Conducting Project Feasibility Studies

After the dinner I organised between Chinese investors and Saudi officials, a Saudi advisor messaged me. "The dinner was excellent. But the Chinese laughing loudly at how the Arabs were eating hot pot was inappropriate. It could damage the partnership." I had already noticed this during dinner and quietly addressed it with the Chinese delegation. They were genuinely surprised, in Chinese culture, laughing together over food mishaps builds rapport. They thought they were being warm and inclusive. But in Arab business culture, laughing at someone's unfamiliarity with food can be read as mockery, not friendliness. Both sides had good intentions. Neither understood how the other would interpret the moment. This is why I spend so much time on cultural briefings before bringing delegations together. One moment of misunderstood laughter can undo months of relationship building. The Saudi officials remained professional throughout, and the Chinese investors sent enthusiastic follow-up messages about collaboration. To an outside observer, the dinner looked successful. But I know that trust develops or breaks in these small cultural moments, not in formal negotiations. My Saudi contact is now arranging cultural training for Chinese workers joining an Aramco project next month. We'll use this as a case study, not as criticism, but as learning. After twenty years of facilitating cross-border partnerships, I've learned that cultural intelligence determines deal success far more than financial terms. The consultants who studied the Middle East will never catch these moments. Cultural fluency comes from being in the room, reading the signals, and managing both sides in real time. Successful partnerships require someone who understands what each side actually means, not just what they say. #CrossCulturalBusiness #MiddleEastBusiness #SaudiArabia #ChinaBusiness #CulturalIntelligence #InternationalPartnerships #BusinessStrategy #GCCMarkets #DealMaking #BusinessNegotiation #GlobalBusiness #MarketEntry #BusinessLeadership #StrategicPartnerships #CulturalAwareness

Today a topic that many of us have encountered in our professional lives: the challenges of cultural differences when managing contracts. As our globalized world brings us closer together, it's essential to navigate these differences with sensitivity and open-mindedness. Managing contracts across different cultures requires a deep understanding of local customs, traditions, and business practices. What may seem like a straightforward agreement in one country can have significant cultural implications in another. These differences can range from communication styles and negotiation tactics to legal frameworks and contractual obligations. One of the key challenges is communication. Language barriers, different communication norms, and varying levels of directness can lead to misunderstandings and misinterpretations. It's crucial to invest time and effort in building strong lines of communication, ensuring clarity and transparency throughout the contract process. Another challenge lies in navigating cultural norms and expectations. For example, some cultures prioritize personal relationships and trust-building before engaging in business transactions, while others prioritize efficiency and promptness. Understanding and adapting to these cultural nuances can make or break a successful contract management process. Legal frameworks and contractual obligations also vary across cultures. Different countries have unique legal systems, regulations, and business practices. It's vital to work closely with legal experts who have expertise in international law and can provide guidance on how to navigate these differences effectively. Embracing cultural diversity is not just about avoiding pitfalls; it can also lead to exciting opportunities. By understanding and appreciating different perspectives, we can tap into new markets, build stronger global partnerships, and foster more inclusive and collaborative working environments. So, how do we address these challenges? Here are a few strategies to consider: Invest in cultural intelligence: Educating ourselves about different cultures and their business practices can help us build stronger relationships and navigate cultural differences with confidence. Build diverse teams: Having a diverse team with members from different cultural backgrounds can provide valuable insights and help bridge the gap in understanding. Seek expert guidance: Collaborating with legal experts and cultural consultants who have experience in cross-cultural contract management can offer invaluable insights and support. Practice active listening: By actively listening to our counterparts and seeking to understand their perspectives, we can foster a more inclusive and respectful negotiation process. The challenges of cross cultural contracts can be huge but the benefits can be significant too. #ContractManagement #CulturalDiversity #GlobalBusiness

The 2024 Global Renewables Status Report has just been released by REN21. This annual publication provides a summary of global developments & trends in #renewableenergy. A further module of this report is due to be released in September too that specifically looks at economic and #socialvalue creation. 2 key things stood out to me in the status report this year, and both relate to the critical #socialimpact aspects of the energy transition: 1. Equity challenges - especially the disadvantages for low-income countries where the cost of capital for renewable energy projects is reaching as high as 10%, compared with less than 4% in high-income countries 2. The gap between policy ambition and implementation - "Worldwide, an estimated 3,000 GW of renewable energy projects remained underdeveloped as of 2023 due to inadequate grid infrastructure, insufficient financing, and permitting delays. These are major bottlenecks that risk derailing the energy transition". With respect to permitting delays, it has been recognised now that as the rush & intensity around renewable energy projects has increased, so has incidences of community opposition to some projects in host locations. This is a contributing factor to the delay & cost trends and is both symptom of too much in the energy space being led by the private sector and insufficient, timely government decision making in the public interest. Permitting & approvals is an area where I'm of the view a change in regulatory approval processes to involve earlier social impact assessment, including rapid social screening and social value projection of projects, would be beneficial and can be done well in advance of environmental impact assessments and other technical studies that need to take longer. I'm not talking about the proponent-serving social licence type considerations or throwing money at community benefit funds to win over local communities (or score high on a tender process). The emphasis instead needs to go towards understanding which renewable energy projects will create the most social value holistically in context (with benefits for people & communities including workers, suppliers and energy end users, and across the project lifecycle) and then prioritise those for implementation. The ultimate "S" question is not "how do we get public acceptance for the project?" but "is this project going to create a net positive value?". Good social performance & value creation potential does not always mean a project will have social licence at the time it is proposed too. Some projects without social licence at a particular point in time should still be supported to proceed if they are in the public interest. Early social impact assessment (to understand social risks and benefit opportunities) can help work out which projects those are so efforts can focus there and not be wasted elsewhere. What do you think? What else would help speed up the transition and get better social outcomes?

Want to know what a ‘work in progress’ drawing of a relatively large scheme of apartments looks like ? Like this.   Early testing of a scheme’s viability.   About a year ago we were approached by an organisation tasked with selling an old vacant church and their associated plots of land. Somewhere in Yorkshire. Quite a complicated land sale, it involves: -          Old church buildings. -          Ministers house. -          Separate garden space. -          Separate large undeveloped plot of land nearby. -          Graveyard.   We agreed that rather than selling on as it is, we should conduct some loose feasibility studies to find out what could be done with the land to increase its value, ready for a quick exit, without paying out for the full development costs and associated risks.   All plots of land are in a conservation area and some are in the green belt. The old church is a gorgeous Victorian stone building, it oozes character, is totally unique and is built to last. So, several challenges there straight away to overcome.   We agreed to phase the project into separate ‘bite size chunks’ to make the land sale easier to manage. Phase 1 = old church buildings and ministers house. Phase 2 = other parcels of land.   We then worked out the old church buildings could be converted and retrofitted and would probably generate about 16 apartments over three floors and the separate plot of land could generate 2 x new build apartments blocks of 9 units each, 18 total units. Overall total units = 34 apartments. All based on exceeding the Nationally Described Space Standards for dwelling sizes.   To test the viability of this we submitted a Pre-application Planning Enquiry to the Local Planning Authority. About 6 months later we received a 20 page pre-app report. Yep, you read that right, about 6 months later! This informed us the church building conversion was viable and probably a go-er, subject to some highways and landscaping issues that needed to be overcome. We also received some useful feedback about the Phase 2 developments too.   This wasn’t necessarily an exercise in establishing a final agreed scheme, but rather just testing early viability of the schemes to see what was possible and acceptable in principle. This has now enabled the Client to make firm decisions about what to do next and when.   If there any developers who are interesting in finding out more about these sites, please send me a message! Andrew Wootton-Jones MRICS Helen Williams Ryan Malee 🏗️ Property Developer Heather Smail + anyone else..?   #Property #Strategy #Collaboration

Why Technical Assessment is Crucial Before Commercializing a Patent? 🍀Owning a patent does not automatically mean your invention will succeed in the market. Before investing in manufacturing, licensing, or commercialization, a technical assessment is necessary. 🍀What is a Technical Assessment? It’s the process of evaluating whether a patented invention can be practically implemented, scaled, and sustained in real-world conditions. It bridges the gap between theory (patent claims) and practice (working product). 🍀How is it done? 1️⃣ Feasibility Check – Can the invention actually be built with available technology? 2️⃣ Performance Testing – Does it work as efficiently as described in the patent? 3️⃣ Scalability Assessment – Can it be mass-produced at reasonable cost and quality? 4️⃣ Compliance & Standards – Does it meet safety, environmental, and regulatory requirements? 5️⃣ Integration Potential – Can it work with existing systems and infrastructure? 🍀Ola Electric is indigenously designed battery technology to reduce dependence on imports. But before commercialization, they conduct extensive technical assessments: 🔋Thermal & safety tests to prevent overheating and fire risks in Indian climatic conditions. 🔋Performance checks for fast charging, durability, and efficiency during long rides. Scalability evaluation at their Gigafactory in Tamil Nadu to ensure cost-effective mass production. 🔋Regulatory compliance with EV safety standards in India and abroad. 🔋These assessments are what will determine whether Ola’s battery patents move from lab to market and give India a competitive edge in the global EV sector. ☘️Patents protect innovation, but technical assessment ensures survival and success in the market. Without it, many inventions remain only on paper. #Patents #Innovation #IPR #TechnologyAssessment #Commercialization #EV #OlaElectric #MakeInIndia

Techno-Economic and Feasibility Study for the Optimization of the Ethanolamine Production Unit (Case Study: Qatar Petrochemical Company – 15,000 KTY) 💡 What’s this about? In this paper, I developed a full-process simulation of a large-scale ethanolamine production plant (MEA, DEA, TEA) based on one of the best licensors' industrial designs, using Aspen HYSYS V14 on a high-performance computing setup (i9 Gen 14th, 32 GB RAM). We analyzed, validated, and optimized the process technically and economically, delivering results that demonstrate both operational and financial viability. 📌 Key Achievements: ✅ 98.1% EO conversion ✅ 12.4% steam consumption reduction ✅ 9.1% cooling water savings ✅ MEA selectivity improved to 38% ✅ IRR: 21.5%, NPV: $72.4 million, Payback: 4.1 years 📎 Download the full paper here: 👉 https://lnkd.in/gtNgCQ88 #ProcessEngineering #AspenHYSYS #PetrochemicalDesign #TechnoEconomicAnalysis #Ethanolamine #QatarPetrochemical #ChemicalSimulation #MEA #DEA #TEA #SimulationOptimization #ResearchAndDevelopment #LinkedInResearch #EngineeringExcellence

🔍 Technical Assessment of a Mineral Asset – A Structured Framework for Project Evaluation In mineral project development, a Technical Assessment is a critical, code-compliant evaluation that integrates geoscientific, mining engineering, metallurgical, environmental, and economic parameters into a unified technical profile. 📘 I’m pleased to share this comprehensive document outlining the 13 core components essential to evaluating the technical and economic viability of a mineral asset in line with international standards (JORC 2012, VALMIN 2015, NI 43-101, SAMVAL): Tenure – Legal and mineral rights validation Regional & Local Geology – Tectonostratigraphy, lithology, structural framework Mineralisation, Hosting Potential & Prospectivity – Deposit style, controls, exploration upside Exploration & Production History – Historical data validation, QA/QC, prior output Mineral Resources, Reserves & Exploration Targets – Classification, estimation methods, RPEEE Extraction Methods & Mine Design – Pit/stope design, geotechnical factors, scheduling Processing Methods, Flowsheet & Recoveries – Metallurgical response, circuit design, testwork Infrastructure – Site access, power, water, logistical support Capital & Operating Costs – CAPEX/OPEX breakdown, benchmarking, contingency Production Forecasts – LoM scheduling, grade profile, throughput assumptions Environmental, Social & Heritage Impacts – ESG baseline, permitting, FPIC, closure plan Modifying Factors – Mining, metallurgical, environmental, economic inputs for reserve conversion Product Pricing & Revenue Factors – NSR modeling, TCRC terms, pricing sensitivity, royalties The attached reference document provides a technically integrated approach aligned with best practices in mineral asset evaluation. It is structured for use in pre-feasibility and feasibility studies, competent person reporting, due diligence reviews, and valuation exercises where transparency, defensibility, and international code alignment are required. #Geology #JORC #MineralResourceEstimation #MiningEngineering #TechnicalAssessment #FeasibilityStudy #Metallurgy #MiningProjects #ResourceDevelopment #ESIA #OreReserve #MinePlanning #ExplorationGeology #MineralEconomics #MiningDueDiligence #CompetentPersonReport #MineralValuation

In recent times, more CSOs across Africa have been exploring social enterprises as a way to sustain their missions. The reasoning is clear, many CSOs already provide essential services to communities, so why not structure these services into viable revenue-generating models? However, while the idea of social enterprises is appealing, making the transition successfully is not straightforward. In my conversations with organisations that have ventured into this space, a few hard-earned lessons emerge. The first and perhaps most critical is staffing and leadership. Many CSOs assume that their existing teams, particularly activists and programme-focused professionals, can seamlessly run a social enterprise. However, social enterprises require a different mindset, one that blends business acumen with social impact. The ability to develop market-driven solutions, manage financial risk, and engage in strategic growth is key. Organisations that fail to acknowledge this often struggle to make the transition. Another major insight is the importance of a solid business model. Simply charging for existing services does not automatically make an organisation financially sustainable. Successful social enterprises identify a clear value proposition, understand their target market, and ensure their product or service meets a real demand. Without this, efforts to generate income may not be sustainable in the long run. Furthermore, governance structures need to evolve. A social enterprise requires decision-making that considers both financial sustainability and social impact. This often means restructuring boards, creating hybrid models, or setting up separate entities to ensure accountability and efficiency. Legal and regulatory considerations are also essential, as different African countries have varying frameworks governing social enterprises. For organisations considering this shift, a gradual transition is often the most effective approach. Piloting small-scale revenue-generating initiatives, testing different pricing models, and learning from early adopters can reduce risks and increase the chances of long-term success. Some organisations have also leveraged impact investment, partnerships with ethical businesses, and blended finance approaches to strengthen their financial base. Ultimately, moving towards social enterprise models is about enhancing resilience, reducing dependency on unpredictable donor funding, and reclaiming agency over financial sustainability. However, it requires intentionality, adaptability, and a willingness to rethink traditional ways of operating. As this trend grows, what is needed is not just enthusiasm but a supportive ecosystem, one that includes mentorship, capacity strengthening, and policy frameworks that enable social enterprises to thrive in the African context. #SocialEnterprise #SustainableCSOs #FinancialResilience #AfricanInnovation #BeyondDonorFunding #ImpactDrivenBusiness

In Japanese meetings, silence speaks louder than words. What you hear is only half the story. What you don’t hear is where the real decision lies. In Japan, people avoid saying “no” directly. Instead, you will hear: → “We will review internally” (社内で検討します - shanai de kentou shimasu). → “It may be difficult” (難しいかもしれません - muzukashii kamoshiremasen). → “We appreciate your input” (ご意見ありがとうございます - goiken arigatou gozaimasu). To an outsider, these sound polite. To someone who knows the culture, they are soft rejections. If you take them literally, you will walk away thinking there is alignment. But alignment was never there. This is why bilingual consultants matter. They don’t just translate words. They read what is unsaid. They read the pauses, the hesitation, the nervous laugh. They notice who sits closest to the executive. They catch the subtle “hm” that signals doubt. Every one of these cues is risk hiding in plain sight. Ignore them, and you mismanage expectations. Catch them, and you save the project before it derails. That is not just language skill. That is cultural fluency. And it is exactly what they are trained to detect. #JapaneseBusiness #CrossCulturalCommunication #GlobalLeadership #BusinessEtiquette #InternationalBusiness #Consulting #ProjectManagement #CulturalFluency #BusinessRisk #Bilingual

TYPES OF RESEARCH METHODS: QUANTITATIVE vs QUALITATIVE This chart isn’t just for school. It’s for survival. Because your research method is the engine. If it’s misaligned, your entire project stalls. Let’s walk through it with heart and clarity: QUANTITATIVE METHODS → Measure. Test. Prove. Predict. Used when you seek patterns, comparisons, or causes. 1. Experimental Research → You intervene to measure cause and effect. 2. Surveys & Questionnaires → Structured responses from many people. 3. Longitudinal Studies → Track the same subjects over time to observe changes. 4. Cross-sectional Studies → Capture a snapshot from different groups at one moment. 5. Correlational Research → Find patterns between variables, without assuming causation. 6. Causal-Comparative Research → Compare groups based on past conditions. 7. Meta-Analysis → Combine many studies to find consistent effects. 8. Quasi-Experimental → Similar to experimental, but without full control. QUALITATIVE METHODS → Explore. Understand. Interpret. Feel. Used when you seek meaning, lived experience, or cultural insight. 1. Case Study → Dive deep into a single case to unlock insight. 2. Ethnography → Immerse in a culture or group to understand it from within. 3. Phenomenology → Explore human experiences through the eyes of the lived. 4. Historical Research → Study the past to make sense of the present. 5. Content Analysis (Qualitative) → Analyze media, interviews, or documents for patterns and themes. 6. Grounded Theory → Build a theory from the ground up — directly from data. 7. Action Research → Collaborate with those affected to co-create solutions. 8. Observational Research → Observe without interference to capture real-life dynamics. Here’s the key: → Quantitative asks: “How much? How often? What’s the effect?” → Qualitative asks: “Why? How? What does this mean?” Don’t choose based on trend. Choose based on truth. Because the method you pick doesn’t just shape your paper — it shapes your lens, your bias, your insight, and your impact. So stop copying other people’s designs. Design your own research from the ground up. Aligned. Authentic. Alive. ♻️ Repost this for every student, researcher, or writer stuck in methodological fog. Follow Wadzani Dauda Palnam, (PhD, FSPR) for clarity on research, writing, and academic excellence. #ResearchMethods #PhDLife #QualitativeResearch #QuantitativeResearch #MixedMethods #AcademicWriting #ResearchDesign #HigherEducation #AGEImpact #WritingTips #DrWadzaniDauda