NOTE: Some content may not display correctly, including tables and figures. See PDF for full details.
REBPUBLIC OF TURKEY
MINISTRY OF ENERGY
AND NATURAL RESOURCES
Table of Contents
Abbreviations
Presentation of the Minister
Presentation of the Undersecretary
Presentation of Strategy Development Presidency
1. Situation Analysis
2. Implementation Results of Strategic Plan 2010-2014
3. Mission, Vision, Basic Values and Principles
4. Strategic Plan 2015-2019
Theme 1: Security of Energy Supply
Theme 2: Energy Efficiency and Energy Saving
Theme 3: Good Governance and Stakeholder Interaction
Theme 4: Regional and International Effectiveness
Theme 5: Technology, R&D and Innovation
Theme 6: Improvement of Investment Environment
Theme 7: Raw Material Supply Security
Theme 8: Efficient and Effective Use of Raw Material
5. Monitoring and Assessment
6. Costing
Annex 1: Strategic Planning Board and Team List
Annex 2: Chart of Theme-Goal-Objective Roles and Responsibilities
Abbreviations
Ar-Ge : Research-Development
BIK : Affiliated and Related Institutions Department
BO : Build Operate
BOREN : National Boron Research Institute
Department
BOTAS : Petroleum Pipeline Corporation
BOT : Build Operate Transfer
CAGR : Compound Annual Growth Rate
DIAB : General Directorate of Foreign Relations and EU Affairs
EIGM : General Directorate of Energy Affairs
Sm3 : Standard cubic meter
ENTSO-E : European Network of Transmission
System Operators for Electricity
EPDK : Energy Market Regulatory Authority
ESIS : The Ministry of Energy and Natural Resources Strategic Management and Statistics System
ETI MADEN : ETI Maden General Directorate
EUAS : Electricity Generation Company
EVD : Energy Efficiency Consultancy Companies
GSYH : Gross Domestic Product
GWh : Gigawatt hour
IEA : International Energy Agency
KIT : State Owned Enterprises
kV : Kilovolt
kWh : Kilowatt hour
LED : Light Emitting Diode
LNG : Liquefied Petroleum Gas
MENR : The Ministry of Energy and Natural Resources
MIGEM : General Directorate of Mining Affairs
MTA : General Directorate of Mineral Research and Exploration
MVA : Megavolt Ampere
MW : Megawatt
NEPUD : Nuclear Energy Project Implementation Department
NGS : Nuclear Power Plant
PG : Performance Indicator
PIGM : General Directorate of Petroleum Affairs
SWOT : Strengths, Weaknesses, Opportunities and Threats
TAEK : Turkish Atomic Energy Authority
TEDAS : Turkish Electricity Distribution Corporation
TEIAS : Turkish Electricity Transmission Corporation
TEMSAN : General Directorate of Turkish Electromechanical Industry
TETAS : Turkish Electricity Trade and Contracting Corporation
TKI : General Directorate of Turkish Coal Enterprises
TOE : Tons of Oil Equivalent
TOOR : Transfer of Operating Rights
TPAO : Turkish Petroleum Corporation
TPBH : Transit Petroleum Pipelines Department
TTK : General Directorate of Turkish Hard Coal Authority
TWh : Terawatt hour
VAP : Efficiency Enhancing Project
YEGM : General Directorate of Renewable Energy
PRESENTATION OF THE MINISTER
“For energy and natural resources of growing, dynamic and new Turkey…”
Taner Yıldız
Minister
Energy sector has been experiencing a period in which all rules are being re-written again. Major energy importing countries have become exporters, whereas major energy exporting countries have become the center of demand's growth. Economic growth, energy demand and their en- vironmental impact have become vital issues more than ever and energy efficiency, as well as environmental har- mony comprise the major topics of today's agenda even for the countries holding the richest natural resources.
As of early 2014, our country which is the sixteenth larg- est economy of the world and the sixth of Europe respec- tively, is an active member of G- 20 in which the strongest economies of the world are duly represented. In a period in which various national economies are getting narrowed due to global financial crisis, Turkish economy, following the economic deceleration in 2008 and recession in 2009, grew at 9.2% and 8.5% in 2010 and 2011 respectively, and the country achieved an average growth rate of 5% during 2003-2013.
Energy industry has played a vital role in the establishment of this economic growth we possess today. Annual aver- age growth rate of 4% in primary energy consumption be- tween 2003-2013 indicates that energy consumption has grown along with the economy. Within the period where the balances are changing and the energy sector is ex- tremely dynamic, the energy strategy to be determined by Turkey, of which energy demand has been continuing to increase, is a very critical issue to have long term effects.
Since the energy and natural resources sectors are multi-lateral, dynamic and flexible by the nature of their markets, Strategic Plan to be developed for these sectors should be in such a structure reflecting opinions of various parties, while considering current dynamics and reviewing the issues from different perspectives. From this point of view, we have included our stakeholders actively into the Strategic Planning Period and paid maximum attention to the sector's requirements. We believe that this approach shall affect our stakeholders positively to appropriate our plan as well.
The competitive market structure regarded as a critical factor for energy supply security, as being attempted to be established by the liberalization, and having changed the appearance of the energy sector in an accelerated manner within the last decades are the crucial focal points of Turkey's energy policy. In this regard, the energy sector being competitive, transparent and protecting consumers as well as considering environmental sustainability has been our prıority, and we believe that this priority will con- tinue in the future.
Considering the natural resources, as pointed out in the previous Strategic Plan, utilizing rich natural resources of Turkey to the greatest extent in line with sustainability principles will remain medium and long term priority. In this sense, forming effective and applicable policies for a sustainable mining, assuring occupational health and security issues in compliance with environment is a pre- requisite for proper management of natural resources in a manner that the natural resources will contribute to eco- nomic growth and welfare of the country.
As a consequence, we have focused on eight themes in the Strategic Plan. These themes reflect correlation and synergy between energy and natural resources sectors; establish a balance by avoiding one of them to get ahead of other and attach deserved importance to both of them. Alongside of these eight themes, we have contemplated the title of economic, social and environmental sustain- ability as a framework for all other topics.
I hereby express my sincere thanks to Undersecretary and Deputy Undersecretaries, whose contributions de- spite their intensive agenda are considerably critical for the success of the Strategic Plan, to our General Direc- tors, Managers, all our stakeholders operating in energy and natural resources sector who contributed during the preparation stage of the Plan and to all our colleagues in Ministry, both for their valuable contributions and for their embracing the plan as being its future implementers.
With these feelings and thoughts, I hope Ministry's Strate- gic Plan for 2015-2019 shall be beneficial to the sectors, all our stakeholders and eventually to our country.
MENR STRATEGIC PLAN 2015-2019 5
Presentation of the Undersecretary
“A novel approach, a participatory strategy…”
Metin K_LC_
Undersecretary
Turkey has become the primary country among OECD countries in which the energy demand has increased the most within last 10 years. Alike, our country has become the second largest economy, after China, in the world, having the second biggest demand increase in electricity and natural gas since 2002. Projections made by Ministry reveal that this trend shall continue in medium and long terms as well.
Within a market environment developing and changing so rapidly at both national and international levels, determination of future oriented vision and strategies for the country consequently for the Ministry is utmost important.
In a study conducted on public institutions, managers define strategic planning as a successful “Innovation tool in management” for the public sector. In our country, “Strategic planning” has been adopted as a fundamental tool in regard to enabling public institutions to introduce planned services and to develop policies, to implement the stipulated policies in the basis of concrete work programs and budgets and to monitor and evaluate the implementations effectively. Strategic planning; shall introduce efficiency to public financial management and on the other hand shall provide support for the development and strengthening of institutional culture and identity.
In the preparation stage of Strategic Plan 2015-2019, unlike existing Strategic Plan and other Strategic Plans pre- pared by public sector within the framework of Law no. 5018, we concentrated to enable the strategic plan not to be considered as a legal obligatory document and to include it into “Strategy Documents” which provides the institutions to be the actors having a voice in the market, as well as in world literature.
Within this framework, based on source diversification for uninterrupted, sustainable, environmentally friendly, high quality, reliable and cost effective energy supply to the final consumer and for energy procurement; strategic plan studies have been carried out to deploy indigenous and renewable energy sources at maximum level, to support reduction of energy intensity, to use nuclear energy in electricity generation, to minimize waste and environmental impacts of the energy, to reach a competitive energy system strengthening the country's strategic position in international energy trade. Besides, issues of bringing national mining to better points and providing the efficient utilization of mine resources, thus introducing it into economy have had their important places within this plan.
I truly believe that a multi-faceted Plan has been gener- ated together with its adoption by our stakeholders in a manner where all our stakeholders actively participate to implementation process by observing requirements of the industry in maximum extent, adopting the principles such as being transparent, reliable, environmentally conscious, participatory, innovative and pioneering in this regard.
I would like to extend my gratitude to all our stakeholders having contributions in this Plan. As in Preparatory pro- cess, I hereby wish to underline that the contributions of academic world, other Ministries and non-governmental organizations acting in our sector are also necessary in particular points in the implementation of this Strategic Plan.
I hope that; Ministry of Energy and Natural Resources' Strategic Plan 2015-2019, which was developed in the result of intensive studies lasted around a year and which carries the feature of being the reference document in the field of energy and natural resources in our country for the next 5 years period, would be beneficial for our country.
Presentation of Strategy Development Presidency
“An innovative, participatory and sustainable strategic plan…”
Ministry's 2015-2019 Strategic Plan has been designed as a strategic road map, considering the developments in the field of energy and natural resources in the world, defining the sources owned by our country and its specific needs, determining the targets for meeting these needs in maximum level, and in such a structure which is;
Participatory, Innovative, Multifaceted,
Based on-reliable and accurate data-statistically val- idated,
Accessible however-challenging objectives,
Establishing synergy and balance between energy and natural resources that are two main fields of responsibility of the Ministry,
Prioritizing environmental awareness, including the strategies meeting the demand of energy and raw material of the economy of our growing country,
Considering global trends, current conjuncture and prospective expectations,
In compliance with other comprehensive policy documents constituting macro policy and strategies of our country.
In this regard, current situation analysis has been conducted to obtain proper and multifaceted information from different stakeholders having diversified perspectives and has been used as an input of the strategy. Besides, recent developments in the world and in our region have been analyzed in the field of energy and natural resources and have been reflected into our strategies. For compiling different thoughts, some practices such as meetings, workshops, focal group studies and questionnaires have been held at every stage of preparation studies with a broad participation and an anal- ysis, so design process based on consensus has been eperienced.
The analyses in 2015-2019 Strategic Plan Preparatory Studies in which multidimensional data collection structure was designed and applied, therein, were based on the data sources as follows:
Stakeholder, Product and Service Analysis
Stakeholders of the Ministry have been analysed in accor- dance with their effects and significance towards the Ministry as well as their relationships with the Ministry and have been incorporated into preparatory studies of the Strategic Plan. The products and services offered by the departments of the Ministry have been analysed for being used as inputs in situation analysis. As a result of these analyses:
As our Internal Stakeholders; Central Units of the Ministry
Affiliated, Associated and Related Institutions.
As our External Stakeholders;
Relevant Public Institutions and Organizations, Academic Institutions
All Non-Governmental Organizations in the field of En- ergy and Natural Resources,
Economic and Social Non-Governmental Organiza- tions,
International Organizations,
were determined respectively and all stakeholders were pro- vided to attend the preparation process with maximum level .
Meetings and Focus Groups Studies
Within the scope of analyses, meetings and focus groups studies have been carried out and in this regard, the Minister, the Deputy Minister, the Undersecretary, the Deputies Un- dersecretary, Central Departments and General Directors of Affiliated, Associated and Related Institutions, Deputy Gen- eral Directors and relevant Head of Departments and several experts have congregated for this purpose.
Questionnaires
Questionnaires have been conducted for obtaining opinions and expectations relating to the issues and strategies re- quired to attain strategies in question by stakeholders and reaching a large participation group and then results of the questionnaire have been analysed and have been used as one of fundamental inputs of Strategic Plan. Questionnaires have been conducted to 7 different groups as
Personnel of the Ministry Central Units of the Ministry
Affiliated, Associated and Related Institutions of the Ministry
Non-Governmental Organizations relating to Energy and Natural Resources
Other Economic and Social Non-Governmental Organizations
Public Institutions that are External Stakeholders of the Ministry
Academicians of Academic Departments and Univer- sities relating to Energy and Natural Resources.
These questionnaires with average 20 questions each having open and closed ended questions together have been implemented as Internet-based medium and their results have been analysed. Questionnaires which had been replied by over 1100 real and legal entities were separately examined, classified and consolidated, so as to form a meaningful integral.
Workshops
SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) Workshops with three full day sessions have been conducted and the results have been used as an input through all studies.
On February 11, 2014, the workshop has been held with a participatory groups of 45 persons comprised of Central Units of the Ministry, Top Directors of Affil- iated, Associated and Related Institutions to receive opinion of Strategic Planning Board providing input to the Strategic Plan with the participation of the Minister.
On February 12, 2014, the workshop was held where SWOT analysis were carried out with Strategic Plan- ning Team (SPE) and internal stakeholders on draft themes in which opinions were received regarding objectives related to Strategic Plan.
On February 13, 2014, the workshop has been carried out in which the opinions in regard to objectives of the Strategic Plan have been obtained and SWOT analysis has been conducted on the basis of draft themes and with a comprehensive participation with external stakeholders comprised of representatives of Non-Governmental Organizations representing all enterprises carrying on operation in energy and min- ing, relevant academicians and representatives and relevant public institutions.
In addition, a participatory approach has been adopted during designation stage of the strategies and a wide range of meetings have been held where top management actively participates. In order to provide the embracement of strategic theme, goal and objectives designed in these meetings by the top management a separate workshop for a period of two days held with participation of the Minister, the Deputy Minister, the Undersecretary and Deputy Undersecretaries, Central Units of the Ministry, Top Directors of Affiliated, As- sociated and Related Institutions and opinions of all partici- pating units were received.
Literature Research over Public Data at Local and Global Scale
Required literature research has been conducted in terms of theoretical infrastructure of the study and exemplary implementations in other countries from which lesson can be drawn in positive and negative sense for the Ministry and global trends constituting input for the analysis have been examined. These studies have contributed to global perspective evaluation of strong and weak aspects of the Mindistry and it has enabled opportunities and threats to be re- viewed in both domestic and internal platforms.
Examination of Top Policy Documents
Top policy documents in which the Strategic Plan should be in conformity with in absolute terms have been perused and evaluated within the framework of the considerations likely to affect the Ministry. Within this scope;
62nd Government Program and Annual Program, Medium Term Program (2014-2016),
Medium Term Financial Plan (2014-2016), 10th Development Plan,
The Decisions of Science and Technology Higher Board,
Energy Efficiency Strategy Document,
Electricity Sector Reform and Privatization Strategy Document ,
Electricity Market and Supply Security Strategy Document have been examined.
As a result of all the studies set out above, our plan has involved eight themes in total which are Energy Supply Security, Energy Efficiency And Energy Saving, Good Governance And Stakeholder Interaction, Regional And International Effective- ness, Technology, R&D and Innovation, Improvement of Investment Environment, Raw Material Supply Security, Efficient And Effective Use of Raw Material. These themes have been formed elaborately as a frame where synergy and interactions of energy and natural resources sectors have been reflect- ed, establishing unbiased significance to the sectors - Along- side these eight themes, economic, social and environmental sustainability has been designed as a framework for all other themes;
The Strategic Plan has been structured as follows:
Name of the theme for each theme, justification for theme, a brief assessment relating to prioritized risks and current situation, SWOT analysis findings (the results of SWOT analysis have been interpreted and transferred herein by considering the fact that strong and weak sides have mostly the same roots and op- portunities and threats are in complementary nature instead of listing strong and weak sides, opportunities and threats separately).
Goals within the scope of the theme,
Objectives in regard to attaining this goal under each goal and performance indicators for each objective,
Relevant strategies to be applied for attaining the said goal for each objective.
This structuring is as follows as explained in the example pro- vided below:
How Should the Strategic Plan Be Read?
1. Situation Analysis
History of the Ministry and its Organization
The Ministry of Energy and Natural Resources was estab- lished upon the approval of the Presidency dated 25.12.1963 and no. 4-400 based on the power vested by the Law no. 4951. Organizational Law of the Ministry was regulated by
the Statutory Decree dated 13.02.1983 and was finalized by the Law no. 3154 issued on 01.03.1985 and the Statuto- ry Decree dated 02.11.2011 and no. 662 stipulating some amendments in this Law. Accordingly, the Ministry has 8 main service departments, 5 consultancy and audit depart- ments and 3 ancillary service departments. Organizational chart of the Ministry as of June, 2014 in which the Strategic Plan was prepared is as follows:
General Directorate of Turkish Electricity Distribution Corporation (TEDAS) with its 21 privatized Electricity Distribution Regions under its responsibility and included within the scope and program of privatization with the Decision of High Board of Privatization dated 02.04.2004 and no. 2004/22 are not included within Affiliated, Associated and Related Institutions in its organizational chart and has been designated as responsible body for some objectives set out in the Strategic Plan since its field of operation is directly associated with the Ministry.
Establishment Purpose, Authority, Roles and Responsibilities of the Ministry
Establishment purpose of the Ministry in accordance with the Law on Organization and Roles of the Ministry of Energy and Natural Resources no. 3154 is help determine improvement and strengthening of objectives and policies, defence of the country, security and welfare and national economy in reference with energy and natural resource and to enable energy and natural resources to be investigated, developed, generated and consumed in duly manner. Roles of the Ministry have been defined in the foregoing Law as follows:
_ Determining short and long term requirement of the country to energy and natural resources, helping determine required policies for their supplies, conducting their planning,
_ Helping determine general policy principles for the purpose of exploration, operation, development, improvement, evaluation, control and maintenance of energy and natural resources in compliance with the benefit, technical requirements and economic development of the country, conducting required programs, preparing and causing to prepare plans and projects,
_ Granting the rights of exploration, installation, setting up, operation and utilization in regard evaluation of these resources, performing transfer, assignment and rescission procedures of these rights, if necessary, establishing mortgage, expropriation and other restricting rights and record- ing and maintaining the registries of the same,
_ Providing and inspecting coordination of assessment stud- ies of general policies of survey, establishment, operation and maintenance services of generation, transmission and distribution plants of energy and natural resources in compliance with public needs, Security and benefit,
_ Designating generation, transmission, distribution and consumption prices policies of the products together with underground and superstructure energy and natural resources and determining their prices, if needed,
_ Examining and approving operating and investment programs of Affiliated and Related Institutions of the Ministry and monitoring and evaluating their activities based on annual programs,
_ Inspecting, scrutinizing and examining all studies and procedures of Affiliated and Related Institutions of the Ministry
and giving all kinds of required commands and supporting the same,
_ Involving with the studies in respect with determination of the policies and strategies intended for enhancing energy efficiency and evaluation of renewable energy resources and performing the studies in regard with determination of these policies and strategies,
_ For the purpose of fulfilling the roles revealed hereinabove, gathering and evaluating required information and performing preparatory studies relating to determination and development of long-term policies.
Global Overview to Energy and Natural Resources Industry
A national strategy to be determined in the industry of natural resources continuing with changed contour but with rel- ative higher stability with energy industry that is an extremely dynamic sector whose balances, requirements and sides in global scale rapidly vary is of utmost importance for taking into consideration current developments in the world and in our region. Development experienced in energy market, access to new resources in parallel with technological advancements, generation and consumption values varying in the country and increasing environmental concerns continue to mould global energy industry. When our energy dependency is taken into account in the field of energy and natu- ral resources, the risks posed by varying markets under the effect of global and regional trends are crucial for Turkey. When it is viewed from this perspective, operation and strategies of the Ministry are being affected from several external factors. These factors can be summarized as:
_ Global and regional geopolitical and geostrategic developments,
- Developments in energy and natural resources markets
- State-of-the-art technologies
- New energy resources
- Diverse environmental susceptibilities
- Changing route of trade
- Global and domestic macro-economic developments
- Preferences and values changing in generation and con- sumption approaches.
By considering the foregoing, what leading trends are in global energy industry within the scope of the 2015-2019 Strategic Plan Preparatory Studies, how these trends exhibit variation and in what way they will affect our country have been elaborated. The said investigations are outlined below:
Rise in oil prices, low fluctuations in recent period and de- velopment of new exploration and generation technologies have caused an investment environment which will enable performing generation with unconventional generation meth- ods from rock petroleum and rock gas reserves that are harder to access.
While vast majority of global gas generation is used for domestic consumption, a ratio in the amount of 31% is subject to international trade. Although global natural gas trade has not been within a change in recent times, advancements in demand and supply sides boost especially new LNG termi- nal investments. A myriad of LNG terminal investments have been carried out in global platform in parallel with expected natural gas export impetus of the USA and for the purpose of meeting increasing natural gas demand depending on trend of natural gas use undergone in Japan after Fukushima and in emerging Asia economies. New fields discovered in Africa also increases LNG operations in the region.
Liberalization and spot market formations undergone in natural gas markets impose a pressure in regard to changing the methodologies implemented in determination of prices of natural gas in past periods.
In addition to these developments undergone in global arena, new resources such as Northern Iraq oils, Eastern Med- iterranean gas reserves, developments such as Azerbaijan pipeline operations, removal of Iran embargo and Ukrainian crisis are of utmost importance in terms of petroleum and natural gas operations.
Renewable energy investments have continued to increase in recent times; electrical generation based on renewable energy at the end of 2012 in the world has reached 4.888 TW. Renewable energy technologies play a vital role in not only electricity generation in the world but also in meeting heating demand. At the end of 2011, except conventional bio-mass, contribution of renewable energy for meeting of heat demand reached up to 8,8%. In particular, Germany, Spain and England, leading countries in European Union in the field of renewable energy have been implementing their renewable energy targets rapidly in line with their strong policies and supporting action plans. Specifically, Germany and Spain have aimed to develop their domestic equipment industry in solar energy technologies and applied policies involving serious incentives in this respect. The said policies have provided installed power to reach serious levels in a short time. However, in line with the burden on the public finance brought by the incentives and the decline in equip- ment costs due to advanced technology, it is seen that these countries should review their incentive policies today.
Coal, particularly in the recent period, by the impact of clean coal technologies, has reached a different position and be- come to be more alluring phenomenon. According to the data of International Energy Agency (IEA), it is has been shown that the share of coal in worldwide electricity generation has been 37.4% in 1990. This share rose to 40.3% by 2012 and maintained its first place among all sources and it is projected that it has maintained its rank in all resources until 2035. Developments experienced in the trade volumes of coal markets provide opportunity for expansion of physical and financial coal trade and allow reaching further liberal and liquidity market structure. Increase of liquidity and trade vol- ume has provided the formation of financial derivative prod- ucts. In the coal prices which developed under the effect of petroleum prices until 2011, particularly due to coal supply that USA has contributed to international coal trade in the re- cent period, a decline has occurred independently from pe- troleum prices. The decrease of exports in Russia and South Africa towards Europe and the low performance shown by these two countries in their total trade volume, not in short term, shall cause their positions to regress in European Coal Market in long term.
Increasing electric power demand makes nuclear energy to be the most important source base load power plants. Large scaled nuclear disaster resulted by the earthquake in Fukushima region in Japan March 11th, 2011 caused the confidence of governments, relevant institutions and individuals on nuclear energy to be shaken throughout the world and resulted in organization of various anti-nuclear protests in various countries and pushed the countries to review their nuclear power programs. However, many countries, for providing their Security of Energy Supply, begin to make new nuclear investments based on current technology by in- creasing their security measures.
Energy efficiency, which is considered as the cheapest and the most clean energy source for supply is an area which is getting higher and becoming more attractive every pass- ing day throughout the world, particularly European Union member countries. Based on IEA data, it is stated that the investments made in 2011 all around the world in the field of energy efficiency by public sector, major private enterprises and multilateral financial institutions have reached up to 300 billion dollar. Besides, taking into consideration the investment made by small enterprises, it is evaluated that energy efficiency investments are much more than their anticipated value. Investments towards energy efficiency are expected to continue increasingly in the middle term.
In energy and natural resources sectors, technologies particularly the implementations such as carbon capture and storage technologies, fuel batteries, struggle against climate change and global carbon markets, nuclear fusion energy technologies and demand side management have significant game changing potential. It is inevitable that our national en- ergy and natural resources policies should be evaluated in such a manner not to fall behind the global developments and to comply with these improvements.
Mines, naturally must be extracted where they are located. Mining processes need a sensitive and integral structure in which all parties participate in terms of economic, social and environmental aspects. On the other hand, raw materials constitutes the backbone of the industry which plays a lead- ing role in enhancement of social welfare and provision of employment.
From a global point of view, despite energy mineral raw ma- terials have been discussed by various agreements, a serious policy on out of energy minerals classified as metallic minerals, construction (structure) minerals and industrial minerals could not be established until 2000's. However, as a result of increasing concerns in terms of supply Security, particularly in EU and the USA, developed countries began to form their out of energy policies. The policies formed within this framework are generally classified into three main groups; raw material supply both inside the country and abroad, replacement products and source efficiency and conversion, whereas innovation has been defined as an issue intersecting with all these policies.
In this respect, although it seems contradictory in conceptual aspect, forming an effective mineral policy for a sustainable mining in compliance with environmental aspects and providing occupational health and Security conditions are a priority for the management of our natural resources so as to provide contribution to our national welfare and social development.
MENR STRATEGIC PLAN 2015-2019 15
2. Implementation Results of Strategic Plan 2010-2014
In the Strategic Plan 2010-2014, the Ministry have set 11 strategic goals and 32 strategic objectives under 5 strategic themes and created performance indicators regarding these goals and objectives and performed monitoring and evalua- tion activities in every six- month periods.
For proactive monitoring, reporting of stages recorded in implementation process and evaluation of probable devia- tions from strategic targets, thus taking necessary measures in time are of utmost importance. Within this scope, data regarding indicators included in 2010-2014 Strategic Plan have been obtained from the Departments of the Ministry and developments recorded for each objective have been duly evaluated.
As a result of performance evaluation made for the plan pe- riod, the objectives considered as successful -partially successful and unsuccessful have arisen. In “Monitoring and Evaluation Reports” prepared within this scope and submitted to top management of the Ministry in specific periods, the reasons of deviations from objectives of which perfor- mances have been found partially successful or unsuccessful and evaluations made on suggestions for necessary have been included in detail.
Under the consideration of these findings included in the report, generally due to some reasons such as; problems sourced from the applicable legislation, delays occurred within the permit process, infrastructural deficiencies, restric- tions on authority and coincidences, slow progress in some markets needed to be restructured, it has been decided that some objectives could not be accomplished at desired level but an improvement may be provided due to some mea- sures to be taken in following periods. For this reason, most of the objectives considered as unsuccessful or partially suc- cessful included in the prioritized policy and strategies of the Ministry have taken its place in this plan again.
3. Mission, Vision, Basic Values and Principles
Mission
Providing the highest contribution to national welfare by utilizing energy and natural resources in the most efficient and environmentally-conscious manner
Vision
A reliable future in energy and natural resources
Basic Values and Principles
o Transparency
To accomplish the activities as accessible by relevant parties and offering them to the public within the scope of the legislation
o Reliability
To execute the activities in accordance with the purpose of a reliable and prestigious institution in national and international platforms
o Environmentally-consciousness and Respect to Life
To execute the activities within the framework of environmental sustainability and respect to life principles
o Participation
To take into consideration of the stakeholders' opinions, suggestions and expectations as far as possible within our policy making processes
o Innovativeness and leadership To support R&D studies and to lead the use of domestic and new technologies
o Efficiency
To use public sources, allocated to the Ministry, in line with the objective of providing the productivity and efficiency
o Consistency and Predictability
To execute our activities in stable manner under the protection of national benefits in the light of medium and long term reliable projections and in line with global improvements.
4. Strategic Plan 2015-2019
Strategic Plan 2015-2019, in particular for developing Ministry's institutional and executive capacity, has been structured on themes meeting daily requirements of the sector and forward ex- pectations in the field of energy and natural re- sources requiring policy development. Selection of the themes has been achieved on the basis of participatory studies such as questionnaires workshop, focal group meeting made performed by internal and external stakeholders and current situation and trend analyses at local, regional and global scale. Strategic Plan 2015-2019 of the Ministry consists of 8 themes, 16 goals and 62 objectives in total, and involves the following outline;
In the field of Energy and Natural Resources;
_ Good governance and stakeholder interaction,
_ Regional and international effectiveness,
_ Technology, R&D and innovation,
_ Improvement of investment environment,
while following common development requirements are emphasized,
In the field of Energy;
_ Supply Security,
_ Energy efficiency and saving
In the field of Natural Resources;
_ Efficient and effective raw material use,
_ Raw material supply security, come to the fore.
Sustainability considered as an inevitable con- cept for the process of introducing energy and natural resources into economy and their con- sumption has not been designed as a separate theme but designed as a frame to include all themes. The Strategic Plan has been aimed to be implemented under the consideration of environmental, economic and sustainability prin- ciples in terms of its all goals, objectives and strategies.
ENERGY
Security of Energy Supply
Goal 1: Strong and Reliable Energy Intrastructure
Goal 2: Optimum Resource Diversity
Goal 3: Effective Demand Management
Energy Efficiency and Energy Saving
Goal 4: Turkey; Making Use of Its Energy in the Most Efficient Way
Goal 5: Improved Capacity for Energy Efficiency and Saving
Good Governance and Stakcholder Interaction
Goal 6: The Ministry with a Strong Corporate Capacity
Goal 7: The Ministry Using Information Technologies Effectively
Goal 8: A Well-Coordinated Ministry
Regional and International Effectiveness
Technology, R&D and Innovation
Improvement of the Investment Environment
Raw Material Supply Security
Efficient and Effective Use of Raw Material
NATURAL RESOURCES
Goal 9: Turkey Integrated with Regional Energy Markets
Goal 10: A Powerful Actor in the International Arena
Goal 11: Indigenous Technology in Energy and Natural Resources
Goal 12: A Result- Oriented R&D Apporoach
Goal 13: Competitive and Transparent Markets
Goal 14: Improved Investment Processes
Goal 15: Security of Non-Energy Raw Material Supply
Goal 16: Efficient and Effective Use of Non-Energy Natural Raw Materials
With its generation, import, transmission, storage and distribution infrastructure
TRUST IS NOT A MATTER OF COINCIDENCE IN NEW TURKEY
THEME
Security of Energy Supply
Why Security of Energy Supply?
Main components of security of supply are considered to be the provision of generation and imports, transmission, storage and distribution infrastructure and management of demand. Although security of supply invokes getting focused on provision of supply, it is not possible to provide the security of supply in structures in which demand and the infrastructure bringing together the supply and demand physically are not taken into consideration. Supply, demand and all components between them as transmission function are considered to be complementary issues and these factors are required to be handled all together for enabling proactive management of security of supply.
Results of SWOT Analysis
The structure of electricity genera- tion dependent on natural gas bears important risk, therefore it is neces- sary that the share of natural gas in electricity generation should be de- creased and countries for imports should be diversified.
It is necessary that investments on transmission and distribution in- frastructure should continue and should be completed on time for the purpose of supporting the sectoral growth in electricity and natural gas.
Natural gas storage capacity is not adequate currently and is required to be increased.
We have substantial potential in terms of both electricity and heat generation in renewable energy sources such as solar, wind, hy- dro-electric, geo-thermal, bio-mass, wave and tidal. However, in order to accomplish utilization of this potential fully, financial opportunities should be improved, legislation should be updated and transmission infrastruc- ture should be strengthened; furthermore investor awareness should also be increased.
Turkey, due to its position, is suitable for being an energy transition centre (hub); however relevant infrastruc- ture, market formation and regional effectiveness should be provided.
A considerable import dependency exists in oil and natural gas. Although we have some institutions involved in oil and natural gas exploration stud- ies, these activities should be intensi- fied, initiatives for shale gas explora- tion and generation should be taken, strong domestic companies should increase their foreign contacts and initiatives and foreign sources should be introduced into domestic utilization.
There exists an important demand management potential in industrial sector for lowering the peak demand in electricity, but legislation and mar- ket structure should be developed for enabling an active demand man- agement implementation.
GOAL
Strong and Reliable Energy Infrastructure
Security of supply is handled as three components which are respectively supply, demand and infrastructure which provide opportunity to bring demand and supply together, and any lack of these components means that security of supply is not able to be managed efficiently. From this point of view, bringing energy infrastructure into a strong and reliable stage so as to include electricity transmission and distribu- tion, natural gas transmission and distribution and storage shall enable to access energy in desired place and time and shall provide utility for reaching security of supply and desired competition level in energy markets.
[...]
When the situation is examined in terms of natural gas, ben- efiting from cheap natural gas resources efficiently, under the consideration of seasonal fluctuations such as increase of consumption due to decreasing temperatures in winter, and failures arising out of the import country for enabling to meet the natural gas demand without being interrupted, it is aimed that natural gas storage capacity should be brought to such a level where 10% of annual consumption could be satisfied and transmission line restrictions should be removed. In addition, it is of high importance to launch and follow up the investments which would provide the storage capacity to be brought to such a capacity where 20% of the annual consumption could be met. For this purpose, necessary investments are to be supported and relevant reports and programs are to be prepared.
When the situation is examined in terms of electricity market, planning the transmission lines in line with generation development plans in the long term and under the consideration of supply-demand balance in the short and medium term shall provide that electricity shall be available to be used where and when requested; furthermore important contribution shall be provided for avoiding problems which may arise due to restrictions in the market.
The Provinces Supplied with Natural Gas
Source: BOTAS
Provinces where the Gas Supply was provided in 2002 and before (9 Provinces) Provinces where the Gas Supply was provided between 2002 and 2013 (64 Provinces) Provinces where ongoing constructional works are available (5 provinces)
Provinces where ongoing engineering studies are available (3 provinces)
Particularly, when direct relation between natural gas and electricity markets is taken into consideration, strengthening of natural gas and electricity infrastructures within the scope
of plans and in coordination shall provide contribution to se- curity of supply.
SITUATION ANALYSIS IMPLEMENTATION RESULTS of STRATEGIC PLAN 2010- 2014 MISSION, VISION, BASIC VALUES AND PRINCIPLES STRATEGIC PLAN 2015- 2019 MONITORING AND ASSESMENT CO STING
Natural gas storage plant investments are not only in the mo- nopoly of public sector but should be also accomplished by private sector. Storage investments need time to be imple- mented due to higher financing requirement and technical difficulties. Financing problems and technical requirements are the most influential risks to obstruct the timely commis-
sioning of these investments. These risks should be man- aged by making the investment environment to comply with tariff, legislation and incentives, etc. for the private sector, and by advancing these investments in compliance with the plan for public investments.
G1. OBJECTIVE
To ensure natural gas storage capacity to be able to meet 20% of the annual consumption in the long term, necessary investments shall be initiated and shall be brought up to a level so as to be capable of meeting at least 10% of the an- nual consumption until the end of the plan period.
Coordinator: EIGM
Responsible Bodies: PIGM, BOTAS, TPAO, EPDK
Performance Indicators:
G1. OBJECTIVE
Electricity and natural gas transmission system shall be con- structed and operated according to (n-1) criteria, disabling of a critical part of the system, in line with short and medium term supply-demand balance and long term generation de- velopment plan.
Coordinator: EIGM
Responsible Bodies: TPAO, BOTAS, TEIAS, EPDK
Performance Indicators:
Strategies
Completion of existing projects and planning of new proj- ects shall be provided in order to reach natural gas stor- age volume required to be at a level of 10% of the con- sumption in accordance with Natural Gas Market Law no. 4646.
Increase of withdrawal capacities of existing natural gas storage plants shall be provided.
Regulations assisting the private sector to make invest- ments regarding the storage and LNG terminals shall be determined by a participatory procedure and put into practice.
The suitability of the fields, where natural gas and petro- leum production is available, for natural gas storage after the reserves are exhausted shall be evaluated jointly with license owner companies.
Preparation of infrastructure plans regarding regional supply and demand development for the regions which may face up transmission restriction shall be provided by TEIAS and BOTAS.
Considering annual demand projections in electricity and natural gas, implementation of existing electricity and nat- ural gas transmission investments shall be provided with taking into consideration technological advances such as smart grid, storage in electricity and investments regard- ing storage and LNG terminal in natural gas.
Preparation of infrastructure plan by TEIAS and BOTAS regarding regional supply and demand development and completion of investments planned according to (n-1) cri- teria in the electricity transmission system shall be provid- ed primarily for the regions facing transmission restriction.
Completion of international interconnection facilities in compliance with ENTSO- E criteria and establishment of necessary infrastructure in order to give opportunity to international electricity trade shall be provided.
Preparation and publishing of “Natural Gas Transmission Capacity Projection Report” including peak demand, re- quired natural gas storage capacities, monthly and annu- al demand projections shall be provided annually.
GOAL
Optimum Resource Diversity
Diversification of primary energy resources and utilization of the country's resources rationally are the key components for both of sustainability and low cost energy supply. Re- source diversity involves the diversity both in resource type and in the import country. Within this context, reducing the risks arising from import dependency and bringing forward the indigenous energy resources are of utmost significance in terms of national economy.
Provision of resource diversity in electricity generation is a prominent factor for effective utilization of resources and de- crease of import dependency. Due to the fact that natural gas is an import resource causing high foreign trade deficit as well as procurement risk, it is aimed that the share of the natural gas in electricity generation should be reduced to 38% by the end of the plan period.
On the other hand, the most effective utilization of domestic coal resources has been specified as one of the basic objec- tives and it has been further aimed that by the future invest- ments, the electricity generation from domestic coals should reach a level of 60 billion kWh/year by the end of the plan period. For accomplishing this objective, these investments are to be accelerated and new resources shall be explored.
Utilization of domestic renewable energy resources such as hydro, wind, solar, geo-thermal, bio-mass, wave and tide and introduction of them into the economy are strategically striking for providing the resource diversity. For this reason,
increasing the share of renewable energy in electricity gene- ration as well as utilization of renewables as a heat source is aimed within the scope of the Strategic Plan.
Exploration of new domestic oil and natural gas resources shall contribute to resource diversity and display reducing impact on import dependency. Within this framework, the increase of domestic oil and natural gas resources exploration activities and performing exploration and generation with non-conventional methods taking into consideration their environmental impacts are among the objectives determined in line with this goal.
[...]
As 98,5% of the natural gas used in the country is procured from foreign sources, the natural gas is the primary source in which diversity requirement is witnessed. Providing a balan- ce which shall create a diversification of source country with
new contracts is very important from strategic point of view in terms of managing the risks and overcoming the temporary problems to occur.
Overcoming the obstructions regarding utilization of domes- tic resources, particularly coal, shall be available by the jo- int attempts of private sector and public sector. Necessary regulations which would facilitate investments should be implemented and the investors should act consciously for enabling renewable energy's deployment into production in a higher level and for increasing domestic natural gas and oil exploration. Diversification of source country in natural gas and oil imports requires both a substantial infrastructure need and an active energy diplomacy.
G2. OBJECTIVE
Strategies
The investments in the coal fields which have been awar- ded to private sector by royalty aiming electricity genera- tion shall be completed and commissioned.
Rehabilitation and modernization projects boosting ge- neration in existing coal-fired electricity generation power plants under the responsibility of public and private sec- tor shall be accomplished.
The developments regarding projects for electricity ge- neration from domestic coal carried out by the private sector shall be monitored.
Domestic hard coal production shall be increased.
All coal fields of which the licenses are owned by the pub- lic shall be opened to investment based on appropriate models (lignite fields having large scale reserves with in- ter-governmental agreement or public-private partners- hip etc.).
Number of technical staff shall be increased and existing infrastructure shall be improved for MTA in order to exp- lore new coal fields and to bring existing fields ready for investment.
Necessary studies shall be executed for a hard coal exp- loration project for domestic hard coal which is similar to lignite exploration project and exploration activities shall be initiated.
Exploration studies regarding geothermal fields suitable for electricity generation, heating and for other purposes shall be focused.
As regards promotion of renewable energy; Renewable Energy Support Mechanism (YEKDEM) shall be mainta- ined.
Appropriate incentive mechanism shall be designed for exploration in geothermal and shall be implemented together with other measures thereof.
Permission and approval processes shall be rehabilitated and facilitated for expansion on- site generation.
Necessary infrastructure shall be provided to be strengt- hened for enabling the integration of renewable energy sources which make interrupted generation (wind and solar) into the network.
Hybrid system whereby feeding water is subjected to pre-heating process with solar energy in thermal power plants in appropriate locations shall be enhanced.
Monitoring and follow up system for the projects based on renewable energy sources shall be established.
The studies regarding the determination of wave energy potential in the country shall be carried out.
Studies regarding determination, grading, protection and utilization of renewable energy source areas (YEKA) ap- propriate for electricity generation in public and treasury lands shall be supported.
Support shall be provided to develop pilot projects ai- ming the efficient utilization of renewable energy sources and pilot projects based on hybrid systems.
Necessary measures shall be taken for developing finan- ce opportunities and incentives so that renewable energy investments (licensed and planned ones) could be imp- lemented.
Hydro-electric Power Plant implementation with pumped storage shall be initiated and extended.
Measures shall be taken to increase the use of renewable energy for heating and cooling purposes.
Installed capacity of solar power plants to be constructed in “Karapınar Energy Industrial Zone” shall be determined as MW.
Necessary follow up procedures shall be conducted for compliance with calendars specified for NGS projects and necessary measures shall be taken in this respect.
Licensing implementations to be made in relation with nuclear security and safety for NGS projects shall be handled with primary concern.
Relevant transmission lines of Aksuyu NGS shall be prog- ressed in compliance with the plans and in synchronized manner with the commissioning of the power plant.
Legal and regulatory infrastructure which shall be neces- sary for issues such as licensing, inspection of NGSs and relevant mandates shall be formed and applied according to the norm and standards determined by International Atom Energy Agency.
A discount shall be applied to the rates of guarantees to be received for work and investment program in the areas in which the oil finding could not be found or un- conventional methods shall be applied therein.
Sustainability of production shall be provided by the met- hods such as implementation of secondary production methods in oil and natural gas and exploration of new fields.
Studies shall be performed to determine the potential of shale gas and shale oil.
Studies for obtaining gas by unconventional methods shall be continued, and legal regulations shall be made for the feeding of natural gas network by providing incen- tives to oil and natural gas production for the gas produ- ced and upon the approval of the transmission operator of all kinds of gases which are produced by unconventi- onal methods and which have similar properties with the natural gas.
The studies shall be carried out to determine the alterna- tive import countries and deliberations shall be initiated.
Oil and gas exploration studies shall be promoted.
For the parts of country where no exploration activities have been conducted so far, under the consideration of environmental and economic sustainability, approaches for exploration studies shall be developed.
Deep sea explorations for oil and natural gas shall be inc- reased within national fields.
Regulations regarding licensing process for electricity ge- neration from natural gas shall be prepared in line with energy policy and strategies.
Feasibility, strategy and road map studies for the utiliza- tion of LPG in terms of domestic and industrial utilization and its utilization as primary and/or spare fuel in electri- city generation in the places where LPG is not available shall be performed in coordination with other Ministries, if required.
In places where pipe lines are not available, within the scope of environmental factors and policies for develop- ment of the industry, effective role shall be undertaken for promoting LNG usage and for the determination of price policies accordingly.
Reserve determination studies for uranium and thorium shall be completed and feasibility studies for production shall be completed.
GOAL
Effective Demand Management
Demand management is an important component of securi- ty of supply. Regulations prepared only in the supply side in the energy market are not adequate for efficiency and sus- tainability of the market. Active participation of the demand side into the market shall reduce the imbalances, which may be occurred due to demand and/or supply, to minimum and shall provide opportunity that supply and demand may meet at an optimal level. Making demand management mecha- nisms usable commercially shall be an influential tool for the management of the peak demand. Therefore, in case when the supply may be inadequate to meet the demand which cannot be managed, a flexible process shall be provided in the system and price fluctuations shall be managed in easier way.
To accomplish this goal, demand management was aimed to be initiated by the end of 2018 in the natural gas market. On the other hand, participation of the demand in the electric market has been aimed to be implemented by the end of 2015. Thus, as of 2016, it has been aimed that the ratio of peak demand to average demand in the electricity market should be reduced each year.
G3. OBJECTIVE
Participation of the demand side, besides the preparation of relevant regulatory frame, shall be possible by development of the demand side in terms of awareness. Keeping informed the demand side in this respect and raising awareness of the advantages introduced by the participation is considered to facilitate to attain this purpose.
Strategies
Demand side participation focused pilot projects shall be implemented for industrial consumers and residenc- es, the relevant results shall be evaluated, cost- benefit analyses and impact analyses shall be conducted in this respect and implementation road map shall be prepared.
Coordination shall be provided with relevant institutions in order to remove peak demand and loss and illegal elec- tricity consumption problems arising from electricity use in agricultural irrigation.
Demand management shall be enabled in residences; installing “Smart metering-household consumption control structure” by the pilot projects, household consumption shall be monitored; besides efficiency and saving, con- sumption in peak demand shall also be reduced.
The necessary steps shall be taken for transition to liberal market in the natural gas and the price shall be formed within a supply-demand balance.
Tools such as interrupted and/ or graded tariffs intend- ed for demand side management of natural gas shall be developed.
With efficiency in transportation, housing and industry
SAVING IN NEW TURKEY
THEME
Energy Efficiency and Energy Saving
Why Energy Efficiency and Energy Saving?
Efficiency and saving individually considered as a supply source has been evaluated as a crucial component of security of supply with its current position; however it has been considered as a separate theme due to the scope and importance of the issue. This theme generally means performing steps in some issues such as legislation, incentives, informing, awareness campaigns, implementation of newtechnologies and similar issues for the evaluation of energy efficiency potential in areas such as; industry, transportation, residents and street lighting. Cooperation with relevant in- stitutions and design of effective governance structure and energy efficiency sectors are also within the scope of the theme.
Results of SWOT Analysis
Turkey has a considerable high en- ergy efficiency potential which could not have been utilized satisfactorily yet, necessary financial and technical support should be increased for the utilization of this potential.
Awareness campaigns are conduct- ed for energy efficiency and energy saving. However, the Ministry is re- quired to increase these campaigns and model implementations and should undertake more active role in this respect.
Measures reducing the energy in- tensity should be implemented as a whole and should be implemented upon the coordination of relevant Ministries and non-governmental or- ganizations. As regards efficiency, there exists studies for increasing the awareness, but these studies should be expanded within the country.
Although legislation and incentives are available in the field of efficien- cy, the aimed impact could not be reached fully yet. The effectiveness of studies performed in the field of energy efficiency is required to be increased so as to involve incentive design based on impact assessment and Energy Efficiency Consultancy Companies (EVD).
The low average available capacity of public power plants stands out as a problem in terms of portfolio, for this reason it is necessary to complete the rehabilitation and modernization studies in these plants.
GOAL 4
Turkey; Making Use of Its Energy in the Most Efficient Way.
Management of supply, demand and infrastructure dimen- sions of the security of supply in an entirely optimum level is possible by the implementation of energy saving and efficien- cy. For instance; no matter how the supply side gets strong, in case of losses and inefficiencies in the transmission and distribution system, it means that some part of supply is be- ing wasted. For this reason, energy efficiency and saving be- come individually a source of supply.
Within the scope of 2015-2019 Strategic Plan, based on 2013 data, at least an increase of 20% in energy efficiency is aimed in buildings of the Ministry and its Affiliated, Asso- ciated and Related Institutions. On the other hand, it is also
aimed that maintenance, repairment, modernization and re- habilitation studies required in public power plants should be completed and contribution should be provided to energy efficiency and saving.
It is expected that costs shall be lowered and the effective- ness shall increase economically and import dependency shall also decline strategically as a result of reducing loss of transmission by supporting on site generation, lowering loss and illegal consumption rates to desired levels in distribution regions; and efficient utilization of sources by saving from street lighting.
Energy intensity as an important indicator of energy efficien- cy is directly related to the sectors comprising the national industrial structure. Some sectors such as iron-steel industry and cement industry need more energy to produce GDP. However, considering the size of these sectors in the na- tional industry, it shall be seen that efficiency increase to be
provided and savings are inadequate. Besides, the attempts for efficiency and saving may be beneficial in case different sectors and different institutions may cooperate with one an- other and the study by complementing each other. Lack of coordination and cooperation may prevent the achievement of desired results.
G4. OBJECTIVE
Strategies
Energy inventory shall be formed in central and district buildings of the Ministry and its Affiliated, Associated and Related Institutions and 2013 reference values shall be determined.
Ministry and its Affiliated, associated and related organi- zations shall bring solid, liquid, fuel, gas, electricity and water consumption to optimum level and shall become a model of implementation organizations.
Energy Identity Cards shall be received for in central and district buildings of the Ministry and its Affiliated, Associ- ated and Related Institutions and an obligation shall be introduced requiring that energy identity card class shall be minimum “C” for purchase and leasing procedures.
Energy efficiency surveys shall be implemented in all work places under the responsibility of the Ministry and which are liable for energy management and efficiency increas- ing projects shall be prepared according to minimum efficiency criteria to be specified. Within this framework, buildings shall be rehabilitated so that their fossil fuel consumptions and/or carbon dioxide emissions shall be lowered and ISO 50001 Energy Management Standard certificate shall be provided to be received.
In State Owned Companies affiliated to Ministry, mea- sures enabling the decrease of the share of energy input within total production costs shall be provided to be im- plemented.
In compliance with privatization plan, rehabilitation stud- ies on the public generation power plants shall be provid- ed to be completed (Maintenance Management System, Power Plant Performance Monitoring System etc.)
Generation capacity of public power plants shall be pro- vided to be used efficiently and availability and capacity usage factors shall be provided to be increased. .
Implementations initiated by Ministry for providing saving in street lighting shall be continued. With the regulations to be made within the scope of lighting audit, saving shall be tried to be enabled by lighting with appropriate power.
Studies shall be initiated for gradual expansion of remote metering systems and smart network implementations.
An active monitoring and support shall be provided for measures taken by electricity distribution companies aim- ing to decrease loss and illegal consumption of electricity.
Quality and efficient materials shall be provided to be used in order to reduce technical losses in electricity dis- tribution.
By conducting feasibility studies regarding district heat- ing in all thermal power plants and by encouraging the implementation for appropriate power plants, measures regarding utilization of waste heat in space heating, in- dustrial facilities or agricultural activities shall be provided to be taken.
Generation systems which are based on renewable en- ergy sources and cogeneration and micro cogeneration systems and central and district heating and cooling sys- tems shall be supported, legislation shall be prepared for heat market.
Small scaled coal reserves which shall not be used for electricity generation shall be provided to be used for pur- pose of heat generation.
District heating based on geothermal energy shall be de- veloped.
For enabling the expansion of decentralized electricity generation which are based on renewable energy sourc- es and cogeneration and micro cogeneration systems and so on; related legislation shall be reviewed so as to facilitate on-site generation, permission and other admin- istrative processes, furthermore infrastructure of the net- work shall be strengthened in this manner.
For enabling the implementation of irrigation systems based on solar and wind energy, coordination shall be provided with stakeholders (The Ministry of Food, Agri- culture and Livestock, Electricity Distribution Companies, Irrigation Cooperatives etc.) in order to recover the prob- lems regarding peak load and loss and illegal consump- tion arising from agricultural irrigation.
GOAL
Improved Capacity for Energy Efficiency and Saving
One of the basic factors enhancing improvement of ener- gy efficiency is to support the capacity which would monitor and back up this process and to form a sector in a healthier manner which may provide service on this route. For increas- ing energy efficiency and saving, accurate policies should be established and efficiencies in the implementation should be monitored; furthermore, sector is to be arranged so as to involve the companies and institutions which would provide and inspect efficiency services as well as providing training thereof. Besides, public increased awareness is a top priority for accomplishment of this objective. Therefore, energy effi- ciency projects should be increased by the regulatory frame- work and decision support systems which would support the achievement of this project, awareness should be raised in the public and the coordination between the institutions should be increased and a collective energy efficiency action should be initiated and sustained.
G5. OBJECTIVE
Strategies
Decision support system regarding policy and legislation impact assessment for policy making shall be established and this system shall be operated during the plan period by being rehabilitated, relevant data base, statistic and inventory studies shall be completed.
During the plan period, along with sectoral saving po- tentials, applicable measures in energy efficiency shall be determined and energy efficiency work step plan shall be performed.
The methodology in which the impact of the energy effi- ciency would be included into demand forecasts shall be completed. Data base, information forms, software and hardware infrastructure relevant with Energy Efficiency Portal shall be updated and renewed so as to be in a more user-friendly structure.
Stakeholders' opinions shall be received and an impact analysis on existing incentives shall be performed, alter- natives related to new incentives shall be determined in a participatory manner, and a monitoring system shall be established for those which comply with the evaluations.
Impact analysis of energy efficiency implementations shall be made and stakeholders' participation shall be provided, thus the incentive within the market shall be provided upon white certificate and carbon market similar structures. .
For the purpose of establishing an energy efficiency sec- tor with higher efficacy, particularly the EVDs, missions, roles, activities and efficiencies of the parties in the sector shall be provided to be analysed, design in the sector shall be enabled to be reviewed, and the sector shall be provided to be restructured so as to be effective.
Efficiency of existing finance models shall be evaluated together with finance corporations, finance models of efficiency projects shall be revised in line with today' s necessities, new models shall be formed, finance model suggestion study shall be completed and shall be sub- mitted to Economic Coordination Board.
Based on “Efficiency Communication Plan” to be pre- pared; for raising society's awareness on efficiency, nec- essary campaigns and actions shall be designed and applied. Within this context, studies such as adding the subjects of energy and energy efficiency into the primary school and secondary school curriculum shall be con- ducted.
Stakeholders and institutions which shall be cooperated on efficiency in industrial, residential and transportation sectors shall be determined and cooperation areas shall be defined, and joint work step and interaction plans shall be established jointly with relevant parties within the scope of the above mentioned communication plan.
Number of universities and/or professional organizations and number of energy efficiency companies to be audit- ed on site shall be determined.
Number of plants having electricity generation license with an installed capacity of 100 MW and over to be monitored over the portal shall be determined for energy efficiency and saving.
Twenty six plants having electricity generation license with an installed capacity of 100 MW and over to be au- dited on site shall be determined.
With its rational management, competency and capacity.
A PARTICIPATIVE APPROACH IN NEW TURKEY
THEME
Good Governance and Stakeholder Interaction
Why Good Governance and Stakeholder Interaction?
A good governance means alongside with a corporate struc- ture involving the Ministry and its Affiliated, Associated and Related Institutions, under an environment including sector investors and employees, non-governmental organizations, other public institutions and similar external stakeholders; acquisition of a participatory, proactive and rational man- agement and the maximum capacity and competence to support this management. A good governance in terms of the departments of the Ministry involves the establishment of a structure which would provide the increase corporate ca- pacities and efficiency of the departments and their internal operations and which would provide the maximum efficiency of the actions involving our affiliated and associated organizations. Increase of the corporate capacity of the central units includes the issues of administrative competence and leadership, coordination between the institutions, human re- sources competence and competence of information tech- nology tools in use (databases, decision support and man- agement information systems, analysis tools and models etc.). With the policy and legislation preparation processes, it is considered that enabling stakeholders' participation at a higher rate and adoption of more participatory management concept is an approach which would increase sectoral policy development efficacy of the Ministry and this is one of the main subjects emphasized in our Strategic Plan.
Results of SWOT Analysis
The Ministry initiates to apply Energy and Natural Resources Expertise carri- er system by making an important step in human resources issue. There are various competent personnel with sat- isfactory experience within the scope of Ministry and its Affiliated, Associated and Related Institutions. At the same time, measures for enabling the moti- vation of competent personnel should be increased and should be kept work- ing in the institution are required to be taken, current knowledge level of per- sonnel should be increased by training programs complying with the existing purpose in general and personnel with different competence should be provid- ed to be recruited into Ministry so as to
(ESIS), the Ministry has acquired a strong management information system and decision support system infrastruc- ture. For enabling the Ministry to benefit from ESIS in a maximum level, integra- tion of all Affiliated, Associated and Re- lated Institutions is necessary.
Non-governmental organizations, uni- versities and similar external stakehold- ers' contribution to preparation of policy development and legislation is provid- ed, however, this contribution should be more extensive and effective, and furthermore stakeholder participation should be increased in each stage.
The public is required to be informed clearly about activities of the Ministry.
meet rapidly changing needs of energy and natural resources sectors.
By the implementation of “Strategic Management and Statistic System”
Location of central units of the Ministry in different places may weaken the com- munication and coordination among the units from time to time.
GOAL
The Ministry with a Strong Corporate Capacity
Ministry's corporate capacity should be at maximum level so that objectives and targets specified within the context of the Strategic Plan could be reached, needs could be specified in this direction, strategies could be determined, work steps which are required could be decided. For this reason, corpo- rate analysis and institutional culture based structuring and improvement in this regard are important.
For evaluating the human resources at the highest level, a
corporate structure involving “Human Resources Transfor- mation Plan” is planned to be implemented until the end of 2016. Within this scope, the personnel capacity of the Min- istry is aimed to be enhanced to highest level. These objec- tives are not limited only with central units of the Ministry. Corporate restructuring projects shall be supported in the Affiliated, Associated and Related Institutions in which they need to do.
[...]
Considering the importance of the knowledge in the fielD of energy and natural resources, thanks to Communica- tion Strategy aimed to be formed until the end of 2015, a transparent and corporate strategy shall be followed with the stakeholders regarding Ministry' s policies and activities and public consultation mechanisms shall be implemented.
As regards the nuclear energy which is one of major strate- gic projects of our country, in particular the nuclear security, completion of relevant law and regulations, corporate infra- structure as well as plan and programs on the subject are evaluated under the title of corporate capacity development.
Public structuring reaching to a corporate governance struc- turing equivalents to private sector involves some challenges and difficulties arising from bureaucracy and legislation. To design a transformation program in compliance with legal restrictions towards public institutions is of utmost importance from this point of view. The success of corporate transformations primarily depends on the appropriation of employ- ees in the organization. Adoption of an active transformation procedure approach in the Ministry for the achievement of this objective may be achievable by making the personnel aware of the necessity of this transformation at each level and training of the personnel in each stage in the same way.
G6. OBJECTIVE
Strategies
Human Resources Transformation Plan shall be imple- mented and labour force/norm staff shall be planned.
Upon the execution of corporate analysis and institution culture studies, existing corporate structure shall be ex- amined and improvement projects shall be developed in necessary areas.
Carrier system shall be expanded and appropriate em- ployees in the existing personnel shall be appointed as expert, their knowledge and experience shall be provid- ed to be utilized and institutional memory shall be main- tained.
In-house and international training curriculums shall be designed and personnel based training plans shall be im- plemented.
Personnel shall be assigned abroad for post-graduate education.
Access to printed and electronic references shall be expanded in a continuous manner.
Personnel, who are not benefited sufficiently, employed in central units of the Ministry and Affiliated, Associated and Related Institutions shall be provided to work more effective and active.
Feasibility studies for restructuring shall be performed for institutions in which they need to do and road maps shall be prepared.
Legislation, institutional framework, plan and programs based on nuclear energy regarding construction, oper- ation and decommissioning of nuclear power plants in a safe and reliable manner shall be completed.
Internal and external perception analyses for the Ministry shall be conducted.
Internal and external communication strategy and de- tailed plans for Ministry shall be prepared.
Ministry Publicity Strategy Document shall be prepared.
GOAL
The Ministry Using Information Technologies Effectively
In the present era in which information technologies facilitate life every time and everywhere, utilization of these technol- ogies at maximum level by the Ministry shall be beneficial both for increasing the efficiency and in terms of effective governance.
Besides the development of physical and security infrastruc- ture in the field of information technologies, provision of necessary human resource comes to the forefront as a priority objective. Furthermore, provision of the integration of all data in order to provide effective data usage and to monitor ad- vances in energy and natural resources sectors continuously is one of the objectives established for the achievement of the purpose. Within this context, all data are aimed to be brought together in ESIS until 2016.
Information Technologies projects take time and their cost is considerably high. For the determination and implemen- tation of the most appropriate information technologies for the needs of the Ministry within the scope of current rap- idly changing technological environment, an information management concept within a dynamic frame which rapidly adapted is a necessary process. Achievement of this goal together with its all components depends on the continuity of this approach.
Strategies
Work steps including establishment of on-line work and efficiency management systems based on a central stru- cture shall be fulfilled in order to increase competence and scales of Ministry's data processing technologies implementation and service.
For enabling information sharing with all institutions inc- luded in ESIS's domain, necessary communication shall be established and necessary support shall be provided to institutions for integration.
Information technologies inventory shall be transferred into electronic environment.
Integration of existing Management Information System shall be provided with the implementations developed within the scope of existing and new e-Devlet projects.
Services provided to license owners within the scope of e-Devlet projects shall be transferred into internet envi- ronment. The system increasing the satisfaction of licen- se owners, enabling time saving, being managed, recor- ded and stored easily shall be installed within the scope of e-Devlet project and shall be made functional.
Electronic Document and Archive Management System shall be put into operation in the Ministry and work sustainability and the process shall be improved within cor- respondence and archiving process.
Electronic signature, electronic document, paperless correspondence, achieving implementations shall be car- ried out; integration process shall be completed among central units and Affiliated, Associated and Related Insti- tutions. A central unit shall be established to manage the policies of Information Technologies Governance of the Ministry.
Data Affiliated, Associated and Related Institutions shall be provided to be circulated faster and in standard for- mat.
ISO/IEC 27001 certificate shall be received by applying information security and risk management processes in Information Technologies.
Electronic human resources management processes shall be improved and its efficiency shall be increased in this respect.
Secure and efficient printing technologies shall be used.
Disaster Rescue Centre shall be put into use for critical work implementations.
GOAL
A Well-Coordinated Ministry
Considering influence area of the Ministry and its role under- taken for energy policies of the country, providing an effec- tive coordination between central units of the Ministry and Affiliated, Associated and Related Institutions is essential for the implementation of energy policies.
Level of Satisfaction Regarding Coordination between Central Units and Affiliated, Associated and Related Institutions
Effective
83.3%
Source: MENR
For being a Ministry with higher coordination power, a com- munication plan which is not only towards Affiliated, Associ- ated and Related Institutions but also the external stakehold- ers has been aimed to be implemented. Besides, bringing
central units of the Ministry together and improving their working conditions have been also taken within the scope of specific objectives and efficient communication channels are desired to be kept open.
Preparation of relevant communication plans in applicable way, sharing with other stakeholders in a healthy way and its appropriation by all stakeholders including personnel of the Ministry are essential for the achievement of the goal.
G8. OBJECTIVE
Performance Indicators:
Strategies
Internal Coordination Plan for the Ministry shall be pre- pared.
Senior Executives of central units of the Ministry and its Affiliated, Associated and Related Institutions shall be met and all parties shall be informed the other parties on their updated activities and to make information ex- change. Issues discussed in the meetings shall be shared with all departments of the Ministry through electronic en- vironment.
Procedures and principles of a consultation mechanism between stakeholders of the Ministry and its Affiliated, Associated and Related Institutions shall be determined and implemented in the basis of best implementation principles in EU mechanisms and public consultancy ar- eas in OECD countries.
With its investments in the field of energy and natural resources to the most distant geographies
POWERFUL
NEW TURKEY
THEME
Regional and International Effectiveness
Why Regional and International Effectiveness?
Turkey's position between the significant production and consumption hubs in terms of its geopolitical position brings a lot of opportunities and risks that are required to be man- aged effectively. The Regional and International Effective- ness Theme is intended for the execution of energy and nat- ural resources activities of the country upon on successful coordination and proactive point of view. This theme involves the issues such as making investments either in the region or in far geography in the field of energy and natural resources and resource diversification which would provide contribu- tion to import activities and security of supply, besides both natural resources and electricity export activities, effective diplomacy approach, climate change and execution of ne- gotiations in international projects.
Results of SWOT Analysis
Geopolitical position of Turkey due to its proximity to rich countries in terms of energy and natural resources and being a complementary link between major production and consumption areas particularly in natural gas and oil provides important opportuni- ties. On the other hand, enabling the country to utilize fully from these op- portunities, an active energy diploma- cy should be carried out and neces- sary infrastructure studies should be completed.
It is necessary that the Ministry should constitute the culture of ener- gy and natural resources diplomacy and establish its own infrastructure. Energy diplomacy is required to be implemented by skilled personnel acquiring foreign language skills. For- eign representation agencies in the field of energy and natural resourc- es are required to be established in foreign countries and effectiveness of the Ministry should be enhanced in international organizations.
Based on the initiatives of strong and experienced national companies act- ing in the field of energy and mining; national companies are required to be developed which may act and take initiative in international arena.
GOAL
Turkey integrated with Regional Energy Markets
Considering geopolitical position of Turkey and its relations with regional energy markets due to its transitional position, functioning of the country's energy markets integrated with other foreign market shall bring the country to an active actor of these markets.
By making ENTSO-E connection permanent, Turkey's inte- gration with European electricity markets shall provide addi- tional opportunities in international electricity trading. Thus, a contribution shall be provided for the creation of more transparent and liquid markets and for obtaining electricity from cost-advantageous markets.
From natural gas and oil aspects, planned pipeline projects are aimed to be implemented. Accordingly, Turkey shall get closer step by step to its objective for being an energy cor- ridor due to its geopolitical position. Ceyhan's becoming an integrated energy centre has been determined as an objec- tive which would bring dynamism to the region and support the effective functioning of the markets.
[...]
Liberalization process which has been experienced partic- ularly within recent 15 years contributed to the capacity of
Turkey for taking active role in surrounding markets and for showing effectiveness for the functioning of regional economies.
Transit projects and regional integration studies face up var- ious difficulties in finance and administrative aspects due to their multinational feature. In case these areas are not able to be managed in harmonization, delays may occur for reaching the specified objectives within this goal.
G9. OBJECTIVE
Strategies
International interconnection studies shall be completed in accordance with ENTSO-E criteria and necessary in- frastructure thereof shall be established under the con- sideration of legal processes so as to provide opportunity to international electricity trading.
Necessary investments shall be completed for West Line, Georgia Line, Iran Line, Iraq Line, Syria Line (shall be eval- uated in the future despite it is suspended now) for the purpose of increasing international interconnection ca- pacity.
Feasibility and road map studies regarding market cou- pling of the surrounding countries shall be conducted.
Guiding shall be provided to the surrounding countries for the market formation and experiences regarding market operation shall be shared.
Transit project progresses shall be monitored and sup- portive restructuring shall be implemented if necessary.
A detailed road map within program management con- cept, shall be prepared for “Ceyhan Integrated Energy Center Project”.
GOAL 10
A Powerful Actor in International Arena
For capturing new opportunities and synergies in the field of energy and natural resources in international arena, coop- eration and regional activities are regarded as considerably important.
It is envisaged that; to create new resources, new partnerships for exploration of oil, natural gas, coal and non-energy raw materials should be established and an active growth policy through acquisitions should be followed up. Utilization of cooperation opportunities for the accomplishment of these explorations not only within the country but also abroad ap- pear to be at the forefront of this active policy.
Table 1: 2013 Hydrocarbon Production (Oil Equivalent)
Region /Country and Project Name Type Barrel / Day
Batman-Adıyaman-Thrace Oil 33,758
Batman-Adıyaman-Thrace Natural gas 4,957
Total Domestic 38,716
Overseas Hydrocarbon Production in 2013 (Oil Equivalent )
Region /Country and Project Name Type Barrel / Day
Azerbaijan-ACG Project Oil 15,829
Azerbaijan Shah Deniz Project Condensate 3,635
Azerbaijan Natural gas 11,053
Kazakhistan-KTM Oil 2,589
Total Overseas 33,106
Source: TPAO
For the accomplishment of this goal, public companies to be involved in international activities should be subject to some re- structuring so as to be attuned to the competition environment they would enter and be successful. Besides, by undertaking active missions in international organisations and taking place in the decision making mechanisms of these organizations shall support the effectiveness of the country in international area. This approach shall affect the capacity development positively not only in short term but also in long term by adding its international experience to the human resource capacity which is desired to be developed.
With Representation Office of Energy and Natural Resources to be implemented in foreign countries, relevant developments shall be monitored closely and communication channels shall be kept open at the highest level so that the national effectiveness shall be augmented abroad.
Having desired results for the procurement of international fields basically depends on the global developments which would af- fect the sector. In addition, it should be emphasized that multi- lateral and coordinated studies are necessary. With a management having a higher coordination power, following up global developments closely and acting proactively, relevant risks shall be minimized.
G10. OBJECTIVE
Strategies
Through restructuring Affiliated and Associated Institutions to perform international activities and widening their overseas activities, new resources shall be created in in- ternational area for energy raw materials such as oil, nat- ural gas, coal radioactive mineral and other raw materials.
Ministry and its Affiliated and Related Institutions' over- seas investment, representation, effectiveness and train- ing activities shall be increased.
A road map shall be created by deciding International oRganizations to be participated actively and the personnel to be assigned into these organizations shall also be determined.
Job definition and organizational structure shall be determined for the Representation Office of Energy and Natu- ral Resources and relevant legislation infrastructure shall be completed.
Public-private sector cooperation model, which would give opportunity for joint overseas investments by public and private sector shall be established.
With adding value to its energy and natural resources with its own technology, industry and R&D
NEW TURKEY HAS INCENTIVES
THEME
Technology, R&D and Innovation
Why Technology, R&D and Innovation?
A significant dimension of self-adequacy of a country in en- ergy and natural resources is the availability of the domestic technology. There are various R&D, innovation and develop- ment studies and incentives thereof are available in Turkey. However, the studies should be directed to areas with higher value added, industrialization and commercialization should be at the forefront, and incentive and monitoring structures should be designed in this direction.
This theme is intended in energy and natural resources areas as follows:
The development of technology,
Transfer of global innovations and modern technologies to Turkey in the best way,
Development of domestic process and equipment ca- pacity,
Creation and expansion of R&D environment enabling the rapid commercialization of innovation
Results of SWOT Analysis
For the best utilization of R&D sources, an “Energy and Natural Resourc- es R&D Strategy” and the areas which would be supported primarily should be determined.
As existing R&D studies are only at theoretical level but could not be put into practice commercially, measures for their commercialization are necessary.
There is no control and monitoring unit following R&D projects in the Ministry.
Cooperation among public, university and industry is not satisfactory.
Information acquired by the parties which generate information and tech- nology are not gathered in a central unit, thus repetitions may occur in studies from time to time.
GOAL 11
Indigenous Technology in Energy and Natural Resources
As the energy and natural resources sector is a capital inten- sive sector, the indigenization of used material, equipment and the services shall bring alone various contributions eco- nomically and in addition to energy sector, it will also support for the growth of the generation sector. This indigenization movement which shall expand beginning from energy sec- tor has the potential of bringing alone business opportuni- ties in various branches of economy and will be beneficial for knowledge accumulation in line with national R&D and innovation policy.
The most important step within the scope of this goal is that for enabling indigenization, an inventory and necessity
analysis should be made for relevant equipment, materials and services and a road map should be prepared, further- more measures encouraging the domestic contribution rate should be taken.
Technology indigenization studies are long term projects, therefore the actual results of the steps made in the planning period shall be received not in the plan period but after the period, in the long term, within this scope it should be taken into consideration that the important point here is to place an indigenization and technology development culture and its infrastructure.
G11. OBJECTIVE
Strategies
R&D and indigenization road map of energy and natural resources sectors shall be completed.
Rate of domestic contribution in manufacturing shall be increased by implementing action plans thereof.
In purchases through international agreements, “offset” liability shall be provided considering domestic industry capacity
Ministry's policy on rate of domestic contribution in man- ufacturing used shall be specified.
Development plan shall be prepared for enabling manu- facture in compliance with international code and standards for domestic contribution.
Inventory and necessity analyses shall be made for ac- cessories and complementary parts with higher value added in the equipment which are subject to indigenization, manufacture opportunities in indigenization shall be researched and road map shall be specified for encouraging the domestic manufacture.
* Offset application means the operations in which a specific amount of commodities are obliged to be sold while one country is making purchase from another country within the scope of world trade in order to balance its. foreign trade deficit.
GOAL 12
A Result- Oriented R&D
Making R&D activities to convert into practice which would bring fruitful results, not remaining in theoretical level only, is one of the goals aimed within the scope of this Strate- gic Plan. Because, R&D activities; besides its outputs and its benefits, also undertake duties which increase the social welfare due to its macro-economic impacts brought along.
In line with this goal, it is hereby aimed that; number of R&D projects which are strategically important in energy and natural resources should be increased, along with private sector cooperation, furthermore mechanisms which would promote private-public sector cooperation should be established. In addition, by establishing a national Energy and Natural Re- sources Institute and achieving public-university coordina- tion under this frame, R&D studies should also be monitored. The focus point of this goal hereby is based on R&D actions should not remain only at research and development level but also it should be commercialized and implemented.
It is not possible to expect that all R&D activities can be com- mercialized and implemented. The crucial point herein is that R&D environment should be settled, which embraces indus- trialization as an important principle, expanding this culture and increasing commercialization opportunities, despite hav- ing higher number of projects, in short/medium term which can be commercialized and can create value added in the sector.
G12. OBJECTIVE
Strategies
MENR R&D Strategy Document shall be prepared, direc- tion of R&D studies shall be determined.
Technology centres supported under leadership of pub- lic- university-industry cooperation shall be established.
Legislation for supporting the implementation of R&D outcomes shall be prepared until late 2016.
Organizational design shall be prepared for the institute and legislation shall be prepared.
Within the scope of Energy and Natural Resources Insti- tute, research and capacity developing activities for occupational safety in mining shall be implemented.
“Critical Technology Plan” which would orient R&D proj- ects in the field of energy by the attendance of universities, research institutes and industry sector shall be pre- pared, and implementations within the scope of this plan shall be monitored along with the plan period.
National technology inventory shall be formed and updat- ed annually until late 2016
Corporate R&D legislation shall be developed in compli- ance with the applicable legal framework and shall be ar- ranged so as to permit pilot R&D projects.
State of the art technologies shall be provided to be used in the field of renewable energy.
Upon the existence of appropriate laboratory working en- vironment; work efficiency shall be enabled, furthermore reliability and accuracy value in the devices used in Hy- drogen Technologies Laboratory shall be fully provided.
Growing in stability and fulfilling its investments duly and without delay by its private sector
HUGE POTENTIAL
IN NEW TURKEY
THEME
Improvement of Investment Environment
Why Improvement of Investment Environment?
Energy and natural resources sectors grow by private sector investments. Provision of an environment, in which private sector investments could be realized faster and easier, re- moving the structural obstructions against investments and finally for enabling the security of supply in the field of energy and natural resources, is a critical factor. This theme aims to establish necessary investment environment where energy and natural resources investments could be achieved easily and rapidly under competitive conditions according to sus- tainability principles, so that our national growth and devel- opment requirement could be met.
Results of SWOT Analysis
Liberalization process which has ac- celerated recently in electricity mar- ket seems to be the most important step for the sector. The share and impact of the public is required to be decreased in the market in line with liberalization process. Increase of lib- eralization level in wholesale and retail market affect the market in positive direction and increase the competi- tion, thus liberalization is considered to continue.
Natural gas market is required to be operable.
Developments for establishment of EPIAS are considered positive by the investors, however; it is also consid- ered that these attempts should be made effective increasingly and com- petitive and flexible markets should be implemented within the scope of EPIAS.
Ministry's higher power of coordi- nation and its revealing a problem solving approach for investments in energy and natural resources are en- tirely considered positive, however it is also observed that; an active supe- rior body which would solve the prob- lems obstructing the investment and which would coordinate other Minis- tries in this respect, is also required.
GOAL 13
Competitive and Transparent Markets
Operation of the markets in a competitive and transparent environment is one of the most influential criteria from per- spective of investors. Because in the non-transparent mar- kets occurrence of an environment of confidence, which the investors expect, runs a risk. On the other hand, in such environments where appropriate competitive conditions are
not fulfilled and where failures of markets are not able to be recovered, it is a fact that positive impacts of the competition environment which are attempted to be formed by liberaliza- tion are getting disappeared. Within this context, establish- ment of competitive and transparent markets is a goal within the scope of the Strategic Plan.
Upon the realization of privatization within specified plans, the share of public in the market is aimed to be decreased whereas predictability for the investors is desired to be in- creased.
In addition to this, it is also planned that; within the plan peri- od national tariff system should be expired and regional tariff mechanism should be implemented by relieving problems of loss and illegal consumption.
Delays in the implementation of regulations for the market and failures in expected improvements as regards the problem of loss and illegal consumption may create challenges against the achievement of the relevant goals.
G13. OBJECTIVE
Strategies
Plan related to privatization shall be prepared and shared with public, and predictability from investors' point of view shall be enabled.
Some of EUAS' generation capacity shall be privatized through long term contracts gradually by years in an in- creasing manner.
Regional tariff mechanism, with its details, shall be dis- cussed in a participatory manner and the road map for its implementation shall be developed.
As set forth in the legislation, market systems within TE- IAS shall be transferred into EPIAS in a reliable manner and shall be made functional therein.
Legislation and infrastructure studies regarding data sharing, market transparency and market surveillance system shall be carried out.
In order to make electricity market function better, researches regarding additional markets which might be established shall be carried out, necessary studies to de- velop legislation shall be conducted in this respect.
Completion of BOTAS's restructuring shall be provided within the period specified in the related law.
By the end of the plan period, transition to cost-based pricing structure shall be completed in the natural gas market.
Regulations shall be made for bringing the natural gas market to function better.
Implementation of Balancing and Day-Ahead Markets in natural gas market shall be provided.
Completion of the preparations for the establishment of oil and carbon markets within EPIAS in collaboration with relevant Ministries.
GOAL 14
Improved Investment Processes
Besides the supports provided to investments based on a transparent and predictable market structure, administrative properties of processes of supporting investors is an ac- celerating factor for investors. Particularly, the capability of foreign investors; who are considering to make their initial investments in our country, of comprehending the market procedures and rules easily as well as prediction of risks sourced from the applicable legislation shall bring along the
cooperation.
It is aimed that; besides relevant processes and governance infrastructure should be established, alternative finance models to promote investments should be developed, thus the investment environment required by the investors should be enabled. Within this framework, it is considered that the restructuring providing high level cooperation between the institutions will be essential.
Difficulties may be faced in completion of necessary legislations for improvement of investment processes and coordination and in the functionality of the related organiza- tion within the plan period.
G14. OBJECTIVE
Strategies
“Energy and Natural Resources Investment Coordination Board” consisting of the representatives from relevant Mi- nistries, at Deputy Undersecretary level and higher level representatives from relevant institutions, under the pre- sidency of Energy and Natural Resources Ministry, shall be established. The mission of this Board is to evaluate the structural obstructions in energy and natural resour- ces investments and develop policy and actions to resol- ve these problems and to provide cooperation between the institutions.
Upon the establishment of Project Follow Up and Coordi- nation Department within the body of the Ministry, except nuclear and transit pipeline projects, large and medium scaled strategic projects carried out by public and private sector shall be provided to be followed up by a separate department within this structure. Project Follow Up and Coordination Department shall work in cooperation with Energy and Natural Resources Investment Coordination Board.
Incentives based on impact analysis made by economet- ric models shall be designed, incentive processes shall be monitored, measured and revised according to the results thereof.
Specialized Industrial Zones related to energy generation and power plant equipment manufacture shall be opened for use of investors.
Thermal power plant investments in the fields belonging to public and other major projects shall be introduced into economy through public-private partnership model, without damaging market mechanism.
Bilateral agreements market shall be supported for wide- ning long term contracts and long term off-take agree- ments under free market conditions.
Measures shall be taken for enabling the institutionalizati- on of investors which are beyond a specific scale in terms of portfolio magnitude.
Regulations aiming the promoting of natural gas storage and LNG terminal investments shall be made.
Permit and approval periods for energy and mining in- vestments shall be shortened (making job definitions, re-evaluation of processes, making amendments to le- gislation), and unnecessary stages and document requi- rements shall be determined and recovered.
Sustainable and reliable procurement of the required raw materials from indigenous and overseas resources
NEW TURKEY HAS OPPORTUNITIES
THEME
Raw Material Supply Security
Why Raw Material Supply Security?
Secure procurement of non-energy raw materials means the source security of various industrial areas in which these raw materials are used as input through the process. Lack of these raw materials may hinder production processes and lead to economic losses. Turkey does not possess all re-quired raw materials and some of raw materials are import- ed. This theme is for enabling the sustainability of raw materi- al supply security as well as rational and proactive strategies and actions.
Results of SWOT Analysis
For enabling the security of raw mate- rial supply, it is important to increase the exploration activities. In this man- ner, related mechanisms are required to be designed.
It is seen that; measures are required to be designed to alleviate conflicts in environmental issues, public and in- vestors should be made aware and informed on the subject and imple- mentations which minimize environ- mental impacts specific for some mining investments should be devel- oped and expanded.
Occupational health and safety should be increased in mines and also cooperation with other public institutions, nongovernmental organi- zations and private sector companies should be developed.
Licenses should be avoided to be kept by the investors in idle manner for a long time. Inspection mecha- nisms thereof are required to be im- plemented.
International action is required for the sources which are not available in Turkey or which have higher pro- duction costs. Turkish companies involved in exploration and operation abroad actively should be supported.
There exists a deficiency of compe- tent corporate capacity in the field of mining. Business steps should be es- tablished for development of corpo- rate capacity.
Critical raw materials should be de- termined and reserve determinations for relevant reserves should be com- pleted.
There exists a lack of proper and common database relating to explo- ration activities.
GOAL 15
Security of Non-Energy
Raw Material Supply
Exploration activities shall be increased both in the country and overseas, furthermore security of supply of these raw materials shall be assured accordingly. Besides, a separate strategy study for critical and strategic raw materials for the country shall be conducted.
To be aware of the raw material mine potential owned by the country and to follow up the relevant developments; estab- lishment of an integrated data bank related to these sources is substantially important. These studies shall be carried out along with corporate capacity enhancement and restructur- ing studies.
Domestic companies' performing mining activities overseas is one of the strategies that would contribute to the security of procurement of non-energy raw materials. However, these strategies have been discussed in the goals under the theme of “Regional and International Effectiveness”.
[...]
Security of supply of non-energy raw material is an issue in which various stakeholders have participated and which should be executed in coordination. Here, a structure is needed; where public institutions should arrange investment environments in the best manner, private sector capacity should increase and their investments should be made con- sciously, public institutions have gathered their experiences and have been acting as powerful companies in the interna- tional arena, and in which all these actions have been pro- gressing in a harmonized structure.
Strategies
Measures for increasing exploration drillings in private sector shall be taken.
Permit processes regarding exploration and operational shall be revised in a facilitating manner.
Investments regarding natural resources shall be facili- tated through the measures under the Improvement of Investment Environment Theme.
As specified under the theme of Regional and Interna- tional Effectiveness, necessary business steps shall be taken to enable public companies to conduct exploration activities for non-energy raw materials abroad.
For the purpose of establishing an extensive data inven- tory by the participation of other stakeholders and es- tablishing a data bank in which all geological findings (including drilling core data bank) are included; studies for developing legal and physical infrastructures shall be carried out ( as a physical and electronic data base).
Necessary legal infrastructure shall be prepared to trans- fer the samples of all drillings performed by public and private sector to the data bank.
Studies for establishment of a National Reserve Security System integrated with data bank shall be initiated for the purpose of producing reliable reserve data.
For enabling the exploration and utilization of critical raw materials, critical raw materials shall be determined pri- marily.
National Raw Material Strategy Document involving criti- cal raw materials and a road map shall be prepared and revised in late 2018.
Infrastructure studies shall be conducted for establish- ment of Reserve and Resource Security System and for enabling exploration according to international standards.
Within the body of Ministry, a unit; which shall be able to produce policy on non-energy natural resources and which shall monitor the implementation of these policies and provide the coordination thereof, shall be estab- lished.
Project inspection structure in mines shall be reviewed and necessary legislation shall be formed to enable the project inspection in most rational and result oriented manner.
Cooperation with other Ministries shall be developed for the control and coordination of industry based on mining, and for monitoring its progress.
The Presidency of Project Follow Up and Coordination, of which detailed information is given in the theme named; Improvement of Investment Environment, shall work in direct contact with other Ministries for resolving the problems arising from implementations due to applicable legislation (Mine Law and other mining laws which other Ministries are related to) for investment.
A system; user friendly, recordable and storable, shall be established in which the services provided to license owners within e-Devlet project could be transferred into internet environment.
Project evaluation criteria shall be determined obviously and competence shall be required at exploration license evaluation stage.
Increasing value added of its resources and supporting growth of its industry
NEW TURKEY HAS EFFICIENCY
THEME
Efficient and Effective Use of Raw Material
Why Efficient and Effective Use of Raw Material?
The country's non-energy raw materials are limited, for this reason they should be used in effective and efficient manner for enabling sustainable growth of the industry and increas- ing of the national income. Rather, exporting mines as ore,
they should be exported as end products with higher value added, thus such mechanisms should be used wider and limited raw materials should be utilized in maximum by mak- ing relevant business steps thereof.
Results of SWOT Analysis
High input costs and technological deficiencies cause ore exports to be executed with a lower value added. The sector should be informed in re- gard to prevent raw material export, this approach should be support- ed and implemented by relevant in- centives. It is necessary to increase end-product exports and decrease ore exports.
There exists a potential for recovery which has not been utilized yet and policies should be developed to pro- mote intensive recycling.
The capacity of the companies act- ing in the sector should be developed and number of companies with inter- national standards acting in mining sector should be increased.
GOAL 16
Efficient and Effective Use of Non- Energy Natural Raw Materials
Mechanisms encouraging the production and exports of end product within the scope of non-energy natural raw materi- als should be implemented. It is aimed that processed ore exports should be increased, in addition to this, imported
and domestic concentrates and secondary product transfor- mations should be evaluated and valuable minerals included therein should be obtained.
[...]
Amendments were made in Mining Act No. 3213 for the pur- pose of development of the mining sector. Based on these amendments, improvements has been provided in the sec- tor, significant increases have occurred in the share of the sector in total national exports and national income. Within the scope of these regulations, for enabling the efficient use of sources in mining activities; new criteria have been de- fined, thus actual investors have been introduced necessary facilities.
[...]
For enabling the working security of mines by the coordi- nation with relevant institutions, monitoring and inspection activities should be intensified.
In line with this purpose, capacity development of private sector and raising awareness in their investments towards end products are of critical factors.
G16. OBJECTIVE
Strategies
By-product and end product inventory shall be prepared and sector shall be regulated in line with the production of these items.
In relation to the production of by-products and end-prod- ucts, utilization of advanced technology shall be promot- ed and expanded so as to increase cost-efficiency and value added.
As regards the production of by-products and end-prod- ucts, feasibility studies shall be conducted particularly for incentives which would decrease energy input cost.
Interactions on environment shall be determined in com- mon mind workshops together with stakeholders and implementations minimizing the environmental impacts shall be designed.
For obtaining valuable minerals in concentrates, relevant sector and public sector representatives shall be met and common mind workshops shall be organized and road map shall be issued.
For the purpose of issuing the inventory of all mineral pro- cessing plants and products of them and also monitoring and inspecting them; legal arrangements and necessary infrastructure shall be formed.
For aiming to obtain valuable minerals, through advanced enrichment process, from concentrated products either produced or imported; necessary researches and feasi- bility studies shall be conducted for enabling the estab- lishment of an integrated mineral processing plant by public or private sector or by public-private partnership.
Necessary regulations shall be made for the implementa- tion of market mechanisms for the utilization of concen- trated products involving valuable minerals.
Road map for utilization of wastes shall be formed.
Mining investments should be initiated as based on fea- sibility studies, conscious technology selection should be provided, companies with strong financial capacity should be oriented toward investments, unplanned min- ing should be avoided and competitive market formations should be supported.
Operating and inspecting structure shall be formed for effective, efficient, safe and mining compatible with inter- national standard.
Technology and efficient equipment utilization should be promoted for increasing the efficiency. Furthermore, necessary studies for raising awareness thereof shall be conducted.
As different sub-sectors and raw materials require differ- ent technologies and processes, appropriate approach- es considering the requirements of these sectors shall be developed in order to increase efficiency of sub-sectors.
Guidance services shall be supplied for efficient mining.
Competition structure in the market shall be followed. In addition to this, anti-competitive actions shall be deter- mined and avoided.
Safety of operating mines shall be provided by required coordination with Ministry of Labor and Social Security.
5. Monitoring and Assessment
Performance indicators in Strategic Plan are categorized into two major groups by their characteristics.
I. Quantitative Performance Indicators: These perfor- mance indicators involve numerical objective.
For example “Electricity generation from domestic coal shall be increased to 60 billion kWh annually by the end of the plan period.”
II. Qualitative Performance Indicators: These perfor- mance indicators involve control points within a specific time frame for the completion of specific target studies.
For example: “A corporate restructuring involving Human Resources Transformation Program shall be achieved until the end of 2016.”
To monitor quantitative performance indicators; reference year, necessary calculation procedure, data suppliers and methodology related to frequency of data for calculation have been prepared in detailed. Monitoring process for quantita- tive indicators shall be basically accomplished based on data sets transferred over ESIS. Degree of realization on value tar- get planned for interim periods and developments in general shall be evaluated by the meetings to be held periodically by Coordinator and Responsible Bodies. Meeting period varies according to the content of the indicator and has been spec- ified comprehensively in monitoring methodology.
Qualitative performance indicators, by its nature, call for a control list to monitor approaching to and reaching the ob- jective. Monitoring shall be executed by evaluating whether the objectives will be fulfilled or not, and examining the rea- sons in case of failure. No numerical data is required herein. Developments, here, shall be evaluated by the meetings to be held periodically by Coordinator and Responsible Bodies.
The details regarding monitoring is to vary depending on the position of Responsible Bodies and the details are shown in Figure 1.
Role of PSD in Performance Monitoring Process
PSD shall perform the following duties for all performance indicators:
By the end of February, 2015, to record all goal, objec- tive, and performance indicators into ESIS' s Strategic Planning module, to provide its approval by the high level management (Directorate of PSD and the related Deputy Undersecretary, Undersecretary and the Minister hierar- chically),
To guide the Coordinator for monitoring,
Starting from September, 2015, to control whether the developments regarding all performance indicators will be recorded into ESIS Strategic Management Module and to evaluate the developments by the end of every March and September of each year,
Within this context;
In case of inconsistency among Responsible Bodies and Coordinator, to organize a meeting on perfor- mance development among them and to take a copy of the meeting minutes and examine it.
In case of coherence between Responsible Body and Coordinator to receive the performance progress form and to examine it.
In case where PSD is in charge of both Responsible Body and Coordinator, to evaluate the performance progress together with the related Deputy Undersec- retary and to report the results by performance prog- ress form.
Starting from May, 2016, to form Annual Monitoring Report for all performance indicators through monitor- ing the developments via ESIS and examine the meeting minutes between the Coordinator and Responsible Bod- ies and share it with the high level management.
Role of Coordinators within the Performance Monitoring Process
Units in charge of coordination in the Strategic Plan shall ful- fil all the duties given below for all performance indicators regarding the objectives under their responsibilities of coor- dination:
By the end of February, 2015, to select data forms over ESIS on the basis for the calculation of all quantitative performance indicators within the scope of the objectives under their responsibilities of coordination,
Starting from September, 2015, to examine develop- ments regarding all performance indicators within the scope of objectives under their responsibilities of coor- dination, through ESIS Strategic Management Module by the end of March and September for each year, to evaluate mutually the developments, causal relationship, failures, problems etc. and to plan the work steps on the areas of reconciliation over common issues through meetings among Responsible Bodies and to prepare the meeting minutes related to this evaluation and to transmit it to PSD.
Role of Responsible Bodies within the Performance Monitoring Process
The bodies in charge of implementation in the Strategic Plan shall fulfil all the following duties for all performance indicators regarding the objectives under their responsibilities:
Starting from September, 2015, to inform the developments related to all performance indicators for the ob- jectives under their responsibilities to the Coordinator by the end of March and September for each year, and to evaluate mutually the developments, causal relation- ships, failures, problems etc. together with the Coordi- nator if necessary, to plan the work steps on the areas of reconciliation over common issues and after preparing the meeting minutes together with the Coordination Unit to transmit it to PSD.
Figure 5:
Performance Monitoring Process
6. Costing
During cost determination process, the entire Ministry's bud- get (forecast budget) has been distributed accordingly with the goal it is related with. In this distribution, the budgets regarding projects and overhead expenses have been tak- en into consideration. Annual costs in the basis of goal are specified below:
Annex 1: Strategic Planning Board and Team List
Strategic Planning Board
NAME SURNAME TITLE
Metin K_LC_ Undersecretary
Dr. Selahattin Ç_MEN Deputy Undersecretary
Do_anbey AKGÜL General Director of the Presidency of Strategy Development
Dr. Zafer DEM_RCAN General Director of Energy Affairs
M. Hamdi YILDIRIM General Director Mining Affairs
Yusuf YAZAR General Director of Renewable Energy
Selami _NCEDALCI General Director of Petroleum Affairs
Murat KARAPINAR Acting General Director of Foreign Relations and EU
Ali A_AÇDAN 1st Legal Counsellor
A. Kerem ESK_GÜN Acting Counsellor or of Press and Public Relations
Sait ÖZD_L Head of Administrative and Financial Affairs Department
Satılmı_ KARAKAYA Head of Personnel Department
Nurhayat CANTEK_N Head of Affiliated and Related Institutions Department
Dr. R. Aykul MURATO_LU Head of Transit Petroleum Pipeline Department
Necati YAMAÇ Head of Nuclear Energy Project Implementation Department
Süleyman DUMAN Head of Internal Audit Department
M. Hacı EM_NO_LU Head of Inspection Services
The continuation of the Strategic Planning Team List is in the next page
Strategic Planning Team
NAME SURNAME TITLE
The Presidency of Strategy Development
Do_anbey AKGÜL General Director of the Presidency of Strategy Development
Hasan Hüseyin ERDO_AN Head of Strategic Management Department
Dr. Ömer ERDEM Acting Head of Energy Strategy and Market Monitoring Department
F. Canan ATLIHAN Head of Strategic Plan Preparation, Monitoring, Evaluation and Coordination Group
Hazel ULUCAN Financial Services Assistant Expert
Zehra TOPRAKLI Chief
Ayberk TOKMAK Engineer
Seval _EN PAMUK Computer Operator
Hüseyin Hüsnü KURUMLU Officer
_ükran __M_EK Computer Operator
Mehmet GÜLER Head of Energy Statistics and Strategic Management Group
_lknur ER__T_REN ENR Assistant Expert
Onur DÖNMEZÇEL_K ENR Assistant Expert
Murat MISIR ENR Assistant Expert
Mehmet PAKSOY Financial Services Expert
Arzu YOKU_ Chief
General Directorate of Energy Affairs
Barı_ SANLI Deputy General Director
Erdo_an SERT Deputy General Director
Dr. Öztürk SELV_TOP Head of Department
Abdulkadir ONGUN Head of Department
Canip SEV_NÇ Engineer
General Directorate of Mining Affairs
Halil _brahim DEM_R Coordinator
Fahri GEZG_NC_ Engineer
Mehmet Ali DE_ER Coordinator
General Directorate of Petroleum Affairs
Adnan BELENL_ Head of Department
Safa AYDIN ENR Assistant Expert
Mustafa Nuri ERDEM ENR Assistant Expert
Gökhan KARACA ENR Assistant Expert
Engin PEKTEZ Engineer
Strategic Planning Team
NAME SURNAME TITLE
General Directorate of Renewable Energy
Fatih YAZITA_ Head of Department
Sebahattin ÖZ Head of Department
Halil _brahim GÜNDO_AN Head of Department
Department of Nuclear Energy Project Implementation
Salih SARI Engineer
Er_en ÇAMA_ Physicist
Department of Transit Petroleum Pipelines
Levent ÖZMEN Engineer
Sava_ ZORLU Engineer
General Directorate of Foreign Relations and European Union
Aysun ÖZKAZANÇ Acting for Deputy General Director
Erbay DÖKMEC_ Acting for Deputy Head of Department
Affiliated and Associated Institutions Department
Nevin KÜRÜM Head of Section
Legal Consultancy Department
Merdan YURDAKURBAN Legal Counsellor
Internal Audit Department
Hasan YAMAN Internal Auditor
Personnel Department
Murat ÖZGÜN Head of Section
_eyma TEK_N Computer Operator
MTA General Directorate
Sibel ERGEN Coordinator
EUAS General Directorate
Necmi YA_AR Head of Department
General Directorate of TEIAS
Enver ERKUL Head of RPC Department
Bahadır UÇAN Head of Department
Ercüment ÖZDEM_RC_ Head of Section
Fatih BAYTUGAN Head of Section
Nurhan OZAN Head of Section
Murathan KARA Head of Section
The continuation of the Strategic Planning Team List is in the next page.
Strategic Planning Team
Annex 2: Chart of Theme-Goal- Objective Roles and Responsibilities
Theme 1: Security of Energy Supply
Goal 1: Strong and Reliable Energy Infrastructure
Objective Coordinator Responsible Bodies
G1. OBJECTIVE 1:
To ensure natural gas storage capacity to be able PIGM
to meet 20% of the annual consumption in the long
term, necessary investments shall be initiated and shall be brought up to a level so as to be capable
EIGM BOTAS TPAO
of meeting at least 10% of the annual consumption until the end of the plan period. EPDK
G 1. OBJECTIVE 2:
Electricity and natural gas transmission system TPAO
shall be constructed and operated according to (n-1) criteria, disabling of a critical part of the sys- tem, in line with short and medium term supply-
EIGM BOTAS TEIAS
demand balance and long term generation devel- EPDK
opment plan.
Goal 2: Optimum Resource Diversity
Objective
Coordinator
Responsible Bodies
MTA
G 2. OBJECTIVE 1: EUAS
Electricity generation from domestic coal shall be increased to 60 billion kWh annually by the end of the plan period
EIGM TEIAS
TKI
. TTK
EPDK
G 2. OBJECTIVE 2: MIGEM
Transformation of existing domestic coal resources into electricity generation investments and exploration of new resources shall be provided
- MTA
- EIGM EUAS
- TKI
- TTK
G 2. OBJECTIVE 3: YEGM
The share of renewable energy resources in pri- mary energy supply and electricity generation shall be increased.
YEGM MTA
TEIAS
EPDK
MENR STRATEGIC PLAN 2015-2019 119
Goal 2: Optimum Resource Diversity
Objective
Coordinator
Responsible Bodies
G 2. OBJECTIVE 4:
Nuclear energy shall be included into electricity generation portfolio.
NEPUD NEPUD EIGM TAEK EUAS TEIAS EPDK
G 2. OBJECTIVE 5:
Coverage ratio of domestic and imported crude oil production against consumption shall be in- creased to 13.6%.
PIGM
TPAO
G 2. OBJECTIVE 6:
Hydrocarbon potential which may be obtained through unconventional methods shall be deter- mined. (Shale gas, shale oil etc.)
PIGM
TPAO
TKI TTK
G 2. OBJECTIVE 7:
Diversification of import countries and routes shall be provided by adding new source coun- tries and routes into natural gas import portfolio.
DIAB
TPBH EIGM BOTAS
G 2. OBJECTIVE 8:
Domestic oil and natural gas exploration and production activities shall be increased until the end of the plan period.
PIGM
TPAO
G 2. OBJECTIVE 9:
The share of natural gas in electricity generation within total generation shall be reduced to 38% until the end of the plan period.
EIGM
EIGM EPDK
G 2. OBJECTIVE 10:
Necessary feasibility studies regarding the ex- pansion of LPG and dumped LNG use in the regions, where natural gas cannot be supplied, shall be completed. Strategy and road map stud- ies shall be accomplished if deemed feasible.
PIGM
PIGM EPDK
G 2. OBJECTIVE 11:
Domestic uranium and thorium resources shall be explored and developed so as to be used as fuel in nuclear power plants.
NEPUD
MIGEM
MTA ETI MADEN
Goal 3: Effective Demand Management
Objective
Coordinator
Responsible Bodies
G 3. OBJECTIVE 1:
As of 2016, market based demand side partici- pation mechanism shall be implemented in order to reduce the rate of peak demand to average demand in electricity market.
EIGM
TEIAS EPDK
G 3. OBJECTIVE 2:
Implementation of demand side management mechanisms for natural gas shall be provided.
EIGM
BOTAS EPDK
Theme 2: Energy Efficiency and Energy Saving
Goal 4: Turkey; Making Use of Its Energy in the Most Efficient Way
Objective
Coordinator
Responsible Bodies
G 4. OBJECTIVE 1:
In compliance with privatization plan, mainte- nance, repairment, rehabilitation and modern- ization studies necessary in public power plants shall be completed until the end of 2019.
EIGM
EUAS
G 4. OBJECTIVE 2:
As regard electricity consumption of the country for street lighting, by the end of 2013, existing lighting armatures shall be replaced by efficient ones to provide at least a saving rate of 40% in existing lighting armatures until the end of the plan period.
EIGM
EIGM YEGM EPDK TEDAS
Electricity Distribution Companies
G 4. OBJECTIVE 3:
Loss and illegal consumption rate in electricity distribution shall be reduced to 10% until the end of the plan period.
EIGM
EPDK TEDAS
G 4. OBJECTIVE 4:
Existing regional heating systems shall be ex- panded.
YEGM
MTA EUAS
G 4. OBJECTIVE 5:
On-site generation shall be expanded and at least 1,000 MW of total consumption is aimed to be met by on-site generation until the end of 2019.
YEGM
YEGM EPDK TEDAS
Electricity Distribution Companies
MENR STRATEGIC PLAN 2015-2019 121
Goal 4: Turkey; Making Use of Its Energy in the Most Efficient Way
Objective
Coordinator
Responsible Bodies
G 4. OBJECTIVE 6:
The energy efficiency in central and district build- ings of the Ministry and its Affiliated, Associat- ed and Related Institutions shall be increased at least 20% based on 2013 data. Energy Identity Cards for these buildings shall be received and cooperation shall be provided with at least two public institutions for this process.
YEGM
All Central Units and Affiliated, Associated and Related Institutions
G 4. OBJECTIVE 7:
Improvement shall be supported in primary ener- gy intensity for the enterprises and entities of re- lated institutions of Ministry based on 2013 data.
YEGM TTK TK_ TPAO
ETI MADEN TEMSAN
EUAS (for coal production)
Goal 5: Improved Capacity for Energy Efficiency and Saving
Objective
Coordinator
Responsible Bodies
G 5. OBJECTIVE 1:
Policy making and monitoring capacity of the Ministry regarding efficiency and conservation shall be developed.
YEGM
YEGM
G 5. OBJECTIVE 2:
A regulatory framework relating to energy effi- ciency shall be developed and effectiveness of the incentives shall be increased.
YEGM
YEGM
G 5. OBJECTIVE 3:
A well operating energy efficiency sector shall be established.
YEGM
YEGM
G 5. OBJECTIVE 4:
Public awareness shall be raised on energy effi- ciency and saving.
YEGM
Press and Public Rela- tionship Consultancy
G 5. OBJECTIVE 5:
Joint work step and interaction plans with the institutions shall be established for energy effi- ciency and saving.
YEGM
YEGM
Theme 3: Good Governance and Stakeholder Interaction
Goal 6: The Ministry with a Strong Corporate Capacity
Objective
Coordinator
Responsible Bodies
G 6. OBJECTIVE 1:
A corporate restructuring involving Human Resources Transformation Program shall be achieved until the end of 2016.
Personnel Department
Personnel Department
G 6. OBJECTIVE 2:
The capacity of personnel shall be improved. Personnel Department Personnel Department
G 6. OBJECTIVE 3:
Feasibility studies for restructuring shall be per- formed for Affiliated, Associated and Related In- stitutions in which they need to do.
BIK
Department SGB EIGM MIGEM
BIK Department Institution to be restructured
G 6. OBJECTIVE 4:
Necessary legislation and corporate infrastruc- ture studies shall be completed in relation with the nuclear energy and necessary plan and pro- grams shall be established.
NEPUD NEPUD EIGM
Law Consultancy
TAEK EUAS EPDK
G 6. OBJECTIVE 5:
Communication and Publicity Strategies on Ministry's policies and activities shall be estab- lished until the end of 2015.
Press and Public Relationship Con- sultancy
All Central Units and Affiliat- ed, Associated and Related
Institutions
Goal 7: The Ministry Using Information Technologies Effectively
Objective
Coordinator
Responsible Bodies
G 7. OBJECTIVE 1:
Physical, security and human resources infra- structure in the field of information technolo- gies of the Ministry shall be developed.
SGB
SGB
G 7. OBJECTIVE 2:
Integration of all data into ESIS shall be com- pleted until the end of 2016.
EIGM EIGM SGB
All Central Units and Affiliated, Associated and Related Institutions
G 7. OBJECTIVE 3:
All mining operations shall be performed in electronic environment within the scope of e-Devlet project.
MIGEM
MIGEM
MENR STRATEGIC PLAN 2015-2019 123
Goal 8: A Well-Coordinated Ministry
Objective
Coordinator
Responsible Bodies
G 8. OBJECTIVE 1:
A coordination plan which would enhance the co- operation and communication between central units of the Ministry and its Affiliated, Associated and Related Institutions shall be implemented.
SGB
SGB BIK
All Central Units and Affiliated, As- sociated and Related Institutions
G 8. OBJECTIVE 2:
Procedures and principles of a consultation mech- anism between stakeholders of the Ministry and its Affiliated, Associated and Related Institutions shall
EIGM MIGEM
All Central Units and Affiliated, As- sociated and Related Institutions
be determined and applied.
Theme 4: Regional and International Effectiveness
Goal 9: Turkey Integrated with Regional Energy Markets
Objective
Coordinator
Responsible Bodies
G 9. OBJECTIVE 1:
Transition system shall have a permanent con- nection with ENTSO-E.
DIAB
TEIAS EPDK
G 9. OBJECTIVE 2:
International interconnection capacity shall be increased by two (2) fold until the end of 2019.
DIAB
TEIAS
G 9. OBJECTIVE 3:
In line with the developments in neighbouring EIGM
countries, participation shall be provided to the regional electricity markets to be established through coupling and duties shall be undertaken in the organizations regarding the functioning of DIAB TEIAS EPIAS EPDK
regional markets.
G 9. OBJECTIVE 4: DIAB
By implementing new transit pipeline projects, the role of Turkey to be an energy corridor in the field of natural gas shall be strengthened.
TPBH PIGM BOTAS TPAO
G 9. OBJECTIVE 5:
Taking into consideration Turkey's studies for making Istanbul a finance centre, an energy center having power for price formation shall be established in Black Sea and Mediterranean, in which Ceyhan and Alia_a delivery products are
DIAB DIAB EIGM PIGM TPBH BOTAS
processed. EPDK
Goal 10: A Powerful Actor in International Arena
Objective
Coordinator
Responsible Bodies
G 10. OBJECTIVE 1:
By making partnerships with the companies having foreign investments for exploration and international experience in license area thereof, new sources shall be created in international area for energy raw materials such as; oil, natu- ral gas, coal and radioactive mineral and other raw materials.
DIAB PIGM MTA TPAO BOTA_
ETI MADEN
TKI TTK
G 10. OBJECTIVE 2:
Effectiveness of Turkey in international institu- tions acting in energy and natural resources sec- tor shall be enhanced.
DIAB
All Central Units and Affiliat- ed, Associated and Related
Institutions
G 10. OBJECTIVE 3:
Representation Offices of Energy and Natural Resources shall be established abroad
DIAB DIAB
Personnel Department Law Consultancy
Theme 5: Technology, R&D and Innovation
Goal 11: Indigenous Technology in Energy and Natural Resources
Objective
Coordinator
Responsible Bodies
G 11. OBJECTIVE 1:
Inventory and necessity analysis shall be made for the equipment to be subjected to indigeniza- tion and a road map thereof shall be specified.
YEGM
All Central Units and Affiliat- ed, Associated and Related
Institutions
G 11. OBJECTIVE 2:
Taking the manufacture sector in Turkey into consideration, rates of domestic contribution shall be increased.
YEGM YEGM NEPUD PIGM TPAO EUAS TEMSAN
TEIAS BOTAS
TKI TTK
Goal 12: A Result-Oriented R&D
Objective
Coordinator
Responsible Bodies
G 12. OBJECTIVE 1:
Number of R&D projects in energy and natural resources sector, having strategic importance, should be increased by the end of plan period.
YEGM MIGEM
All Central Units and Affiliat- ed, Associated and Related
Institutions
MENR STRATEGIC PLAN 2015-2019 125
Goal 12: A Result-Oriented R&D
Objective
Coordinator
Responsible Bodies
G 12. OBJECTIVE 2:
Energy and Natural Resources Institute and R&D Coordination Department, within the scope of the Institute, shall be established.
SGB
All Central Units and Affiliated, Associated and Related Institutions
Theme 6: Improvement of Investment Environment
Goal 13: Competitive and Transparent Markets
Objective
Coordinator
Responsible Bodies
G 13. OBJECTIVE 1:
Electricity generation privatization process shall be followed to see whether it is applied according to specified plan.
EIGM
EUAS
Privatization Administration
G 13. OBJECTIVE 2:
Preliminary studies shall be accomplished for the implementation of regional electricity tariffs instead of national tariff system until the end of the plan period.
EIGM
EPDK
G 13. OBJECTIVE 3:
Upon the establishment of EPIAS, energy mar- kets shall be made more transparent, reliable and monitorable.
EIGM TEIAS EPIAS BOTAS EPDK
G 13. OBJECTIVE 4:
Content and calendar related to data sharing of Ministry and its Affiliated, Associated and Relat- ed Institutions shall be determined, and reports and data thereof shall be published accordingly.
EIGM
All Central Units and Affiliated, As- sociated and Related Institutions
Goal 14: Improved Investment Processes
Objective
Coordinator
Responsible Bodies
G 14. OBJECTIVE 1:
Governance and process structure which facili- tate energy and natural resources investments shall be implemented.
EIGM MIGEM
All Central Units and Affiliated, As- sociated and Related Institutions
G 14. OBJECTIVE 2:
Alternative finance models shall be developed in order to promote the investments in energy and natural resources sectors.
EIGM MIGEM EIGM MIGEM PIGM DIAB MTA TKI TTK EUAS TPAO EPDK
Theme 7: Raw Material Supply Security
Goal 15: Security of Non-Energy Raw Material Supply
Objective
Coordinator
Responsible Bodies
G 15. OBJECTIVE 1:
Explorations in regard to non-energy natural re- sources should be increased.
MIGEM MTA ETI MADEN
G 15. OBJECTIVE 2:
Integrated data bank infrastructure should be es- tablished for non-energy natural resources.
MIGEM
MIGEM
MTA ETI MADEN
G 15. OBJECTIVE 3:
National Raw Material Strategy Document in- volving critical raw materials shall be prepared.
MIGEM MIGEM
MTA ETI MADEN
BOREN
G 15. OBJECTIVE 4:
Infrastructure studies for enabling the explora- tion and reporting of Turkey's mining resources in accordance with international standards shall be completed.
MIGEM
MIGEM
MTA
Theme 8: Efficient and Effective Use of Raw Material
Goal 16: Efficient and Effective Use of Non-Energy Natural Raw Materials
Objective
Coordinator
Responsible Bodies
G 16. OBJECTIVE 1:
Production of processed products and their ex- ports shall be increased.
MIGEM
MIGEM ETI MADEN
G 16. OBJECTIVE 2:
Measures shall be designed and implemented for enabling to obtain valuable minerals from im- port and domestic concentrates and by recycling from secondary (waste items) products.
MIGEM
MIGEM ETI MADEN
G 16. OBJECTIVE 3:
An operation and inspection structure enabling efficient, effective and secure mining activities in international standards shall be formed.
MIGEM MIGEM ETI MADEN
TKI TTK EUAS
MENR STRATEGIC PLAN 2015-2019 127