黨的十九大報告指出，我國經濟已由高速增長階段轉向高品質發展階段，正處在轉變發展方式、優化經濟結構、轉換增長動力的攻關期。這是我國根據國際國內環境變化，特別是我國發展條件和發展階段變化做出的重大判斷。

對外承包工程行業的高品質發展，離不開企業的高品質發展，而企業的高品質發展離不開高品質的基礎設施項目。在「一帶一路」倡議的指引下，越來越多的中資企業投身沿線重大項目建設，推動對外承包工程行業發展取得長足進步。同時，在行業快速發展的過程中，各種挑戰、矛盾、風險開始逐漸顯現。

近年來，中國鐵建堅持「共商、共建、共用」基本原則，牢固樹立新發展理念，以打造高品質的基礎設施為目標，深入推動理念創新、模式創新、管理創新，在參與「一帶一路」重大項目建設上取得了歷史性突破，在推動海外業務轉型升級的過程中邁出了堅實步伐，在探索企業、行業高品質發展方面做出了有益嘗試。

樹立高品質的建設理念

項目建設品質關係著項目功能的發揮，關係著企業的品牌形象，是企業立足市場、可持續發展的前提和基礎。經過國內大規模基礎設施建設的洗禮，中國建築企業的品質意識、管理水準達到了一個新的高度。與此同時，一些發展中國家由於所處的發展階段不同，在工程建設領域的品質管控體系還不夠完善，建設管理水準還有很大的提升空間。在參與上述國家的專案建設中，中國鐵建本著真、實、親、誠的理念，始終站在所在國發展角度，為所在國政府、專案業主著想，不急功近利，不做「一錘子買賣」，以打造高品質、可持續的基礎設施為目標，注重與所在國分享中國的建造技術與管理經驗，嚴格堅守企業底線和管理標準，強化源頭管控和程序控制，確保了工程建設的高品質、高標準、高效率。近年來，公司承建的奈及利亞阿卡鐵路、衣索比亞阿瓦薩工業園、瓦魯阿圖體育場被評為ENR「全球最佳工程獎」，承建的尼泊爾武警學院榮獲我國援外領域最高獎——「優質工程」榮譽稱號，被尼泊爾政府譽為開創該國建築史的「里程碑工程」。

從規劃環節佔據先機

從規劃環節著手，幫助所在國制定基礎設施發展規劃，是掌握專案跟蹤承攬主動權、主動創造專案的現實需要，是帶動中國標準、中國裝備、中國產品「走出去」的有效途徑。同時，幫助所在國制定基礎設施發展規劃，能夠促使所在國提升科學發展意識，增強規劃發展能力，科學、合理地推進本國基礎設施建設。應該說，在規劃環節開展合作，發展中國家有需求，中國企業有意願，是建立在自願、平等、互利基礎上的一種行之有效的合作方式。近年來，中國鐵建結合國外業主需求，適應行業發展趨勢，積極參與海外國別綜合交通規劃研究以及重大項目前期規劃研究，力爭在產業鏈高端和專案運作前期把握主動權，力爭通過規劃先行，帶動中國標準、中國裝備、中國產品「走出去」，進而降低專案實施風險，提高專案建設效率。

中國鐵建先後參與了奈及利亞、衣索比亞、安哥拉、塞內加爾、納米比亞等30多個非洲國家，尼泊爾、沙特、蒙古、阿曼等10多個亞洲國家，以及部分南美、歐洲國家的鐵路網規劃，先後參與了印度德里至金奈高鐵、中吉烏鐵路、中蒙俄鐵路、中尼鐵路、中朝鐵路等重大專案的前期規劃研究，通過成功實施安哥拉本格拉鐵路、亞吉鐵路、奈及利亞阿卡鐵路、塔吉克斯坦瓦亞鐵路，成功帶動中國的機車車輛、施工裝備、建築材料「走出去」。以亞吉鐵路為例，中國鐵建成功帶動近4億美元的中國機械設備、通信及四電設備、建築材料的出口，使中國鐵路建設標準走進東非大地。

注重協同合作，抱團出海

打造高品質的基礎設施，需要整合規劃、勘察、設計、施工、監理、運營、維護等各環節的優質資源，需要金融、工程承包、勘察設計、裝備製造、運營維護等各類型企業的協同合作。當前，企業抱團出海、聯合出海，以產業鏈集成形式「走出去」已成為一種新的發展趨勢。中國鐵建將產業鏈集成能力、資源整合能力視為自身的核心競爭力，致力於整合基礎設施產業鏈各環節的優質資源，注重加強與我國金融機構、兄弟企業優勢互補、協同合作，在產業協同、產融結合等方面進行了一系列有益嘗試，取得了顯著效果。

近年來，中國鐵建整合系統內外設計、施工優質資源，與中國金融機構、中資企業協同合作，高品質地建成了土耳其安伊高鐵二期項目。中國鐵建與中國中車、北京鐵路局合作，再次贏得沙特麥加輕軌項目的運營合同，並且圓滿完成了2018年的朝覲運營任務，創造了7天累計運送朝覲者300多萬人次的海外運營新記錄。中國鐵建與中國進出口銀行、中諮公司、鐵三院、中國中鐵、中國中車等單位合作，全面參與了亞吉鐵路的投資、建設以及運營維護，樹立起了央企優勢互補、抱團出海的合作典範。

探索投建營一體化

投建營一體化將承包商的傳統業務向前期的投資以及後期的運營維護環節延伸，解決了業主的資金困擾和後期運營維護難題，有助於企業拓展盈利空間、融入當地發展、提升可持續經營能力，有助於增強當地經濟內生發展動力和造血能力，是新形勢下對外承包工程行業轉變發展方式、實現可持續發展的重要選擇。近年來，中國鐵建結合國際工程承包市場形勢變化，從海外業務轉型升級角度出發，在鞏固工程承包主營業務的同時，積極參與專案的投資以及運營管理。截至目前，中國鐵建先後參與了阿布加城鐵一期、麥加輕軌、以色列紅線輕軌、安哥拉本格拉鐵路的建設、運營以及維護，參與了亞吉鐵路的投建營一體化，在海外累計運營鐵路、城市軌道總里程達2844公里。除此之外，中國鐵建還參與了奈及利亞萊基自貿區、衣索比亞德雷達瓦工業園的投資、建設以及運營，取得了良好的投資運營效果。以萊基自貿區為例，截至2018年11月，已有63家企業簽署入園投資協定或投產運營，協定投資金額超過10億美元，已完成投資3億美元，園區進出口總額達3.16億美元，整體形勢良好，發展後勁充足。

開創新型商業模式

創新商業模式，實現資源要素向海外戰略制高點和關鍵位置佈局，是適應市場環境變化、實現海外業務轉型升級的重要途徑。在參與海外基礎設施投建營一體化的同時，中國鐵建積極參與相關配套產業的投資開發，以提升基礎設施運營效率和功能，推動當地經濟可持續發展。2018年1月1日，中國鐵建聯合體承建的非洲第一條中國標準的全產業鏈、跨國電氣化鐵路——亞吉鐵路正式商業運營。在參與亞吉鐵路投資、建設、運營的過程中，中國鐵建結合所在國經濟發展戰略，積極參與沿線工業園的投資開發，以及與鐵路相連的吉布地多功能港的建設，全方位推動鐵路沿線經濟發展，開創了「建設運營一條鐵路，打造一條經濟帶」的亞吉模式，對東非各國產生了良好的示範效應。據有關機構初步測算，由於鐵路及沿線工業園建設運營帶來的拉動效益，衣索比亞經濟增速將提高兩個百分點以上。

持之以恆抓好風險防範

在海外重大專案建設的過程中，面臨著政治、經濟、安全品質、社會治安、法律合規等各類風險，對風險的管控能力體現著企業的海外管理水準。在2018年召開的「一帶一路」建設工作五周年座談會上，將境外風險防範提升到一個新的高度，明確要求企業要完善風險防範體系，全面提升境外安全保障和風險應對能力。中國鐵建在境外風險防範方面走過彎路，有過教訓，對境外風險防範有著更加深刻的認識。

近年來，中國鐵建堅持問題導向和底線思維，以推動海外平安穩健發展為目標，以不發生重大人員傷亡、重大專案虧損為底線，堅決貫徹國資委關於境外風險防範的各項決策部署，建立起了從專案跟蹤到投標評審、程序控制、竣工結算全過程的風險管控流程，實現了風險識別、評價、處置、監測和評審的常態化、制度化、規範化，特別是對於應急處置，中國鐵建堅持「預則立、不預則廢」的原則，強化預案制訂、應急演練，確保風險處於可控狀態。同時，中國鐵建著力加強同駐外使領館、經參處的溝通聯絡，廣泛借助國際工程諮詢機構、歐美律師及會計事務所、保險機構的專業力量，不斷完善企業風險防範體系，全面提升海外安全保障和風險應對能力。近年來，中國鐵建有效處置了墨西哥高鐵違約、多明尼克撤離等風險性事件，海外專案安全、品質、效益、進度、信譽等整體可控。

始終堅持履行社會責任

承擔應盡的社會責任，是對外承包工程行業發展到一定階段的必然要求，是企業提升海外競爭力、獲取品牌美譽度、實現可持續發展的必由之路。中國鐵建高度重視履行社會責任工作，也切實感受到了履行社會責任帶來的正面效益。近年來，中國鐵建秉承「真實親誠」理念和正確義利觀，不斷尋找和擴大與屬地政府和人民的利益交匯點，積極參與當地社會活動，努力提高當地語系化水準，實現市場開發和資源配置的屬地化，切實促進當地可持續發展，讓屬地政府和人民擁有更多的獲得感。中國鐵建累計培訓屬地員工超過30萬人次，其中到中國培訓的員工超過2000人次；協助衣索比亞抗擊旱災、參與巴基斯坦公路搶險、持續在坦尚尼亞開展捐資助學活動，以道義、責任和擔當贏得了所在國政府、民眾的支持。

「一帶一路」高品質發展，需要高品質的基礎設施支撐。打造高品質的基礎設施，是對外承包工程行業、企業理應承擔的歷史責任。在參與「一帶一路」建設的過程中，對外承包工程行業、企業要以習近平主席在「一帶一路」建設工作五周年座談會和「中非合作論壇」講話精神為指引，以第二屆「一帶一路」國際合作高峰論壇的召開為契機，圍繞「一帶一路」建設「需求導向」、「專案導向」和「效果導向」，著力培育行業發展動能，構建行業分工合作體系，打造高品質的基礎設施，在助力「一帶一路」建設走深走實的偉大歷史進程中書寫華麗篇章。

(作者系中國鐵建股份有限公司海外部總經理)

2017年，在國際工程市場需求總體萎縮、國際貿易主義抬頭的嚴峻形勢下，對外承包工程企業圍繞「一帶一路」倡議加大市場投入，增強開拓力度，整體業務規模穩步攀升，實現完成營業額1686億美元，同比增長5.8%，新簽合同額2653億美元，同比增長8.7%。行業企業「走出去」積極性不斷提升，隊伍逐步擴大，不少企業將促進海外業務發展上升到公司戰略層面，積極進行業務轉型升級，有效實現了業務發展，國際影響力得到了不斷提升。

2017年行業發展特點

一、從市場分佈來看，業務加速向「一帶一路」沿線國家集中

2017年，行業企業在「一帶一路」沿線國家市場新簽合同額1443億美元，占同期新簽合同額的54.4%，完成營業額855億美元，占同期總額的50.7%，主要合作領域涉及互聯互通和基礎設施建設、產能合作、能源、產業園區等。

1. 亞洲市場業務增勢喜人，新簽合同額占比達到歷史新高，達54.2%。在東南亞、南亞市場業務實現較快增長，馬來西亞、印尼、巴基斯坦、孟加拉等四個市場新簽合同額超過100億美元，業務主要集中在交通、房建、通訊工程、工業建設、廢水（物）處理等領域。
2. 非洲市場業務總體規模下滑。新簽合同額和完成營業額均同比下降，新簽合同額占比下降至29%，為2011年以來最低。受國際大宗商品價格低迷、部分非洲國家財政收入下降、建設資金匱乏等不利影響，行業企業普遍反映在非洲市場業務開拓和經營難度加大，僅在東非、西非市場實現業務增長，投建營一體化、產能合作和資源開發成為業務增長點。
3. 拉美市場業務表現低迷，下滑加速，新簽合同額占比僅有6%。企業在委內瑞拉、阿根廷、厄瓜多爾等市場業務下滑明顯，在玻利維亞、巴拿馬、墨西哥等市場開拓初顯成效，企業積極開展並購，探索通過投資參與交通運輸建設、電力、水利等領域項目。

此外，2017年，中國企業在歐洲市場業務實現較快增長，中東歐地區簽約多個合作專案；在美、澳市場通過投資並購、探索新模式和新業務等途徑，逐步擴大了業務規模。

二、從業務領域看，交通運輸建設、房屋建築、能源電力、工業建設等領域業務呈現出較好發展態勢

1. 交通運輸建設業務實現較好增長。2017年，企業在鐵路、公路橋樑和港口建設等互聯互通領域業務得到快速發展，新簽合同額達716億美元，較上年增長近三成，包括新簽馬來西亞東部沿海鐵路專案等大型項目。
2. 房屋建築領域業務穩步增長。企業在鞏固安哥拉、馬來西亞、香港、阿爾及利亞等市場的同時，在印尼、韓國、紐西蘭、俄羅斯等市場簽約綜合類房建項目，尤其是在超高層建築施工方面優勢突出，簽約增幅較大，房建項目超越電力項目排位第二。
3. 電力工程依舊是業務熱點。雖然2017年火電站和水電站建設業務增量有所下降，但清潔能源呈現較好發展前景，風力發電和太陽能電站建設業務也取得較大突破，業務規模和市場分佈得到進一步擴展。輸變電作為實現電力互聯的重要基礎設施，迎來了較好的發展，中國企業在全球能源互聯網路建設的參與度逐步提升。

此外，行業企業在工業建設、環保工程等領域業務大幅增長，但在石油化工、通訊工程、水利建設等領域業務出現了不同程度的下降。

三、大型綜合性項目日益增多

2017年，企業新簽合同額10億美元以上的項目共41個，較上年增加8個，其中中國交建簽約的馬來西亞東部海岸鐵路專案和中國建築簽約的印尼美加達衛星新城項目，合同額均超過100億美元。合同額1億美元和5000萬美元以上的項目數量也逐年增加。

四、業務轉型升級和模式創新不斷取得新進展

行業企業圍繞「一帶一路」倡議和國際產能合作，探索向高端市場和高端業務的轉移，積極推動發展模式的轉型升級，集成技術儲備、運營管理、資源整合等綜合優勢，積極在電力、交通設施建設、資源開發等領域推進投資、建設和運營一體化建設，開展BOT/PPP等業務模式，擴展業務空間。部分企業在巴基斯坦、老撾、印尼、巴西等市場以投資方式開發建設一批電力專案；部分企業充分整合資源優勢，參與整體區域規劃和綜合開發，如中國港灣開發建設斯里蘭卡可倫坡港口城綜合專案。中國交建、三峽集團、中國電建等企業積極通過兼併收購和戰略投資等手段，佈局國際市場，優化業務結構，取得了積極成效。

五、企業積極參與國際產能合作和境外經貿合作區建設

行業企業充分發揮全球網路優勢，對接國內國際產能合作發展要求，積極參與境外經貿合作區、農業、資源和建材等領域的專案投資開發，不僅彌補了當地產業空白，提升了所在國的經濟發展能力，還帶動了國內鋼鐵、有色、建材、化工、工程機械等越來越多的行業「走出去」，同時為自身業務發展提供了新的增長點。

2018年行業發展展望

總體來看，對外承包工程行業正處於難得的歷史發展機遇期。

一是，國際基礎設施投資建設始終是拉動世界經濟增長和各國經濟發展的重要因素，發展中國家彌補基建缺口、發達國家基礎設施更新改造的剛性需求旺盛。公路、鐵路、港口、機場等互聯互通基礎設施，電力網絡和清潔能源，水利建設、房屋建築、市政等民生工程建設在相當長的一段時間內仍將是各國建設的重點。

二是，「一帶一路」倡議將推動沿線國家加強基礎設施互聯互通建設，這些建設需求將不斷轉化成為具體的合作項目。「一帶一路」框架下的國際經貿合作將進一步增強，行業企業在「一帶一路」倡議的引領下將實現更大的業務發展。

三是，政府改革對外承包工程行業管理制度，採用備案管理，加強事中事後監督，強調行業自律；改革企業境外所得稅收抵免政策，減輕企業稅務負擔；對外推動自貿區和雙邊投資協定談判等，為我企業營造了更良好的政策環境。

在看到行業發展機遇的同時，行業發展仍然面臨一些壓力和挑戰。目前企業在國際市場所面臨的外部競爭不斷加劇，安全風險、經濟風險、政治風險等各類風險問題仍然突出；國際市場對於承包商國際資源整合和綜合集成能力的要求不斷提高，各國對於國際承包商參與基礎設施項目投資的期待也越多越高。行業企業對於新模式業務探索仍然處於起步階段，同質化競爭問題依然突出，經營管理等綜合競爭力仍有待進一步提升。

可持續發展的建議

如何抓住行業歷史發展機遇，迎接挑戰，實現行業業務的可持續健康發展，行業企業可積極考慮如下四個發展建議。

一是，行業企業應從戰略上高度重視海外業務，提升企業綜合競爭實力。根據企業的自身特點和優勢，分析發展機遇，制定海外業務發展的戰略規劃，做好重點市場、業務領域、發展方向的選擇；實現差異化發展，避免低層次、同質化的競爭；及時瞭解行業管理的要求，利用好相關的信貸、金融、稅務、人才發展等支持政策；提升風險管理和防控水準；增強國際資源的配置能力和國際人才隊伍儲備；提升屬地化經營品質和水準，逐步樹立企業的良好形象。

二是，積極探索「投建營一體化」等新業務模式，儘快實現業務轉型升級。行業企業要積極轉變發展思路，積極對接所在國發展戰略和規劃，創新產融合作，探討開展BOT/PPP等投建營一體化模式業務，加強大型綜合類專案的策劃運作，探索小比例參股、直接投資、兼併收購等多種方式，提升業務層次，擴展業務盈利空間。

三是，注重通過採用新技術來提升業務能力和管理水準。利用新技術改進專案規劃、設計和建設流程，提高基礎設施運營效率。

四是，注重合規和誠信經營，適應各國監管機構及國際機構對企業合規經營的新要求和加大執法力度的新形勢，防範相應風險。

The Belt and Road Initiative (BRI) undoubtedly offers tremendous opportunities for countries along each of the corridors and for the countless organisation who will play a part in its progress. Yet the project also faces a number of issues that will be critical to the eventual success of the initiative, not least the challenge of social acceptance.

For design and engineering firms such as Arup, it is easy to look at BRI as a series of large-scale infrastructure projects. In reality though, it is a multi-faceted development whose core principles cover everything from policy coordination and trade freedoms to financial integration and globalization.

Ultimately, infrastructure is – always and everywhere – political. There are always strategic interests involved and there can be losers as well as winners. So even when the number of winners far outstrips the losers and there is a compelling case to build, we must always do our best for those who don’t see a critical new rail link, for example, but rather, the loss of land that has been farmed by a community for generations.

That is why Arup has signed up to the UN’s Sustainable Development Goals to try and ensure that all the work we do matches our mission to shape a better world.

Good infrastructure is fundamental to improving people’s lives – creating jobs, supporting trade, providing affordable energy and clean water, as well as reducing poverty. So we must drive home the crucial point that investing in infrastructure can and should be win-win, not a zero sum game.

We have to reinforce the critical truth that trade, growth, job creation and poverty reduction all rely on a virtuous circle that relies on efficient, resilient networks that link people, goods and services between and within countries, regions and cities.

In doing so, we must ensure we are building the right infrastructure for the right reasons. We must ensure that we do not focus on capex costs at the expense of lifetime costs. And we must ensure that major schemes are sustainable socially, environmentally as well as economically, to avoid storing up serious political risks for the future.

The good news is that there is no shortage of skills and expertise available to ensure that the BRI is planned and built to the standards of planning, design, resilience and economic sustainability that will get the job done in the right way.

President Xi Jinping has said that China wants a sustainable Belt & Road and it is critical that we follow this ambition. Truly resilient projects that deliver for the economy, for the environment, and for the people are the key to making the Belt & Road Initiative a success.

Rail networks are an important part of the Belt and Road initiative to improve connectivity along the historical Silk Road trading routes, and stations are powerful catalysts for development and regeneration. How are transport hubs evolving to meet local needs? What can we learn from trends in Europe and North America? Malcolm Smith, Arup’s Global Masterplanning and Urban Design Leader shares his perspective.

Train stations were places of wonder in the 19th century. The buildings, like the trains within, symbolised technological progress and economic power. These ‘palaces’ of the industrial age were awe-inspiring in their sheer size, dramatic in architecture and feats of engineering. St Pancras Station in London was one such example and on its completion in 1868, was the largest enclosed space in the world. This has allowed it to be remodeled into today’s spectacular transport hub.

© Hufton+Crow

The redevelopment of King’s Cross station represents a compelling piece of place-making for London.

By the second half of the 20th century, with car travel on the rise, train stations in many parts of the world lost prominence as cities planned for greater road use – undermining the prestige of rail travel. Now, as passenger numbers increase, rail is playing a central role in urban life; the economic and cultural importance of stations is increasing.

A need for high-quality, beautiful, yet flexible stations, integrated into their place in the city has emerged. Investment programmes have modernised and expanded many stations across Europe and North America. Arnhem Central Station is one example: dating back to 1845, the station has been completely redeveloped to better meet today’s travel needs. It was opened late 2015. In other regions, the focus is more often on the construction of new public transport systems, like Shenzhen Metro’s new Line 4 - 15 stations built with provision for development above.

© Kenny Ip

Shenzhen Line 4 (Longhua Line) was designed with provision for topside development in the densely populated city.

“Driving this need for integration is the fundamental question of what a station contributes – economically and socially – to a city.”

• Malcolm Smith, Global Masterplanning and Urban Design Leader, Arup

This renaissance brings new expectations. Some rail and metro stations, such as Cityringen in Copenhagen, are designed to be places of transit, prioritising citizens’ desire for simple journeys without distraction. In other stations, designers are called on to create dynamic, multifunctional spaces where people can do much more than set out or arrive on a journey. They are destinations in their own right, providing space for everything from libraries, medical centres and cinemas, to shopping and eating.

©Arup

Design of the new stations on Copenhagen’s Cityringen reflects the Scandinavian minimalism.

This requires greater flexibility – as seen in Canary Wharf’s new Crossrail station, where the commercial space can be completely redesigned to meet tenant needs – this in turn needs careful planning and design. What’s known as the ‘red line’ that separates travel spaces from public spaces is more blurred. To get this right, station designers must become more open to involving the community in defining what their station is, what it will contain and how it contributes to the surrounding area.

Passenger needs are paramount, and considered at every stage of the planning process. The aim is to create stations that allow people to move through them – and pause within and around them – with ease, rather than simply in the way transport authorities think is best. At London’s King’s Cross Station, we modelled the expected flow of people in and around the station in minute detail, to get the design right. We must ‘design in’ flexibility, so that as people’s needs evolve stations can be adapted easily and quickly.

©Hufton+Crow

The freeform concrete interior of the Arnhem Central Station promotes fluid passenger transition.

As stations become more flexible, they can also become more fun. Ikea certainly surprised passengers of the Parisian metro system when it placed a selection of its sofas on station platforms for people to test – and buy. Stations will always need to be places of safety and security, but there is no reason why they can’t delight and entertain.

Rail and metro stations are powerful catalysts for regeneration. More than ever, stations are symbols of a place, and need to be seamlessly integrated into the personalities of the cities in which they are located.

© James Ewing

Fulton Center in New York is a stunning new hub that allows people to get to their different destinations easily.

View the original article at https://www.arup.com/perspectives/themes/transport/cities-and-stations

本文以商務部對外勞務合作業務統計數據為依據，從國家（地區）、行業、企業三個維度對2017年1-11月中國勞務合作業務情況進行分析，供會員企業了解行業情況，未經授權不得轉載或鏡像。

請按此閱覽原文。

Preparing for widespread growth

Rapid growth in energy demand across Asia is seeing LNG become the fuel of choice. Driven by expanding populations, rising standards of living, and sprawling urbanisation, demand will only keep growing. With LNG production and transportation at an all-time high, Asia is seeing new opportunities for both land-based import terminals as well as floating storage and regasification facilities.

This trend is set to keep on going, with energy growth predictions for Asia much higher than the rest of the world. Japan and Korea have long relied on LNG for energy security and power generation, but we’re now seeing a change across Asia. China, India, Indonesia, the Philippines, Thailand, Vietnam and Bangladesh have followed suit with the recent introduction of gas into their import markets and are helping to drive demand across the region. As demand increases, new ways of bringing large-scale power generation online quickly needs to be found to meet these needs.

Renewables will have an increasing role to play in this future market. However, Asia's need for large-scale generating capacity is immediate. LNG comes at a scale and development rate not currently possible with renewables, coal or nuclear; coal-fired plants take up to ten years to go from plan to operation and nuclear can take up to 20 years.

The natural choice

LNG lends itself well to particular geographies. Indonesia is the fourth most populated country in the world, with people spread out across numerous islands and demand for energy rising rapidly (the per capita consumption of electricity in Indonesia is expected to rise by over 25% from 2015 to 2020). How can one provide power efficiently across a country like this? Regional LNG import facilities linked to gas-to-power stations provide an ideal solution and where distances are short, pipelines from receiving terminals to other gas-to-power stations located close to population clusters make sense. Against this backdrop, it’s no surprise that many companies are looking at installing LNG import facilities.

The future of FSRUs

As LNG becomes the fuel of choice across Asia, the region is seeing a change in the way gas is transported and stored. Until recently, the traditional approach has been to use land-based terminals. However, floating systems have become more popular over the last decade. Their price relative to land-based systems has come down and they can also be implemented much faster than land based terminals for those facing immediate demands.

Identifying a site for a land-based terminal, obtaining permits and approvals, then constructing the facilities all takes time – easily five years or more. Compare this to bringing a floating storage and regasification unit (FSRU) to a port. With minimal engineering work you can create a suitable environment for mooring the FSRU and connecting it to shore with a pipeline. This is cheaper and, more importantly, much quicker.

Floating terminals offer other benefits, such as secure and flexible operations – especially in areas where local politics and the potential for future gas development are less certain. They are, by their nature, easy to relocate to other opportunities. There is innovation in land-based storage too. New, cost-effective solutions for land-based storage that allow for future expansion have been developed to serve smaller facilities. These include the cost-effective modular single-containment tanks that Arup are also developing for small to mid-sized applications.

Diverse opportunities

While LNG-to-power remains the most significant demand in the Asia region, there are other applications for LNG hubs – such as break bulking and bunkering. Singapore is looking to set itself up as a regional hub for LNG trading using on-shore receiving tanks. By breaking down large shipments, the hub can benefit from economies of scale in supply while charging a premium to the regional users for smaller loads.

“There are certainly challenges on the horizon for the LNG market in Asia. The supply of LNG carriers for transportation, or conversion to floating storage, is limited – as is the supply of shipbuilding companies. But for the moment there remains plenty of potential for FSRU growth.” - Richard Mortimer, Arup East Asia LNG Leader

Market challenges

Overall, it is new markets – such as the Philippines and Indonesia – that will fuel future growth in LNG. Growth in traditional markets such as Japan has been stagnant but as more regional LNG import facilities are constructed and commissioned in the Asia region, this increased demand will start to counteract the short-term surplus currently affecting the market.

That leaves the question of how to secure long-term demand. Instead of simply supplying LNG, we’re seeing producers work with partners to build a receiving terminal or FSRU together with an onshore gas-to-power plant that will then provide them with decades of demand for their LNG.

Global investments from Asia

Whatever the challenges, there are undoubtedly exciting opportunities for LNG in Asia today. Not least is the chance the region has to lead the world in LNG. We’re already supporting LNG projects globally from Asia and expect this trend to continue as investment reaches an all-time high.

By Richard Mortimer, Arup East Asia LNG Leader. View the original article at https://www.arup.com/perspectives/themes/energy/the-future-of-lng-in-asia

A straw poll of work colleagues will quickly confirm that few know the geographical location of Djibouti despite it being a strategically key port on the busiest shipping route in the world. The Belt and Road Initiative will have a transformational effect on a place known as the Crossroads Nation.

The highly distinctive and recognisable Aedas strategic master plan for Djibouti will reinvigorate the city and encourage the growth in trade of capital, goods and services through the whole of East Africa.

The strategic military bases within the city make it very secure. Its political stability is an additional asset. Its people incredibly polite and always smiling and the potential for growth is huge. Already its telecommunications system ranks among the best in Africa.

The strategic master plan is a progressive and sustainable model for regeneration that not only looks to the future but also draws from the rich heritage and culture of the city and the country. The astonishing cultural diversity of Djibouti, apparent in its historic French Colonial Quarter and Arabic houses, informs the urban grain and scale of the masterplan and ties the new into the historic fabric.

There is a danger with a master plan proposal of this scale is that the historic context and diversity is lost amongst the delivery of a skyline of high-rise towers and reflective glass. It is better to create a master plan that has been informed by the special nature of the place and so works with it.

The development is on the key peninsula site of Djibouti and will deliver not only a new and vibrant waterfront, but create a series of distinct places within a sustainable environment, offering leisure and tourist facilities, commercial office space, cultural and residential quarters and a focus for new foreign investment to the city and so the wider country. The master plan focus is not about buildings alone but is equally about space and places for the population to gather and connect. It has a new cultural heart which creates a public venue and focus for a new chapter in Djibouti’s history.

The recently completed railway connections and the planned airport upgrades will sit alongside the new port and cruise terminals ensuring that a full range of transport infrastructure facilities will be in place to deliver the sustained economic regeneration of the wider Aedas master plan. The huge benefits of the industrial parks and modern farms will ensure goods and services are able to be presented, traded and moved out from Djibouti, by various routes.

Catering for local and international investors and manufacturers, the master plan recognises culture and national identity as key to the success of the new opportunity, with revitalisation an ongoing process, which involves public participation as well as private investment. In addition the key principles of public space and landscape themes are in evidence throughout the masterplanning guidelines and will create the distinctive places Aedas has set out to deliver.

信用保险项下项目融资业务是指我公司中长期保险和投资保险项下融资，针对的是出口买方信贷项目和出口卖方信贷项目以及海外投资项目，它适用于大型工程承包、机电成套设备出口及海外投资企业的融资。我公司通过对银行贷款提供风险保障支持银行满足相关企业项目融资需求或通过赔款转让协议将银行对相关企业的融资风险提供保障。

一、出口卖方信贷保险项下融资

是我公司提供的一类政策性保险产品，它以扩大我国出口、保障企业收汇为目的，对因政治风险或商业风险引起的出口方在商务合同项下应收的延付款损失承担赔偿责任。经我公司同意，出口方在将保单项下的赔偿权益转让给贷款银行，可以向银行申请融资。如进口方未按商务合同规定偿还到期款项致使出口方无法获得货款归还银行贷款时，我公司根据《赔款权益转让协议》将应支付给出口方的赔款直接支付给银行。

操作流程：

（一）我公司根据出口商投保申请，办理正式承保手续。

（二）我公司与出口商共同选择适合的融资银行，三方就投保卖方信贷保险后办理贸易融资达成一致后，签订《赔款权益转让协议》；

（三）客户凭保单、《保险单生效通知书》到银行申请融资。

二、投资保险项下融资

为投资者因遭受承保风险而发生的损失提供经济补偿，维护投资者和融资银行权益，避免其因投融资损失而发生财务危机或坏账。投资者或融资银行也将因此锁定风险，从而降低风险准备金和提高资金使用率。投资者投保投资保险后，可以大幅提升投资的安全性，解除银行对高风险业务的顾虑，从而获得优惠信贷支持。同时，我公司积极参与国际资本市场，与众多国际金融机构保持密切联系，可以提供多渠道、多元化的融资支持服务。

操作流程：

（一）投资者向我公司投保投资保险。

（二）我公司收取保险费后，出具保险单及《投资保险保单生效通知书》。

（三）投资者如需融资，向我公司提交《投资保险赔款转让授权书》，我公司收到上述文件后，向投资者出具《投资保险赔款转让确认书》。

（四）投资者持保险单、《投资保险保单生效通知书》、《投资保险赔款转让授权书》、《投资保险赔款转让确认书》及银行要求的其他文件向银行申请融资。

（五）但当发生保险事故时，我公司根据《投资保险赔款转让授权书》，将应付给投资者的赔款直接支付给银行。

三、买方信贷保险项下融资

是指在买方信贷融资方式下，我公司向贷款银行提供还款风险保障的一种政策性保险产品。在买方信贷保险中，贷款银行是被保险人。在发生保险责任范围内的损失时，被保险人按规定的格式向我公司提交《可能损失通知书》，在保险等待期满后，被保险人可向我公司正式提赔， 我公司将根据核定的实际损失金额和赔偿比例，将赔款直接支付给银行。

操作流程：

（一）投保人应在商务合同正式签订前询保，填写《出口买方信贷保险询保单》，并按《申报材料清单》提供有关的资料。

（二）我公司出具《兴趣函》。为支持出口企业竞争项目，对于商务和融资条件尚未明确的投标或议标项目，如基本符合承保条件，我公司可以应投保人要求出具《出口买方信贷保险兴趣函》。

（三）我公司出具意向书。对于符合受理条件、项目情况明确、资料齐全的项目，应投保人要求，可以出具《出口买方信贷保险承保意向书》

（四）项目条件最终确定后，投保人填写《出口买方信贷保险投保单》，并补充相应的资料。

（五）我公司提出承保方案，确定《保险单明细表》的内容。承保方案批准后承保人出具《保险费通知书》，投保人交纳保险费。

（六）在我公司收到全部或分期交费条件下第一笔保险费后，出具《保险单生效通知书》，保险责任期开始。

四、再融资保险

主要是对银行买断企业应收账款后，银行作为债权人对付款人的收款风险提供保障，支持银行对有融资需求企业进行融资。

操作流程：

（一）企业与银行就应收账款转让事宜基本达成一致意见后，由融资银行提出再融资保险业务的书面申请并提供相关文件。

（二）我公司对应收账款付款人审批信用限额，收取保险费。

（三）融资银行根据我公司批复的付款人信用限额对买入的企业应收账款提供融资服务。

（四）当发生保险责任范围内的损失时，融资银行按规定的格式向我公司提交《可能损失通知书》，在保险等待期满后，被保险人可向我公司正式提赔， 我公司将根据核定的实际损失金额和赔偿比例，将赔款直接支付给银行。