Nissan than 2006. Nonetheless, increasing raw material costs, energy prices, interest rates, high level of incentives, fluctuating foreign exchange rates, and a growing number of distressed suppliers and competitors, would linger as business risks for this year.

The Japanese automaker also will continue to invest massively for its future within a clearly established long-term strategy. The endeavor will cover the research and development of breakthrough technologies and innovative products. This year, Nissan will launch eleven brand new worldwide. These products include the Livina, X-TRAIL, Altima coupe, Infiniti G37 coupe, Rogue, GT-R, Infiniti EX luxury crossover, single and double-cab Atlas truck, entry-level sedan for Mexico, Murano and a single-cab version of the Frontier-Navara pickup truck.

The third largest Japanese automaker has filed the results with the Tokyo Stock Exchange. According to the report, the automaker has net revenues of 10.4686 trillion yen or $89.48 billion, operating profit of 776.9 billion yen or $6.64 billion, euro 5.25 billion, ordinary profit of 761.1 billion yen or $6.51 billion, consolidated income of 460.8 billion yen or $3.94 billion, and an operating profit margin of 7.4 percent.

Nissan also is harmonizing calendar-year results for overseas subsidiaries such as Europe and Mexico with fiscal-year results for Nissan Motor Co., Ltd. The exceptions include China and Taiwan, the territories where fiscal-period accounting is prohibited by law.

The process was done by including an extra quarter of results from January to March for those subsidiaries formerly consolidated on a calendar-year basis. Adding these fifth quarter results in a one-time positive impact to fiscal 2006 results of 767.6 billion yen or $6.56 billion in revenues, 21.4 billion yen or $0.18 billion in operating profits, and 11.6 billion yen or $0.10 billion to the bottom line net income.

On comparable annual periods, the Japanese automaker’s sales were 3,483,000 units, down 2.4 percent. In the United States, sales were at 1,035,000 units, down 4.0 percent. In Japan, sales were at 740,000 units, down 12.1 percent. In Europe, sales came to 540,000 units, down by 0.2 percent. Additionally, sales in General Overseas Markets were 1,168,000 units, up by 5.1 percent.

Nissan will propose a 17-yen-per-share year-end dividend at the company’s annual shareholders’ meeting this June, for a full-year dividend of 34 yen per share for fiscal 2006, as committed.

“2006 did not boost our results towards achieving the objectives of Nissan Value-Up,” said Nissan President and CEO, Carlos Ghosn. “However, we believe that the commitments are within the potential of the company and we remain focused to deliver them completely. Accordingly, we have decided to extend the period for delivering all the Nissan Value-Up commitments by one year.”

Ghosn intimated that tangible progress had been made on the four key breakthroughs in Nissan Value-Up. The Infiniti luxury brand continues to expand globally with its introduction to Russia in 2006, into China and Ukraine in 2007 and across Western Europe during 2008. Infiniti cold air intake and other auto parts of the luxury brand is gradually etching a solid foundation in the industry.

The Light Commercial Vehicle (LCV) sales have increased by 57 percent worldwide to 490,000 units compared to the start of Nissan Value-Up. The LCV business of the automaker is now generating a consolidated operating profit margin of over eight percent. The automaker said it will continue to improve its overall cost competitiveness. Fifteen percent of global sourcing is made in Leading Competitive Countries (LCC) like the ASEAN, China, Mexico, and Eastern Europe, compared to the twelve percent in the previous year.

Commenting on the outlook for the 2007 fiscal year, Ghosn said this year will be a better year for Nissan than 2006. Nonetheless, increasing raw material costs, energy prices, interest rates, high level of incentives, fluctuating foreign exchange rates, and a growing number of distressed suppliers and competitors, would linger as business risks for this year.

The Japanese automaker also will continue to invest massively for its future within a clearly established long-term strategy. The endeavor will cover the research and development of breakthrough technologies and innovative products. This year, Nissan will launch eleven brand new worldwide. These products include the Livina, X-TRAIL, Altima coupe, Infiniti G37 coupe, Rogue, GT-R, Infiniti EX luxury crossover, single and double-cab Atlas truck, entry-level sedan for Mexico, Murano and a single-cab version of the Frontier-Navara pickup truck.