International water projects: winning mandates

Irrigation of agricultural land

The impact of this trend is illustrated by the example of Turkey, where the modernization of agricultural irrigation is one of the most important business opportunities in the water sector. According to the World Bank, agriculture consumes around 85% of the country’s available water resources, while many existing systems still rely on open canals. This means that there is a high need for investment in the modernization of existing networks, more efficient water management and distribution, and more precise measurement of water consumption. Additional impetus is provided by programs such as the World Bank’s Türkiye Second Irrigation Modernization and Water Efficiency Project, which has a budget of USD 819 million.

Water treatment and drinking water infrastructure

The pressure to modernize water treatment and drinking water infrastructure is also high in Turkey. The focus is on reducing water losses, improving energy efficiency and water quality, and digitizing supply networks. Investments are mainly financed by municipalities and their water suppliers, as well as by İLBANK, the Turkish bank for municipal development and investments, and international financial institutions. A recent example is the Green and Future Cities Project for Antalya and Konya, which is supported by the World Bank and also includes investments in drinking water and sanitation infrastructure.

Wastewater infrastructure

Success factors for participation in international water projects

Participating in water projects abroad is a process that should be well planned:

Market analysis

=> Narrow down target countries, segments and financiers

The first step is to identify the relevant markets, segments, clients and sources of funding. They determine where investments flow, how projects are structured and what requirements apply to providers. The role of development banks and international financial institutions should not be underestimated, as they can provide access to larger and more transparent project pipelines in many markets. Switzerland Global Enterprise with its field offices – the Swiss Business Hubs (SBH) – can help to set priorities and identify the key players in the target country.

For a Swiss company that manufactures flow control systems, for example, the modernization of agricultural irrigation in Turkey could be an interesting entry point.

=> Evaluate and prioritize project opportunities

Not every visible project is equally relevant. For SMEs, it is crucial to define clear priorities and selection criteria. Projects should be prioritized based on technical fit, access route, project size, requirements, country risk, and resource effort. A selective approach helps to focus on projects with realistic chances of positioning.

In the example of a Swiss flow-control provider, SBH Türkiye identified the TIMP-2 program, under which several modernizations of existing irrigation systems are bundled. Such a program can be particularly interesting for providers because it usually comes with clearly defined procurement rules and structured tendering procedures as World Bank-funded projects.

=> Understand the client, stakeholders and procurement routes

Comprehensive water projects rarely follow a single procurement logic. It is crucial to understand in a timely manner who initiates, plans, finances and procures the project. In the early stage, it is particularly important to know who shapes the technical specifications and thus indirectly influences market access. Besides the formal client, planners, engineering firms, technical consultants, EPC companies or operators are often relevant actors.

The example of Turkey shows that programs such as TIMP-2 do not only run through the DSI (Turkish General Directorate for State Water Management) as the central implementing body, but also involve other project-specific consultants and later contractors depending on the sub-project.

=> Monitor the project pipeline early and systematically

Responding to published tenders is rarely enough. Successful positioning often starts earlier – with investment programs, feasibility studies, financing commitments, procurement plans, or announced rehabilitation and expansion projects. Therefore, relevant project sources should be systematically monitored. These include, for example, project pipelines of development banks, procurement portals, investment programs of ministries and municipalities, and publications by service providers. SBH can help identify and assess relevant signals early on.

Programs like TIMP-2 are particularly relevant in this context because they often provide hints about later sub-projects even before individual tenders are announced.

Market preparation

=> Check for approvals, pre-qualification and local requirements early on

Before participating in a project, it should be clarified which technical, regulatory and formal requirements apply. These may include, depending on the market, approvals, standards, certifications, prequalification, reference requirements or proof of quality assurance and compliance. Local service capabilities, installation partners, and documentation adapted to the local language and formal requirements may also be relevant.

In the example of Turkey, the SBH would point out early on that in the positioning of infrastructure projects, not only technical suitability counts, but also requirements for documentation, service, and project experience.

=> Build appropriate local and international partners

In many water projects, local partners are the most important access channel. This is especially true when projects are implemented through EPC companies, planners, integrators, or existing supplier networks. Depending on the market, distributors, engineering companies, service partners, or specialized consultants can play a central role. The choice of business partners is not only determined by the reach of their distribution network, but also by their fit with the project environment. Important criteria include references, experience with IFI-funded projects, technical competence, motivation to cooperate, local service capacity, and market acceptance.

The SBH can help identify potential partners in the target country, assess their experience with relevant clients or project types, and prepare initial discussions with suitable actors. In Turkey, for example, experience in public infrastructure projects or in the DSI environment may be a relevant selection criterion.

=> Sharpen your own offer and economic benefits

International water projects are often driven by cost. It is all the more important, therefore, to demonstrate the benefits of technologically sophisticated solutions in terms of operational and economic effects – for example, lower water losses, higher energy efficiency, longer service life or lower maintenance requirements.

For a provider of flow control systems, this could mean clearly highlighting the contribution to efficiency, operational safety, and life cycle costs in the network.

=> Establish visibility before the tender phase

In many projects, key decisions are made even before the tender is published. Those who only react after the tender is published have limited influence. Therefore, it makes sense to build visibility early on with those actors who prepare projects, define specifications or select partners. Suitable instruments include technical presentations, reference discussions, pilot applications, industry events, or direct talks with planners, engineering firms, suppliers, EPC companies, and consultants.

SBH can facilitate the initial contact and help Swiss companies to engage with relevant market players early on and present their solution before the tender. In Turkey, this means, for example, establishing early contacts with DSİ, municipal water suppliers, engineering and consulting companies, and potential EPC companies. For specialized Swiss providers, it may be crucial to become visible as a technology partner already in the planning and specification phase.

Tender phase

=> Pay attention to contract and tender logic depending on the access route

Those who participate directly in a public tender must meet the formal requirements particularly carefully. This includes complete and timely documentation, proof of technical compliance, and strict adherence to the tender conditions. However, if access is gained through EPC companies, general contractors, or integrators, there is usually more room for maneuver in contract design. It is therefore all the more important to clearly define performance, interfaces, guarantees, service obligations, payment terms, and liability issues.

Anyone who joins a project as a sub-supplier should therefore pay particular attention to ensuring that the contract with the EPC or integrator is technically and legally sound.

Implementation

=> Secure delivery and compliance

Winning the contract is not the end of the work. In international infrastructure projects, implementation, service, and reliable execution are crucial for follow-up orders. Therefore, questions about documentation, installation, training, service, spare parts, and internal project capacity should be clarified early on before delivery and commissioning. It is also important to reliably meet all contractual, technical, and regulatory requirements in the target country.

Evaluation and post-processing

=> Evaluate experiences and use references strategically

After the project is completed, it should be systematically evaluated to determine what worked well and where adjustments are needed. This includes insights into collaboration with partners, service and documentation, and the requirements of the target country. A successful first reference is particularly valuable in many markets because it builds trust and facilitates access to subsequent projects. By using the lessons learned to specifically address the needs of the market, you can improve your chances of winning more business. A successfully completed project can serve as a valuable reference, for example, for future tenders, partner discussions, or further market development.

What this means for Swiss SMEs

The example of Turkey shows that international water projects can also be accessible to Swiss SMEs – provided that markets, players and project opportunities are systematically analyzed. Those who position themselves early and know the relevant requirements significantly improve their chances. Our infrastructure experts and local specialists support companies with market knowledge, local insights and access to relevant contacts.