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1The World Padel Participation,Competition,Performance and Organization Report20243254INDEX1216223645102PARTICIPATIONPERFORMANCE FIP ORGANIZATIONPADEL PLAYERS POPULATION NUMBER OF PADEL CLUBS NUMBER OF PADEL COURTSCUPRA FIP TOURPREMIER PADELFIP PROMISESROLL OF HONOUR FIP CHAMPIONSHIPSFIP RANKINGRANKED PLAYERSPROFESSIONAL PLAYERS RANKED BY AGENATIONAL FEDERATIONS REPORTADDITIONAL INFORMATIONPADEL NUMBERS IN PILLSTHE GROWTH OF PADEL IN THE WORLD FIP INTERNATIONAL COMPETITIONSPADEL PERFORMANCE131313171718232830313739427698LUIGI CARRARO FOREWORD BY FIP PRESIDENTIn less than a year,our world has undergone remarkable changes.As I swiftly watch the beautiful movie of 2023,memories bring me to padels historic debut at an event marked by five Olympic rings,the European Gamesa milestone that drove us closer to the Olympic dream.Subsequently,the World Championships and European Championships(Absolute,Junior and Senior)have spotlighted the essence of teamwork and national pride,breaking any record of participation.The inception of a unified professional tour-Premier Padel-governed by FIP,marked a significant step forward and added to the affirmation of our flagship event,the Cupra FIP Tour,and the commitment of our National Federations,showcasing exponential growth in quality,caliber,and opportunities for both young and professional players.This ascent owes much to the collective efforts of athletes,referees,coaches,organisers,and all those who work very hard on and off the field of play.Then the establishment of a single and unified FIP Ranking,which stands as a pivotal achievementa globally recognized benchmark for both men and women,indispensable for a sports ecosystem that aims at reaching the highest standards.As I reminisce on the snapshots of this epochal transition into the New Era of padel,one image remains steadfast and vivid:the fervor and dedication of every National Federation alongside with their Teams,which has contributed to this transformative journey and growth.A turning point that has also brought important changes within FIP structure,strengthening all its departments:from sport to communication and management,culminating in the inception of the FIP Research&Data Analysis Department,which gave birth to the inaugural global report on padel:the World Padel Report 2024,a comprehensive study that was made possible by the collaborative efforts of National Federations.Finally,at this point,it might be tempting to go on telling about our achieved milestones and goals.And it would be the same if ahead of us there would be more to be dreamed,pursued and reached.Thus,we look forward to gathering again in the future to reflect on the ever-evolving landscape of our world.Our world.1 1101312PADELNUMBERSIN PILLSKEY FINDINGS 19,800 63,00013071*Clubs&Accomodation FacilitiesCourtsCountries where it is playedNational Federation affiliated FIPACCESSTO PADEL 30,000,000400,000Amateur PlayersOf Padel Players are FemaleFederated playersPADELPLAYERS PLAYERS WITHA PROFESSIONALFIP RANKING 2023PLAYERS WITH AFIP JUNIOR WORLD RANKING 2023TOTALTOTAL4,8741,2093,5128471,3623627215PlayersPlayersMaleMaleFemaleFemaleNations representedNations representedPERFORMANCE30Countries where FIP tournaments were heldFIP TOURNAMENTS 2023TOTALFIP CHAMPIONSHIPSPREMIER PADELCUPRA FIP TOURFIP PROMISESTOTAL163101010835MALE101667118FEMALE62443717FIP ORGANIZATIONUpdated data:Participation as of April 2024-Performance and FIP Organization December 2023 Data sources:See additional information pagePARTICIPATION*As of 31/12/231 51417THE GROWTH OF PADEL IN THE WORLD PADEL PLAYER POPULATION NUMBER OF PADEL CLUBSFrom estimates made by individual federations and analysis by the FIP Department of Research and Data Analysis,the number of amateur padel players is nearly 30 million,more than half of whom play more frequently(1 time per week).More than 59 percent play the sport in Europe,23 percent in South America,7 percent in Central and North America,7 percent in Asia,Africa,still growing,exceeds 4.3 percent,and Oceania has a few fractions of a percentage point.The majority of amateur players are men(60%),despite that it is one of the sports most played by women,who account for 40%of the total.There are more than 19,800 clubs and accommodation facilities worldwide where to play padel,of which 5,820 clubs are affiliated with national federations.Compared to 2022,where there were 3,923 affiliated clubs,FIP saw an increase of 48 percent.There are 130 nations and 12 dependent territories where to play padel,in 2021 there were about 90.Nearly two-thirds of the worlds nations have facilities where padel can be played,the ratio is 66 percent;in Europe,there is at least one club in all 53 nations on the continent.AFRICAAFRICA4.3&6.4YS230.3ASIA EUROPE EUROPE SOUTH AMERICASOUTH AMERICAOCEANIAOCEANIACENTRAL&NORTH AMERICACENTRAL&NORTH AMERICAFig.1 Padel Players by continents(%)Fig.2 No.of nations by continent where padel is played 26ASIA PADELPLAYERSBY CONTINENTS(%)NATIONSWHERE THERE ARE PADEL CLUBS1918Europe is the continent where there are the most clubs and accommodation facilities(64%),followed by South America with 24%,Asia 6%,Africa 4%,Central and North America 2%and Oceania(0.1%).EUROPE ASIAAFRICASOUTH AMERICAOCEANIA12,7182,00012,850502,3003,2001,1537594,73547512Fig.3-No.Clubs and Accommodation facilities for continents Fig.4-No.Padel Courts for continents N CLUBS&ACCOMODATIONIN THE WORLDN COURTSIN THE WORLDNUMBER OF PADEL COURTSAt the beginning of 2024,we marked the milestone of 60,000 padel courts in the world.Europe,the continent where padel is played the most,is estimated to have more than 42,600 padel courts(70 percent of the total).Compared to three years ago,the growth has been 240%,but excluding Spain(more than 16,000 courts),whose position has been consolidated for a long time,the development in other European countries has been 6 times as much.On the American continent,there are an estimated 14,850 courts(most in Argentina and South America in general),3,200 in Asia(mostly in the Middle East),2,300 in Africa,and less than 100 in Oceania.SOUTH AMERICAOCEANIAAFRICAASIACENTRAL&NORTH AMERICAEUROPE 42,600CENTRAL&NORTH AMERICACOURTS RATIO BY CLUB The average ratio of the number of courts to the number of facilities where padel can be played is 3.2 in the world.The highest ratio is in Oceania with 3.6 courts per club,followed by Europe with 3.4,Africa 3.0,Americas 2.9 while in Asia the ratio is 2.7.Fig.5-No.Padel Courts for countries(Top 15)TOP 15 COUNTRIESN COURTS9501,1001,3001,3901,5001,5001,9702,0002,1502,3002,4204,2007,0009,05016,000UnitedArabEmiratesFinlandPortugalDenmarkEgyptMexicoBelgiumParaguayFranceChileNetherlandsSwedenArgentinaItalySpainRATIO OF AMATEUR PLAYERS TO PADEL COURTS,BY REGIONUsing the total number of padel courts in each nation,we calculated the total number of padel courts compared to the number of amateur players.The ratio worldwide is just over one court for every 400 players.SOUTH AMERICA01.000800600400200OCEANIAAFRICAASIACENTRAL&NORTH AMERICAEUROPE 4675008753461,5004471.5002 1202322FIPINTERNATIONALCOMPETITIONSThe International Padel Federation owns and manages a range of events,from world and continental competitions for both nations and pairs to international circuits such as Cupra FIP Tour,Premier Padel and FIP Promises.All official FIP competitions can be viewed at Documentation Official Competitions.The FIP circuit(from 2020 named Cupra FIP Tour)was born in June 2019 and aimed to ensure that Padel would continue its worldwide growth by allowing players from less developed countries to participate with their earned points,in World Padel Tour tournaments first and Premier Padel later,and to develop their professional growth by participating in tournaments of international relevance.Originally three categories of tournaments changed according to prize money,scores and player ranking,in order of importance:Star,Rise and Promotion,to which Gold and Platinum were added in later years.From the beginning of the circuit until April 2024,355 tournaments were played in as many as 36 different nations from all continents(222 in Europe,51 in South America,33 in Asia,22 in North Central America,21 in Africa,and 6 in Oceania)and winners from 28 different nations.CUPRA FIP TOURHISTORY AND STATISTICSYEAR 20196 tournaments held including 5 male categories and 1 female category.YEAR 202024 tournaments held including 20 male category and 4 female category.YEAR 202173 tournaments contested of which 45 were male category and 28 female category.YEAR 202298 tournaments contested of which 62 were male category and 36 female category.YEAR 2023108 tournaments contested of which 71 were male category and 37 female categoryYEAR 202446 already played as of the end of April(a total of more than 160 tournaments are expected to be played in 2024)2524Categories/YearsCategories/Years2019201920202020202120212022202220232023April 2024April 2024TOTALTOTALFIP FINALS1113FIP FINALS1113FIP GOLD123FIP GOLD35210FIP PLATINUM213FIP PLATINUM224FIP PROMOTION31791039FIP PROMOTION151311838FIP RISE31612251167FIP RISE2529304917133FIP STAR1672218FIP STAR18711734TOTAL11028363721133TOTAL51445627125222FEMALEMALEFig 7-Tables of tournaments played by year and category type:TOTALFig.8 Tables of tournaments played by year and country where playedCountries/Years620192420207320219820221082023462024ALBANIA11ARGENTINA1236AUSTRALIA246AUSTRIA1113BELGIUM235BRAZIL9312CHILE276419ECUADOR325EGYPT1115421FRANCE11226GERMANY112IRELAND22ITALY28201416262JAPAN1135KUWAIT22LITHUANIA2316MEXICO2285219MONACO11NETHERLANDS189624NORWAY224OMAN22PARAGUAY213QATAR224311RUSSIA22SAN MARINO11SAUDI ARABIA11SPAIN101716241077SWEDEN16613SWITZERLAND11THAILAND22TRKIYE112UNITED ARAB EMIRATES1221410UNITED KINGDOM26210UNITED STATES23URUGUAY11215VENEZUELA11355TOTAL2726Fig.9 Table of Cupra Fip Tournament Winners 2019-2023Winners/GenderFEMALEMALEARGENTINA145569AUSTRIA22BELGIUM7411BRAZIL111728CHILE11920ECUADOR314EGYPT224FINLAND11IRELANDGERMANYFRANCEUNITED KINGDOM452120114253ITALY194362JAPAN448MEXICO13316NETHERLANDS111021NORWAY11OMAN21PARAGUAY55POLAND213PORTUGAL71118QATAR11RUSSIA22SWEDEN189UNITED ARAB EMIRATES11SPAIN103189292URUGUAY44VENEZUELA11TOTAL2928Premier Padel Circuit governed by the International Padel Federation(FIP)and promoted by the Professional Padel Association(PPA),International Padel Players Association(IPPA)and Qatar Sports Investments(QSI)was born in 2022.The goal of the Tour was to hold high-level tournaments for the first two years and then become the only major international circuit starting in 2024,and this was the case after the agreement to take over the World Padel Tour.In 2022,8 tournaments were held all in the mens category,in 2023 after the agreement with the IPPA association women also joined the circuit and 6 tournaments were held including 4“combined”ones.The 2024 season will see 25 tournaments“combined”spanning 18 countries in 5 continents taking place throughout the year,demonstrating Premier Padels ongoing commitment to reach new markets,grow the game globally and inspire more people to participate.The 2024 calendar will conclude with the first-ever edition of the Premier Padel Tour Finals which will take place in Barcelona on 18-22 December 2024 and will see the top-ranked pairs battle it out for the final trophy of the 2024 Premier Padel season.PREMIER PADELHISTORY AND STATISTICSTOURNAMENTCATEGORYYEARLOCATIONCOUNTRIESWINNERSWINNERSNAT.NAT.BNL ITALY MAJOR 2023ROMEITALYMARTA ORTEGAGEMMA TRIAYMADRID P1P1MAJOR2023MADRIDSPAINBEATRIZ GONZALEZDELFINA BREAPARIS MAJOR MAJOR2023PARISFRANCEARIANA SANCHEZPAULA JOSEMARIAMILANO P1P12023MILANOITALYBEATRIZ GONZALEZDELFINA BREARIYADH SEASON P1P12024RIYADH SAUDI ARABIAARIANA SANCHEZPAULA JOSEMARIAQATAR MAJORGNP MEXICO P1PUERTO CABELLO P2MAJORP1P2202420242024DOHAACAPULCOPUERTO CABELLOQATARMEXICOVENEZUELAARIANA SANCHEZJESSICA CASTELLO LOPEZBEATRIZ GONZALEZPAULA JOSEMARIACLAUDIA JENSEN SIRVENTDELFINA BREAMONTHJULYJULYSEPTEMBERDECEMBERFEBRUARYMARCHMARCHMARCHFEMALEFig.10-Table of all Premier Padel tournaments played through March 2024-Female Category TOURNAMENTCATEGORYYEARLOCATIONCOUNTRIESWINNERSWINNERSNAT.NAT.BNL ITALY MAJOR OOREDOO QATAR MAJOR20232022ROMEDOHAITALYQATARAGUSTIN TAPIAMARTIN DI NENNOARTURO COELLO MANSOPAQUITO NAVARROMADRID P1MENDOZA P1ITALY MAJORP1P1MAJORMAJORMAJOR202320232022MADRIDMENDOZAROMESPAINARGENTINAITALYAGUSTIN TAPIAAGUSTIN TAPIAJUAN LEBRON CHINCOAARTURO COELLO MANSOARTURO COELLO MANSOALEJANDRO GALAN ROMOPARIS MAJOR PARIS MAJOR MAJORMAJOR20232022PARISPARISFRANCEFRANCEAGUSTIN TAPIAJUAN LEBRON CHINCOAARTURO COELLO MANSOALEJANDRO GALAN ROMOMILANO P1MADRID P1P1P120232022MILANOMADRIDITALYSPAINALEJANDRO GALAN ROMOJUAN LEBRON CHINCOAJUAN LEBRON CHINCOAALEJANDRO GALAN ROMORIYADH SEASON P1ARGENTINA P1P1P120242022RIYADH MENDOZASAUDI ARABIAARGENTINAJUAN LEBRON CHINCOAPABLO LIMAALEJANDRO GALAN ROMOFRANCO STUPACZUKQATAR MAJORNEW GIZA P1GNP MEXICO P1MEXICO MAJORPUERTO CABELLO P2MILANO P1OOREDOO QATAR MAJORMAJORP1P1MAJORP2P1MAJOR2024202220242022202420222023DOHANEWGIZAACAPULCOMONTERREYPUERTO CABELLOMILANODOHAQATAREGYPTMEXICOMEXICOVENEZUELAITALYQATARAGUSTIN TAPIAPABLO LIMAAGUSTIN TAPIAARTURO COELLO MANSOAGUSTIN TAPIAJUAN LEBRON CHINCOAMARTIN DI NENNOARTURO COELLO MANSOFRANCO STUPACZUKARTURO COELLO MANSOFERNANDO BELASTEGUINARTURO COELLO MANSOALEJANDRO GALAN ROMOFRANCO STUPACZUKMONTHJULYMARCHJULYJULYMAYSEPTEMBERJULYDECEMBERAUGUSTFEBRUARYAUGUSTMARCHOCTOBERMARCHNOVEMBERMARCHDECEMBERFEBRUARYMALEFig.11-Table of all Premier Padel tournaments played through March 2024 Male Category 3130FIP in 2021 created a new youth circuit addressed to the Under 14,Under 16 and Under 18 categories for both boys and girls.In 2021,it was called FIP Promises Europe because the tournaments were held in countries on the European continent;since 2022 it has become international.To date,39 tournaments have been held(85%held on the European continent),38 of which are“combined”and one for men:From 2024,more than 30 percent of the tournaments will take place outside Europe.FIP PROMISESHISTORY AND STATISTICSFig.12-Table by nations of FIP Promises tournaments held during 2021-2023 COUNTRIESFEMALEMALETOTAL323365BELGIUM112BRASIL112ECUADOR112EGYPT112ITALY5611MEXICO224NETHERLANDSSPAINSWEDEN9111911118222N TOURNAMENTSYEAR 20213 tournamentsYEAR 202212 tournamentsYEAR 202318 tournamentsYEAR 2024 6 already played by April 2024,with the expectation of more than 30 combined tournaments in the current yearROLL OF HONOUR FORFIP TEAM CHAMPIONSHIPSThe International Padel Federation organises three types of international team tournaments(Professional,Junior,Senior)for womens and mens categories,each one held biennially:Since 1992,when the professional world championships were first held,16 editions have been organised,including 6 in Europe,8 in America and 2 in Asia.In the mens category,Argentina has won 11 times and Spain 4 times(in 2018 the title was not awarded for this category),while in the womens category 8 wins for both Spain and Argentina.The 17th edition is scheduled for the end of October 2024.WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR MENWORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR WOMENPROFESSIONAL JUNIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR BOYSJUNIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR GIRLSJUNIORSENIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR MENSENIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR WOMENSENIOR3332HOST COUNTRYHOST COUNTRYHOST COUNTRYHOST COUNTRYGOLDGOLDSILVERSILVERBRONZEBRONZESPAINSPAIN ARGENTINA ARGENTINAARGENTINAARGENTINABRAZILBRAZILSPAINSPAINURUGUAYURUGUAYMexicoMexico20122012SpainSpain20142014ArgentinaArgentina19941994MexicoMexico20102010SpainSpain19921992 ARGENTINA ARGENTINA ARGENTINASPAIN ARGENTINA ARGENTINABRAZILBRAZILPARAGUAYFRANCESPAINARGENTINAPARAGUAY PORTUGALSPAINSPAINURUGUAYURUGUAYPortugalPortugal20162016SpainSpain19961996 ARGENTINASPAIN ARGENTINA ARGENTINASPAINARGENTINABRAZILBRAZILSPAINSPAINBRAZILURUGUAYParaguayParaguay20182018ArgentinaArgentina19981998FINAL NOT PLAYEDSPAINSPAINSPAINFINAL NOT PLAYEDARGENTINABRAZILPORTUGALARGENTINAARGENTINABRAZILURUGUAYQatarQatar20212021FranceFrance20002000SPAINSPAIN ARGENTINA SPAINARGENTINAARGENTINABRAZILITALYSPAINARGENTINABRAZILBRAZILUnited Arab EmiratesUnited Arab Emirates20222022MexicoMexico20022002ArgentinaArgentina20042004SpainSpain20062006CanadaCanada20082008 ARGENTINA SPAIN ARGENTINA ARGENTINA ARGENTINA ARGENTINA ARGENTINA ARGENTINASPAIN ARGENTINASPAINARGENTINAFRANCEITALYSPAINSPAINBRAZILMEXICOSPAINSPAINBRAZILBRAZILBRAZILSPAINSPAINBRAZILARGENTINASPAINBRAZILBRAZILHOST CITYHOST CITYRiviera MayaRiviera MayaMadrid-SevillaMadrid-SevillaRiviera MayaRiviera MayaPalma de MajorcaPalma de MajorcaMendozaMendozaCascaisCascaisMadridMadridAsuncinAsuncinMar de PlataMar de PlataDohaDohaToulouseToulouseDubaiDubaiMexico CityMexico CityBuenos AiresBuenos AiresMurciaMurciaCalgaryCalgaryWORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR MENWORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR WOMENFig.13-Mens professional World Championship table Fig.14-Womens professional World Championship table In the first six editions of the Juniors World Padel Championships by National Teams held from 2000 to 2007,the national teams were not divided into the mens and womens categories but were together.With the seventh edition held in Sevilla in 2009,the World Juniors Championships featured girls and categories.HOST COUNTRYHOST COUNTRYGOLDSILVERBRONZE ARGENTINASPAINBRAZILMexico2001Argentina2000SPAINARGENTINABRAZILSpain2002SPAINARGENTINABRAZILBrazil2003BRAZILARGENTINASPAINSpain2005 SPAINARGENTINABRAZILArgentina2007 SPAINBRAZILARGENTINAHOST CITYLa PlataMexico CitySan Sebastin de los ReyeCuritibaToulouseBuenos AiresJUNIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMSFig.15-World Junior Championship tablesHOST COUNTRYHOST COUNTRYGOLDSILVERBRONZESPAINARGENTINACANADASpain2011Spain2009SPAINARGENTINABRAZILArgentina2013ARGENTINASPAINBRAZILMexico2015SPAINARGENTINAUNITED KINGDOMSpain2017 SPAINARGENTINAPARAGUAYSpainMexicoParaguay201920212023 SPAINPARAGUAY SPAINARGENTINAARGENTINASWEDENPARAGUAYMEXICOARGENTINAHOST CITYSevillaMelillaBuenos AiresMexico CityMalagaCastellonTorreonAsuncionJUNIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR BOYSHOST COUNTRYHOST COUNTRYHOST COUNTRYHOST COUNTRYGOLDGOLDSILVERSILVERBRONZEBRONZESPAINSPAINARGENTINAITALYITALYPORTUGALUnited StatesSpainUnited StatesSpain2022202420222024SpainSpain20182018SPAINARGENTINASPAINSPAINARGENTINASPAINITALYFRANCESWEDENFRANCEFRANCEITALYHOST CITYHOST CITYEstepona-BenahavsEstepona-BenahavsLas VegasLa NuciaLas VegasLa NuciaSENIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR MEN SENIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR WOMENHOST COUNTRYHOST COUNTRYGOLDSILVERBRONZESPAINARGENTINAMEXICOSpain2011Spain2009SPAINARGENTINAMEXICOArgentina2013SPAINARGENTINABRAZILMexico2015SPAINARGENTINABRAZILSpain2017 SPAINARGENTINABRAZILSpainMexicoParaguay201920212023 SPAINARGENTINA SPAINARGENTINABRAZILARGENTINAMEXICOMEXICOITALYHOST CITYSevillaMelillaBuenos AiresMexico CityMalagaCastellonTorreonAsuncionJUNIORS WORLD PADEL CHAMPIONSHIPS BY NATIONAL TEAMS FOR GIRLSThe World Senior Team Championships were established in 2018,the first edition was held in the province of Malaga(Spain),the second in 2022 in Las Vegas(United States),and most recently,in April 2024,the third edition was held in La Nucia,Spain.Fig.16-Mens Senior World Championships table Fig.17-Womens senior world championships table 3 5343736PADELPERFORMANCE FIP RANKING Starting from 2024,a single official international ranking for professional male and female players was established,managed and governed by the International Padel Federation,in conjunction with PREMIER PADEL and CUPRA FIP TOUR,and in agreement with Professional Padel Association(PPA)and the International Padel Players Association(IPPA).The procedure regarding the 2024 ranking in the mens and womens categories is as follows:2024 FIP Ranking The 22 best results achieved by players in the Premier Padel and Cupra Fip Tour tournaments.2023 Ranking points retention The total points of the 2023 ranking for each player will be divided over 50 weeks,subtracting the same amount of points from each player weekly from January 15,2024,until the end of the season on December 22,2024.Player scores for each tournament played will be calculated according to the following table:30MAJOR (Only over Top 8 MD seeds)20P1 (Only over Top 8 MD seeds)15P2 (Only over Top 4 MD seeds)Q1403040901803607201200200040304025259018036072012002000WORLD CHAMPIONSHIPS(BY PAIRS)WINNERFINALISTSEMIFINAL1/4FINALR16R32R64BONUS QUALY LAST QUALYQ2MF37372245901502503737224590150250FIP PLATINUM185*185*FIP FINALS232311224575125232311224575125FIP GOLD12125112237621212511223762FIP STAR11251118311125111831FIP RISE125915125915FIP PROMOTION Q1WINNERFINALISTSEMIFINAL1/4FINALR16R32BONUS QUALY LAST QUALYQ2MFMFMFMFMFMFBONUS -Win over seeds40304090180360720120020004030259018036072012002000MAJOR1500*1500*PREMIER FINALS20152045901803606001000152020901803606001000P1715154590180300500715154590180300500P2MFQ125121277WINNERFINALISTSEMIFINAL1/4FINALR16R32R64BONUS QUALY LAST QUALYQ2MFMFMF*Point Table breakdown 3938RANKED PLAYERS TOTAL NUMBER OF RANKED PLAYERS The number of players with a junior or professional ranking in 2023,having competed in at least one match during the period 1 January to 31 December.JUNIOR PLAYERSPROFESSIONAL PLAYERS A total of 1,209 players held a FIP Juniors Ranking in 2023(847 male and 362 female)from 15 nations.Europe had more players with a FIP Junior ranking than any other region 96.0%.A total of 4,874 players featured the FIP ranking in 2023(3,512 males and 1,362 females)from 72 countries.In 2023,80 percent of the professional players ranked were from 14 nations.61%of the professionally ranked players came from Europe(72male,57%male).AGE CLASSESUNDER 14 UNDER 16UNDER 18TOP PLAYERSTOTI2472 245 1,209 419 0%WOMEN1 154 67 362 39C0A%MEN51 318 178 847 38!0%Fig.18-Table Junior Ranking players by age groupFig.19-Professional ranked players globally by region(%)AFRICAASIASOUTH AMERICA2%4%4%9 a%OCEANIAEUROPE CENTRAL&NORTH AMERICA4140Fig.20-Junior ranked players globally by nation-Top 5(%)Fig.21-Professional ranked players globally by nation-Top 10(%)NETHERLANDSNETHERLANDSNETHERLANDSJAPANJAPANJAPANMEXICOMEXICOMEXICOFRANCEFRANCEFRANCEEGYPTEGYPTEGYPTBRAZILBRAZILBRAZILCHILECHILECHILEARGENTINAARGENTINAARGENTINAITALYITALYITALYSPAINSPAINSPAINMENMENTOTALTOTALWOMENWOMEN62.4i.7Y.2.4%9.2.5%6.7%7.5%6.4%4.5%5%4.3%4.3%5%4%SWEDENNETHERLANDSBELGIUMITALYSPAINNETHERLANDSBRAZILJAPANCHILEMEXICOARGENTINAFRANCEITALYEGYPTSPAIN1.7%2.6%3.7%3.6%3.6%4.7%4.9%8.6.1).5%4.1%1.9%3.9%2%2.5%2.7%3.2%4%8.5B.4%2.3%2.4%3%3.2%3.3%4.2%4.5%7.4%9.72.8%Fig.22-Professional ranked players in the Top 300 globally by nation-Top 5(%)MENTOTALWOMENNETHERLANDSFRANCEITALYARGENTINASPAINPLAYERS RANKED IN THE TOP 300 PLAYERS RANKED IN THE TOP 100The following is an overview of the number of players(who have played at least one game in the period from January 1 to December 31)ranked in the Top 300 professional FIP Rankings in 2023.By the end of 2023,there were 611 female and male professional players from 22 nations who reached the Top 300 ranking.Six nations accounted for 81%of the players ranked in the Top 300.Within the Top 300,there are 300 players from 18 nations and 311 players from 29 nations.Players from 5 nations account for 86%of the mens Top 300.Players from 7 nations account for nearly 80%of the womens Top 300.More than 75%of the professional players ranked(males and females combined)with a Top 300 ranking were from Europe.The following is an overview of the number of players(who have played at least one game in the period from January 1 to December 31)ranked in the Top 100 professional FIP Rankings in 2023.By the end of 2023,there were 200 female and male professional players from 11 nations who reached the Top 100 ranking.Over 90%of players in the mens Top 100 were from 3 nations.Over 90%of players in the womens Top 100 were from 4 nations Irrespective of gender,over 85%of players with a Top 100 ranking were from Europe.50.9.4%8.2%4.7%2,6%2.7H.3!.3%8.7%5S.4%7.7%4.5%4.2%3.6%4 342Fig.23-Professional ranked players in the Top 100 globally by nation-Top 5 Fig 24.-Professional ranked players in the Top 200 by age(%)MENMENTOTALTOTALWOMENWOMEN76572 223 51771147221254FRANCEBRASILITALYARGENTINASPAINUNDER 1819 to 2425 to 3233 PROFESSIONAL PLAYERSRANKED BY AGE The following is an overview of the number of professional players ranked in the Top 200(male and female)during the period from January 1 to December 31,2023,broken down by age.Almost 50%of the players in the FIP Top 200 Ranking are under 25 years old,in men the percentage is higher and is 54.5%while in women it is 44.5%.Women,in the age group above 33 years old are in a much higher percentage than men(21%vs.7.5%).The middle range 25 to 32 is fairly homogeneous between the two genders7.58C.5!4.50.5!4.50.5%4 5444746NATIONAL FEDERATIONSREPORT In 1991,after some meetings between Argentinians and Spaniards and from other international events in those years,the idea of creating an international federation was born.On July 12,1991,representatives of Spanish,Argentine and Uruguayan padel associations met in La Moraleja,Madrid.The federation was created and Julio Alegra Artiach became the first president of the International Padel Federation.As of today there are 71 member federations,of which as many as 30 have federated in the past 3 years.There are 39 federations from European countries,15 from Asia,12 from America,3 from Africa and 2 from Oceania.For each federation associated with FIP,we have prepared a form with the following information:Date of the federations act of incorporation,year in which it became a member of FIP and type of current affiliation.Participation:data on clubs,courts and players at the national level and federation affiliation.Performance Players Ranking FIP 2023:Number of players in the FIP rankings.FIP Organization Tours:Number of all tournaments of FIP circuits organized by Federations(from 2019 year of birth of Cupra FIP Tour to April 2024).Number of winning players by category of Premier Padel and Cupra FIP Tour tournaments.Podium finishes(gold,silver or bronze)at World Professional,Junior and Senior Championships by nation.The data on participation were provided to us directly by the federations through the survey conducted at the beginning of the year or through the analysis of the FIP Research and Data Analysis Department,and the rest of the information through the databases of the FIP Research and Data Analysis Department.Country sheets are in chronological order of year of membership in the International Padel Federation.4948National Federation;Fip Research&Data Analysis DepartmentData source:ARGENTINAAsociacin Padel ArgentinoEstablishment Act DateAssociated Member sinceFip Membership 202426/10/198807/12/1991Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.36,539200 3,100 7,000 1,400,00052628,697(T)2,957(W)5,740(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10045125WOMEN2856417MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES1WOMEN52MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P231WOMEN751MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN2641145043FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR16N PARTICIPATIONS8 GOLD8 SILVER1 GOLD7 SILVERWOMEN11 GOLD9 SILVER1 GOLD6 SILVER1 BRONZE1 GOLD2 SILVERMEN4 GOLD 4 SILVER1 BRONZEWOMEN MEN(ONLY JUNIOR)https:/www.padelfederacion.es(for info on membership and licensing)Fip Research&Data Analysis DepartmentData source:SPAINFederacin Espaola de Pdel Establishment Act DateAssociated Member sinceFip Membership 202428/09/199607/12/1991Class BFormer FIP Member Federations:Asociacin Espaola de Padel(1991)Agrupacin Espaola de Clubes de Padel(1993)ESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.82,970340 4,220 16,000 5,500,0001,254101,326(T)35,971(W)65,355(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10048416676WOMEN97914571MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES36211WOMEN41311MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2651WOMEN9111MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN2663204543093526155FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR15N PARTICIPATIONS8 GOLD7 SILVER7 GOLD3 GOLDWOMEN4 GOLD9 SILVER1 BRONZE1 GOLD6 SILVER1 BRONZE2 GOLD1 SILVERMEN4 GOLD 1 SILVER1 BRONZEWOMEN MEN(ONLY JUNIOR)5150URUGUAYAsociacin de Amigos del Pdel Establishment Act DateAssociated Member sinceFip Membership 202404/04/200007/12/1991Class BFormer FIP Member Federations:Federacin Uruguaya de Padel(01/12/1991)ESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.129,25685557117100,000NANANACLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100400WOMEN3830MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN5MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2WOMENMENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN4FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR16N PARTICIPATIONS4 BRONZEWOMEN2 BRONZEMENWOMEN MEN(ONLY JUNIOR)Fip Research&Data Analysis DepartmentData source:National Federation;Fip Research&Data Analysis DepartmentData source:ITALYFederazione Italiana Tennis e PadelEstablishment Act DateAssociated Member sinceFip Membership 202401/01/20111992Class BFormer FIP Member Federation:Federazione Italiana Gioco Paddle(19/02/1991)ESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.76,5031663,4089,0531,500,0001,6824,28073,741 18,881(W)54,860(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10097247WOMEN336265MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES2425WOMEN3846MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2WOMENMENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN397132851FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR13N PARTICIPATIONS2 BRONZE1 BRONZE2 SILVER1 BRONZEWOMEN1 BRONZEMENWOMEN MEN(ONLY JUNIOR)5352FRANCEFdration Franaise de TennisEstablishment Act DateAssociated Member sinceFip Membership 2024 05/08/20151992Class BFormer FIP Member Federations:Fdration Franaise de Padel(1992)Ligue National de Padel(10/12/2012)ESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.629,9852558302,160550,000NANA113,006CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10023142WOMEN118152MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES01WOMEN62MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2WOMENMENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN5261521FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR15N PARTICIPATIONS1 BRONZE1 SILVER1 BRONZEWOMEN1 BRONZE1 BRONZEMENWOMEN MEN(ONLY JUNIOR)Fip Research&Data Analysis DepartmentPadelonomicssite www.fft.frData source:National Federation;Fip Research&Data Analysis DepartmentData source:MEXICOFederacin Mexicana de PdelEstablishment Act DateAssociated Member sinceFip Membership 202427/04/19921992Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.785,3336673201,5001,000,0001305467,3292,565(W)4,764(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100448WOMEN906MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES812WOMEN1122MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2WOMENMENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN4813FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR16N PARTICIPATIONS1 BRONZE4 BRONZEWOMEN1 BRONZEMENWOMEN MEN(ONLY JUNIOR)5554PARAGUAYFederacin Paraguaya de PadelEstablishment Act DateAssociated Member sinceFip Membership 202429/06/19921992Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.03,4312505002,000500,000201202,8001,200(W)1,600(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10031WOMEN301MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN3MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2WOMENMENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN15FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR13N PARTICIPATIONSWOMEN2 BRONZE1 GOLD2 BRONZEMENWOMEN MEN(ONLY JUNIOR)National Federation;Fip Research&Data Analysis DepartmentData source:ESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.7144,119426173470200,00014735015,0006,000(W)9,000(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100348WOMEN542MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES5WOMEN5MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN121FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR7N PARTICIPATIONSWOMEN2 BRONZEMENWOMEN MEN(ONLY JUNIOR)National Federation;Fip Research&Data Analysis DepartmentData source:UNITED KINGDOMThe Lawn Tennis AssociationEstablishment Act DateAssociated Member sinceFip Membership 202420191992Class BFormer FIP Member Federations:The Padel Federation(01/03/2006)British Padel Association(02/04/2014)5756UNITED STATESUnited States Padel AssociationEstablishment Act DateAssociated Member sinceFip Membership 202401/01/19931994Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.21,497,7803967122790,00035721,7300(W)1,400(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10041WOMEN17MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES1WOMEN2MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR15N PARTICIPATIONSWOMENMENWOMEN MEN(ONLY JUNIOR)National Federation;Fip Research&Data Analysis DepartmentData source:Fip Research&Data Analysis DepartmentData source:CANADAPaddle Association of CanadaEstablishment Act DateAssociated Member sinceFip Membership 202403/07/19931994Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.61,337,2761,724112950,000PERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10031WOMEN3MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR10N PARTICIPATIONSWOMEN1 BRONZEMENWOMEN MEN(ONLY JUNIOR)5958CHILEFederacin de Pdel de ChileEstablishment Act DateAssociated Member sinceFip Membership 202413/09/20111994Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.38,5344355402,0001,000,000321722,124654(W)1,470(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100362WOMEN16331MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES81WOMEN111MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN1563FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR14N PARTICIPATIONSNational Federation;Fip Research&Data Analysis DepartmentData source:Former FIP Member Federation:Federacin Deportiva de Padel Tenis Fip Research&Data Analysis DepartmentData source:BRAZILConfederao Brasileira de PadelEstablishment Act DateAssociated Member sinceFip Membership 202430/07/19941994Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.4254,118824350900700,000(W)(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1003122WOMEN15573MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES52WOMEN72MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2WOMEN2MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN1011322FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR16N PARTICIPATIONS1 SILVER6 BRONZE1 SILVER2 BRONZEWOMEN2 SILVER10 BRONZE2 BRONZEMEN1 GOLD1 SILVER4 BRONZEWOMEN MEN(ONLY JUNIOR)6160AUSTRIAsterreichischer Padel VerbandEstablishment Act DateAssociated Member sinceFip Membership 202427/10/19941996Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.733,6773389926690,000(W)(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10032WOMEN420MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN3MENWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2WOMENMENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN2FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR4( 1 QUAL)N PARTICIPATIONSFip Research&Data Analysis DepartmentData source:Former FIP Member Federation:Federacin Deportiva de Padel Tenis BELGIUMPadel BelgiumEstablishment Act DateAssociated Member sinceFip Membership 202401/01/20081996Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.15,9322284861,970450,0004161,75295,82934,506(W)61,323(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1002851WOMEN733MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES212WOMEN312MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN74FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR8N PARTICIPATIONSFormer FIP Member Federation:Fdration Belge de Padel(29/10/1992)National Federation;Fip Research&Data Analysis DepartmentData source:6362PORTUGALFederao Portuguesa de PadelEstablishment Act DateAssociated Member sinceFip Membership 202426/04/20122005Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.47,8823463811,300450,0002481,07212056(W)54(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1001863WOMEN256MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN11311641FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR8N PARTICIPATIONS2 BRONZE1 BRONZEWOMENMENWOMEN MEN(ONLY JUNIOR)National Federation;Fip Research&Data Analysis DepartmentData source:Former FIP Member Federations:Associao Portuguesa de Padel(05/12/2003)Federao Portuguesa de Tenis(since01/01/2010)GERMANYDeutscher Padel VerbandEstablishment Act DateAssociated Member sinceFip Membership 202418/01/20102005Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.5175,000735188476350,0001013802,270465(W)1,805(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10093WOMEN16MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN2MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR6N PARTICIPATIONSNational Federation;Fip Research&Data Analysis DepartmentData source:6564SWITZERLANDSchweizer Padel VerbandEstablishment Act DateAssociated Member sinceFip Membership 202410/07/20062007Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.738,2343918523090,00032802,0421,031(W)1,011(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10051WOMEN17MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN1MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR5( 1 QUAL)N PARTICIPATIONSNational Federation;Fip Research&Data Analysis DepartmentData source:THE NETHERLANDSThe Royal Dutch Tennis AssociationEstablishment Act DateAssociated Member sinceFip Membership 202420202010Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.07,2862365862,418570,0005261,807128,31632,079(W)96,237(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10047132WOMEN573MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES1110WOMEN1310MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN1148FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR4N PARTICIPATIONSFormer FIP Member Federations:Nederlandse Padel Sport Federatie(20/03/2006)Nederlandse Padelbond(01/11/2010)National Federation;Fip Research&Data Analysis DepartmentData source:6766AUSTRALIAAustralian Tennis FederationESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.3677,9231,28293950,00073712045(W)75(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100226WOMEN64MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES3WOMEN3MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1N PARTICIPATIONSNational Federation;Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202420202010Class BFormer FIP Member Federation:The Australian Padel Federation(08/05/2008)SWEDENSvenska PadelfrbundetEstablishment Act DateAssociated Member sinceFip Membership 202413/03/20102010Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.02,5271671,0504,200700,0002234,2005,2831,744(W)3,539(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1002451WOMEN7541MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES43WOMEN93MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN117FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR5N PARTICIPATIONSWOMEN1 BRONZEMENWOMEN MEN(ONLY JUNIOR)National Federation;Fip Research&Data Analysis DepartmentData source:6968RUSSIAPadel Federation of RussiaESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.02,250,0007816645,000717280116(W)164(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100521WOMEN9MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES1WOMEN1MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN2National Federation;Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202429/07/20162013Class BFormer FIP Member Federation:Russian Padel Federation(16/10/2009)GUATEMALAAsociacin Deportiva Nacional de Padel de GuatemalaEstablishment Act DateAssociated Member sinceFip Membership 202415/01/20142014Class CESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.56,030,66716723500Fip Research&Data Analysis DepartmentData source:PRINCIPALITY MONACOFdration de Padel de MonacoESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO5.07,200151,250(W)(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN31MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN1MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1 QUAL.N PARTICIPATIONSWOMENMENWOMEN MEN(ONLY JUNIOR)Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202417/09/20142014Class B7170LITHUANIALietuvos Padelio FederacijaEstablishment Act DateAssociated Member sinceFip Membership 202405/10/20132017Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.924,26889329112100,00012801,150(W)(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1009WOMEN27MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES2WOMEN27MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR2 QUAL.N PARTICIPATIONSNational Federation;Fip Research&Data Analysis DepartmentData source:UNITED ARAB EMIRATESUnited Arab Emirates Padel AssociationESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.010,017263320950250,0001556201,902191(W)1,711(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10092WOMEN10MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES3WOMEN7MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN1FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1( 1 QUAL)N PARTICIPATIONSNational Federation;Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202409/06/20142017Class B7372DENMARKDansk Padel ForbundESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO0.34,2612344561,3873252021,38213,386 1,578(W)11,808(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10085WOMEN5MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR3N PARTICIPATIONSEstablishment Act DateAssociated Member sinceFip Membership 202403/07/2009 2018Class BNational Federation;Fip Research&Data Analysis DepartmentData source:FINLANDSuomi Padel LiittoEstablishment Act DateAssociated Member sinceFip Membership 202430/10/20092017Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.95,0181812271,105200,000991.0914,0361,290(W)2,746(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10043WOMEN4MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN1FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR2 QUAL.N PARTICIPATIONSNational Federation;Fip Research&Data Analysis DepartmentData source:7574NORWAYNorges Tennis -OG Padel ForbundPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10012WOMEN18MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES2WOMEN2MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN1FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1( 2 QUAL)N PARTICIPATIONSESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.210,328283125530150,000Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202406/03/20172018Class BJAPANJapan Padel AssociationEstablishment Act DateAssociated Member sinceFip Membership 202421/03/20162018Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.92,867,302233234310,00025300100(W)200(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100224WOMEN87MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES1WOMEN4MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN44FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR3N PARTICIPATIONSNational Federation;Fip Research&Data Analysis DepartmentData source:7776POLANDPolska Federacja PadlaEstablishment Act DateAssociated Member sinceFip Membership 202404/02/20132018Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.5460,9661,011368990,000(W)(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10052WOMEN7MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN21FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1( 1 QUAL)N PARTICIPATIONSFip Research&Data Analysis DepartmentData source:CZECHIAesk Padelov FederacePERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN5MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR2 QUAL.N PARTICIPATIONSESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.1456,304435112310,000Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202411/06/20152018Class B7978National Federation;Fip Research&Data Analysis DepartmentData source:ESTONIAEesti Padeli LiitEstablishment Act DateAssociated Member sinceFip Membership 202418/05/20172018Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.221,672166196110.,41134030060(W)240(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN4MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR2 QUAL.N PARTICIPATIONSTHAILANDThailand Padel AssociationPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1007WOMEN2MENESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.71,196,683833226050,000Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202417/05/20182019Class BSENEGALAssociation Sportive de Padel SngalEstablishment Act DateAssociated Member sinceFip Membership 202425/11/20162019Class BPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN1MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR3 QUAL.N PARTICIPATIONSESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.01,776,3003005103,000Fip Research&Data Analysis DepartmentData source:HUNGARYMagyar Padel SzvetsgPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1003WOMEN6MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1 QUAL.N PARTICIPATIONSESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.4158,688469276430,000Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202424/03/20172019Class B8180IRANPadel Committee of the Squash Federation of I.R.IranEstablishment Act DateAssociated Member sinceFip Membership 202420/05/20152019Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.88,106,5452736113,000(W)(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN24MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR3 QUAL.N PARTICIPATIONSFip Research&Data Analysis DepartmentData source:SAN MARINOFederazione Sammarinese TennisESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO5.06,800200151,00015237(W)16(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN4MENFIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1 QUAL.N PARTICIPATIONSFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN1MENNational Federation;Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202401/06/19572020Class B8382IRELANDPadel Federation of IrelandEstablishment Act DateAssociated Member sinceFip Membership 202407/10/20112020Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.1168,5331,167143035,000(W)(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN1MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES1WOMEN1MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN1FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1 QUAL.N PARTICIPATIONSFip Research&Data Analysis DepartmentData source:CHINAChinese Tennis AssociationPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN9MENESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.636,538,4621,282153950,000 Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202406/09/20172020Class B8584National Federation;Fip Research&Data Analysis DepartmentData source:EGYPTEgyptian Padel FederationEstablishment Act DateAssociated Member sinceFip Membership 202405/12/20182020Class BPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1002810WOMEN1182MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES901WOMEN1211MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN22FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1( 1 QUAL)N PARTICIPATIONSESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.0755,1442405001,500360,000ARMENIAPadel Federation of ArmeniaESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.01,388,50025012500 Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202406/02/20192020Class BFip Research&Data Analysis DepartmentData source:BULGARIABulgarian Tennis FederationEstablishment Act DateAssociated Member sinceFip Membership 202428/02/19922022Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.8743,000278592,500REPUBLIC OF KOREAKorea Padel AssociationESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.025,892,00025012500Fip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202408/06/20182022Class BMALTA Malta Tennis FederationESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.814,0791,316103850,000Establishment Act DateAssociated Member sinceFip Membership 202405/09/1966 2022Class BNational Federation;Fip Research&Data Analysis DepartmentData source:8786QATARQatar Tennis,Squash and Badminton FederationESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.718,1073334115050,00011801,353273(W)1,080(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN718MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES11WOMEN103MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN11FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR2 N PARTICIPATIONSEstablishment Act DateAssociated Member sinceFip Membership 202409/04/19842022Class BNational Federation;Fip Research&Data Analysis DepartmentData source:Fip Research&Data Analysis DepartmentData source:UKRAINEPadel Federation of UkraineEstablishment Act DateAssociated Member sinceFip Membership 202410/10/20182022Class BPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN4MENESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.71,121,2121,51593350,000TRKIYETurkey Padel AssociationFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN2MENESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.04,767,55683391815,000WINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P2WOMEN15MENFip Research&Data Analysis DepartmentData source:Establishment Act DateAssociated Member sinceFip Membership 202425/11/20192022Class B8988GEORGIAGeorgian National Padel FederationEstablishment Act DateAssociated Member sinceFip Membership 202416/11/20202022Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.51,242,66725023750Fip Research&Data Analysis DepartmentData source:Fip Research&Data Analysis DepartmentData source:ECUADORFederacin Ecuatoriana de PdelEstablishment Act DateAssociated Member sinceFip Membership 202402/02/20212022Class BPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100121WOMEN361MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES21WOMEN31MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN31FIP CHAMPIONSHIPS BY NATIONSWORLD CHAMPIONSHIPWORLD CHAMPIONSHIP JUNIORWORLD CHAMPIONSHIP SENIOR1N PARTICIPATIONSESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.891,8691,51570198300,000CROATIAHrvatski Padel SavezEstablishment Act DateAssociated Member sinceFip Membership 202410/01/20172023Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.971,571357195620,00086430030(W)270(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1001WOMEN6MENNational Federation;Fip Research&Data Analysis DepartmentData source:VATICAN CITYAthletica Vaticana Establishment Act DateAssociated Member sinceFip Membership 202408/11/20182023Class BNEW ZEALANDPadel New Zealand Establishment Act DateAssociated Member sinceFip Membership 202425/11/20202023Class CESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.02,614,000250225002252(W)3(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1001WOMEN2MENNational Federation;Fip Research&Data Analysis DepartmentData source:9190Fip Research&Data Analysis DepartmentData source:MALDIVESMaldives Padel Association Establishment Act DateAssociated Member sinceFip Membership 202414/02/20212023Class CESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.126,05010018202,000SLOVENIAPadel Zveza SlovenijeEstablishment Act DateAssociated Member sinceFip Membership 202414/04/20212023Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.3235,444278492,500Fip Research&Data Analysis Department Data source:Fip Research&Data Analysis DepartmentData source:KUWAITKuwait Padel Club Establishment Act DateAssociated Member sinceFip Membership 202409/09/20212023Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.910,775250140400100,000PERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10023WOMEN41MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES1WOMEN1MENPHILIPPINESPhilippine Padel AssociationEstablishment Act DateAssociated Member sinceFip Membership 202414/10/20212023Class CESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.87,822,46766741510,0002815151(W)100(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1003WOMEN6MENNational Federation;Fip Research&Data Analysis DepartmentData source:9392National Federation;Fip Research&Data Analysis DepartmentData source:SAUDI ARABIASaudi Padel Committee Establishment Act DateAssociated Member sinceFip Membership 202408/11/20212023Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.841,052278325900250,00032590094971(W)878(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1005WOMEN30MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES01WOMEN11MENALBANIAAlbania Padel GroupEstablishment Act DateAssociated Member sinceFip Membership 202401/12/20212023Class CESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.5404,571286272,000PERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN2MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES0WOMEN1MENFip Research&Data Analysis DepartmentData source:National Federation;Fip Research&Data Analysis DepartmentData source:BAHRAINBahrain Padel Federation Establishment Act DateAssociated Member sinceFip Membership 202421/12/20212023Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.98,9463015816650,000256632650(W)276(M)CLUBSCOURTSLICENSED PLAYERSWINNERS PLAYERS PREMIER PADEL(UPDATE MARCH 2024)MAJORP1P21WOMEN15MEN9594EL SALVADORFederacin de Pdel de El SalvadorEstablishment Act DateAssociated Member sinceFip Membership 202418/01/20222023Class CESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.02,121,33325013750Fip Research&Data Analysis DepartmentData source:Fip Research&Data Analysis DepartmentData source:ISRAELPadel IsraelEstablishment Act DateAssociated Member sinceFip Membership 202403/03/20222023Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.3352,8461,92382650,000LEBANONLebanese Padel Tennis AssociationEstablishment Act DateAssociated Member sinceFip Membership 202416/03/20222023Class CESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.056,1771,0424797100,000PERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1001WOMEN2MENFip Research&Data Analysis DepartmentData source:Fip Research&Data Analysis DepartmentData source:OMANOman Olympic Committee-Padel CommitteeEstablishment Act DateAssociated Member sinceFip Membership 202406/04/20222023Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.239,0254205411950,000PERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100111WOMEN15MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES1WOMEN1MENAZERBAIJANAzerbaijan Tennis FederationEstablishment Act DateAssociated Member sinceFip Membership 202402/08/19952024Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO13,470,66725033750118(T)2(W)6(M)CLUBSCOURTSLICENSED PLAYERSNational Federation;Fip Research&Data Analysis DepartmentData source:9796Fip Research&Data Analysis DepartmentData source:KAZAKHSTANNational Padel Federation of KazakhstanEstablishment Act DateAssociated Member sinceFip Membership 202410/03/20232024Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.04,901,500250141,000KOSOVOKosovo Padel federationEstablishment Act DateAssociated Member sinceFip Membership 202428/08/20212024Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.5312,167167461,0001382(W)6(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN2MENNational Federation;Fip Research&Data Analysis DepartmentData source:National Federation;Fip Research&Data Analysis DepartmentData source:LUXEMBOURGFdration Luxembourgeoise de TennisEstablishment Act DateAssociated Member sinceFip Membership 202423/01/20042024Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO2.438,52958871710,00061620820(W)188 (M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 1001WOMEN1MENMONTENEGROMontenegrin Padel FederationEstablishment Act DateAssociated Member sinceFip Membership 202410/10/20212024Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO1.874,081278592,500567(W)(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN2MENNational Federation;Fip Research&Data Analysis DepartmentData source:9998Fip Research&Data Analysis DepartmentData source:SLOVAKIASlovensk Padelov AsociciaEstablishment Act DateAssociated Member sinceFip Membership 202410/10/20212024Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO4.01,448,750250141,000VENEZUELAFederacin Venezolana de PadelEstablishment Act DateAssociated Member sinceFip Membership 202420/02/20192024Class BESTIMATES(APRIL 2024)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.1144,1901,50065200300,000PERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 100WOMEN51MENFIP ORGANIZATION TOURSCUPRA FIP TOURPREMIER PADELFIP PROMISES01WOMEN11MENWINNERS PLAYERS CUPRA FIP TOUR(UPDATE MARCH 2024)PROMOTIONRISESTARCUPRA FIP FINALSGOLDPLATINUMWOMENMEN1Fip Research&Data Analysis DepartmentData source:National Federation;Fip Research&Data Analysis DepartmentData source:TUNISIAFdration Tunisienne de TennisEstablishment Act DateAssociated Member sinceFip Membership 202425/10/19602024Class BESTIMATES(APRIL 2024)AFFILIATEDFEDERATION(2023)N CLUBSN COURTSN AMATEURS PLAYERSCOURTS RATIO PER CLUBPOPULATION/COURTS RATIOAMATEURS/COURTS RATIO3.6124,5801,00028100100,0002060 1,150220(W)930(M)CLUBSCOURTSLICENSED PLAYERSPERFORMANCE PLAYERS RANKING FIP 2023TOTAL PLAYERS RANKEDPLAYERS RANKED IN TOP 300PLAYERS RANKED IN TOP 10041WOMEN17MEN1 0 1100103102ADDITIONAL INFORMATION HOW THE DATA WERE COLLECTEDA total of 35 nations from all continents provided participation data used in the FIP Padel Report 2024.Participation data were collected directly from national federations through the FIP National Federation Survey 2024.All these data were collected by FIP and then integrated with performance and organization data held by the FIP Research and Data Analysis Department.For federated nations that did not respond to the survey and for countries that are not yet federated to FIP,an analysis was conducted by FIPs Data Research and Analysis Department through its internal database with actual data or failing that estimated data.DATA SOURCES Some National Federations,especially those established only a few years ago,do not yet have their own databases.Consequently,all contributing National Federations were asked to specify which data sources they used to complete the FIP National Federation Survey.Data sources may include secondary sources such as commercial data agencies and/or data from governments or ministries of sport.Where nations were unable to use primary or secondary data sources,they were asked to provide an estimate or an analysis was conducted within the FIP Research&Data Analysis Department.In some cases,in order to have an up-to-date estimate of the number of padel clubs and padel courts not provided by the federations or not in the Departments databases,authoritative external specialized sources cited here were used:Mr.Padel Paddle,Padelonomics,Padel Gids,Padel Lands,Dansk Padel Forbund,Padel Park.The International Padel Federation is the owner of all intellectual property rights in this publication.This publication is protected by copyright laws and treaties around the world.All such rights are reserved.Our status(and that of any identified contributors)as the authors of this publication must always be acknowled-ged.No part of this publication may be reproduced,scraped,stored in a retrieval system,or transmitted to any third party in any form or by any means electronic,mechanical,photocopied,recorded or otherwise,without the prior permission of the International Padel Federation.REPORT ANALYSIS AND TEXTS:FIP RESEARCH&DATA ANALYSIS DEPARTMENT1 0 5104106THE WORLD GOVERNING BODY OF PADELMaison du Sport International-Av.De Rhodanie 54-1007 Lausanne-S
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The9thCS3ChemistryforSustainableFood:ChallengesandPerspectives CS3 CHEMICAL SCIENCES AND SOCIETY SUMMIT White Paper Tokyo Japan September 2023 The9thCS3CHEMICALSCIENCESANDSOCIETYSUMMITSeptember1921,2023;Tokyo,JapanORGANIZATIONSChemicalSociety/FundingAgencyChinaTheChineseChemicalSociety(CCS)TheNationalScienceFoundationofChina(NSFC)GermanyTheGermanChemicalSociety(GDCh)TheGermanResearchFoundation(DFG)U.K.TheRoyalSocietyofChemistry(RSC)TheUKEngineeringandPhysicalSciencesResearchCouncil(EPSRC)U.S.A.TheAmericanChemicalSociety(ACS)JapanTheChemicalSocietyofJapan(CSJ)TheJapanScienceandTechnologyAgency(JST)WhitePaperProductionTextbyRaderJensen,PhDKazuhiroChiba,Professor,PhDEditedbyEmikoSakurada,CSJDeputyDirectorMitsuoSawamoto,Professor,PhDCopyright2024TheChemicalSocietyofJapanTheJapanScienceandTechnologyAgencywithAllthe2023CS3Organizations(aslistedabove)TableofContentsExecutive Summary.7 Introduction.9 Chemistry for Revolutionary Food Engineering.10 Food Processing.11 Novel Potato Processing.11 Whole Bean Tofu.11 Fungal fermentation.11 Aquaculture.11 Sustainable Breeding.11 Chemistry for Sustainable Food Production.12 Circular and Sustainable Chemistry for Food Sustainability.13 Transition to a more Circular Economy.13 Food Waste and Food Loss.13 Utilisation of Unavoidable Food Waste.14 Waste to Energy Conversion.14 Packaging.15 Soil and Soil Health.15 Landscape View.17 Public Perception and Overall Trends.18 Recommendations.19 References.21 The9thCS3ChemistryforSustainableFood:ChallengesandPerspectives Held every two years,the Chemical Sciences and Society Summit(CS3)gathers some of the foremost chemists from around the world and challenges them to propose meaningful approaches to address the most pressing issues facing society in the areas of health,food,energy,and the environment.Most importantly,as its name implies,the CS3 has arisen from the global chemical sciences community,with a self-imposed challenge:identify what and how the chemical sciences should actively commit to these imminent issues.Differing from conventional international meetings,the CS3 is uniquely designed in that the participants from each member country represent both a leading chemical society and a relevant funding agency.The event is conducted in a highly constructive format,and is rotated on each occasion among the participating countries.Each CS3 issues a white paper that summarizes the discussion and presents viable and implementable solutions to the general public and governments around the globe.The CS3 initiative is a collaboration between the Chinese Chemical Society(CCS),the German Chemical Society(GDCh),the Chemical Society of Japan(CSJ),the Royal Society of Chemistry(RSC)and the American Chemical Society(ACS).The symposia are supported by the National Science Foundation of China(NSFC),the German Research Foundation(DFG),the Japan Science and Technology Agency(JST)previously by the Japan Society for the Promotion of Science(JSPS),and the UK Engineering and Physical Sciences Research Council(EPSRC).Entitled“Chemistry for Sustainable Food:Challenges and Perspectives”,the ninth CS3 focused on global food instability and was jointly hosted by the Japanese members,CSJ and JST,with Professor Kazuhiro Chiba,President of Tokyo University of Agriculture and Technology,as Meeting Chair;local funding by JST;and meeting logistics managed by CSJ.The in-person meeting took place on September 1921,2023,at the CSJ Headquarters in Tokyo,to explore the role of chemistry in delivering food security and sustainability.Scientists representing the participating societies and agencies worked together to identify and clarify the roles chemistry plays in food production,and to address meaningful ways in which the chemical sciences can contribute to building a more secure,sustainable global food system.4The 2023 CS3“ChemistryforSustainableFood:ChallengesandPerspectives”was aimed at defining and proposing the missions of the world chemical science community,including chemical societies and funding agencies,for sustainable food,which is definitely among the most serious,eminent,and challenging issues in the world,perhaps rivalling energy security and climate changes:We humans could survive without abundant energy but we could not without sufficient food;according to the UNESCO,currently over 800 million people are on the brink of starvation.Focusing on the roles of chemical sciences and technology,in particular,the 9th CS3 consisted of three sessions:Session1:ChemistryforRevolutionaryFoodEngineeringRobust and Resistant Crops Engineered Livestock and Seafood Synthetic Food Session2:ChemistryforSustainableFoodProductionFood Factory and Smart Agriculture Novel Food-Processing Alternative New Food Session3:CircularandSustainableChemistryforFoodSustainabilityCircular Chemistry for Nitrogen and Phosphorous Chemistry for Water Sustainability Environmentally Friendly Agrochemicals Food Packaging,Monitoring,and Recycling Several countries have initiated major discussions on the role(s)of chemistry for food sustainability,and some have started research and development projects to deepen the discussion by proposing the above-mentioned issues.In 2023,for example,the American Chemical Society published a special issue entitled More Food,Less Chemicals Chem.&Eng.News 2023,101,28 ff(#15,May 8).It argues for the development and spread of food production technologies with less environmental impact,moving away from conventional food production methods that rely on the functions of chemical pesticides and fertilizers.In Japan,the Moonshot R&D project led by the Cabinet Office started in 2020,and the fifth of its nine goals is Creation of an industry that enables sustainable global food supply”.The technological basis of the project significantly involves chemistry and chemical sciences,directed to,for example,a reduction in the use of chemical pesticides and fertilizers and to the development of innovative technologies for processing,preservation,packaging,and transportation,so as to achieve a significant reduction in food losses,among many others.5As emphasized in this CS3,the importance of the role of chemistry in addressing food sustainability must be recognized once again:Food is truly an accumulation of chemical compounds,and it is essential to view food as a substance from the perspective of its production through biological and biochemical processes until it reaches the human palate.In these processes,various substances move through the soil,rivers,oceans,atmosphere,biosphere,etc.,undergoing chemical changes.To comprehensively understand these processes and a sustainable food supply from a chemistry viewpoint is an ultimate,unavoidable challenge to pioneer the next era.This White Paper summarises the discussion and the proposals formulated in the summit,hopefully to provide convincing arguments directed to not only the chemical science community but global governments,industry,and the general public.The above mural depicting agricultural workers was painted by Carl Morris in 1942 and installed in the United States Post Office in Eugene,Oregon.6Executive Summary Food production has increased dramatically since the beginning of recorded history.The expansion of agriculture has been a result of not only increased cultivation,but also increased understanding of agriculture and the development of technology,from the wheel through to artificial intelligence.Early advances resulted from macroscale observation and experimentation.Irrigation,crop rotation,incorporating manure and other organic by-products as soil enhancers,and selective breeding were relatively early technological achievements.In the twentieth century,mineral-based soil enhancers,synthetic pesticides and herbicides,and mechanisation became incorporated into agricultural practices to the point of becoming indispensable.These advances have not occurred without economic environmental and social costs.Fossil-sourced energy requirements have become exceedingly high,and ecological disruption has become increasingly widespread.In many important agricultural regions,irrigation has become dependent on subterranean aquifers,which are being exploited at an unsustainable rate,and if they collapse will not be recoverable.Climate change is creating less predictable weather and seasonal changes,as well as impacting the availability and quality of fresh water.Demand for higher agricultural production has been driven by the increase in human population.This increase has accelerated significantly over the past century,with a four-fold increase in population since the 1940s.These two trends of human population rise and demand for food are inextricably linked.According to the United Nations,the world population(8 billion in 2023)is projected to increase by about 20%by 2050 and an additional 10%by 2100.An often-posed question is“How can this growing population be fed?”however,a perhaps more rational question is“Will this growth continue without productivity improvements in agriculture?”Human population growth predictions are dependent on the availability of food.Although food production has to date increased in line with demand,system limits are being approached,planetary boundaries have reached a tipping point and some possibly already exceeded.And despite steadily increasing food production,hunger,malnutrition,and food insecurity have remained stubbornly persistent.In the current era,hunger and malnutrition are to a large degree related to access to food and distribution issues;that is to say,they are socioeconomic and geopolitical issues.Yet chemistry and technology can contribute to improving food security in many ways.Whether a challenge is addressed by frontier technology or by traditional practices,gaining greater understanding of the food system on a chemical basis can provide important guidelines and options for approaching food security.Food systems-related research is extensive and ongoing in academia,industry,and government.The range of academic and policy fields is broad and ranges from narrowly focused pure research to large scale applied development.New processes and novel foods that more efficiently use water,energy,and other resources as well as present a smaller environmental footprint are being conceptualised and developed.In addition to increasing food supply stability and sustainability,improving nutrient profile and providing novel food that will appeal to consumer taste are high priorities.Developing circular or regenerative rather than linear production systems that cycle by-products back into the production stream where the materials are biotransformed by microbes(including fungi),or other organisms is a very promising research area.Utilisation of by-product streams as feed stocks has long been employed and development and nuancing of this practice is ongoing.Highly specific gene editing has facilitated remarkable expansion of understanding of chemical biology and subsequently contributed to agricultural technology.Exploring microbiomes in soil and water,studying their interactions and developing new analytic techniques to probe these complex natural systems are areas of great importance.And critically,systems thinking is becoming an important element in research and development and ensuring that innovations are socially acceptable and inclusive offering opportunities for all global 7communities.A number of recommendations have arisen from this summit.These recommendations aim to provide nutritious food for all,healthier sustainable eating,new and connected supply chains,food security and sustainability,and reduced waste in the food system.It is highly stressed,in the report,that food production must be viewed as dynamic,complex and at times vulnerable and the presented recommendations in this report should be viewed as interacting elements within a cyclical food system.Soil health is a critical element to agriculture,and continuing research into soil microbiomes and symbiotic interactions between plants and other soil organisms should be strongly supported.Biological and mineral processes in soil play important roles in the nitrogen and phosphorus cycles,as well as the carbon cycle,and greater understanding of these processes is highly relevant to addressing climate change.The connection between soil health and human health is strong.Nutrient loss through food loss and food waste needs to be urgently considered.Research addressing food loss,such as improving preservation and packaging should be encouraged,as well as continued development of approaches to utilising by-products and food waste as resources(see for example https:/www.bbc.co.uk/news/business-67548961)or commodities.Efforts toward greater understanding of human nutrition and ways of improving nutrient profiles should be strongly encouraged.The role and degree of animal agriculture in nutritious and affordable diets should be considered from an objective,systems level view considering nutrition,how and where livestock is raised,and the multiple roles played by animals in the food system.Objective,systems level analysis of other,non-animal food sources and emergent novel sources is necessary as well.Public perception of chemistry,technology,and agriculture should not be disregarded.Improved communication and expansion of systems thinking in education are vital.And perhaps most importantly,growers,processors,and consumers must be involved in the deliberations on the future focus of the food system.8 Introduction“Earthprovidesenoughtosatisfyeverymansneeds,butnoteverymansgreed.”MahatmaGandhiFood is a primary need.We may need warm clothing in cold weather and we may need medical care when we are ill,but our lives unambiguously depend on a steady supply of healthy and nutritious food from conception to death.We humans arose as communal hunter-gatherers,and as such we thrived.Yet it was the development of stationary agriculture that made the formation of villages,towns,cities,and great civilisations possible,and indeed,it was stationary agriculture that initiated the genesis of human civilisation.The efficient,reliable production,storage,and processing of food facilitated the division of labour,allowing civilisation to flourish.As understanding of agriculture grew,production increased,and with it,human population.Practices such as irrigation,crop rotation,and selective breeding were followed by mechanisation,industrially produced fertilisers,and chemical pesticides and medicines and vaccines for livestock.Improvements in processing and preservation led to greater shelf life and safety,improving food security.These combined developments have allowed the human population to increase to over 8 billion people,a four-fold increase over the last 80 years.Despite the steady advance of human agriculture and increased food production,hunger remains stubbornly persistent.According to a UN FAO report,about 9%of the global population was undernourished in 2022,while at the same time obesity was equally prevalent.It is reported that between 691 and 783 million people globally faced hunger in 2022,and this level of chronic undernourishment is expected to continue through the decade.Furthermore,an estimated 22.3 percent of children under five years old were stunted,6.8 percent wasted,and 5.6 percent overweight globally in 2022.Affordability is reported to be a critical factor in determining nutritional status and food security.Food security is critically important for achieving the first three Sustainable Development Goals(SDGs)outlined by the United Nations in 2015:no poverty,zero hunger,and good health and well-being.The Sustainable Development Goals Report 2023 reveals the persistent nature of hunger.According to this report,more than 600 million people globally are expected to face hunger in 2030,largely due to affordability relative to 9incomes.It is also estimated that 1 in 3 people worldwide experience moderate to severe food insecurity.Furthermore,it is revealed that malnutrition persists worldwide.Viewed on a global scale,food security at present is largely an issue of distribution,that is to say,it is largely an issue of logistics and economics.However,environmental constraints are becoming increasingly apparent.Numerous agricultural regions currently rely heavily on subterranean aquifers that are being rapidly depleted and once collapsed,will be unrecoverable.Precipitation is becoming less predictable,which results in less predictable crop yields.And increasing aggregate atmospheric temperatures are disrupting agricultural production as well.Furthermore,the environmental impact of large-scale industrial farming is becoming increasingly a cause for concern.On September 19-22,2023,the 9th Chemical Sciences and Society Summit was held in Tokyo,Japan,and attended by leading scientists representing chemical societies from Japan,China,Germany,the United Kingdom,and the United States of America.The theme was Chemistry for Sustainable Food:Challenges and Perspective.The content was divided into the following sub-topics:1.Chemistry for Revolutionary Food Engineering,2.Chemistry for Sustainable Food Production,and 3.Circular and Sustainable Chemistry for Food Sustainability.The goal of this summit was to present current research related to food and food production,and to discuss ways in which the chemical sciences can contribute to addressing food security,hunger,and nutrition.Chemistry for Revolutionary Food EngineeringScientific investigation related to agriculture,food processing,and nutrition is 10 extensive in academia,industry,and the public sector.The scale of research activities ranges from molecular level investigations on a laboratory workbench to industrial scale engineering projects and from the study of symbiotic interactions between roots and microbes to exploration of entire supply chains from farm to fork.The range of topics is too broad to cover here,but a few of the research areas presented at the 9th Chemical Sciences and Society Summit are briefly introduced below.Food Processing Novel Potato ProcessingChina leads global potato production with almost 100 million tonnes grown annually.To address storage challenges,Chinese researchers have developed a dry,rice-like form of potatoes,offering a cheaper,nutritious alternative.The process is energy and water-efficient,with optimised waste management.Potato starch production,totalling 6 million tonnes annually,generates substantial by-products which if not utilised can end up as waste.Research on utilising these by-products includes,extracting protein from potato juice,repurposing solids as animal feed,and using wastewater for irrigation.Whole Bean TofuTraditional tofu production creates soybean curd residue,which currently is either discarded or fed to livestock,causing environmental issues and nutrient loss.An alternative process discussed reduces residues,boosts yield,and produces 500 grams of tofu from the same raw material that yields 350 grams traditionally.The resulting tofu is more nutritious while maintaining traditional characteristics that consumers look for.Fungal fermentationMany by-products of food production are either not digestible by or are unpalatable to humans,and are either used as livestock(animal)feed,or are simply discarded as waste.One approach to novel utilisation of agricultural by-products is application of fungi.Unlike animals or plants,fungi are able to digest lignin.Palm husks are a major by-product of palm oil production,and currently are burned as waste,having a significant environmental impact.Recent studies in Germany have shown that palm husks can be used as a substrate for fungi.The fungal material produced is not directly useful as food for humans or livestock,but is suitable for black soldier fly larvae.The resulting larvae or adult flies can then be used as a nutrient source for feed for poultry or in aquaculture.AquacultureShrimp is a major source of protein and cultured shrimp dominates the market.This is particularly true in South Asia.The quality and yield are highly dependent on water salinity and alkalinity,as well as feed source.Microbiota also play a significant role.System-scale understanding on a molecular level and improved metabolite analysis in aquaculture can help improve efficiency and sustainability.This applies generally across aquaculture irrespective of species.This approach can be applied to other agricultural systems too.Sustainable Breeding Genetic modification is a topic that attracts considerable attention,however,exploiting genetic variation in crops and livestock by humans is as old as stationary agriculture itself.Humans have for millennia chosen organisms with desired characteristics and through selective breeding producing modified organisms.Sweet oranges,Cornish game hens,Fuji apples,and Haas avocados all arose through a combination of favourable mutations using traditional breeding practices to give desirable traits.In the twentieth century,genetic modification was first directly induced through exposure to ionizing radiation or chemical modification giving random,uncontrolled mutations.As the understanding of chemical biology and genetics increased,more controlled and selective approaches could be used and organism modification was accomplished by gene integration using recombinant DNA technologies.Improvements in the precision 11of gene editing were accomplished around the turn of the 20th century with the advent of CRISPR CAS9-assisted gene-editing,which helps facilitate precise targeting and recognition of nucleic acid base pairs,often producing single mutations identical to mutations that could arise through natural processes.(CRISPR:Clustered Regularly Interspaced Short Palindromic Repeats;CAS9:CRISPR Associated Nuclease No 9)Genetic modification,whether through traditional selective breeding or through target directed genome editing,has great potential to provide food crops with characteristics such as improved resistance to insects and disease,increased heat and drought tolerance,increased yield,improved nutritional profiles,and longer shelf-life.Public perception,however,must be considered and effective communication and inclusive,deliberative processes are essential.Chemistry for Sustainable Food ProductionChemistry has played a vital role in food production since the very beginning of human agriculture,although it has not been the explicit subject of policy until relatively recently.Any life form or process can be described in chemical terms and thus,growing a plant,cultivating a fungus,or raising an animal can be considered as facilitating a chemical process.Observing that seeds placed in soil at a certain time and under certain conditions result in a sprouting plant is chemistry in action.Reflecting that cabbage,when shredded,salted,and placed in a sealed container gives sauerkraut or kimchi is an example of a chemical reaction,even if we are unaware of the exact chemical and microbiological details of the process.Crop rotation to improve yield,selective breeding of plants and animals to increase desirable traits,malting grain to give sweetness,fermenting sugar to ethanol,distilling spirits to concentrate ethanol,and making yoghurt to improve storability and nutrition all can be understood as chemistry.Thus,humans have been making chemical discoveries in food and agriculture and applying this knowledge,for thousands of years.Although unaware of the detailed processes on a microbiological or molecular level until the last few centuries,on a macro scale our understanding of how we can produce food has been rather remarkable.The preparation of kimchi is an example of chemistry in food production that came about without awareness of the underlying processes.Image from Wikimedia Commons.Unfortunately,humans have often failed to understand the unintentional impacts of agricultural practices in a systems context.We rather often view the field or the pasture as an isolated unit without considering its place in the entire landscape.This is not surprising;immediate results focus attention and carry behavioural weight.When human populations were relatively small,the impact of clearing land for food production,contemporary issues such as the effect of agricultural runoff(diffuse pollution),the effect of fertilizer application,biological or mineral,and the impact of animal agriculture fell within the capacity of the surrounding environment to maintain environmental and ecological balance.Agricultural practices and the surrounding environmental systems had the capacity to co-evolve in a dynamic equilibrium.Indeed,entire species,such as maize and domestic fowl evolved with human agriculture,as did local ecosystems that were surrounding farms and farming communities.As human populations grew,however,the impact of agriculture also increased,often dramatically.In the last two centuries,countless species have been decimated or become extinct because humans either destroyed their habitat or did not see them as economically or culturally important.The environmental impact of mineral fertiliser and synthetic pesticides has also been substantial.Reliable,high crop yields have been achieved,greatly improving food security and human welfare,yet at the same time,excessive or incorrect use of agrochemicals has often resulted in negative impacts on the environment as well as human health.(see for example https:/www.europol.europa.eu/media-press/newsroom/news/2-040-tonnes-of-illegal-pesticides-seized-and-21-suspects-arrested-in-global-operation)This has also been the case with the use of veterinary(and human)pharmaceuticals with concerns over residues in 12 foods,antimicrobial resistance and contamination of river systems.Thus,the great contribution of scientific approaches to agriculture should be acknowledged,but at the same time,learning from past unintended consequences and embedding system-wide thinking as we go forward are vital.Circular and Sustainable Chemistry for Food SustainabilityTransition to a more Circular EconomyThe global economy is dominated by linear economic thinking.A linear economic system requires a continuous stream of input to deliver the required outputs and assumes limitless resources and limitless room for continued growth and expansion.The associated markets focus on the outputs that the market is prepared to pay for with the consequence that negative externalities such as deforestation,water pollution,or greenhouse gas emissions are not accounted for in the economic model.Dominated by short-term thinking,this can result in inefficient use of resources and excessive production of waste.Circular economic thinking,however,considers interactions at micro-,meso-,and macro levels,and results in more effective use and reuse of resources,minimising impact,but potentially limiting growth potential.Transition to a more circular economy will be critical if worsening environmental and geopolitical instability is to be avoided.J.Braybrook.Presented at the 9th CS3.*1Food Waste and Food LossThe definition of food waste and food loss varies somewhat depending on the defining organisation,institution,or agency,but broadly speaking,food loss occurs along the production chain while food waste occurs at the retail and post-retail stage.According to the UN FAO,14 percent of food is lost prior to retail,while an additional 17 percent is lost at retail and consumer levels.Some of this loss is avoidable,such as spoilage due to insufficient packaging or storage.Much of this is unavoidable,that is to say,a portion of the food may be unpalatable or indigestible to humans,for example,citrus peels or walnut shells(see earlier section).The highest priority should be given to maintaining the viability for edible food to remain as a source of human food.(see related;https:/www.food.gov.uk/research/behaviour-and-perception/the-creation-of-food-waste)Technical and structural improvements,such as improved storage,processing and packaging,and using cultivars more resistant to spoilage would reduce food loss.Understanding signaling pathways involved in ripening has already led to significant advances in food preservation.For example,sensors for ethylene(ethene)and catalysts for ethylene(ethene)scavenging have enhanced the degree of control over fruit ripening.Discarded food can of course be composted,but more effective utilisation of the nutritional content or chemical complexity would be desirable and is often possible.Food by-products unsuitable for humans have long been utilised as feed for livestock,and this can be further developed.Agricultural by-products and unused food can be a rich source of value-added chemicals as well.Colours,waxes,oils,sugars,and flavonoids can be extracted from numerous agricultural by-products using biorefining techniques.Waste that is unsuitable for human or animal consumption can also be used to generate fuel.Compostable waste bin.Image from Wikimedia Commons.13Utilisation of Unavoidable Food WastePrimary and secondary processing of food yields significant amounts of unavoidable food waste estimated at 30-35%by weight.If allowed to decay then the material contributes to greenhouse emissions but also is a loss of valuable nutritional resource.Unavoidable food waste e.g.the parts of plants that cannot be digested by humans or animals,can be considered as Natures periodic table of structure,form and function,as it is rich in an array of chemicals and materials that can be utilised.For example,global orange production is about 70 million tonnes annually,and of this about 30 million tonnes goes into juice.The rest,the residue,is rich in cellulose,hemicellulose,pectin,flavonoids and terpenes.For example,limonene is an important commodity terpene for use in flavours and fragrances as well as a useful chiral building block for fine chemical synthesis.Pectin is a useful commodity,rheology modifier or thickening agent used in many food applications beyond just making jam.Industrially,pectin is extracted using heat and hydrochloric acid which generates significant volumes of aqueous acidic waste.Recent studies in the United Kingdom have demonstrated an acid-free microwave process relying on the natural acidity of the citrus residue and operating at lower temperatures for the production of pectin in addition to extraction of essential oils,antioxidants and defibrillated celluloses within the context of a zero-waste biorefinery.These approaches should be applicable to treatment of other unavoidable food waste streams,such as pits,seeds,peels,and rinds.Waste to Energy ConversionFood waste can be converted to usable energy in a number of ways.It can be directly converted to heat through traditional biomass burning typically used for cooking and heating purposes.Advanced technologies can convert food waste to more conveniently used biofuels through pyrolysis by heating under anaerobic conditions.This process can be used to provide solid fuel(biochar),similar to charcoal,liquid fuel(bio-oil),similar to heavy petroleum,or syngas(biogas),which can be used to prepare liquid hydrocarbon fuels or chemical feedstocks on an industrial scale via Fischer-Tropsch chemistry.Biomass can also be converted directly to usable thermal energy by high temperature gasification.Anaerobic decomposition by microorganisms can convert biomass to(bio)methane,which then can be used as a fuel or as a chemical feedstock.This can also be applied to manure.Carbohydrates can be converted to bioethanol and biobutanol through fermentation,and lipids can be converted to biodiesel and related fuels.These technologies are also well developed on a commercial scale.Biogas plant.Image from Wikimedia Commons.14PackagingFood packaging plays a vital role in reducing food loss and food waste,yet it also presents a number of environmental problems.Food contact packaging must also be in compliance with food contact materials legislation to prevent chemical migration into the food.Reusable packaging can be effective,efficient,and have a minimal environmental impact if food is consumed locally,but can present a significant logistics and energy burden if transported long distances.Durable packaging may not be biodegradable,and modern containers often use composite materials and laminants that are difficult to recycle.Pollution from discarded food packaging has become a major environmental problem,and nanoplastics and microplastics have become ubiquitous in the environment.Biodegradable packaging,however,may not provide sufficient preservation protection for the contents,and may incur other environmental burdens resulting from the manufacturing requirements and raw material sourcing.(see related(https:/www.food.gov.uk/research/behaviour-and-perception/the-creation-of-food-waste)Ideally,to minimise environmental impact foodpackaging would be edible or at least easily compostable.Edible films and coatings for food are one example of where chemistry is being applied to deliver effective solutions.Inclusion of antioxidants and other preservatives has been long established in food packaging.Butylated hydroxytoluene(BHT)and butylated hydroxyanisole(BHA)have been effective antioxidants in food and packaging for many decades.As an alternative,biologically based,degradable antioxidants,preservatives,and disinfectants can potentially be developed.Additionally,active and intelligent packaging systems can utilise sensors that monitor biochemical reactions and visually indicate the freshness or safety status of the contents.Intelligent packaging solutions using sensors could allow real-time evaluation of food quality without the need for special equipment or processes and would reduce reliance on static rather than agile duration date coding.Chemistry and packaging technology can contribute greatly to both creating novel packaging materials and improving traditional packaging systems to reduce food and packaging waste.Soil and Soil HealthSoil is a mixture of inorganic and organic solids,liquids,and gases,and is a major component of the terrestrial ecosystem.Soil is a major reservoir in the carbon,nitrogen,and phosphorus cycles and soil health is critical for healthy agriculture.Advances in botany,entomology,microbiology,and chemistry have greatly improved understanding of soil ecology and subsequently improved understanding of agronomy,yet many aspects of soil health and function remain to be discovered.This is particularly true for our understanding of soil microbiomes.The relationship between plants and soil microbes is being actively studied on many levels.Investigation on the organism level as well as soil analysis based on metabolites,influence of pH,and biological profile is also progressing.The microbiome plays important roles in carbon dioxide,nitrous oxide,and methane generation,a concern in terms of the global warming potential(GWP)of greenhouse gases as well as in the carbon,nitrogen,and phosphorus cycles.Greater understanding of soil ecology could lead to more efficient,sustainable fertilisers and soil enhancers as well as reduced greenhouse gas emissions from soil and plant activity and improved nitrogen use efficiency,carbon sequestration and mineralization.Improved utilisation and reduced leaching of inorganic nitrogen and phosphorus is highly desirable.Multiomics analysis allows a shift from study of a single interaction between one plant and one microbe to integrated study of interconnections between a plant and a microbial community in a natural environment.Planetary boundaries and capacity limits of the carbon,nitrogen,and phosphorus cycles must be recognised,and the effect of Y.Ichihashi.Presented at the 9th CS3.Multi-omics Analysis of Agroecosystems15human activity on these systems more thoroughly understood.The environmental effect of industrial scale use of these natural elements,in agriculture and more widely,both extracting them as resources and discharging them after use has not been trivial.The same could be said for the efficacy of use of fresh water resources.Furthermore,application of synthetic chemicals in agriculture has also impacted the environment.Historical use of chemical pesticides and herbicides like DDT and 2,4-D have also led to non-trivial consequences and understandable public distrust.Urban and industrial pollution has also impacted on the environment and is a source of concern in agricultural areas especially where they lead to degradation of soils.These chemicals include forever chemicals such as PFAS,heavy metals and pharmaceutical products in sewage,dioxins and polyaromatic hydrocarbons among others.At the same time,it must be recognised that the contributions of chemistry to agriculture have greatly increased productivity and improved global food security.Chemical use in itself is not bad if appropriate governance,controls and surveillance systems are in place,but excessive modification of the environment occurring through chemical use is problematic.The adoption and practice of green and sustainable chemistry within the context of planetary boundaries and SDGs is paramount.Farming and food production and promotion of certain practices should be based on scientific knowledge and be evidence based.The underlying chemistry,both naturally derived,and as a result of human intervention,requires the integration of knowledge of animal science,environmental science and plant science with soil science in order to construct a robust,enduring food system.Understanding the non-target impacts of agriculture,whether it is land use,water use,or the use of chemicals is vital for maintaining robust,reliable and resilient production systems and avoiding undesirable side-effects.Combining modern scientific understanding with traditional practices,such as crop rotation and nutrient cycling back into the soil is a promising strategy.Multiomics approaches to gain greater understanding of the microbiome,root systems,and soil chemistry are being explored.Computational models are being developed but,due to the significant complexities involved,whilst digital twins are being developed there is still no complete agricultural model in cyberspace.Y.Ichihashi.Presented at the 9th CS3.Digital Twin in Agriculture 16Landscape ViewA healthy,resilient food system must meet the nutritional needs of human society and be environmentally compatible.In the current era,achieving a healthy,resilient food system faces numerous challenges.Climate change,in general,is making weather patterns more severe and less predictable,resulting in less reliable growing seasons and harvests.In addition to climate change,farming in many important agricultural centres relies on subterranean aquifers for irrigation which are being irreversibly depleted.Even if climate change is not considered,as human population continues to rise and demand for fresh water increases,water availability is becoming an increasingly critical problem.Expanding irrigation systems and desalination projects could provide some relief,but these have associated environmental impacts and energy requirements as well.Competing demands means that availability of land for agricultural use is also an issue.Thus,a landscape system level view is essential.Maximising short-term food production output i.e.depleting water and other resources today and ignoring the impact for tomorrow is detrimental to sustainability.Clearing wild spaces for food production,and expanding irrigation of cropped land or intervening in natural water systems can increase near-term food supply,but can disrupt ecological systems leading to undesired consequences such as biodiversity loss and destruction of carbon sinks.Furthermore,social,economic,and political demands must also be taken into account.Considerations of animal agriculture well illustrate the relevance of systems thinking in the food system.In pre-industrial agriculture,as well as in hunter-gatherer societies,animals,with respect to the food system,function as bioconverters.That is to say,herbivores,in particular ruminants,consume food that is either inedible or not efficiently utilised by humans,and convert it to food suitable for humans in the form of meat,milk,or eggs depending on the species.In extensive agriculture,this is fairly efficient;the animals forage on land unsuitable for the production of human-edible plants.However,there is concern over ruminant production of methane and its global warming potential.Methane is a by-product of fermentation by the rumen microbiota.There is much global research on-going to mitigate methane production and effectively determine other pathways to address hydrogen utilisation produced by microbial fermentation in the rumen.In intensive industrial-scale animal production,animals are often fed grain and legumes that could otherwise be eaten directly by humans,and the feed conversion rate varies significantly between species.The concern over the carbon intensity of animal derived food products means that many argue a diet completely free of animal products would be highly desirable.Yet total abstinence is also problematic.Animal derived foods such as eggs,milk and meat are nutrient dense and contain a range of essential amino acids,minerals,and vitamins.Additionally,humans require dietary cobalamin(vitamin B12),which they can only acquire from animal-based foods or synthetic supplements.Thus,making appropriate changes to food production practices can be very challenging in the face of so many competing interests.Changes that benefit consumers may not benefit distributors,changes that benefit small producers may not benefit large producers and their shareholders,and changes that ease environmental burden may lead to problems N.Scollan.Presented at the 9th CS3.17accessing a nutrient rich diet.While chemistry can contribute to greater understanding of these issues and provide approaches to address them,they should be considered from both scientific,political,and socio-economic perspectives.Public Perception and Overall TrendsAccording to an FAO report,agriculture and related use emissions accounted for 17 percent of global greenhouse gas emissions from all sectors in 2018.The impact of agriculture on the environment is significant in other ways as well.Natural water systems are impacted by irrigation,agrochemicals,and run-off.Biodiversity is being impacted by large scale monocultures,broad-spectrum pesticide use,and habitat destruction.At the same time,there is a pressing need to increase the quality,stability,and sustainability of food production.Current agribusiness models are argued to not be sustainable in the long term,nor is the current reliance on the agrochemical and agro pharmaceutical sector as drivers to deliver more sustainable practices include reducing chemical inputs and utilising a range of technological applications to deliver targeted chemical product use.Whether agricultural practices are changed in a revolutionary,disruptive manner or in an evolutionary,incremental manner remains an open question,but they will change,they have to.Adoption of green and sustainable chemistry practices can contribute greatly to our collective understanding and determining how we address the challenges facing the food system.The solutions need to have consensus as social,political,and economic factors are involved as well,e.g.how this will affect food affordability,or whether consumers will want to willingly change their food habits making public perception and engagement an important consideration.The causes of food insecurity are not globally uniform,nor are the social and political factors that must be addressed in order to improve nutritional security.Each region,each state,each economic system,each culture faces related yet unique social,economic and environmental challenges.Yet at the same time,the size of the human population on the planet requires global governance coordination as well.Conditions and events in one region may strongly affect other regions,directly or indirectly.One global commonality is the necessity to engage with farmers,processors,retailers,shareholders,and consumers to welcome,or at least accept,the changes that are necessary to achieve sustainable approaches to food production,and to reach a consensus.We are not limited to a single path to success,but we must agree on a path or paths that we can all follow.Perhaps the most important contribution chemistry as a science can make is clear,system level thinking based on empirical observation and experimental confirmation.Incorporating systems thinking into education could help move society in this direction.We need to develop an inclusive community that can embrace and address the complex challenges we collectively face.There is a much greater awareness of the interconnectedness of global food systems and this can be communicated more easily through our digital interconnectedness due to the rise of the internet.Increased awareness can be nurtured by supporting students early on to think on a system level and interdisciplinary scale.Organisations such as the American Chemical Society are strongly encouraging this and are actively developing programmes to incorporate systems thinking into undergraduate education and to connect curricula to environmental,industrial,economic,and social issues.18 Recommendations The challenge to solve the unavoidable food problem that humanity faces today and in the future from the viewpoint of chemistry is truly a challenge for the very survival of the human race.The current situation in the world is largely due to the dramatic expansion of the world population and human activities in tandem with the innovations in food production technology that began with the Green Revolution.Agriculture,as a food production activity,relies heavily on the regenerative power of the earth and nature,as well as utilizing the functions of nature.This balance has already been upset,and visible changes such as climate change are increasing the crisis at an unprecedented rate,as is the release of large amounts of carbon from the soil into the atmosphere and the loss of biodiversity.We now need to apply our wisdom to these issues and work together strongly to make them a common challenge for all humanity.The current primary causes of food insecurity are related to logistics and distribution,and subsequently must be addressed as social,economic,and political issues.Changing weather patterns due to climate change will further exacerbate food insecurity.However,chemistry can contribute significantly to understanding food systems from a micro to macro scale,and provide a basis for improving production,processing,distribution,and nutrition,while at the same time providing a framework for achieving stability and sustainability.Although what is planted and how it is grown,how food is distributed,and what people eat are societal questions subject to human demands,human nutritional requirements,the conditions necessary for growing crops,and the scope and limitations of our biosphere are not.Chemistry can provide an array of potential solutions from which a sustainable pathway or pathways may be selected.Understanding on a chemical basis is critical for facilitating robust system assessments and to inhibit green washing in order to provide a more robust and sustainable food system.Extensive pasture and arable land with healthy soils are critical components of the agricultural system.Further investment in pure and applied research is strongly recommended.The soil microbiome provides abundant research opportunities across multiple fields,and could provide rich discoveries that would greatly benefit agriculture,and provide a reduction in greenhouse gas emissions and increased carbon sequestration.Greater understanding of the metabolite mediated symbiotic interactions between soil microbes,fungi,wild plants,and food crops could provide a basis for reliable harvests with a reduced environmental burden.The role of the microbiome in the nitrogen,phosphorus,and carbon cycles as well as the role of biologically mediated redox reactions in relation to carbon dioxide,methane,and nitrous oxide is a rich area of study.Understanding the role of soil in carbon sequestration and mineralisation has become increasingly important as atmospheric concentrations of carbon dioxide increase.Applied research toward sustainable fertilisers,pesticides,and herbicides is critical,and technology can play a role in being precise in their use and tracking their environmental fate.Chemistry can contribute new processes to reduce supply chain food waste and food losses,enabling resource circularity for human re-nutrition.Chemistry can improve packaging to reduce food spoilage and increase shelf-life.Real time analytical methods can be developed to ensure food provenance,food quality and safety.By-products and unavoidable food waste have considerable potential for use as livestock feed,upgrading to processed food ingredients,feedstock for value-added chemicals,as well as composting and bioconversion.Extraction of oils,terpenes,alcohols,dyes,colours,waxes,sugars,flavonoids,and other components for production of commodity chemicals can be further expanded.Investigation of new extraction methods employing novel bio-derived solvents,ionic liquids,light,ultrasound,microwaves,and photocatalysis can be further supported.These areas could provide both social and economic benefits and merit strong public and corporate support.Unavoidable Food Waste A.Matharu Presented at the 9th CS3.19 Growing food with high nutritional value and retaining nutrients throughout the processing and distribution chain all the way to the consumer is vital.Humans evolved as hunter-gatherers and thus have evolved to live on a mixed diet rich in macro and micronutrients.Understanding food production on a chemical basis can lead to harvests with greater nutritional value,and processing that not only preserves,but also enhances naturally occurring nutrient profiles.The importance of flavour and appearance should not be disregarded.Nutritious food is only valuable if consumers will actually eat it.Creating a robust,resilient sustainable food system that meets the nutritional needs of society is critical,while at the same time,agricultural contributions to greenhouse gas emissions must be addressed and where needed mitigation and adaptation strategies must be put in place.Agricultural emissions of carbon dioxide,methane,and nitrous oxide are highly dependent on how and where a commodity is produced and processed,and it is important to understand how these emissions relate to the carbon cycle and to overall carbon footprints.This is particularly true for animal agriculture.Pasture raised livestock tends to have a more modest carbon footprint,whereas grain-fed feedlot raised cattle livestock tend to have a large carbon footprint,especially where the calculators include an adjustment for recent land use change.Significant reductions in consumption of animal products,particularly those intensively raised with a high feed conversion rate could provide significant reduction in greenhouse gas emissions as well as a reduced environmental footprint in general,particularly with respect to land and water use.A diet completely free of animal products,however,is not recommended without significant regard for supplementing nutrient deficiency for a number of important reasons.Animal products provide nutrients,including cobalamin(vitamin B12)that are not available from plants or fungi,that are necessary for human health.Furthermore,animals play an important role in efficient use of ecological niches such as pastoral regions that otherwise could not be utilised for food production.In traditional agriculture,livestock plays an important role as part of a complete cycle,and should be viewed this way in modern agriculture as well.Thus,the contentious issue of animal agriculture must be addressed as a question of how much is produced,where it is produced,how it is produced,and how it is consumed.These questions must be addressed for a number of plant-derived food products as well.The environmental and ecological burden of growing crops with high water requirement in deserts,use of fossil-fuel heated greenhouses to grow horticultural products in winter,and shipping tropical fruit to consumers across the globe must also be addressed.The trade-off between the environmental cost of transportation and that of local production should be carefully weighed as well as the benefits to less industrialised economies of food exports.In this context,the development of innovative technology-based livestock and food production technologies that have a more modest carbon footprint will play an important role.Although pasture-based livestock production is expected to be useful,grass-fed cattle,for example,tend to produce high amounts of methane.Therefore,how to reduce methane production while raising grass-fed cattle will be an important R&D issue in the future.If methane emissions from the rumen can be reduced,the percentage of carbon converted to protein in meat and milk will increase,which will directly lead to increased profits for the livestock industry.Thus,a positive chemical perspective and technological development focusing on the carbon conversion process will play an important role.Cultured food production technology using algae is also expected to become important in the future.If such technology evolves,we can expect to use sunlight as an energy source,recycle nutrients-organic compounds and inorganic salts-without waste,and efficiently produce meat products in culture equipment.This is truly a challenge to a new concept of food production based on the philosophy of chemical conversion processes.The public perception of science,engineering,technology,and more specifically chemistry must be addressed,ensuring greater public awareness and involvement in decisions.Mechanised agriculture,inorganic fertilisers,synthetic pesticides,and modified organisms have made modern agriculture possible,and without these developments,society would not exist in its current form.But with these advances have come pollution,environmental destruction,and many other unintended consequences.Public scepticism is understandable,and should be recognised.It is important for the public to understand what technology,and in particular chemistry,can provide,what it cannot provide,now and in the future and to the degree possible,to understand the world as a system,rather than just a set of unrelated binary decisions.Involving farmers,processors,retailers,and 2 0 food service,and consumers is vital to achieving a robust,resilient sustainable food system.Corporate investment in food production has been and remains indispensable,yet ensuring that profit considerations do not obscure and take precedence over all other considerations is vitally important.Economic issues must be considered,but at the same time,economic systems should not be viewed as static and unchanging with time.Linear food supply chains highly reliant on inputs and with a number of negative externalities need to be reconfigured and redesigned to be more circular and more sustainable.Communication and education are vital.Awareness must be raised throughout government programmes,consumer,producer,and non-governmental organisations,and both the public and private sector must be involved.International cooperation is essential,building capacity and capability where needed.Interdisciplinary communication should be increased,and interaction between business and academia should be nurtured.Furthermore,increasing emphasis should be incorporated into higher education of systems thinking.The food system affects all of humanity,and all of us have a stake in ensuring our food system is resilient,robust,and sustainable.References*1Milo B.Rajkovi*,Duanka Popovi Mini,Danijel Milini,Milena Zdravkovi Circular economy in food industry Review paper ISSN 0351-9465,E-ISSN 2466-2585 UDC:338.439:663.25:330.143.2 doi:10.5937/zasmat2003229R6 Zastita Materijala 61(3)229-250(2020)FAO,IFAD,UNICEF,WFP and WHO.2023.The State of Food Security and Nutrition in the World 2023.Urbanization,agrifood systems transformation and healthy diets across the rural-urban continuum.Rome,FAO,and references therein.https:/doi.org/10.4060/cc3017en FAO.2020.Emissions due to agriculture.Global,regional and country trends 2000-2018.FAOSTAT Analytical Brief Series No 18.Rome,and references therein.Independent Group of Scientists appointed by the Secretary-General,Global Sustainable Development Report 2023:Times of crisis,times of change:Science for accelerating transformations to sustainable development,(United Nations,New York,2023),and references therein.2 1The 2023 CS3 Participants(in the alphabetical order of their countries)China China Wu Chi Team Leader;Session 1 Zhu Dan The Shenzhen University The Nanjing Normal University China China Yang Xiaoquan Yin Junyi The South China University of Technology Nanchang University China China Chen Zhen-Yu Zeng Fankui The Chinese University of Hong Kong Lanzhou Institute of Chemical Physics,CAS China ChinaShuai Zhigang Yang Junlin Chinese Chemical Society,Tsinghua University National Natural Science Foundation of China Germany Germany Monika Pischetsrieder Team Leader;Session 2 Holger Zorn Chair of Food Chemistry,Dept.of Chemistry and Pharmacy Friedrich Alexander University Erlangen-Nrnberg Justus Liebig University Gieen Institute of Food Chemistry and Food Biotechnology Germany Germany Ute Weisz Markus Fischer Rheinische Friedrich-Wilhelms University Bonn Institute of Nutritional and Food Sciences University of Hamburg Department of Chemistry,Institute of Food Chemistry Germany Elisabeth Kapatsina Head of Education,Education,Career and Science German Chemical Society,GDCh United Kingdom United Kingdom Dr Julian Braybrook DSc Team Leader;Session 3 Nigel Scollan Government Chemist,Fellow of the Royal Society of Chemistry(FRSC)Professor,GRI Director,School of Biological Sciences,Queens University Belfast United Kingdom United Kingdom Louise Manning Avtar Matharu Professor,Sustainable Agri Food Systems,University of Lincoln Professor,Chemistry University of York United Kingdom United Kingdom Jo Reynolds Andrew Shore Director of Science&Communities,Royal Society of Chemistry International Engagement Manager,Royal Society of Chemistry United States of America United States of America Adelina Voutchkova David Laviska Director of Sustainable Development,American Chemical Society Portfolio Manager for Education,ACS Green Chemistry Institute American Chemical Society Japan Japan Kazuhiro Chiba CS3 Leader Tadao Asami Tokyo University of Agriculture and Technology(TUAT)Graduate School of Agricultural and Life Sciences,The University of Tokyo Japan Japan Satomi Toda Asuka Kuwabara Japan Science and Technology Agency(JST)Japan Science and Technology Agency(JST)Japan Japan Eiichiro Fukusaki Sastia Putri Dept.of Biotechnology,Graduate School of Engineering,Osaka University Department of Biotechnology,Osaka University Japan Japan Haruko Takeyama Yasunori Ichihashi Biomolecular Engineering Laboratory,Waseda University RIKEN BioResource Research Center Japan Japan Hiroyuki Fukui Shuhei Numazawa JST Center for Research and Development Strategy Japan Science and Technology Agency(JST)JST Center for Research and Development Strategy Japan Science and Technology Agency(JST)Japan Japan Mitsuo Sawamoto Rader Jensen Executive Director,Chemical Society of Japan CSJ Science Writer Chemical Society of Japan Japan Japan Shingo Ono CSJ Administrative Staff Coordinator for International Relations,Chemical Society of Japan Emiko Sakurada CSJ Acting Manager Coordinator for Intl Relations,Chemical Society of Japan TheChemicalSocietyofJapanTo quote this report,please use the following reference:Chemistry for Sustainable Food:Challenges and Perspectives.A white paper from the 9th Chemical Sciences and Society Summit(CS3),2023.Copyright 2024The Chemical Society of Japan The Japan Science and Technology Agency with All the 2023 CS3 Organizations(as listed above)
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Eight digital commerce trends for manufacturing.Technology insights into what gives manufacturing leaders their competitive advantage.1.877.763.8844|2|Eight digital commerce trends for manufacturing.Table of contentsIntroduction.3Industry overview.4Data management trends.7Business automation trends.11Digital commerce trends.14Digital transformation:The path to ecommerce excellence.15Factors that influence the ability to transform digitally .16Cost of digital transformation initiatives.18Return on investment for digital transformation.18Digital transformation through Agile methodology.19Advantages of an Agile methodology.21Potential drawbacks of an Agile methodology.24The main drivers of Agile development.26The twelve guiding principles of Agile builds.26Our Agile approach:Six steps to digital transformation.27How to realize digital transformation.28Conclusion.29About Acro M3|Eight digital commerce trends for manufacturing.This report aims to update organizations on the technology trends currently in use in the manufacturing space.Organizations can use this report to compare how they can gain a competitive advantage.This report and the trends it identifies are the results of the data submitted using our Digital Commerce Assessment tool.Of the hundreds of submissions received,we specifically looked at assessments from manufacturers.The survey results provide direct insight into the pain points manufacturers experience within their digital ecosystems.The results further identify digital commerce trends to help alleviate those problems.A large part of digital transformation in manufacturing is building web-based digital commerce and connecting the customers data,the sales persons data and the online experience between the business and the buyer.The eight trends highlight how data management,business automation,and digital commerce are the primary tools leaders in manufacturing are using for digital transformation to gain a competitive edge.Digital transformationTo execute the findings in this report,manufacturers may find their current systems and technical architecture are holding them back.Digital transformation requires businesses to look at every aspect of their digital infrastructure and build solutions to evolve their operations.Data management71%of manufacturers say they need better reporting.Gaps in reporting capabilities lead to inconsistent forecasting and inefficient production.The correct data management tools connect your systems and unify the data your organization needs to make better-informed decisions.Business automation40%of manufacturing operations have human and data errors.Manual processes and duplication of effort result in human error.Improve collaboration,process efficiency and remove the possibility of error by implementing business automation.Digital commerce9 out of 10 manufacturing marketers plan for personalization.Digital commerce favours innovation for both customer experience and business operations.Personalized customer experiences increase revenue and promote growth.The key to effective scalability and growth in manufacturing is implementing the right digital solution.IntroductionIndustry overviewManufacturers across several verticals independently submitted the data collected for this report.Their motivation for completing the survey was to gain insight into their digital commerce capabilities.Electronics,ManufacturingMedical Diagnostic Device&SupplyMedical Supply ManufacturerChemicals&Related ProductsIndustrial Machinery&EquipmentBuilding MaterialsMedical Devices&EquipmentMedical Equipment(Mobility)Implant Device Manufacturer15%7%6%5503020100Under 200200 to 499500 to 999 1000-50005000 Number of OrganizationsNumber of Employees1B0101552025Number of OrganizationsIndustry VerticalOrganization SizeAnnual Revenue94Manufacturers 5|Eight digital commerce trends for manufacturing.Shipping and fulfillment Where can automation replace manual labour?Is there access to accurate or appropriate data for all business purposes?Inventory management Is managing inventory across multiple warehouses and sales channels possible,and can it be automated?Taxes and reporting Do region by region taxes have to be manually updated every time the percentages change?Does reconciling at tax time take up considerable manual resources?Operations and labour Do the platforms in place meet current operational needs?Will they scale with ease or need extra add-ons to fulfill business goals?User experience and marketing Is the digital user experience designed for unique business models and unique customer profiles?Current platform capabilities Is proactive reporting between all operational systems available without manual intervention?This research and analysis revealed eight trends manufacturers could use to solve these pains.These trends fall into three specific areas of digital transformation:Data management,business automation and digital commerce.The following pages discuss these areas of concern and specific examples where manufacturers can improve to gain a competitive advantage.About the researchUsing Acro Medias digital commerce assessment tool,organizations submitted answers to a series of questions regarding the current technical capabilities and the pain points they experience in their business.Submissions for this report were collected and evaluated from March 2018 to December 2020.For more information,visit our digital commerce assessment page.Key findings We analyzed six different areas where manufacturers experience significant pain points in their digital commerce and technical operations:6|Eight digital commerce trends for manufacturing.DatamanagementDigitalcommerceBusinessautomation9 out of 10 manufacturing marketers plan for personalization.?50%of manufacturers lack real-time shipping intel.?Only 42%of manufacturers have full inventory management tools.?71%of manufacturers say that they need better reporting.?Two-thirds of buyers dont have predictive purchasing models.?92%of manufacturing organizations manually process returns.?39%of operations dont have integrated inventory control.?40%of manufacturing operations have human and data errors.Areas of focusfor digital transformation?7|Eight digital commerce trends for manufacturing.Mitigate shipment delays with real-time data.According to Oxford Economics,39%of manufacturers have experienced an adverse risk event at some point in their supply chains over the past three years.1Recent events have put global supply chain reliability in the spotlight.By implementing the correct tools and tactics to be able to monitor shipments to and from the production floor,manufacturers can mitigate risk and minimize complexity,building resilience into their supply chain.Production Increasing available data of raw material shipments and output improves production efficiency.Fulfillment and shipping Tracking finished products in real-time provides better inventory control.Improved customer experience Order visibility from sales quote through production and shipping improves confidence and inspires loyalty,increasing customer lifetime value.Real-time insight through connected,integrated data improves operational efficiency,increases resilience to disruption,greater customer-centricity and better visibility throughout their entire supply chain.Connected data and optimal data management also allow for improved and seamless collaboration in-house and with partners and suppliers.With increased visibility from production through to shipping,manufacturers can improve supply chain resiliency,lessening the impact of disruptions and improving customer satisfaction.Data management trendsOur finding:50%of manufacturers lack real-time shipping 8|Eight digital commerce trends for manufacturing.Solving forecasting challenges is critical to resilience in times of disruption.Due to ineffective forecasting,20%of manufacturing executives found managing productivity is their top challenge in the current environment,according to Deloittes 2021 Manufacturing Industry Outlook.2Difficulty in forecasting is a common theme during global economic disruption.Manufacturing organizations can access built-in resiliency in forecasting by taking advantage of predictive analytics.The benefits of predictive analytics:Gives production teams the ability to react to fluctuations in demand with insight and accuracy.Improves forecasting models to account for historical events such as peak and off seasons.Can give insight into customer needs in order to develop better products and increase sales.“The average enterprise has 115 distinct applications and data sources,with almost half of them(49%)siloed and disconnected from one another.”-SnapLogic,The State of Data Management.To begin using the power of predictive analytics,manufacturing organizations need to focus on their data management.Integrating and unifying the data within an organization is key to having a single source of truth,accurate and consistent data.Siloed platforms and departments created disconnected data that makes accurate predictions impossible.For predictive analytics to offer the most significant value,manufacturers need a firm data strategy built to address their most important priorities as a business.That process involves making sure high-level business goals are solidified and taking decisive actions to realize those objectives.Our finding:Two-thirds of buyers dont have predictive purchasing 9|Eight digital commerce trends for manufacturing.Proper inventory control increases cash flow while eliminating inefficiency.According to The Hackett Group,over$900 billion was tied up in inventory and accounts receivables opportunities in 2020.3Maintaining just-in-time inventory,accurate stock of raw materials and minimizing waste are key inventory management indicators.Having excess inventory on hand,running out of materials for production or having large amounts of waste means tying up valuable cash flow.In times of economic distress,lack of inventory management control can mean:Reduced production capability.Warehousing and storage issues.Inaccurate inventory counts.“All companies and especially those in inventory-intensive industries,such as manufacturing,retail and foodservice must avoid tying up more cash in inventory than necessary while minimizing waste and shrinkage.”-NetSuite,14 Top Inventory Management Trends to Know in 2021Integrating existing legacy systems from all areas of operations is crucial to optimal inventory management.Increased inter-departmental communication,faster order processing,and improved delivery timelines are positive effects of better data.These may seem like incidental and incremental efficiencies,but they can mean the difference between a business getting the job done and exceeding expectations over a year.ERPs,CRMs,production software,accounting and finance platforms,websites,and a multitude of other systems are the tools that make up a manufacturing business.By integrating and allowing data to flow seamlessly between these systems,there is a real opportunity for manufacturers to improve efficiency and save time and money.Our finding:Only 42%of manufacturers have full inventory management 10|Eight digital commerce trends for manufacturing.While 83%of companies stress the importance of turning data into actionable insight,only 22el their company is successful at doing this,as per Harvard Business Review.4In every industry,some barriers keep organizations from using data-driven decisions in real-time to improve business performance.There are several reasons these roadblocks happen:The volume of data and variety of it makes it overwhelming to use effectively.The constant change in data makes it hard to distinguish opportunities for improvement.Lack of buy-in for systems integration to connect data sources from siloed areas of operation.With improved data management and streamlining of data sources,information from all business operations can be better understood,reported on,analyzed and acted upon.Increasing visibility through better data control makes it possible to identify new product opportunities,pinpoint customer needs,improve security,and find other areas of improvement.Our finding:71%of manufacturers say that they need better reporting.Becoming an organization that uses data-driven decision-making as part of the makeup of their company culture takes buy-in for change from the top down.Entrenched cultures and standard ways of working dont encourage leveraging or sharing data.Employees need to feel inspired to investigate new ideas using data-driven decisions to improve business operations and access the data they need to prove their speculations.Data-driven decision-making improves all business 11|Eight digital commerce trends for manufacturing.Business automation trendsReturns cost time and money.Manually processing them costs even more.“Effective returns management can improve a firms profitability,enhance customer relationships,and be an essential part of an integrated supply chain management strategy.”-Supply Chain Management Review.5 By building automated customer workflows and reducing manual tasks in their return processes,manufacturers can improve profitability and take advantage of effective returns management.Building digital-first processes to increase return operations visibility will enable flexibility across production environments.Other benefits of improving returns management are:Increased collaboration and communication between departments.Ability to use returns data to identify areas of production or product improvement.Improved customer relationships.Use integrated data and analytics to determine if returns are a symptom of a more significant production problem and help identify opportunities for improving supply chain processes and decision-making.“Automation is a big opportunity to reduce manual work.Rather than pulling data,your engineers are freed up to analyze the data.”Gary Harbison,CISO of Bayer,from KPMGs-Embrace automation as the rising star.6Operational improvements and increased efficiency will pave the path to building resiliency to future disruptions.It will also provide a stable platform for your manufacturing organization to scale and grow.Our finding:92%of manufacturing organizations manually process 12|Eight digital commerce trends for manufacturing.Optimizing inventory is essential in controlling costs,increasing efficiency and improving customer experience.“43%of organizations either dont track their inventory or use manual and non-integrated processes for inventory control.”-State of Business Report,Wasp Barcode Technologies.7Manual inventory counts have limited accuracy and wide margins of error.These are the types of non-automated informational processes that cause disconnected data and lead to poor inventory control.Examples of non-automated information processes that create inefficiency:Manual data entry from multiple personnel,warehouses into various platforms.Using spreadsheets or obsolete methods to track inventory in and out of warehouses.Over ordering to compensate for inaccurate and flawed demand forecasting.Integrated inventory control is about knowing what you have in stock,where,in real-time.Integrating ERP systems,production platforms,and procurement systems allows teams to get the information they need faster and stay aligned with business goals.It also allows for analysis of the entire supply chain,creating an opportunity to identify areas of inefficiency and where automation can eliminate human error.On the business operations end,the benefit of automating data flow and inventory control is seen in reduced labour expenses,accurate reporting and improved processes.On the customer service and experience front,we see an increased ability to provide precise order updates,improved shipping accuracy and faster fulfillment.Our finding:39%of operations dont have integrated inventory 13|Eight digital commerce trends for manufacturing.Eliminating human-caused errors promotes business-wide resiliency to disruptions.“Depending on the type of industry,the human factor is recognized as the cause of up to 80%of failures”-Design methods of reducing human error in practice.8Operational improvements through automated workflows and manual entry reduction increase efficiency.This type of efficiency paves the path to building resiliency to future disruptions.It also provides a stable platform for manufacturing organizations to scale and grow.The most useful digital solutions will:Inspire company-wide collaboration.Improve interdepartmental communication.Remove barriers to accurate and meaningful data.Manufacturing organizations today have many moving parts.Various departments working in silos require the need for manual data entry to maintain operations.Inefficient project management processes and manual ordering processes with suppliers are prime examples of where workflow and business automation tools can increase time,savings and efficiency.Building efficient communication platforms and workflows allow your teams to get the information they need faster and stay aligned with business goals.Improved communication with external vendors streamlines purchasing processes.Digital initiatives such as workflow automation,CMS governance and improving data connectivity through integrations can be large line items to handle independently.By incorporating an Agile development method in a digital transformation roadmap,these initiatives can be brought online through continuous integration,phased delivery,and strategic deployment.Our finding:40%of manufacturing operations have human and data 14|Eight digital commerce trends for manufacturing.Digital commerce trendsDigital-first sales processes are now the norm.Personalization is the differentiator in manufacturing sales.B2B buyers only spend 17%of their purchasing time meeting with potential suppliers,according to Gartners Future of B2B Buying Journey Report.9Developing digital commerce solutions for manufacturing is not just about ecommerce capabilities;its about giving the new era of buyers the online tools and personal experience they want.The digital solutions B2B buyers are looking for are:Personalized account portals with account-based pricing.Region-specific online catalogues.Digital-first sales tools and online order processing.New B2C channels to make manufacturing businesses more resilient.Digital commerce gives manufacturing organizations the tools to remain adaptable and resilient.A connected and unified technical architecture empowers manufacturing organizations to execute company vision while gaining an edge in customer acquisition,sales and entering new markets.Modern business objectives require an adaptable commerce solution that favours digital innovation for customer experience and business operations.Designing a digital commerce solution requires more than guidance in platform selection.It takes the careful evaluation of existing systems,data models and business operations.Digital commerce transforms your business experience and customer journey through genuinely agile and flexible system choices.Our finding:9 out of 10 manufacturing marketers plan for 15|Eight digital commerce trends for manufacturing.Digital transformation:The path to ecommerce excellenceTo implement some,or all,of the trends identified above,companies need to look at the capabilities of their current tech stack and assess what they will realistically be able to accomplish.Legacy systems and critical business operations need integration and development solutions to fit into a digital-first strategy.Employees need significant training and education to adopt new workflows and processes that come with new technologies.In some form or other,manufacturers will need to transform their operations digitally.The reality is most of these digital commerce trends are beyond the reach of manufacturing organizations unless they make changes.And theres no better time to adopt change than now.Definition:digital transformation“Digital transformation is the process of integrating digital technologies into all aspects of a business to meet the market and changing business requirements.”-AI multiple,Digital Transformation:Roadmap,case studies&best 16|Eight digital commerce trends for manufacturing.Factors that influence the ability to transform digitally Digital maturityDeloitte recently published a report that says 87%of companies think digital will disrupt their industry,but only 44%say they feel prepared for potential digital disruption.The manufacturing companies who have been able to implement the trends identified in this report have only done so because they have the digital maturity and operational ability to be flexible and the technical architecture in place to make them adaptable.EarlyDevelopingMaturing87%5%8%3%1D345678910Digital maturity needscultivation&visionof companies think digital will disrupt their industry.say they feel prepared for potential digital disruption.An organizations digital maturity(in years).Read our article on business life cycle technology requirements to find out more about digital maturity and what technical assets are needed to reach each stage.Making digital transformation a priorityIts simple,the companies who prioritize investment in the technologies to improve their online offerings to serve their internal and external users will be the ones to capture more sales.“2021 will be the year that every company not just the 15%of firms that were already digitally savvy doubles down on technology-fueled experiences,operations,products,and ecosystems.”-Forrester,Predictions 2021:Technology And Customer Obsession Help Firms Emerge From Crisis Mode.Making digital transformation a priority is a top-down initiative.People make up the core of any business,and many people often have a hard time breaking routines and accepting the uncertainty of a new direction.Getting buy-in from key stakeholders across management levels in your organization may be the biggest struggle you face in accomplishing your objectives.Download our interview template?Organization-wide alignment makes projects successfulIncrease buy-in with stakeholder interviews.Getting everyone on board for change and making sure the companys goals are aligned can be difficult.Start the converstaion on digital projects early with your key stakeholders.These conversations will get your entiure team on board and ensure project 17|Eight digital commerce trends for 18|Eight digital commerce trends for manufacturing.Cost of digital transformation initiativesAccording to IDC,the projected value of direct investments in digital transformation between 2020 and 2023 will reach upwards of$6.8 trillion.(IDC,2020).The report also predicts by 2024,50%of all IT spending will be directly for digital transformation and innovation.Companies that struggle to get proper buy-in for digital transformation and cannot allocate the necessary financial resources to the technology investments they will require will be left behind by their competitors.Return on investment for digital transformationCompanies that carry through with digital transformation investments and finish developing their digital solutions will have varying returns on their investment.However,results from the SAP Center for Business Insights and Oxford Economics show:80%of organizations that have completed digital transformation report increased profits.85%say they have increased their market share.On average,leaders expect 23%higher revenue growth than competitors.The time it will take to recoup the hard costs of a digital transformation project varies for each organization.It depends on how much the implementation costs in the first place,minus the cost savings in new operational efficiencies,while also considering increased revenue.Organizations often resist digital transformation because the investment is too significant.In fighting change,they opt to remain less competitive in their online offerings and risk losing market share to other organizations willing to adapt.There is hope for the resistors,though.With the proper Agile methodology,strategy,and approach,organizations can work with a development agency to control development costs,build iteratively and get to market faster with their improved digital 19|Eight digital commerce trends for manufacturing.Successfully implementing these digital commerce trends into your businesss digital workflow often takes more than one single tactic or application change.It can mean building the road map for a full-scale digital transformation,which takes a strategic and specific approach.In ecommerce development,the process used to successfully perform the transformation needed to launch the features and changes related to these trends for manufacturing companies is called Agile project management methodology.The Agile phase at Acro Media begins after a comprehensive discovery and strategy process.We work with your organization to define the needs of every project stakeholder and roadmap the development plan.From there,the project management team starts defining epics.Epics are the overarching production process for developing the solutions or features required for each trends implementation.Each epic contains both the user story and the features for the solution your organization is building.User stories User stories are essential flags to the development team that indicate the fixed and defined outcomes we are trying to accomplish for our end-user.Features Capabilities the product owner is interested in to provide value to the users and fulfills the desires expressed in the user stories.Epics These are the significant initiatives that deliver new products,solutions or services to the customer.User stories and features,grouped,form an epic.Definition:Agile project management methodology“The Agile methodology is a way to manage a project by breaking it up into several phases.It involves constant collaboration with stakeholders and continuous improvement at every stage.Once the work begins,teams cycle through a process of planning,executing,and evaluating.Continuous collaboration is vital,both with team members and project stakeholders.”-WrikeDigital transformation through Agile 20|Eight digital commerce trends for manufacturing.Once epics are defined,the project management team will determine and create the appropriate number of sprints to deliver the solution based.Sprints are typically two-week development phases,where design,build,testing,and deployment occur on specific tasks.The aim is for the project to continue to grow and evolve incrementally,delivering continuous innovation with built-in testing at every stage.View case study?CASE STUDY:HU-FRIEDY GROUPAdaptable assets built for growth and continuous improvement with Agile development.When a global pandemic interfered with plans for a large and ambitious digital transformation project,Hu-Friedy and Acro Media worked together and quickly pivoted priorities.That kind of flexibility comes built into Agile development processes.Sprint 1Sprint 2Sprint 21|Eight digital commerce trends for manufacturing.Advantages of an Agile methodologyThere are key advantages to implementing trends using the Acro Media Agile methodology:Development costs Iterative builds Phasing and minimum viable product(MVP)launches Speed Increased testingDevelopment costsWith an Agile development approach,there is room for flexibility in development costs throughout the entire project.Since builds are iterative,Agile allows clients the flexibility to adjust specifications and solutions as they go.This methodology means development clients dont have to allocate massive financial resources upfront to get a project started.They build the budget and roadmap as they go and only get what they need.As a bonus,their entire budget develops those features,not paying for process creation or supporting documents.Iterative buildsWith iterative builds,the client gets to watch their solution grow,one step at a time.Iterative builds allow clients to see and feel their product as it grows,not a single planning phase,followed by months of updates.An iterative process means more client involvement throughout and a better outcome.New functions and features get identified during this process.These new functions reveal themselves as the client and development teams build the initial project workflows and features.The final solution winds up being more robust,with a more engaged and generally happier 22|Eight digital commerce trends for manufacturing.Phasing and minimum viable product(MVP)launchesWith an Agile approach,projects are built in phases,by default.The iterative process of first creating a minimum viable product,or MVP,is automatically built into every project.Iterative steps will then continue to build on the MVP over consecutive sprints.How long a project takes depends on how many sprints the client wants to take,but this process proves to be faster than the alternative waterfall-style project.This phased approach is excellent for clients who want their new system launched as quickly as possible.Fixed-Length SprintsValue is PriorityRolling Wave PlanningMulti-Level PlanningRelative EstimationContinous TestingContinous ImprovementFeatures begin at high-levelSmall,Cross-Functional TeamsAlways Deliver Working Software10 Characteristics of Successful Agile Software Development?Definition:Waterfall development methodology“The waterfall model is a breakdown of project activities into linear sequential phases,where each phase depends on the deliverables of the previous one and corresponds to a specialisation of tasks.It tends to be among the less iterative and flexible approaches,as progress flows in largely one direction(downwards like a waterfall)through the phases of conception,initiation,analysis,design,construction,testing,deployment and maintenance.”-Wikipedia,Waterfall 23|Eight digital commerce trends for manufacturing.SpeedAs a project moves through the iterative phases of the Agile methodology,the speed advantages become very clear.There are months of strategic planning and design in a regular waterfall production project,then two to four months in development.In this scenario,a finished site launch can be six to ten months after the agreement begins.The first launch happens much sooner with an Agile project.In most cases,the initial launch can happen in as little as six weeks with some key functionality.The site then continues to grow in every two-week sprint with the addition of content,features or specs.This speed to launch is critical for many companies.Increased testingWith phased,incremental launches every few weeks,continuous testing happens on all the new features developed each sprint.Continuous testing on all new features is done throughout the project,resulting in fewer issues at the end of a project.In contrast,a waterfall project typically has an extensive testing phase at the end of a build.This type of testing phase has two inherent flaws:It is time-consuming and prone to misses.Small nuances to specific functions often get missed in a once-over testing period in a waterfall development 24|Eight digital commerce trends for manufacturing.Potential drawbacks of an Agile methodologyThere are a few stumbling blocks organizations may bump up against when considering an Agile development approach:No fixed pricing Adoption of new strategies and methods Considerable collaboration requirementsNone of these objections are insurmountable with the right development agency,strategic approach and understanding.No fixed pricingAn open-ended budget is a big concern for most organizations,and a project can be tough to get approved if the budget is not fixed and agreed upon before signing a contract.There is less upfront planning with an Agile development project,and the product evolves as it develops.Therefore,the overall cost progresses along with the project iterations and changes.Agencies often provide a price range,but costs are hard to pre-define when quoting an Agile project.As the project progresses,new functions and features are identified,and each of those line items comes with a new potential price.One approach to this is to get approval for an overall project estimate,adding revisions and budget increase approvals through a changelog process,as needed.In the end,a development project costs what it costs,but there are ways to be as respectful of budget requirements and timelines as possible.New strategy for development teamsThe term Agile is not new to the manufacturing industry,and it generally goes hand in hand with lean manufacturing principles.What can be a more complex concept to get universal buy-in for is Agile development,as opposed to waterfall-style development projects.Explaining Agile development as an iterative,collaborative and flexible approach may not work for organizations that prefer to see the precise steps,deliverables and options of a project 25|Eight digital commerce trends for manufacturing.These objectives all still happen in an Agile environment.Rather than being presented ahead of time,steps,deliverables,and options present themselves throughout the length of the project.The Agile model allows for flexibility and changes as needed within the project.Requires a lot of collaborationNot all organizations want to be overly collaborative;they prefer to hand a project off to a contractor and wait on the finished product to focus on other business tasks.Alternatively,they may have so many project stakeholders that involving them weekly to discuss a specific issue is not feasible,and they would prefer all the discovery upfront.As such,an Agile methodology may not be as appealing.Agile ecommerce development requires continuous integration,delivery and deployment.We use these methodologies in our toolset to empower clients with the freedom to control their development roadmap and develop solutions tailored to their business needs.View case study?CASE STUDY:EIKON DEVICEContinuous delivery,integration and deployment.Agile methodology at workThe digital transformation of a manufacturing business doesnt happen overnight.Eikon Device needed new B2B ecommerce opportunities and global distribution capabilities.Digitizing 25 years of exceptional customer service and top-notch operations made it 26|Eight digital commerce trends for manufacturing.The main drivers of Agile development Individuals and interactions Over processes and tools.Working software Over comprehensive documentation.Customer collaboration Over contract negotiation.Responding to change Over following a plan.The twelve guiding principles of Agile buildsIterative product development allows the software to evolve in response to changes in the business environment or market requirements.This iterative approach supports a product rather than a project mindset.It provides greater flexibility throughout the development process,whereas on waterfall projects,the conditions are defined and locked down from the beginning,making it difficult to change them later.These drivers and their type of thinking brings ideas online faster and more affordably.Customer satisfaction by early and continuous delivery of valuable software.Welcome changing requirements,even in late development.Deliver working software frequently(weeks rather than months).Close,daily cooperation between business people and developers.Projects are built around motivated individuals,who should be trusted.Face-to-face conversation is the best form of communication(co-location).Working software is the primary measure of progress.Sustainable development,able to maintain a constant pace.Continuous attention to technical excellence and good designSimplicity the art of maximizing the amount of work not done is essential.Best architectures,requirements,and designs emerge from self-organizing teams.The team regularly reflects on how to become more effective,and adjusts 27|Eight digital commerce trends for manufacturing.Our Agile approach:Six steps to digital transformationDetail each role,and its relationship,internal or external,to the project.Define your stakeholders,project owners,and teams.1Can be completed internally,or by an outside agency.Complete an audit of your web properties.2Include stakeholder,project owners and team leads.Use the defined epics to complete a review.5Define sprints,timelines and reassess budgets and resources.Use review to assess Agile project readiness.6Build“quick win”items first.Complex solutions can be designed along the way.Order the trends to implement in priority.3Group the user stories and features into epics.Develop user stories for the tasks and functions of each 28|Eight digital commerce trends for manufacturing.How to realize digital transformationSuccessful digital transformation requires the right help from the right teams.Following these steps will guide manufacturing companies through their pains and help them achieve their business goals.ConsultationEvaluate your in-house talents.Bring in outside experts where needed.Analyze your business needs,growth desires,customer targets and roadmap the features and solutions to bring them to fruition.Discovery&strategyDeep dive into your operations,conduct stakeholder interviews,map information and technical architectures and begin prototyping and creating low-fidelity visualizations of your ideal solutions.Experience designExtensive mapping of the customer journey defines this step.Conduct user experience audits and competitive design analysis.Craft accurate customer personas and plan your solution using world-class UX and UI design principles.DevelopmentWork with developers that think and build beyond the platform.Both frontend and backend specialists should be part of your build and design.Continuous testing and quality checks need to be baked into your development process.Project managementWithout diligent project management,projects can falter or ultimately fail.By sticking to the Agile development methodology previously outlined,software solutions are faster to market,with fewer bugs and better final products.SupportPost-launch support is something your organization should discuss and plan for early on in its build.Scheduled maintenance,updates,code refactoring,load testing and server monitoring are essential to software health.ConclusionIn todays dynamic landscape,a manufacturers competitive edge is no longer based on product offerings.Enabling improved information flow,data control,and automation through digital transformation offers increased efficiency and profitability opportunities.According to Gartners Industry Insights:2021 Manufacturing Top Strategic Technology Trends report,65%of manufacturing CEOs cited efficiency and productivity as their top priority.Developing the most profitable business model and keeping the sales process moving is critical to gaining a competitive advantage.Automated digital systems need to work alongside physical operations,enabling better data flow,increased collaboration and crystal clear communication.With these improvements,every stakeholder,teammate and partner has the opportunity to help manufacturers increase efficiency and productivity.Manufacturers need to focus on developing operational efficiency,new revenue streams,and agile solutions that evolve with the changing industry by examining,streamlining,and then building a flow of data across the platforms that keep the business connected.Ready to tackle digital transformation?Or,just want to discuss strategic possibilities with a subject matter expert?We would love to talk to you about your project.No pressure,no obligation,just straight talk and helpful 29|Eight digital commerce trends for manufacturing.Take the assessment?DIGITAL COMMERCE ASSESSMENTIs your company suffering from disconnected data?Answer a series of questions about your current technical capabilities and platform restrictions.Find out how to adopt new technology and adapt existing systems to suit the exact needs of your business.Streamline operations,consolidate redundant tech and manual processes for optimal 30|Eight digital commerce trends for manufacturing.About Acro MediaAcro Media is a digital transformation consulting company specializing in open source architecture,developing tailored digital solutions for effective operations and scalable growth for the manufacturing sector.Our solutions have empowered online retailers such as USI Laminate,Eikon Device Inc,Hu-Friedy Group and more,to reach their digital commerce goals.We continuously support those partners with an Agile integration framework that allows increased speed-to-market resulting in improved profit margins,sales volumes and overall market share.Contact UsGlobe Sources:1.Oxford Economics Surviving and Thriving:How Supply Chain Leaders minimize risk and maximize opportunities.2.Deloitte 2021 Manufacturing Industry Outlook.3.The Hackett Group 2021 Hackett 1000:Improve Liquidity,Release Cash across Three Elements of Working Capital.4.Harvard Business Review Briefing paper:Overcoming Barriers to Data IMpact.New Tools and a New Data Mindset Can Bring About Real-Time Decision Making,sponsored by Splunk.5.Supply Chain Management Review Reverse Logistics,Effective Returns Management in an Integrated Supply Chain.6.KPMG Embrace automation as the rising star.7.Wasp Barcode Technologies State of Small Business Report.8.Design methods of reducing human error in practice M.Butlewski&M.Jasiulewicz Kaczmarek&A.Misztal&M Sawiska.Poznan University of Technology,Chair of Ergonomics and Quality Management,Pozna,Poland.9.Gartner Future of B2B Buying Journey Rphone 877.763.8844
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Written in collaboration withIT/OT CONVERGENCE:the Data Dream for Industrial ExcellenceSenegalSouth AfricaWE ACCELERATE DATA AND AI ADOPTION TO POSITIVELY IMPACT PEOPLE AND ORGANIZATIONS.Artefact is a global leader in consulting services,specialized in data transformation and data&digital marketing,from strategy to the deployment of AI solutions.We are offering a unique combination of innovation(Art)and data science(Fact).DATA READINESS|AI ACCELERATION|DATA&DIGITAL MARKETING|TECHNOLOGIES22COUNTRIES 1000CLIENTS1500EMPLOYEESLos AngelesMexicoColombiaNew YorkThe NetherlandsGermanySwitzerlandLebanonFranceBelgiumUKDubaiSaudi ArabiaIndiaSpainSingaporeMoroccoShanghaiChengduSouth KoreaBrazilMalaysiaWHO SHOULD READ THIS WHITE PAPERAUTHORSIT/OT Convergence:the Data Dream for Industrial Excellence3This white paper is primarily aimed at Data Strategy Managers in the industrial sector who are seeking to understand and implement IT/OT convergence.It is also of value for Heads of Operations,as it provides insights into the overarching digital strategy.While they may not encounter entirely new concepts,they will gain a deeper understanding of the strategic approaches essential for digital transformation.A glossary is available at the end of the paper.Florence Bnzit Director at ArtefactMatthias FabreResearcher at Artefact Research CenterAlexandre Thion de la Chaume Managing Partner Industry Lead at ArtefactEmmanuel Malherbe Director of Artefact Research CenterIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE03 Who should read this white paper04 Introduction:IT/OT Convergence or the Data Dream for Industrial Excellence04 Foreword07 What is OT and how does it compare to IT?08 Unlocking the power of IT/OT Convergence:Real-world applications09 Where IT/OT stands in history:From Industry 1.0 to Industry 4.0 and beyond10 Our Study:Qualitative interview findings and analytical insights10 Methodology11 Study reveals consensus:Fast-tracking digital transformation is essential for embracing Industry 4.012 Disillusionment:Real-world challenges in IT/OT convergence14 Overcoming challenges:Success stories and technological breakthroughs15 Ensuring resilience and efficiency with Terga Solutions16 Streamlining the digital backbone:Navigating UNS,IDP,MES,Historians,and SCADA18 Steps to transition:How to embrace Industry 4.0/5.020 Transition approaches:Big Bang vs.Incremental Steps21 GlossaryTABLE OF CONTENTS45Introduction:IT/OT Convergence or the Data Dream for Industrial ExcellenceImagine an industrial environment where every piece of operational data is seamlessly captured,structured,and scalable,without any cybersecurity threats.This is the essence of the data dream in IT/OT convergence a scenario where data quality and organization are optimized to enhance every facet of the manufacturing process.Comprehensive Data CollectionIn this ideal setup,all OT data ranging from machinery performance metrics to shop floor conditions would be continuously collected and integrated into a unified system.This ensures no critical information is overlooked,providing a complete view of the entire manufacturing operation.Structured and Scalable DataCollected data would be meticulously structured to facilitate easy access and analysis.Organized by process,equipment,and site,the data would be readily available for various applications,ensuring that scaling up operations or integrating new technologies is seamless.This eliminates data silos,allowing for comprehensive cross-functional analyses and decision-making.Robust CybersecurityA key component of this data dream is robust cybersecurity.Advanced security protocols and technologies would protect sensitive industrial data from cyber threats,ensuring data integrity and confidentiality.This gives stakeholders confidence that their critical data is secure,even as it is extensively used and analyzed.High-Quality DataData quality would be continuously monitored for completeness,integrity,conformity,consistency,accuracy,timeliness,and uniqueness.Automated systems would flag discrepancies or anomalies for quick resolution.This ensures that all insights and decisions derived from the data are reliable and actionable.Real-Time Event Logging An integrated data analysis system would operate in real-time,identifying and logging significant events on the shop floor as they occur.This capability enables immediate responses to anomalies,facilitating proactive maintenance and ensuring smooth,uninterrupted production processes.Our paper aims to provide a vision of a data-driven utopia where the dream extends beyond mere data collection to encompass an entire ecosystem where data is the lifeblood of the operation.In this scenario,every piece of information is meticulously captured,structured,and safeguarded,enabling industries to unlock unprecedented levels of efficiency,responsiveness,and innovation.Our study is a guide through the true potential of IT/OT convergence a future where data drives excellence and propels the industry forward.With such ideal data management,the possibilities are abundant.By leveraging real-time data and predictive analytics,equipment failures can be predicted before they occur,significantly reducing unplanned downtimes and boosting operational efficiency.Automated machine calibration enables factories to immediately respond to customer orders,dynamically adjusting production lines to meet demand without delay.The system swiftly detects and addresses any issues on the factory floor,ensuring rapid resolutions and minimal disruptions.By continuously analyzing operational data,the system identifies opportunities to reduce waste and optimize energy consumption,contributing to a more sustainable manufacturing process.Factories can optimize operations to align with energy costs,shifting ForewordIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE6What is OT and how does it compare to IT?energy-intensive processes to times when energy is cheaper,thus reducing overall costs.With efficient data management and process optimization,production lines achieve unmatched productivity levels,virtually eliminating product wait times and speeding up processes.Detailed tracking and quality control systems ensure that every aspect of the production process is monitored and maintained to the highest standards,down to the smallest detail.Advanced safety systems automatically halt machinery when dangerous conditions are detected,providing alerts for human-machine-vehicle interactions and maintaining a secure working environment.Succeeding in this convergence could lead to a productivity boost ranging from 30%to 50%(Bain&Company:The Factory of the Future Could Boost Productivity by 30%or More),unlocking more than$100 billion in value,according to McKinsey.Operational Technology encompasses the hardware and software used to monitor and control physical devices,processes,and infrastructure in industrial settings.It includes technologies such as industrial control systems(ICS),supervisory control and data acquisition(SCADA)systems,sensors,actuators,programmable logic controllers(PLCs),and manufacturing execution systems(MES).For cybersecurity reasons,OT communicates through a secured industrial network,isolated from the Internet.OT is primarily concerned with ensuring the efficient operation of machinery,manufacturing processes,and critical infrastructure.In contrast,Information Technology(IT)refers to the computing systems,software applications,and data management solutions used for Enterprise management(ERP,CRM,.).IT encompasses a wide range of technologies,including computers,servers,databases,software applications,and cloud services.IT solutions communicate through Internet networks,distinct from industrial networks.Its primary focus is on managing and leveraging digital information to support enterprise business operations,decision-making,and communication.IT/OT CONVERGENCE IN A GLANCE&QUICK GLOSSARYSource of dataProcess levelTime ScaleBusiness Planning&LogisticMonths,weeks,daysMonitoring and SupervisingSensing and ManipulatingProduction ProcessDays,shifts,hours,minutes,secondsHours,minutes,seconds,sub secondsSeconds,sub secondsRealtimeITINFORMATION TECHNOLOGYOTOPERATIONS TECHNOLOGYERPEnterprise Resource PlanningSensors&SignalsManufacturing Execution SystemMESSupervisory Control&Data Acquisition&Human Machine InterfaceSCADA&HMIProgrammable Logic ControllersPLCIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCEManufacturing Operations Management7Unlocking the power of IT/OT Convergence:Real-world applicationsThe convergence of Operational Technology(OT)and Information Technology(IT)enhances various aspects of industrial operations,driving efficiency,safety,and sustainability.Below,we explore use cases across different categories that illustrate the benefits of this convergence.This is by no means an exhaustive list.Automatic Machine Calibration:Machines can automatically calibrate themselves using sensor data to ensure optimal performance.This reduces the need for manual adjustments and maintains high productivity levels.Overall Equipment Effectiveness(OEE):Tracking OEE metrics through integrated IT/OT systems helps in identifying areas of improvement,leading to enhanced productivity and efficiency.Predictive Maintenance:Using data from various sensors,predictive algorithms can forecast when a machine is likely to fail,allowing for maintenance to be scheduled before a breakdown occurs.This reduces downtime and extends equipment lifespan.Remote Diagnostics:Technicians can remotely access machine data to diagnose issues without being physically present,speeding up the maintenance process and minimizing production interruptions.PRODUCTIVITYMAINTENANCE Collision Avoidance Systems:In environments where sight lines are compromised,such as parking lots and work bays,the risk of accidents is heightened.Hexagons Collision Avoidance System provides visual awareness of approaching vehicles,eliminating blind spots and significantly improving safety.Automated Shutdowns:Machines can be programmed to stop automatically when sensors detect abnormal or dangerous behavior.This immediate response helps prevent accidents and ensures a safer working environment.Traceability in Production:The different stages of producing a specific product are recorded and linked to that particular product.This detailed traceability allows for better identification and understanding of potential defects that might appear,thereby improving overall product quality.Real-Time Quality Monitoring:Sensors and IoT devices can monitor production processes in real time,identifying deviations from quality standards instantly and enabling immediate corrective actions.PRODUCT QUALITYSAFETY Dynamic Production Scheduling:Linking demand signals directly to production lines allows manufacturers to adjust their output in real time based on market demands or online purchases.This ensures that production is closely aligned with actual demand,reducing overproduction and stockouts.Flexible Manufacturing Systems:Implementing systems that can quickly switch between different products based on incoming orders enhances the ability to respond to changing customer needs efficiently.Energy Consumption Monitoring:Monitoring and analyzing the energy consumption of machines enables factories to identify energy-saving opportunities and optimize usage,contributing to sustainability goals.Waste Reduction:Data from production processes can be analyzed to identify sources of waste,allowing for the implementation of strategies to minimize waste and improve resource efficiency.DEMAND RESPONSIVENESSSUSTAINABILITYIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE8Where IT/OT stands in history:From Industry 1.0 to Industry 4.0 and beyondFaced by the industry,let us step back and remember the previous revolutions that occurred in the industrial sector.The progression of industrial revolutions highlights the transformative advances that have shaped manufacturing and production over centuries.Each phase brought significant innovations that fundamentally altered how industries operate and produce goods.Industry 1.0:The First Industrial Revolution began in the late 18th century,marking the transition from manual production to mechanization.Powered by steam engines,this era introduced factories and significantly increased production capacities and efficiencies.Industry 2.0:The Second Industrial Revolution emerged in the late 19th century,characterized by mass production and the assembly line.The use of electricity and the internal combustion engine revolutionized industries,enabling large-scale production and improving worker productivity and efficiency.Industry 3.0:The Third Industrial Revolution in the late 20th century brought automation and digital technology to the forefront.The integration of computers and electronics into manufacturing processes allowed for increased precision and consistency.Automation through programmable logic controllers(PLCs)and robotics became widespread,setting the stage for further advancements.Industry 4.0:The Fourth Industrial Revolution is the cornerstone of modern industrial transformation.It integrates cyber-physical systems,the Internet of Things(IoT),cloud computing,and artificial intelligence(AI)to create smart factories.These smart factories enable machines and systems to communicate and cooperate autonomously,leading to real-time data collection,improved decision-making,predictive maintenance,and mass customization.The convergence of IT(Information Technology)and OT(Operational Technology)is critical in this phase,driving interconnectedness and automation fueled by data and machine learning.Industry 5.0:The Fifth Industrial Revolution,an emerging concept,emphasizes human-machine collaboration and sustainability.It seeks to enhance personalization and improve the well-being of workers,leveraging advanced technologies to support and augment human capabilities.Industry 4.0 represents a significant leap forward in industrial capabilities,blending the digital and physical worlds to create highly efficient,flexible,and intelligent production systems.The convergence of IT and OT is pivotal in this revolution,enabling industries to harness the full potential of advanced technologies and drive unprecedented levels of productivity and innovation.A key aspect of Industry 4.0 is the collection of vast amounts of data for experimentation and innovation.By leveraging a comprehensive catalog of use cases,organizations can secure sponsorship,allocate budgets,and embark on large-scale projects,ensuring that their initiatives are well-supported and strategically aligned.Mass production,assembly lines,electricity,and the internal combustion engine.Cyber-physical systems,the Internet of Things(IoT),cloud computing,and artificial intelligence.Industry 2.0Industry 4.0Industry 1.0Mechanization,steam power,and the advent of the factory system.Automation,computers,and electronics.Human-machine collaboration,personalization,and sustainability.Industry 3.0Industry 5.0Late 18th centuryLate 20th centuryEarly 2020sEarly 21st centuryLate 19th centuryIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE9Our Study:Qualitative interview findings and analytical insightsMethodologyTo write this white paper,we interviewed numerous individuals from a variety of industrial companies.After this initial phase,we narrowed the study down to a handful of use cases that seemed the most valuable.For each of them,we identified challenges,obstacles and potential solutions.We then sent out a questionnaire to gather their insights about these use cases and compiled their responses into this white paper.In total,we received feedback from 20 companies,providing a comprehensive view across diverse sectors and scales.The aim of this work is not to be exhaustive,but rather to tackle a relatively unexplored subject that could be of tremendous value for industrials.CHARACTERISTICS OF INTERVIEWED COMPANIESCompanies sectors with:Respondents roles&places of workx3x4R&DTechnical DirectorHead of OperationsSignal Processing EngineerChief Manufacturing OfficerData DirectorHead of EngineeringBusiness DeveloperData and IoT ManagerIT ManagerRegulatoryOptimization&Machine LearningConsumer Goods Space Industry1000-10 000 EMPLOYEESElectronics Utilities X2 Building 100 000 EMPLOYEESIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE10Study reveals consensus:Fast-tracking digital transformation is essential for embracing Industry 4.0The transition to Industry 4.0 and 5.0 is not just a trend but a necessary evolution driven by several compelling factors in the industrial sector.This shift is imperative to address the environmental,economic,and competitive pressures that industries worldwide are facing.First,environmental transition is a pressing need for humanity.With increasing regulations aimed at controlling environmental impact,industries must adopt advanced technologies to better manage and mitigate their environmental footprint.The ability to precisely control and optimize physical processes is crucial in meeting these stringent regulations and contributing to a sustainable future.Increasing competition for energy resources,coupled with the volatility of energy prices and the diversification and intermittency of energy sources,necessitates a more intelligent and adaptive approach to energy management.Industry 4.0 and 5.0 technologies enable companies to optimize energy consumption,integrate renewable energy sources,and maintain stability in the face of fluctuating energy supplies.Forced relocalization of industries due to global economic shifts requires increased automation.Automation not only compensates for the higher labor costs associated with relocalization,but also enhances production efficiency and flexibility.This transition is essential to maintain competitiveness in the global market,where regions with advanced automation capabilities and low production costs set the benchmark.We have no choice but to scale up industrial production to achieve unprecedented productivity levels and keep our space market leadership.Digital and Data are crucial for going ahead toward a new scale and for tracking performance,prioritizing actions,automating our operations and ensuring we reach a cadence never realized before.”David Rodriguez-Head of Digital&Data Transformation-ARIANEGROUP“There is a risk of losing competitive edge compared to regions that have embraced automation,low production costs,and advanced capabilities for customized,on-demand production.The ability to quickly respond to market demands with efficient order-to-production-to-shipment cycles is becoming a significant differentiator in the global marketplace.In the labor market,companies must also consider their employer brand.The industrial workforce is not renewing itself at the necessary pace because younger generations are deterred by the lack of digitalization in traditional manufacturing environments.To attract and retain talent,industries must modernize their operations and provide a digitally advanced,innovative,engaging workplace.The transition to Industry 4.0 and 5.0 is inevitable.Its driven by the need to address environmental mandates,manage energy resource challenges,ensure global competitiveness,and attract a skilled workforce.The convergence of operational technology(OT)and information technology(IT)is at the heart of this transformation,and will enable industries to achieve these critical objectives and secure their future in a rapidly evolving industrial landscape.11Disillusionment:Real-world challenges in IT/OT convergenceThe first important insight gained from the interviews highlights the significant challenges faced in the practical implementation of IT/OT convergence.In fact,poor data quality is a major issue.Sensors may malfunction,be poorly configured,or produce inconsistent units and incorrect formats.Tags and nomenclature are often inaccurate,leading to further data inconsistencies.This results in unreliable data that is difficult to use effectively.According to the survey,20%of companies do not check the quality of their data at all,while 70%do so only sporadically,and a mere 10%consistently ensure data quality.This disparity suggests either a lack of attention to data quality or the perception that systematic data verification is unnecessarily burdensome and costly.INSIGHTAnother critical problem is the lack of a shared vision for medium-and long-term objectives.Without a cohesive strategy,efforts become fragmented and goals are harder to achieve.Additionally,the chicken and egg problem poses a significant hurdle:to realize the value of data,it must first be collected and understood.Predicting its value,however,is necessary to justify the large-scale data collection and structuring efforts.Technical expertise is also lacking,especially in operational technology(OT).There is a shortage of skilled automation engineers,which hampers the ability to implement and manage advanced OT systems.Furthermore,there is a cultural gap between the various stakeholders business units,IT,and OT.These groups need to collaborate closely to create value,yet their differing backgrounds and priorities often lead to misunderstandings and inefficiencies.Technological and technical constraints further complicate the situation.Different equipment suppliers follow varying standards,creating a patchwork of incompatible systems.Older companies often have legacy equipment that is difficult to standardize and integrate into modern data systems.This results in uneven data collection capabilities across different equipment types.Without a large enough base of identical devices,companies struggle to effectively implement AI,as the data required for machine learning and advanced analytics is insufficient.IT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE12Our study reveals that the most challenging issues in IT/OT convergence are:Lack of vision,proven ROI,and sponsorship for ambitious projects;Technical constraints such as OT connectivity and equipment heterogeneity;Cultural differences between IT and OT causing collaboration difficulties;and a shortage of technical expertise on convergence.PROPORTION OF THE COMPANIES FOR WHICH THE FOLLOWING CHALLENGES ARE THE MAIN SOURCES OF DIFFICULTYWhat are the main IT/OT convergence sources of difficulty in your company?Technical constraints such as OT connectivity and equipment heterogeneityLack of time to dedicate to OT/IT convergence in operational teamsCultural differences between IT and OT causing collaboration difficulties;and a shortage of technical expertise on convergenceLack of data ownership Cybersecurity constraints(e.g.,fear of machine control loss,industrial network firewalls,.)Lack of technical expertise on OT/IT convergenceLack of data sharing by fear of data leakageFear of disruption0245E% F810INSIGHTIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCEThese challenges impede the implementation of effective convergence strategies,hinder innovation,and slow the adoption of advanced technologies.Without clear vision and ROI,securing sponsorship is difficult,stalling projects.Technical constraints complicate system integration,while cultural differences and lack of expertise create barriers to seamless collaboration and effective problem-solving.Traditionally closed and protected OT systems are now exposed to IT vulnerabilities.Many industrial companies are also reluctant to share their data for fear of revealing their production secrets,which stifles collaboration and the potential for innovation.These challenges highlight the complexity and difficulties of IT/OT convergence.Addressing them requires not only technological solutions but also cultural and strategic changes within organizations.Lack of vision,proven ROI and sponsorship for ambitious projects65Overcoming challenges:Success stories and technological breakthroughsDespite the challenges and complexities,transitioning to Industry 4.0&5.0 is not only necessary but also achievable.The key lies in leveraging digital technologies and fostering human ingenuity within industrial environments.Achieving IT/OT convergence is entirely feasible.While OT may seem daunting at first,its manageable with a structured approach,data and tag standards and managerial commitment.On the other hand,IT challenges are trickier than expected.”Lionel Fomprie VP Industrial Strategy-NEXANSExperience has shown that when factories are equipped with digital tools,they can significantly enhance productivity and reduce energy consumption.For example,Volkswagen made substantial investments in digitalization and Industry 4.0,committing up to four billion euros between 2019 and 2023.This investment allowed them to produce customized cars at the same cost as mass-produced vehicles without disrupting the production line.By 2023,Volkswagen was able to monitor every production step through a single screen,showcasing their successful implementation of these technologies.Moreover,interaction between humans and robots was a crucial element,enabling effective collaboration that combines robotic precision with human expertise.Similarly,Siemens demonstrated the power of digital transformation at its Electronic Works Amberg(EWA)factory in Germany.This facility,which produces around 17 million units annually,uses its own Simatic programmable logic controllers(PLCs)to automate production.With 75%of the production controlled by machines and robots,Siemens achieved an exceptional quality level of 99.9990%.This high degree of automation not only illustrates the reliability and efficiency of their products but also shows how Industry 4.0 can dramatically improve production quality and efficiency.Human ingenuity also plays a vital role in this transformation.When workers are provided with advanced digital tools,they innovate and find new ways to enhance processes.This synergy between technology and human creativity leads to streamlined workflows and increased throughput,exemplified by the progress made by Volkswagen and Siemens.“IT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE14Ensuring resilience and efficiency with Terga SolutionsOur Indabox solution is a game changer in secure data transmission.By creating a safe pathway for operational data to reach IT systems,we enable our clients to leverage insights while eliminating the risk of cyber intrusions.”Warren Pike Business Development Manager TERGA SOLUTIONSOne innovative approach to bolstering cybersecurity in IT/OT convergence is the use of data diodes.Data diodes are hardware devices that enforce unidirectional data flow,allowing data to travel in only one direction.This setup prevents potential cyber threats from entering the OT environment through IT networks.By ensuring that data can only be sent out of the OT system but not back in,data diodes provide a robust barrier against cyber-attacks.Terga Solutions,a leader in energy infrastructure and digital transformation,has developed cybersecurity solutions based on the principles of data diodes.Their approach leverages these devices to create a secure data transmission pathway that minimizes the risk of cyber intrusions.By implementing homemade devices inspired by data diodes,Terga Solutions ensures that sensitive operational data can be transmitted to IT systems for analysis without exposing OT systems to potential threats.Terga started out with a classic SCADA architecture based on a separation of protocols,with its limitations,in order to adopt a model that is more secure,robust and high-performance.Indabox is designed for secure data collection in an easy-to-install and maintenance-free device,significantly increasing the volume and frequency of data collected by 50%and 20 times,respectively.Complementing this,IO-Base serves as a data twin SaaS,ensuring that dispatching operations can continue to supervise the network even during incidents affecting the OT network or SCADA systems.Together,these solutions enhance data integrity and operational continuity for robust industrial performance.“15Data management at scale has also become more manageable thanks to advances in cloud computing and a growing array of tools and concepts.On top of Supervisory Control and Data Acquisition(SCADA)systems that were deployed for the Industry 3.0 revolution,the integration of Manufacturing Execution Systems(MES),Unified Namespace(UNS),Industrial Data Platforms(IDP),and Historians,along with emerging technologies such as IoT,5G,and edge computing,has significantly expanded the possibilities for industrial automation and data integration.SCADA(Supervisory Control and Data Acquisition):SCADA systems offer comprehensive monitoring and industrial process control,enhancing the ability to manage complex operations.MES(Manufacturing Execution Systems):These systems bridge the gap between the shop floor and enterprise-level operations,providing real-time data on production processes and facilitating better decision-making.Unified Namespace(UNS):UNS provides a structured approach to data organization,making it easier to scale operations and ensure seamless data flow across systems.Industrial Data Platforms(IDP):These platforms enable the consolidation and analysis of vast amounts of industrial data,supporting advanced analytics,AI,and machine learning applications.Historians:These specialized databases store time-series data from industrial processes,providing a valuable resource for historical analysis and continuous improvement.The shift to Industry 5.0 is not just a dream but a realistic goal.With the right digital tools,clear and detailed strategy,and a belief in the potential of human creativity and innovation,industries can overcome current challenges and achieve a future of enhanced productivity,sustainability,and competitiveness.The integration of Unified Namespace(UNS),Industrial Data Platforms(IDP),Manufacturing Execution Systems(MES),Historians,and Supervisory Control and Data Acquisition(SCADA)systems brings both significant benefits and certain challenges to industrial operations.Streamlining the digital backbone:Navigating UNS,IDP,MES,Historians,and SCADASupervisory Control and Data Acquisition(SCADA)Advantages:SCADA systems provide real-time monitoring and control of industrial processes,enhancing operational efficiency and reliability.They are scalable for large operations.Drawbacks:They face cybersecurity risks if not properly secured,and integration with other systems can be challenging.Historians Advantages:Historians offer long-term data storage,ensuring data integrity and supporting trend analysis and performance monitoring over time.Drawbacks:Data retrieval can be complex,and storing large volumes of data can be costly.IT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE16ADVANTAGES AND DRAWBACKS OF UNS,IDP,MES,HISTORIAN AND SCADAUnified NamespaceIndustrial Data PlateformMESHistorianSCADAConnectivityTime aggregationMaster data managementPre-made Use caseHistorical data storageConsolidation/analytics/AI:genericVizualisationMachine control2410068Unified Namespace(UNS)Advantages:UNS centralizes data management,facilitating seamless communication between systems and improving scalability as new devices are added.Drawbacks:Implementation is complex and time-consuming,with potential data security risks due to centralization.Industrial Data Platforms(IDP)Advantages:IDPs enhance data analytics and provide real-time insights by integrating data from various sources,which aids in better decision-making and operational efficiency.Drawbacks:High implementation and maintenance costs,along with the challenge of managing vast amounts of data to avoid overload.Manufacturing Execution Systems(MES)Advantages:MES improves production efficiency,quality control,and product traceability by managing and monitoring work in progress.Drawbacks:Implementation can be complex and costly,requiring significant changes to existing processes and infrastructure.17Steps to transition:How to embrace Industry 4.0/5.0We must embrace digital transformation with a mindset of rapid experimentation.Trying fast and failing fast allows us to innovate continuously and stay ahead in the competitive industrial sector.”Raphal De Matos Digital Expertise and Robotics manager-FORVIA“Transitioning to Industry 4.0/5.0 requires a structured and strategic approach,addressing both organizational and technological challenges.Heres a potential roadmap that could guide this transformation:The first step is to build a strong case for the transition.This involves developing a clear strategy and a detailed roadmap.Start by convincing key stakeholders of the benefits and necessity of moving towards Industry 5.0.A top-down approach is often necessary at this stage to ensure alignment and commitment across the organization.1.Strategic Planning:Define the long-term vision and objectives.Outline the strategic goals and how Industry 4.0/5.0 aligns with the companys mission and market position.2.Roadmap Development:Create a detailed roadmap that outlines the steps,timelines,and milestones for the transition.This roadmap should be flexible enough to adapt to new insights and changes in the market.3.Use Case Portfolio:Develop a portfolio of use cases to be scaled across facilities.These use cases could cover aspects such as predictive maintenance,demand responsiveness,energy optimization,and quality control.4.Budget Allocation:Secure the necessary budget to support initial projects and proof of concept initiatives.Financial commitment is crucial to gain momentum and demonstrate early wins.Effective data management is the cornerstone of Industry 5.0.This phase involves collecting,organizing,and securing data at scale.1.Data Collection:Establish secure and scalable data collection architectures.Implement standardized nomenclature rules to ensure consistency across the organization.2.Platform Selection:Choose appropriate platforms for data storage and management.Integrate depending on specific needs,Manufacturing Execution Systems(MES),Industrial Data Platforms(IDP),and historians to create a cohesive data ecosystem.3.Deployment:Roll out data management systems across the organization.This includes setting up the necessary infrastructure and ensuring all relevant data sources are connected.4.Data Quality Monitoring:Implement structures and processes for ongoing data quality monitoring.This includes establishing metrics for data completeness,integrity,conformity,consistency,accuracy,timeliness,and uniqueness.PHASE 1:Convince and OrganizePHASE 2:Data Collection and GovernanceIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE18Our recent survey indicates that 3/4 of companies lack local roles as IT/OT convergence points of contact in their factories or workshops,primarily due to a shortage of dual OT and IT expertise.Establishing these roles is crucial for addressing key challenges such as lack of vision,proven ROI,and sponsorship.Local contacts can align the overarching vision with local insights,articulate project value,and secure sponsorship by understanding site-specific needs.They provide essential technical expertise to navigate constraints like OT connectivity issues and equipment heterogeneity,and bridge cultural gaps between OT and IT,fostering better collaboration and communication.Their specialized knowledge is vital for expertly managing the technical aspects of convergence projects,leading to successful outcomes.PHASE 3:Data Exploration and Use Case IndustrializationPHASE 4:Continuous Improvement and ModernizationThis phase focuses on leveraging collected data to identify and scale valuable use cases.1.Bottom-Up Exploration:Empower individual sites and teams to explore data and generate ideas.Encourage a culture of innovation where employees can propose and test new use cases.2.Top-Down Industrialization:Identify the most promising use cases from the exploration phase and scale them across the organization.This ensures that the best ideas are systematically implemented and generate maximum value.3.Training and Development:Invest in training programs to build the necessary skills for IT/OT convergence among employees.This helps in bridging the skills gap and ensures successful adoption of new technologies.The final phase concerns ongoing efforts to refine processes,modernize equipment,and sustain transformation efforts.1.Continuous Improvement:Establish processes for continuous monitoring and improvement.This involves regularly reviewing performance metrics and identifying areas for enhancement.2.Technological Modernization:Keep up with technological advances and continuously upgrade systems and tools.This ensures the organization remains competitive and can leverage the latest innovations.3.Transformation Sustainment:Create a culture of continuous transformation.Encourage ongoing learning and adaptation to new challenges and opportunities.INSIGHTIT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE19Big Bang ApproachThe Big Bang approach involves implementing the transition in one comprehensive project.This method,though ambitious,offers several advantages:1.Simplicity of Implementation:Starting from a relatively blank slate allows for a more streamlined and cohesive integration process.By avoiding incremental changes,the organization can design and implement a unified system that minimizes complexity.2.Avoiding Customization Overload:Incremental steps often lead to numerous customizations to existing systems.These customizations can complicate protocols and workflows,making it difficult to scale use cases across different production lines or workshops.A Big Bang approach avoids this pitfall by implementing a standardized system from the outset.3.Data Consistency:A comprehensive rollout ensures that data standards and formats are uniformly applied across the organization.This prevents the duplication of data and ensures that all data collected is consistent and reliable.4.Scalability:Implementing a unified system makes it easier to scale successful use cases across the entire organization.The consistent framework allows for smoother adaptation and deployment of new solutions in various contexts.5.Strategic Vision:A Big Bang approach reinforces the strategic vision of the organization,aligning all departments and stakeholders towards a common goal.This unified effort can drive greater commitment and collaboration.However,the Big Bang approach also carries risks,such as higher initial costs and the potential for significant disruption during the transition period.To be successful,it requires strong leadership,meticulous planning,and robust change management practices.Transition approaches:Big Bang vs.Incremental StepsWhen transitioning to Industry 4.0/5.0,organizations face a critical decision in their implementation strategy.Two primary approaches can be considered:the Big Bang approach and the Incremental Steps approach.Each has its own merits and challenges.IT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE20Incremental Steps ApproachThe Incremental Steps approach involves implementing use cases gradually,focusing on specific projects one at a time.This method allows for a more controlled and manageable transition.1.Lower Initial Investment:Smaller,incremental projects typically require less upfront investment,making it easier to secure initial funding and demonstrate early successes.2.Reduced Risk:By implementing changes gradually,the organization can mitigate risks and learn from the outcomes of each project before proceeding to the next.This can help in adjusting strategies and improving implementation processes.3.Flexibility:Incremental steps provide greater flexibility to adapt to changes and new insights.The organization can respond to emerging technologies and evolving market conditions more easily.4.Continuous Improvement:This approach fosters a culture of continuous improvement,where lessons learned from each project inform future initiatives.However,the Incremental Steps approach also has drawbacks.The gradual implementation can lead to fragmented systems and data silos,complicating integration efforts in the long run.Customizations made for specific projects may not be easily transferable to other areas,increasing complexity and reducing overall efficiency.Balancing the ApproachesWhile we advocate for the Big Bang approach due to its potential for streamlined implementation and scalability,its essential to recognize that each organization is unique.The decision should be based on the organizations specific needs,resources,and readiness for change.A hybrid strategy could also be considered,where core infrastructure and foundational systems are implemented in a Big Bang fashion,while specific use cases are rolled out incrementally.This allows organizations to benefit from the standardization and scalability of the Big Bang approach while retaining the flexibility and reduced risk of incremental steps.In conclusion,transitioning to Industry 4.0/5.0 is a complex but necessary evolution for modern industries.Whether through a comprehensive Big Bang implementation or a cautious incremental approach,the goal is to harness the power of digital technologies to drive efficiency,productivity,and sustainability.By carefully considering the pros and cons of each strategy,organizations can chart a successful path forward in their Industry 5.0 journey.21Glossary BMS(Building Management System):Centralized,automated control of a buildings heating,ventilation and air-conditioning(HVAC),electrical,lighting,shading,access control,security and other interdependent systems.CAM(Computer-Aided Manufacturing):These solutions take computer-aided designs that specify material types or dimensions and convert them into information that machines can actually use to create a finished product.CMMS(Computerized Maintenance Management System):A CMMS centralizes maintenance-related information and simplifies the process of keeping equipment in top shape.This software optimizes the utilization of machinery,vehicles,plant infrastructures,and other assets,leading to higher efficiencies and lower costs.CNC(Computer Numerical Control):Automated tool control using a computer.Used to operate tools such as drills,lathes,milling cutters,grinders,routers,and 3D printers.DCS(Distributed Control System):A computerized control system for a process or plant,usually with many control loops,in which autonomous controllers are distributed throughout the system,but where there is no supervisory control by a central operator.This is in contrast to systems that use centralized controllers,either discrete controllers located in a central control room or in a central computer.The DCS concept increases reliability and reduces installation costs by locating control functions close to the process plant,with remote control and supervision.EAM(Enterprise Asset Management):EAM systems allow manufacturers to manage and analyze the performance of all the physical,company-owned assets,thus easing the process of overseeing equipment health and ensuring proper maintenance.These solutions are typically excellent for large enterprises with extensive ranges of assets to be controlled.EHS(Environmental Health and Safety):EHS solutions serve as central hubs for storing and analyzing any and all information pertaining to work health and safety,waste outputs,and sustainability.They help manufacturers keep track of hazardous materials,perform inspections,and stay on top of relevant environmental metrics.ERP(Enterprise Resource Planning):Integrated management of main business processes,often in real time and mediated by software and technology.ERP is usually referred to as a category of business management software typically a suite of integrated applications that an organization can use to collect,store,manage,and interpret data from many business activities.ERP systems can be local or cloud-based.Cloud-based applications have grown in recent years due to the increased efficiencies arising from information being readily available from any location with Internet access.ETO(Engineer-To-Order):Helps optimize processes,from initial concept to final product,by allowing businesses to engineer unique solutions that meet specific client requirements.Historian:In manufacturing,an operational historian is a time-series database application developed for operational process data.Historian software is often embedded or used in conjunction with standard DCS and PLC control systems to provide enhanced data capture,validation,compression,and aggregation capabilities.Historians have been deployed in almost every industry and contribute to functions such as supervisory control,performance monitoring,quality assurance,and,more recently,machine learning applications,which can learn from vast quantities of historical data.HMI(Human Machine Interface):The way through which humans interact with machines.ICS(Industrial Control System):Electronic control system and associated instrumentation used for industrial process control.Control systems can range in size from a few modular panel-mounted controllers to large interconnected and interactive distributed control systems(DCSs)with many thousands of field connections.Control systems receive data from remote sensors measuring process variables(PVs),compare collected data with desired setpoints(SPs),and derive command functions that are used to control a process through the final control elements(FCEs),such as control valves.Industry 4.0:Synonymous with smart manufacturing,is the realization of the digital transformation of the field,delivering real-time decision making,enhanced productivity,flexibility,and agility to revolutionize the way companies manufacture,improve,and distribute their products.IT/OT CONVERGENCE:THE DATA DREAM FOR INDUSTRIAL EXCELLENCE22 IT(Information Technology):Set of related fields that encompass computer systems,software,programming languages,and data and information processing and storage.IT systems play a vital role in facilitating efficient data management,enhancing communication networks,and supporting organizational processes across various industries.MES(Manufacturing Execution System):An IT system that connects,monitors and controls complex manufacturing systems and data flows on the shop floor.The main objective of an MES is to ensure the effective execution of manufacturing operations and improve production efficiency.OT(Operational Technology):Hardware and software that monitors and controls devices,processes,and infrastructure,used in industrial settings.PLC(Programmable Logic Controllers):Industrial computer that has been ruggedized and adapted for the control of manufacturing processes,such as assembly lines,machines,robotic devices,or any activity that requires high reliability,ease of programming,and process fault diagnosis.RTU(Remote Terminal Unit):Microprocessor-controlled electronic device that interfaces objects in the physical world to a distributed control system or SCADA(Supervisory Control and Data Acquisition)system by transmitting telemetry data to a master system,and by using messages from the master supervisory system to control connected objects.SCADA(Supervisory Control and Data Acquisition):Control system architecture comprising computers,networked data communications,and graphical user interfaces for high-level supervision of machines and processes.It also covers sensors and other devices,such as programmable logic controllers,which interface with process plants or machinery.Setpoint:Any physical quantity or parameter that a control system seeks to regulate,such as temperature,pressure,flow rate,position,speed,or any other measurable attribute.Work order:Request to manufacture a certain quantity of products.It contains information on the model,route,and quantity of a product that must be manufactured.David Rodriguez,Head of Digital&Data Transformation at ARIANEGROUPRaphal De Matos,Digital Expertise and Robotics manager at FORVIALionel Fomprie,VP Industrial Strategy at NEXANSWarren Pike,Business Development Manager at TERGA SOLUTIONSAlexandre Thion de la Chaume,Managing Partner Industry Lead at ARTEFACTFlorence Bnzit,Director at ARTEFACTEmmanuel Malherbe,Director of ARTEFACT RESEARCH CENTERMatthias Fabre,Researcher at ARTEFACT RESEARCH CENTERContributorsSPORTS&ENTERTAINMENT TRAVEL&TOURISM PUBLIC&GOVERNMENT REAL ESTATE MANUFACTURING&UTILITIESFMCG RETAIL&ECOMMERCE LUXURY&COSMETICS HEALTHCARE BANKING&INSURANCE TELECOMMUNICATIONSWE OFFER END-TO-END DATA&AI SERVICESCONTACT 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12024 STATE OF DESIGN&MAKE20 24STATE OFDESIGN&MAKE Insights from industry leaders on how digital transformation is driving business resilience,sustainability,and talent management22024 STATE OF DESIGN&MAKEAbout the studyIntroductionKey themes Top insightsBusiness resilienceKey insights Region distinctions Industry distinctionsTalentKey insights Region distinctions Industry distinctionsSustainabilityKey insights Region distinctions Industry distinctionsConclusionAppendixMethodology Glossary Thank youContents0360757604083932024 STATE OF DESIGN&MAKEThe State of Design&Make report is a global,annual study for leaders who design and make places,objects,and experiences.It identifies the most pressing issues shaping todays businesses and helps leaders make informed,strategic decisions about how to prioritize and invest in the future.The industries that design and make represent a unique category that connects the digital to the physical.Architecture,engineering,construction,built asset operations,product design,manufacturing,game development,and filmmaking all require complex human collaboration throughout a digital design process and delivery of a physical result.Executives in these industries share their approaches and points of view on the challenges unique to their organizations and the opportunities they are identifying.Key areas of focus for this research include:a macro view of the industries;staying resilient and relevant in an ever-changing world;attracting,training,and retaining a skilled workforce;and achieving sustainable outcomes.Autodesk surveyed and interviewed 5,399 industry leaders,futurists,and experts from the following industries:architecture,engineering,construction,and operations(AECO);design and manufacturing(D&M);and media and entertainment(M&E).Survey data has been broken down by global region:Asia-Pacific(APAC),which includes responses from Australia,China,India,Japan,and South Korea;Europe,Middle East,and Africa(EMEA),with responses from France,Germany,Italy,the Middle East,the Netherlands,the Nordics,Spain,Turkey,and the United Kingdom;and the Americas(AMER),with responses from Brazil,Canada,Mexico,and the United States.This report contains key findings from this research,including details at the sector and regional level.The quantitative data(n=5,368)was collected between July and September 2023,through a 20-minute online survey.In addition,31 qualitative interviews with business leaders and futurists were conducted in October and November 2023.In some instances,Autodesk references analysis of its own aggregated and anonymized product data.About the study32024 STATE OF DESIGN&MAKE42024 STATE OF DESIGN&MAKEIntroductionKey themes and top insights52024 STATE OF DESIGN&MAKELeaders and experts in the design and make industries report a seismic shift in sentiment from last year to this year,causing big changes in the findings from Autodesks 2023 State of Design&Make report.The group is far more optimistic about the global landscape,as well as their companies resilience,preparedness,performance,investment,and level of digital transformation.In qualitative interviews they said that the economys seemingly soft landing after years of recession fears inspired much of their confidence,but with that confidence came a new concerncost control,which pushed talent acquisition and retention down from first place to second on their list of top challenges.Although talent is now second to cost control,it remains daunting and difficult to address.Even with increased recognition of the need for upskilling programs,most leaders say they dont have the internal resources to meet that need.Leaders are tackling the issue via multiple avenues that may yield dividends by the time we field next years survey.Also new this year was the understanding that artificial intelligence(AI)is a current tool rather than a futuristic pipe dream,and with that understanding,a surprising degree of trust.As one leader remarked,that trust may come from the fact that AI has not caused harm to businesses quite yet.Nonetheless,leaders find productivity gains to be a promising effect of AI and are pushing their teams to pilot use cases in hopes of converting opportunities early.One benefit of this urgency is improved sustainability.AI has risen to the top spot in terms of technologies leaders are using to make their businesses better able to meet sustainability goals.Read on to discover how leaders and experts are rising to meet this years top business challenges in design and make.52024 STATE OF DESIGN&MAKE62024 STATE OF DESIGN&MAKEKey themesBusiness resilienceTalentSustainability72024 STATE OF DESIGN&MAKETop insights SustainabilityTalent1.Optimism is returning:Leaders feel their companies are far more resilient than last year5.Upskilling is essential but out of reach for many2.Cost control has risen above talent as the top challenge for businesses6.Companies are taking a multipronged approach to solving the talent problem3.Digitally mature companies are reporting even greater success7.Sustainability has become a key priority 4.Companies are already making meaningful progress on their AI adoption journeys8.Sustainability is improving both short-term and long-term business healthBusiness resilience82024 STATE OF DESIGN&MAKEBusiness resilienceDigitization boosts business resilience amid continued challenges92024 STATE OF DESIGN&MAKE64 2343 24Concern about access to skilled talent is down from last year56%of companies are approaching or have achieved their goal of incorporating AI73%of companies are prepared to handle unforeseen change 62%Digital transformation has improved productivityA positive outlook,a new top challenge,and the value of digital tools In a word,business leaders and experts this year are optimistic.While they continue to face significant challenges,the past few years have proven how resilient their organizations are.As a result,they feel far more confident than they did last year in their companies ability to tackle challenges effectively.Talent took the top spot last year among business challenges,with organizations struggling with both talent acquisition and retention.This year,cost control outweighs labor concerns,followed by product and service innovation and environmental sustainability.Keeping up with the rapid pace of technological changeincluding artificial intelligenceis another important challenge,but one that presents significant opportunity for companies able to make strategic investments.Professionals report an array of benefits from digital investments,but they also say that costs,a lack of time,and skills gaps all present barriers to their digital transformation efforts.BUSINESS RESILIENCE102024 STATE OF DESIGN&MAKECompanies are more prepared than reported in 2023 to face an uncertain future.Last year,survey respondents emphasized the sense of uncertainty brought about by the global pandemic,geopolitical turmoil,and economic instability in many markets,with many businesses struggling to attract and retain the talent they needed to grow.This year,business leaders and experts are much more confident.Seventy-three percent say their companies are prepared to handle unforeseen economic or geopolitical changes,up by 14 points from last year.This confidence is due in part to the fact that businesses have successfully navigated a series of unprecedented challenges over the past several years.“Coming out of COVID,people are a lot more optimistic,”says Richard Matchett,digital lead at Zutari,an infrastructure engineering and advisory practice.“Weve had a year now to figure out which way is up.”Companies are also proactively improving their positions,taking steps such as planning new offerings,entering new markets,increasing agility,and diversifying supply chains.The more of these steps that a company takes to boost resilience,the more confident leaders feel about the future(see chart on page 12:“The connection between resilience and preparedness”).Businesses are also performing better and keeping pace with their competition.Seventy-two percent of leaders and experts say their companies outperformed expectations last year,representing a 14-point jump from the year before.And just 7%say that their company is not keeping up with the rate of change in their industry this year,down from 11%a year ago.Optimism is returningINSIGHT 1drop in the number of leaders and experts who say the global landscape feels more uncertain now than 3 years ago 302024 STATE OF DESIGN&MAKE100 %0%GlobalAMERAPACEMEA66CyI6ba6u8 2058 2172 22Survey question:How has your company or organization performed compared to corporate expectations in each of the last 3 years?In 2020,in 2021,in 2022.5-point scale.Top two=above average performance.Company performance is improvingPercentage of businesses that outperformed corporate expectationsINSIGHT 1122024 STATE OF DESIGN&MAKEINSIGHT 1 GLOBALResiliency measures are tied to confidenceAt companies that take more steps to boost resilience,leaders and experts are more confident about the future.This years survey asked about companies efforts to plan new offerings,enter new markets,increase agility,and diversify their supply chains.At companies where leaders agree that their companies are taking these measures,respondents feel much more equipped to face down future uncertainty.My company has resiliency measures in placeMore resilientLess resilientMore preparedLess preparedMy company is prepared to handle unforeseen future changesJapanItalySouth KoreaCanadaNetherlandsBrazilFranceAustraliaChinaSpainNordicsUKMexicoIndiaUSAGermanyMiddle EastTurkeyEMEAAMERAPACSurvey question:My company is well prepared to handle unforeseen future macroeconomic and geopolitical changes.x Resiliency is the average score of the survey question:To what extent do you agree or disagree that your company or organization is doing the following to be more resilient?Planning new offerings,entering new markets,increasing agility,and diversifying supply chain.5-point scale.With plans in place,leaders are more confident about navigating changeThe connection between preparedness and resilience 132024 STATE OF DESIGN&MAKEArchitecture servicesConstruction servicesEngineering service providersMining,oil,and gasAECO other industries30PpCO2023202420242023My company is prepared to handle unforeseen future changesThe future global landscape feels more uncertain now than 3 years agoArchitecture services firms are especially confident about the futurePercentage of respondents who agree with statements:1.My company is well prepared to handle unforeseen future macroeconomic and geopolitical changes.2.The future global landscape feels more uncertain now than 3 years ago.5-point scale.Top two=agree.INSIGHT 1 AECO“I wouldnt say optimism returned,because I dont know that it ever left us.Weve been very optimistic the last two years,and our team is definitely resilient.The pandemic created different ways for people to think.”Vince DiPofi,PE CEO,SSOE Group,an architecture and engineering firm“Having experienced the global challenges in the last few years,weve now established ways to hedge risks more effectively,such as pricing quotations based on an understanding of price fluctuations and avoiding risky areas in the supply chain.”Eiichiro Okano,Managing Executive Officer,Digital Transformation Division,Obayashi Corporation,a construction and general contracting firm132024 STATE OF DESIGN&MAKE142024 STATE OF DESIGN&MAKEINSIGHT 1 D&M“After the pandemic,we are now actually more accustomed to using digital platforms and collaborating online,and we have improved our analytical processes.”Cucu Juanda,Division Head of Business Systems and Automation,PT Sanggar Sarana Baja,an industrial machinery company“The key to becoming more resilient is navigating the pace of change and making sure the organization has enough agility to lean in when its appropriate,adopt new things quickly,and manage risk around that.”Dave Mackenzie,Managing Principal for Digital,Aurecon,a design,engineering,and advisory firmDesign and manufacturingAutomotive and other transportationConsumer productsD&M other industries30Pp 23202420242023My company is prepared to handle unforeseen future changesThe future global landscape feels more uncertain now than 3 years agoPercentage of respondents who agree with statements:1.My company is well prepared to handle unforeseen future macroeconomic and geopolitical changes.2.The future global landscape feels more uncertain now than 3 years ago.5-point scale.Top two=agree.Note:Automotive sample size in 2023 is small.Not all manufacturing companies are equally ready for the unexpected142024 STATE OF DESIGN&MAKE152024 STATE OF DESIGN&MAKE30Pp%Media and entertainmentAdvertising,publishing,and graphic designFilm and TVGames2023202420242023My company is prepared to handle unforeseen future changesThe future global landscape feels more uncertain now than 3 years agoPercentage of respondents who agree with statements:1.My company is well prepared to handle unforeseen future macroeconomic and geopolitical changes.2.The future global landscape feels more uncertain now than 3 years ago.5-point scale.Top two=agree.Film and TV companies are far better prepared to handle changesINSIGHT 1 M&E“Things have improved significantly when you compare last year and this year.But there is a certain level of skepticism at the same time about how long this trend will continue.We need to enhance and diversify our capabilities to respond to changes and trends in the marketfor example,by incorporating immersive content platforms.”Jong-Hyun Jin,Director of VFX,Dexter Studios,a VFX post-production and film production company“Were optimistic.For a time,there was a narrative that everything was going to streaming,and people werent going to the theaters anymore.But weve seen the industry respond with quality products.This is a creative business.It was not built on an algorithm.”Hansjeet Duggal,Head of VFX,Artists Equity,a film and television production studio152024 STATE OF DESIGN&MAKE162024 STATE OF DESIGN&MAKETalent remains a critical factor in company success,but it is no longer the top challenge many businesses are facing.Instead,cost control and management has taken the top spot,with 33%of respondents citing it as their biggest challenge.Professionals at struggling companies are,understandably,even more concerned with costs.At organizations that experienced poor or below-average performance over the past 12 months,44%of respondents cite cost control and management as a top challenge.Cost challenges are forcing companies to become leaner and find ways to optimize performance,even on a tighter budget.“The need to control costs is motivating companies to try anything to become more efficient,”says Richard Matchett of Zutari,an infrastructure engineering and advisory practice.“So while cost control is a major challenge,it is also driving innovation.”Although talent fell below cost management this year,it still ranks second on respondents list of top challenges.Attracting,training,and retaining talent is a top-three challenge for 29%of business leaders and experts,down significantly from 48%a year ago.Forty-three percent say that access to skilled talent is a barrier to their companys growth,but that number is down from 64%last year.“Its a balance between cost control and talent,”says David Spilsbury,chief technology officer for Axis Studios,an animation and VFX studio.“How do you grow talent to meet demand,without growing too muchwhich creates the risk of needing to downsize later?Technology can help companies hit that sweet spot in the middle.”Product and service innovation ranks third on the list of top challenges,followed by environmental sustainability,data automation,technological advancement,and digitization.Cost control has risen above talent as the top challenge for businessesINSIGHT 2172024 STATE OF DESIGN&MAKEData automation/technological advancement/digitizationCost control and cost managementGlobal economy and eventsProduct or service innovationAttracting,training,and retaining talent2354120232024Industry ranking of challengesAECOD&MM&E3.5.4.2.1.Cost control and cost managementProduct or service innovationEnvironmental sustainabilityData automation/technological advancement/digitizationAttracting,training,and retaining talent51234Survey question:What are the top 3 challenges your company or organization faces today?Select up to three.Top 5 challenges showing year-over-year changeCost control emerges as the top business challengeINSIGHT 2182024 STATE OF DESIGN&MAKEThe global economy and events,which ranked as a top-three challenge a year ago,has fallen out of the top five this year.However,it is important to note that survey data was collected before the October 2023 outbreak of conflict in the Middle East.“The supply chain is the biggest worry related to global events,”says Callahan Tufts,design lead at Nexii,a green construction technology company.“Anytime you see a global conflictfirst off,its horrible for the people involved.But it can also affect the rest of the worlds economy.”The challenges facing organizations are not siloed,but rather intersect with one another,forcing decision-makers to weigh competing prioritiesfor instance,opting for only those sustainability measures that offer a return on investment in the form of energy savings or continuing to make investments in areas that are essential for the long-term health of their companies,despite cost challenges.“Cost control is undeniably important,but in the game industry,hiring and retaining high-caliber talent is even more important,”says Ji-Woong Hong,executive vice president of BF Production at COM2US,a mobile and online game development company.“Even when it pushes up the cost a little bit,hiring good talent will benefit the organization in the long run.”INSIGHT 227%Cutting costs with faster rendering in M&EOne potential opportunity for M&E companies to cut costs is by using new technology to reduce the compute time needed for rendering.For example,lowering the time to render scenes can often lead to a decreased cost of computing.This becomes especially significant in situations where studios rely on cloud computing power.Tests of Autodesk Arnold,a photorealistic rendering program,found that the latest version of the software could render scenes much more quickly than earlier versions due to improved performance in multi-GPU scenarios and a novel sampling technique called Global Light Sampling(GLS).Rendering times were 3.7 times faster for a classic interior scene and 3.1 times faster for an automotive studio scene compared to a year ago.of organizations have strongly increased their investments in technology to deliver improved project outcomes over the past 3 yearsmore than double the rate for overall investments“Costs are also increasing for talent,infrastructure,and software.The only way to overcome that is to create higher-value products,which gives you a better margin.”Milind D.Shinde,Founder and CEO,88 Pictures,an animation and media company 192024 STATE OF DESIGN&MAKEINSIGHT 2 GLOBALTalent and global events pose less of a challenge Respondents around the world are less worried this year about talent as well as the global economy and global events.However,this difference is more pronounced in some regions than others.The EMEA region saw a particularly steep drop in the portion of respondents who cite global struggles as a top challenge this year,though its important to note that survey data was collected before the October 2023 conflict in the Middle East began.For talent,the steepest drop came in the Americas,with the portion of respondents citing this factor as a top challenge cut in halffrom 56%to 28%.Miro Lin,chief executive officer of tool business group(Taichung)at machine and equipment manufacturing firm Fair Friend Group,offers his view on why business priorities have shifted significantly in the last year.“In the short run,cost control is most important because of the economic slowdown,”Lin says.“But for the mid-and long-term,talent is still the top issue.”AMERAPACEMEAAMERAPACEMEAAttracting,training,and retaining talentGlobal economy and events0 242023Percentage of respondents who selected“attracting,training,and retaining talent”and“global economy and events(e.g.,wars,pandemics,inflation,strikes)”as their top challenge.Survey question:What are the top 3 challenges your company or organization faces today?12 response options.Regional change in talent and global struggles202024 STATE OF DESIGN&MAKECivil infrastructure ownersAECOArchitecture servicesBuilding ownersMining,oil,and gasUtilities and telecomConstruction servicesEngineering service providers60p0%Overall investmentImproved operations1.AI/emerging technologies3.2.TechnologyRemote work1.Acquisitions3.1.TechnologyNew products/services1.Improved operations3.2.TechnologyTechnology1.Environmental sustainability3.2.Improved operationsEnvironmental sustainability1.New products/services3.2.TechnologyTechnology1.Environmental sustainability3.2.Data management and analyticsData management and analytics1.New products/services3.1.Environmental sustainabilityEnvironmental sustainability1.Improved collaboration3.2.Data management and analyticsAxis:Percentage of respondents who say investments will increase in each area.Survey question:How do you think your company or organizations investment in these areas will shift in the next 3 years?5-point scale.Top two=increase.Top priorities for future investments differ among AECO segmentsINSIGHT 2 AECO212024 STATE OF DESIGN&MAKEConsumer productsDesign and manufacturingAutomotive and other transportationBuilding products and fabricationProcess manufacturingIndustrial machineryLife sciences manufacturing60p0%New products/services1.Technology2.2.AI/emerging technologiesNew products/services1.Technology3.2.AI/emerging technologiesAI/emerging technologies1.Data management and analytics3.2.New products/servicesNew products/services1.AI/emerging technologies3.2.TechnologyTechnology1.New products/services2.2.Improved operationsAI/emerging technologies1.New products/services3.2.Improved operationsData management and analytics1.Improved operations3.2.AI/emerging technologiesOverall investmentAxis:Percentage of respondents who say investments will increase in each area.Survey question:How do you think your company or organizations investment in these areas will shift in the next 3 years?5-point scale.Top two=increase.Top priorities for future investments differ among D&M segments INSIGHT 2 D&M222024 STATE OF DESIGN&MAKEGamesMedia and entertainmentAdvertising,publishing,and graphic designFilm and TV60p0%Overall investmentNew products/services1.Improved operations3.2.AI/emerging technologiesNew products/services1.Technology3.2.AI/emerging technologiesNew products/services1.Hire,train,and retain talent2.Improved collaboration3.AI/emerging technologies1.Technology2.Improved operations3.Axis:Percentage of respondents who say investments will increase in each area.Survey question:How do you think your company or organizations investment in these areas will shift in the next 3 years?5-point scale.Top two=increase.Top priorities for future investments differ among M&E segmentsINSIGHT 2 M&E232024 STATE OF DESIGN&MAKECompanies that invest in digital transformation are seeing dramatic results.They are more competitive in their industries,their employees are more productive,and they see overall better performance than companies with lower levels of digital investment.These differences are apparent when comparing companies that invest more or less than 45%of their revenue in technologyand the results create a compelling case that effective digital transformation investments are now essential to business success.At organizations with higher levels of investment in technology,for instance,50%of respondents rate their organizations performance as“exceptional,”compared to 32%at companies that invest less.And at companies with higher levels of investment,34el their organizations are keeping up with changes in their industry“very well,”compared to 25%at companies that invest less.The productivity gains tied to digital transformation are nothing short of eye-popping.Those who cite productivity as the top benefit of digital transformation say,on average,that digital investments have improved productivity by 62%.“Our leadership has made digital transformation a top priority,”says Jinchun Hu,general manager of the JAC Italy Design Center S.R.L.,an automotive and commercial vehicle manufacturer.“Sometimes it is difficult for teams to make decisions simply because they do not all have the same information.If you can use digital tools to address that,your company will be faster and make better decisions.”Digitally mature companies see greater business successINSIGHT 3“We are very focused on digital documentation and information gathering.Whether were collaborating with contractors or designing a project,its all fully digital.Our suppliers do not send us lists in Excel or emails with attachments.Of course,as much as possible,everything is done through our software,and there is one source of truth.”Micha Lataa,Deputy Director for BIM&GIS,Centralny Port Komunikacyjny,an air,road,and rail transfer hub242024 STATE OF DESIGN&MAKEBetter ideasProductivitySustainabilityCustomer satisfactionProfitabilityCollaboration Rank:1 Rank:2 Rank:4 Rank:5 Rank:6 Rank:362ead%Top-ranked response to survey question:Has your company or organization experienced any of the following benefits of digital transformation?Follow-up survey question:On a scale of 0%to 100%,how much has digital transformation impacted your top-ranked benefit?The impact of digital transformation on business areas,rated on a scale of 00%Top advantages of digital transformationBarriers to effective digital transformationIn this report,“digitally mature”companies are defined as those that are approaching the goal or have achieved the goal of their digital transformation journey.Respondents from digitally mature companies are more likely than their peers to report that they INSIGHT 3 have experienced“above average”or“exceptional”performance 34%have“increased”or“strongly increased”investment in the past 3 years 34%have kept up“very well”with change in the industry 20%“agree”they are prepared for the future 26%are“very effective”at leveraging data 19%2024 STATE OF DESIGN&MAKEBarriers to effective digital transformation The benefits of digital transformation are significant,but a number of barriers prevent companies from investing at the levels they would like.Cost is the top barrier,followed by the time needed to invest in new tools and ways of working.A lack of knowledge or technical skills is also holding businesses back.Leaders and experts note that implementing new tools is not enough to drive effective digital transformation.Rather,these solutions must be accompanied by process improvements and a shift in mindset,both from employees and leadership.“There is still resistance to digital transformation from people who have been working for a long time,”says Eiichiro Okano of Obayashi Corporation,a construction and general contracting firm.“However,I feel that resistance has been softened rapidly over the past year or two due to the demands from clients and design firms.”Robert da Silva Bressan,engineer of cultural and transformational change management at oil and gas company Petrobras,notes that data management is another significant hurdle:“Data is a challenge to digital transformationthere is a lot of it,and it has to all be organized and classified.”INSIGHT 3262024 STATE OF DESIGN&MAKEDigital maturity is now the normPerceptions of digital maturity have flipped in just one year.Overall,64%of respondents say their companies are digitally mature,compared to last year,when 62%rated their organizations as“less digitally mature.”This suggests that digital transformation has reached something of a tipping pointwith businesses seeing the positive impact of their digitization efforts and then continuing to invest to keep up with their peers.Indeed,effective digital transformation initiatives have now become a necessity for many organizations to stay competitive.“The mindset of leadership can be one of the biggest barriers to digital transformation,”notes Micha Lataa of Centralny Port Komunikacyjny,an air,road,and rail transfer hub.“You need to invest first before seeing results later.Some leaders dont see that.”Respondents from the Americas and the EMEA region report their companies are further along in their digital transformation journeys than those in the APAC region.However,most respondents in all three regions report their companies are digitally mature.INSIGHT 3 GLOBAL272024 STATE OF DESIGN&MAKEAMERAPACEMEAearlystage10hievedthe goal11%in themiddle23%approachingthe goal56%6%9Y5G%9%Survey question:Where is your company or organization in the digital transformation journey?4-point scale.Most companies are approaching their digital transformation goalsDigital transformation is a global priorityINSIGHT 3 GLOBAL282024 STATE OF DESIGN&MAKE60 %Use of cloud services and platformsUse of visualization toolsDigitalization of project deliveryDesign for manufacturing and assembly/prefabricationBIM adoptionUse of performance simulation/energy modeling toolsDesign or operations automation,including use of AILess digitally mature companiesMore digitally mature companiesPercent of respondents who selected“very mature”in each process.Survey question:In your company or organization,how mature are the following?5-point scale.See glossary on p.78 for the definition of digital maturity.More digitally mature AECO companies are also more process matureWhat does digital maturity mean for AECO companies?Digitally mature AECO companies are further along than their peers on some of the industrys most important initiatives.Across the sector,65%of respondents say their company is digitally mature.These organizations are far ahead of others in the use of cloud services and platforms,digitalization of project delivery,BIM,and other processes that drive success within the sector.Companies that embrace building information modeling(BIM)can improve project visualization and mitigate the risk of errors,cloud platforms can enable centralized storage and management of project data,and digitized project delivery can improve accuracy and quality control,to name just a few benefits of these workflows.Taken together,these benefits of digital transformation can also lead to better tracking and management of costs,helping companies to address pressing challenges.“Digital tools are key to staying competitive,producing quality work,and improving collaboration between teams,”says Maria Fernanda Olmos,global principal for digital integration at Unispace,a workplace strategy,design,and construction firm.“These days,when most companies have embraced remote working,cloud and AI solutions help ensure that communication goes smoothly,enabling businesses like ours to deliver projects to clients faster and more efficiently than before.”Mining,oil,and gas leads other AECO segments in the use of digital visualization tools,with 66%of respondents identifying their companies as“very mature”in this area,while civil infrastructure leads in the use of cloud platforms,with 62%.Utilities and telecommunications companies are relatively weak in BIM,with only 29%of respondents saying their companies are“very mature”in this area.INSIGHT 3 AECO292024 STATE OF DESIGN&MAKEWhat does digital maturity mean for D&M companies?Digitally mature D&M companies outpace their peers in a number of important areas.Across the industry,59%of respondents say their company is digitally mature.These organizations are far ahead of less digitally mature organizations in the use of cloud services and platforms,smart services,and mass customizationprocesses that can help improve agility,enable predictive maintenance,and optimize supply chains.In interviews,D&M professionals describe how they have improved a wide array of workflows and systems through digital transformation.For example,leaders at some firms say they have not only embraced automation and digital twins in production,but that they also are also improving supply chain and finance processes through digital transformation.Dave Mackenzie of Aurecona design,engineering,and advisory firmnotes that digital maturity doesnt just mean investing in technology,but also managing these tools effectively to yield positive business outcomes.“Weve developed a digital maturity framework with six or seven key specializations that weve identified as important to our business,”he says.“Each part of that framework is connected back to client value.”The industrial machinery and aerospace sectors lead others in D&M when it comes to data integration,with 60%and 56%of respondents from these sectors respectively saying their organizations are“very mature”in this area.The building products sector lags in the use of cloud services,with only 34%of respondents saying their companies are“very mature.”INSIGHT 3 D&M60 ta integrationUse of cloud services and platformsSmart servicesMass customizationAccurate data sharing with all stakeholdersLess digitally mature companiesMore digitally mature companiesPercent of respondents who selected very mature in each process.Survey question:In your company or organization,how mature are the following?5-point scale.See glossary on p.78 for the definition of digital maturity.More digitally mature D&M companies are also more process mature302024 STATE OF DESIGN&MAKEWhat does digital maturity mean for M&E companies?Digitally mature M&E companies are far ahead of their peers when it comes to practices that are key to success in the sector.Sixty-six percent of M&E respondents say their company is digitally mature.These companies outpace others in the use of cloud services and platforms,the use of technology for design concurrency,digitalized asset management,and other important processes.These workflows,in turn,drive important outcomes such as more scalable and flexible infrastructure,as well as the monetization and repurposing of existing digital assets.Embracing digital transformation leads to tangible business benefits that have a real impact on daily productivity and project outcomes,M&E professionals explain in interviews.Cloud connectivity is helping creative professionals to collaborate like never before,they say,and investments in back-end computing infrastructure are powering advanced work in areas like visual effects.Marion Guignolle,lead technical design animator for Gearbox Studio Qubec,a video game development company,notes that companies must balance the pressure to move quickly with the need to evaluate new tools carefully.“Its very important to stay up to date with whats happening in technology because it changes every day and there is always something new,”Guignolle says.“You need to test and try things yourself to form your own opinion about what is going to work in your field and what isnt.If you stay in your comfort zone,youre going to get left behind.”INSIGHT 3 M&E60 %Use of real-time workflowsUse of technology for design concurrencyUse of cloud services and platformsUse of technology for seamless pipeline integrationDigitalization of the content review processUse of technology for platform compatibilityDigitalization of asset tracking and managementLess digitally mature companiesMore digitally mature companiesPercent of respondents who selected very mature in each process.Survey question:In your company or organization,how mature are the following?5-point scale.See glossary on p.78 for the definition of digital maturity.More digitally mature M&E companies are also more process mature312024 STATE OF DESIGN&MAKEBusiness leaders and experts are bullish on artificial intelligence.Already,their companies are uncovering valuable,industry-specific AI applicationswith uses ranging from automated transcription of meeting minutes to assistance laying out factory floors.In the future,leaders and experts predict that generative AI will increasingly help human workers to make crucial design decisions about physical products,buildings,and digital assets.Fifty-six percent say they are already approaching or have already achieved their goal of incorporating AI into their companiesa perhaps surprising number,given that generative AI is still an emerging technology.An even larger portion say that AI will enhance their industry and be“essential across the board”within two to three years.The response to Autodesks AI-powered tools indicates a similarly strong level of interest in the technology.The beta version of a Maya automation tool that helps artists manage their scene data saw a 60%increase in the number of users interested in the beta version compared to the average number of beta launch users,over the course of just a few monthsa spike that is unprecedented in the history of the companys beta launches.While much of the conversation about AI in design and make industries centers on generative design,companies are also exploring use cases that streamline or enhance back-office processes.“There are plenty of use cases for AI,especially INSIGHT 4Companies are making meaningful progress in their AI adoption journeyswhen it comes to contracts,compliance,and risk assessment,”says Robert Grys,projects management advisor at Public Works Authority of Qatar(Ashghal).“In a construction project you could have AI to review the tender documents whether the scope of work is compliant with your corporate BIM standards.During evaluation stage,you could ask the AI to check whether the proposals are responding to the tender requirements like scope of services or required resources which the contractor needs to provide.Normally,you would need a human to read hundreds of pages of contracts.”Overall,the top use cases for AI today are increasing productivity and automating mundane,repetitive tasks.are confident that their company will make the right decisions regarding AI78%agree in 23 years,AI will be essential across the board66%agree AI will enhance their industry78%agree AI will make the industry more creative 7922024 STATE OF DESIGN&MAKEAI as trusted tool vs.AI as threatTrust in AI is extraordinarily high,with 76%of respondents saying they trust the technology for their industry.However,this statistic is undercut by a vein of cautious skepticism running through interviews with business leaders and experts.Some express doubts that companies are going to be able to trust the technology enough to sign off on critical deliverables,noting that existing AI tools often present errors as facts.Others think that current levels of optimism will dim if bad actors misuse the technology.“Weve not yet had cases where AI has done something really bad,”notes Severin Tenim,head of strategic projects&development at ALEC Engineering&Contracting,a leading tier one construction and contracting firm.“Once there are more events of AI impacting society negatively,or malicious use of AI,I think that trust level will come down.”Respondents are nearly evenly split on whether they see AI as a threat to their industries and companies,with neither side garnering a majority.INSIGHT 43 out of 4trust AI technologies for their industry322024 STATE OF DESIGN&MAKE332024 STATE OF DESIGN&MAKEstronglyagree16%somewhatagree25%neither agreenor disagree19%stronglydisagree16%somewhatdisagree24%Survey question:When you think about artificial intelligence(AI)in your industry and company,to what extent do you agree or disagree?AI will destabilize my industry.5-point scale.Opinions are split on the destabilizing effect of AIPercentage of respondents who agree that AI is a threatINSIGHT 4342024 STATE OF DESIGN&MAKEAI adoption by country Companies are already exploring different ways to use AI.But regulations around the world have a direct impact on the speed of adoption.“You do need guardrails.”says David de Graaf,global director of digital at Royal HaskoningDHV,a consultancy engineering firm providing solutions for the natural and built environment.“The European Union is establishing a new act to regulate AI,including the use of ChatGPT and facial recognition.The US,UK,and China are also rushing to create guidelines.That makes it more difficult for international companies to adopt AI.”A number of core challenges must also be solved before leaders and experts feel comfortable using AI to its fullest potential.Quansheng Xu,president of the Beijing Institute of Architectural Design,an architectural design and consulting institute,notes:“The outputs produced by AI still need to have a certain level of human-computer interaction to control the quality,at present.Sometimes the text or image generated by AI will contain errors,perhaps because it does not understand the design purpose.Instead of blindly trusting AI,we need to learn and grow with it to prevent these errors.”Nonetheless,in Autodesks cross-industry generative designand AI-enabled products,user engagement increased by 24%from January 2023 to November 2023(though this does not take overall subscriber growth into account).APAC led the way with a 55%increase in user engagement,which conforms with survey data showing China,Australia,and India as some of the top AI adoptersthough Japan and South Korea are more cautious.INSIGHT 4 GLOBAL352024 STATE OF DESIGN&MAKE0P0%ItalyJapanCanadaMiddle EastTurkeySouth KoreaBrazilNetherlandsSpainFranceMexicoIndiaAustraliaGermanyUSAChinaNordicsUKApproaching or achieved their goalRight in the middleNot started or in early stagesSurvey question:Where is your company or organization in incorporating artificial intelligence(AI)technology?5-point scale.Japan,Italy,and Canada are cautious adopters while Germany,the USA,and the Nordics are all-in on AIAI adoption varies greatlyINSIGHT 4 GLOBAL362024 STATE OF DESIGN&MAKEArchitecture servicesAECOBuilding ownersConstruction servicesEngineering service providersUtilities and telecomCivil infrastructure ownersMining,oil,and gasBilling analysisAutomating mundane,repeatable tasksAI is ubiquitous and will be adopted in all areasIncreasing productivityIdentifying product/asset performance gapsSupplementing a skills gapProducing informed design optionsWorkplace safety and risk analysis33444502A98G68G7D70%252)&DDDHW6H4585580(42)459429696414567792(7%Percentage of companies that use AI20)09IPY%Survey question:What are the use cases for artificial intelligence(AI)in your company or organization?Select all that apply.Beyond productivity,AI use cases vary for AECO segmentsINSIGHT 4 AECO“AI can automate many tasks and free up creative people to focus on what they do best.Right now,we use AI to codesign interior spaces;our landscape architects have used AI to assist with conceptual drawings;and we can thank AI for winning work,as a matter of fact.”Damir Jaksic,CIO,KEO International Consultants,a design and engineering firm“Generative design is where we see the greatest potential for AI.But even though AI could do the constraints and input for you,the question is,Are we going to be able to trust it in a production environment,and how thoroughly will it have to be checked?”Todd Rogers,BIM Manager,Walter P Moore,a consulting engineering firm362024 STATE OF DESIGN&MAKE372024 STATE OF DESIGN&MAKEDesign and manufacturingAutomotive and other transportationIndustrial machineryLife sciences manufacturingProcess manufacturingBuilding products and fabricationConsumer productsBilling analysisAutomating mundane,repeatable tasksAI is ubiquitous and will be adopted in all areasIncreasing productivityIdentifying product/asset performance gapsSupplementing a skills gapProducing informed design optionsWorkplace safety and risk analysis375249357CA77FC554&73PHADQYU74878777726751877A2A765876%Percentage of companies that use AI20)09IPY%Survey question:What are the use cases for artificial intelligence(AI)in your company or organization?Select all that apply.Beyond productivity,AI use cases vary for D&M segments INSIGHT 4 D&M“There are challenges but also opportunities.The best opportunity is AI.We can do more,even better,with less.For example,using the same resources as before,we can create three or four proposals at the same time instead of only one.”Jinchun Hu,general manager of the JAC Italy Design Center S.R.L.,an automotive and commercial vehicle manufacturer“AI is going to allow robots to be able to adapt dynamically during their missions.For example,a robot could be taking pictures inside a water pipe.It might detect a crack.If that crack is a certain shape and a certain length,the robot would stop and take a closer took.This is just one way AI can proactively help with pipe maintenance while gathering more accurate data.”Jean-Francois Guiderdoni,Director of Business Development and General Manager,ACWA Robotics,a robotics solutions for water management company372024 STATE OF DESIGN&MAKE382024 STATE OF DESIGN&MAKEMedia and entertainmentAdvertising,publishing,and graphic designFilm and TVGamesBilling analysisAutomating mundane,repeatable tasksAI is ubiquitous and will be adopted in all areasIncreasing productivityIdentifying product/asset performance gapsSupplementing a skills gapProducing informed design optionsWorkplace safety and risk analysis32613757A3032FGDG2523524496566154%Percentage of companies that use AI30459DEI%Survey question:What are the use cases for artificial intelligence(AI)in your company or organization?Select all that apply.Beyond productivity,AI use cases vary for M&E segmentsINSIGHT 4 M&E“We are testing different options for AI and machine learning ML and applying them to our daily work.For example,AI technologies are used to create concept art and set the direction for new games,with faster results.”Ji-Woong Hong,Executive Vice President of BF Production,COM2US,a mobile and online game development company“There are so many aspects to AI.Cybersecurity vendors are building AI into network security.Does that count as a creative company using AI?Were using it to protect our systems.Were not using it to create images.Weve already had our clients tell us,You cant use AI unless you tell us.”David Spilsbury,Chief Technology Officer,Axis Studios,an animation and VFX studio382024 STATE OF DESIGN&MAKE392024 STATE OF DESIGN&MAKETalentBridging the talent gap402024 STATE OF DESIGN&MAKE71%consider digital maturity a top attractor of talent72%consider sustainability a top retainer of talent77%are unsure how to implement itconsider upskilling and training importantCompanies recognize the importance of developing talent but dont have the resources to do itCompanies tackle talent challenges with upskilling,digitization,and sustainability initiatives Competition for top talent is less intensebut its not over.Although cost control has dethroned talent as the top business challenge,attracting and retaining skilled employees is still top of mind for most organizations.The global labor market has shifted in favor of employers,according to the business leaders and experts we surveyed.Still,respondents say their companies are shoring up remaining talent gaps through a mix of training,digitization,and other means.TALENT412024 STATE OF DESIGN&MAKELeaders want to train and upskill their workforces,but not everyone knows how,and many organizations lack the expertise needed to design effective internal training programs.Seventy-seven percent of survey respondents agree that upskilling is important.However,only 38%say their organizations have the necessary skills and resources to design internal training programs,making it difficult for companies to effectively train employees on systems and processes that are specific to their organization.However,these limitations are not stopping companies from offering any training at all.For instance,71%are implementing continuous learning.To bridge the training gap,some companies are bringing in outside help in the form of third-party training platforms.“Weve opted for self-driven training over classroom training,”says Richard Matchett of Zutari,an infrastructure engineering and advisory practice.“We have a very robust training system and structured online courses,and weve got open availability to all of this training for our team.”Upskilling is essential but out of reach for manyINSIGHT 5422024 STATE OF DESIGN&MAKEstronglyagree13%somewhatagree25%neither agreenor disagree20%stronglydisagree18%somewhatdisagree23%Survey question:My company doesnt have the skills or the resources to design internal training programs.5-point scale.Values do not add up to 100%due to rounding.Percentage of respondents who agree they dont have what they needCompanies lack resources or skills for internal training programsINSIGHT 5432024 STATE OF DESIGN&MAKEOther self-directed learning methods include in-product training for learning digital tools,which already show a level of successand often at a lower cost than formal training programs.For example,Autodesks anonymized AutoCAD data shows users are 35%more likely to learn a new command after seeing a personalized insight recommendation.Maria Fernanda Olmos of Unispace,a workplace strategy,design,and construction firm,points out that training challenges are not always related to a lack of budget or resources.“The challenge internally when running training programs is mostly due to balancing upskilling needs and ongoing project demands,”she says.“Of course,the adoption of new skills and workflows may encounter resistance from some employees,but this is becoming less of a challenge as we consistently demonstrate the efficacy of our systems and processes.”Among respondents who cite access to skilled talent as a top challenge,21%say their company is meeting this challenge with upskilling and development for existing employees by way of technology training,mentorship and coaching,and upskilling and reskilling programs that help employees to meet evolving demands.Another 11%are addressing talent challenges by training new hires and offering internships and apprenticeships.Lei Yuan,chief engineer of iron and steel company China Baowu Design Institute/Baosteel Engineering&Technology Group Co.,Ltd,stresses the importance of not only training employees but also tracking and incentivizing these upskilling initiatives.“We have digital training for our designers and exams to measure the results of the training programboth their theoretical competence and also their practical competence,”Yuan says.“This is all part of our HR system,and the promotion and compensation of employees are closely linked with their digital performance.”INSIGHT 5442024 STATE OF DESIGN&MAKEDigital skills in demand The ability to work with AI has emerged as the top digital skill that organizations are looking forfollowed by digital design and software development/programming.Industry professionals say that these skills are essential to unlocking the digital transformation benefits discussed above.For instance,Micha Lataa of Centralny Port Komunikacyjnyan air,road,and rail transfer hubnotes that firms that lack digital expertise may find themselves at a disadvantageespecially when competing against companies that have made proactive investments in employees with advanced digital skills.“If you are not hiring digital experts,you will not be selected for certain projects,because there are other companies that are ready,”he says.Maria Fernanda Olmos of Unispace says that companies in her industry need skills directly related to integrating technology with business processes.Such roles include AI strategists,data scientists,and BIM specialists.“Its super important to have people who can look at the entire technology portfolio in a business and understand how it can be integrated and utilized,”she says.INSIGHT 5452024 STATE OF DESIGN&MAKE537qFqCt5u46y7f!g&i2sDq5yHf%ChinaSouth KoreaAustraliaIndiaTurkeyBrazilMexicoUSACanadaJapanItalySpainGermanyFranceUKNordicsNetherlands41%Middle East Global38w%My company lacks the skills or resources to design training programsUpskilling employees is important to my companyPercentage of respondents who agree to statements:1.Upskilling employees is important to my company.2.My company doesnt have the skills or the resources to design internal training programs.5-point scale.Top two=agree.The upskilling gapCompanies value training but lack resourcesINSIGHT 5 GLOBAL462024 STATE OF DESIGN&MAKEAECO skills of the future With the rapid evolution of technology in the AECO space,organizations are prioritizing digital skills for future hires.Cybersecurity,digital design,and AI will all be in high demand as companies try to gain a competitive edge through emerging technologyand the talent that wields it.Trends in professional certifications reflect respondents opinions,as well.For Autodesks AECO certifications portfolio,there was a 71%increase in certifications from 2021 to the end of 2023.In interviews,AECO business leaders and experts cite specific job roles that will become more important in the future,such as AI strategists who can help companies to maximize the potential of the technology and data librarians who can help organizations to organize and better leverage the vast quantities of information they store.“Its not easy to find professionals who have knowledge about digital systems and can link them with engineering development and construction management,”says Kleber Moreira of metals and mining company Vale S.A.“Thats the new reality of the market,and thats why we need to develop people.”INSIGHT 5 AECOSurvey question:What technical or digital skills do you believe your company or organization will be prioritizingwhen hiring over the next 3 years?Select all that apply.Top 3 skills of the future Rank:1Ability to implement/work with AIDigital design skills Rank:2Digital design skills Rank:3Digital project managementTop industry skillsArchitecture servicesEngineering service providersMining,oil,and gasKnowledge of data safety and securityBuilding ownersDigital project managementCivil infrastructure ownersAbility to implement/work with AIConstruction servicesUtilities and telecom472024 STATE OF DESIGN&MAKED&M skills of the future It is not much of a stretch to say that the D&M industry is in a constant state of digital disruption.In just the past several years,the industry has seen a dramatic increase in the use of technologies such as the Internet of Things(IoT),robotics,and digital twins.Looking ahead,AI is expected to impact virtually all aspects of the industry,through applications such as generative design,predictive maintenance,and supply chain automation.It is little surprise,then,that leaders and experts in the industry say that companies will increasingly need employees with a range of digital skills.Miro Lin of Fair Friend Group,a machine and equipment manufacturing firm,notes:“We need versatile talent with different capabilitiesfor example,people who are good at not only designing equipment but also programming and using analytical tools,”Lin says.Industry certification data also shows the growing importance of digital skills in D&M.From 2021 to the end of 2023,there was a 100%increase in Autodesks D&M portfolio certifications,reflective of the D&M industrys rising interest in digital tools.INSIGHT 5 D&MAbility to implement/work with AISurvey question:What technical or digital skills do you believe your company or organization will be prioritizingwhen hiring over the next 3 years?Select all that apply.Top 3 skills of the future Rank:1Knowledge of data safety and security Rank:2Software development/programming Rank:3Digital project managementTop industry skillsAutomotive and other transportationAbility to implement/work with AIBuilding products and fabricationConsumer productsProcess manufacturingData analytics/data mining/data insightsIndustrial machineryLife sciences manufacturing482024 STATE OF DESIGN&MAKEM&E skills of the future M&E professionals broadly agree that digital skills and a willingness to participate in self-directed learning will be vital to helping usher their field into the future.“Flexibility is a skill set I always value,”says Gaspard Roche,associate global head of characters at Mikros Animation,a visual effects,post-production,and animation company.“When we needed more artists in one of the other departments,we were able to shift people if they could work in another area.The cool thing about flexibility is you also get to know other aspects of the business and workflows that can make you better in your main skill set.”Data from Autodesk suggests that M&E workforces are in alignment with these observations,with a 143%increase in Autodesks M&E portfolio certifications over the course of three years,from 2021 to the end of 2023.Based on Autodesk data,the top three training topics are model texturing,real-time character rigging,and creating architectural visualization scenes.Some in the industry have expressed ambivalence about the role of AI in creative work,and the technology played a central role in recent actors and writers strikes.Still,respondents across all segments of the industry say that the ability to implement AI tools will be a necessary skill for future employees.“Being able to work with and harness AI,whether its in art,development,or game planning,will be an important skill set in the future,”says Ji-Woong Hong of COM2US,a mobile and online game development company.“Additionally,technical artists and data scientists who can use AI models to predict the viability of different business models will also be valuable.”INSIGHT 5 M&EAbility to implement/work with AIAbility to implement/work with AIAbility to implement/work with AISurvey question:What technical or digital skills do you believe your company or organization will be prioritizingwhen hiring over the next 3 years?Select all that apply.Top 3 skills of the future Rank:1Digital design skills Rank:2Data analytics/data mining/data insights Rank:3Film and TV Rank:1 Rank:2Software development/programming Rank:3Digital design skillsGames Rank:1 Rank:2Digital design skills Rank:3Software development/programmingAdvertising,publishing,and graphic design492024 STATE OF DESIGN&MAKEAcross the board,companies are facing far fewer challenges when it comes to talent.In fact,the number of respondents citing access to skilled talent as a barrier to growth dropped to 43%this year,down from 64%.Part of this shift may be due to changes in macroeconomic conditions,with some major companies initiating large rounds of layoffs in the past year,and the number of job openings in the United States shrinking to a post-pandemic low.However,businesses are also taking steps to strengthen their company culture to attract potential recruits,help existing employees become more productive,and convince workers to stay for longer.Employees are attracted to organizations that give them the tools to be productive and successful in their jobs,as well as those whose actions align with their own values.Seventy-one percent of respondents say digital maturity helps attract talent,while 72%say sustainability efforts help attract and retain talent,illustrating the far-reaching positive effects of these initiatives beyond their original scope and goals.Companies are taking a multipronged approach to solving the talent problemINSIGHT 6“The most difficult thing in a company is hiring people with the right attitude.Skills,you can teach,but not attitude and mentality.”Dave Amantea,Chief Design Officer,Pininfarina,a car design firm502024 STATE OF DESIGN&MAKEINSIGHT 6The most common ways companies are bridging the talent gap is by amping up their talent recruitment efforts and by diversifying their training and upskilling efforts.These include training programs,online courses,and diverse forms of self-directed learning such as in-product cues,whose success makes them a viable alternative to traditional software courses.For example,anonymized Autodesk data shows that Revit and AutoCAD users are more likely to adopt learning recommendations viewed in-product than through other channelsRevit users had a 123%increase in adoption compared to a 55%when viewing learning recommendations through the account portal.AutoCAD users also saw a 44%increase for adoption with in-product recommendations compared to the 35%increase with the account portal.Competitive salaries and benefits,a more transparent and efficient hiring process,remote work,and fostering diversity and inclusion are also top tools for attracting a broader range of skilled individuals.David Spilsbury of animation and VFX studio Axis Studios cites flexible work opportunities as a draw for talent in his field.“You can work remotely full time in our industry,which removes barriers like commute times,”he says.“Weve supported the hybrid working model and used it as a retention methodnot forcing people back into the studio,but allowing them to come back in for screenings,events,and review sessions where it does make sense to be together.”Others note the importance of having a strategy to address talent leaving the company or industry.“The younger generations have a much higher turnover,”says Lisette Heuer,director of business transformation at Royal HaskoningDHV,a consultancy engineering firm.“That in itself is a change management challengewe need to have faster onboarding and better knowledge management systems so that when someone leaves,the disruption is not as severe,and work will continue.”502024 STATE OF DESIGN&MAKE512024 STATE OF DESIGN&MAKETaking action on talent Companies are taking diverse steps to tackle their talent challenges.Organizations that struggle to attract skilled workers and those with an aging workforce are largely focusing on expanded recruitment and training.For those with high rates of attrition,the focus tends to be more on providing career advancement and development opportunities,as well as on compensation and benefits.Perhaps surprisingly,only 4%of those struggling with a lack of talent or an aging workforce say their companies are using remote work to tackle these challenges.Notably,a significant share of respondents who say their companies struggle with talent also say that their companies are not doing anything to solve the problem.INSIGHT 6522024 STATE OF DESIGN&MAKEPercentage of respondents who agree identified“lack of access to skilled talent”as top challange(43%).Survey question:What is your organization doing to meet the talent challenge?Qualitative open-ended responses.Expanding recruitment and upskilling efforts are top solutionsChallenge 1:Lack of access to skilled talent Expanded talent acquisition and recruitment“Establish a strong employer brand and culture to attract top talent.”“Tap into employees networks for talent with a robust referral program.”“Were expanding the search beyond traditional recruiting channels to include sources such as social media.”25%Upskilling and development for existing employees“Invest in upskilling and reskilling programs to help employees meet evolving demands.”“Providing mentorship and coaching.”21%Other“Outsourcing noncore tasks to specialized agencies.”“Make it easier for competent job seekers by implementing a more transparent and efficient hiring process.”“Companies can leverage talent platforms and freelance networks to access skilled professionals on-demand.”“Foster diversity and inclusion to attract a broader range of skilled individuals.”12%Training new hires,including internships and apprenticeships“Were developing our own training thats tailored to our organization.”“Provide graduates and students with internships and apprenticeships to get to know potential employees and give them practical experience.”11%Salary,benefits,and perks“Raise salaries to align with talent and skills.”“Provide better benefits.”7%Partnerships and collaborations,such as with educational institutions“Organizations can establish partnerships with universities and other educational institutions to collaborate on curriculum development,internship programs,and research projects.This fosters a pipeline of skilled talent and ensures that educational programs align with industry needs.”6%Remote work and flexibility“Providing flexible work arrangements,such as part-time or project-based contracts,to attract skilled workers who may prefer alternative work setups.”“Embracing remote work options to tap into a broader talent pool.”4%Use of technology and AI“Our organization is investing in technology and automation to reduce the reliance on manual labor and minimize the need for specialized skills.”“Use automation to free up skilled workers for more strategic and creative tasks,such as developing new products and expanding into new markets.”4%My company is not handling this challenge“We are not doing anything at the moment.”11%INSIGHT 6532024 STATE OF DESIGN&MAKEPercentage of respondents who agree identified“workforce rapidly aging”as top challange(42%).Survey question:What is your organization doing to meet the talent challenge?Qualitative open-ended responses.Companies are addressing gaps with increased recruitment and trainingChallenge 2:Rapidly aging workforce Talent acquisition and recruitment“Bringing in young and dynamic individuals into the company.”“Investing in recruitment.”29%My company is not handling this challenge“The company unfortunately remains weak in this regard.New employees are inexperienced,and old ones slow down the work.”“We are not sure what we will do yet.”20%Training,upskilling,and development for existing employees“My organization is investing in training and upskilling initiatives to help older employees acquire contemporary technical skills and stay up to date with the latest technologies.”“Foster diversity and inclusion to attract a broader range of skilled individuals.”17%Other“Were proactively identifying high-potential employees and preparing them to take on leadership roles as older leaders transition out of the workforce.”“Creating programs for internships or apprenticeships might be a great approach to develop future talent.”11%Company culture:diversity,inclusion,and belonging;intergenerational collaboration“Our company provides an age-inclusive culture where all employees feel valued,regardless of age.”“Take advantage of the benefits of age diversity in staff,recognizing the value that different life experiences and perspectives can bring to the organization.”10%Use of technology and AI“Researching the uses of AI to complement or replace workers.”“We are trying to reenergize our workforce with artificial intelligence.”6%Salary,benefits,and perks“Our industry makes itself more attractive through competitive salaries,benefits,and a positive work environment.”“Providing access to health care and other benefits.”4%Remote work and flexibility“Offering flexible work options such as part-time schedules,remote work,or job sharing to accommodate older employees needs.”“Implementing a flexible work schedule that gives employees control over their working hours,which reduces stress.”4%INSIGHT 6542024 STATE OF DESIGN&MAKEPercentage of respondents who agree identified“faced higher rates of attrition in past 3 years”as top challange(38%).Survey question:What is your organization doing to meet the talent challenge?Qualitative open-ended responses.Companies embrace a diverse set of potential solutionsChallenge 3:Higher rates of attrition in past 3 years Career development and growth opportunities“Encourage existing employees to develop and improve their technical skills.”“Train employees until they have a solid foundation,after which they can be promoted.”18%Other“Diversifying productivity and business partners,which increases revenue and reduces attrition rates.”“Embracing remote work enables organizations to tap into a diverse global pool of skilled talent.”17%My company is not handling this challenge“No measures have been applied yet.”17%Compensation and benefits(including recognition)“Provide attractive salary and benefits,such as flexible working hours,training and development opportunities,health insurance,and other benefits.”“We are starting to recognize employees and offer awards for outstanding work more than we have before.”14%Digitalization“Make use of data and analytics to spot talent trends and anticipate future skill needs.”9%Communication:feedback,performance reviews,exit interviews“Improve communication channels to foster transparency and open dialogue.”“Conducting regular performance assessments and feedback sessions.”“Conduct exit analysis on departing employees to understand their reasons for leaving.”6%Company culture and values,collaboration,and teamwork“Our organization is providing safe working environments,job security,and well-designed workspaces.”“By providing a work environment where employees feel appreciated,respected,and supported,employers can lower attrition.”6%Workplace wellness and mental health“Investing in employee well-being initiatives,such as mental health support and wellness programs,can improve overall job satisfaction and retention.”“Maintain work-life balance for employees.”4%Talent acquisition and recruitment“Hire more educated employees who can manage different situations easily,which can reduce the rate of attrition.”“We have established strategic relationships,broadened our recruitment efforts internationally,and started internal training programs to address the issue of a lack of trained employees.”9%INSIGHT 6552024 STATE OF DESIGN&MAKE0 0%0 0%EMEANordicsMiddle EastGermanyNetherlandsTurkeyUKFranceSpainItaly65svEWeaWayspccXVU9C%Employees must return to the workplaceHiring more remote workers in low-cost-of-living areasPercentage of respondents who agree with statements:1.My company is mandating that employees return to the workplace.2.My company is looking to hire more remote workers in low-cost-of-living areas.5-point scale.Top two=agree.The push and pull of the new normalCompanies are both hiring remote workers and mandating employees return to the workplaceINSIGHT 6 GLOBALWorkers return to the office,but remote hiring continues Survey data shows a mixed picture regarding remote work.Sixty-two percent of respondents say their companies are mandating a return to the workplace,signaling that employers are not yielding to workers preferences in the race for talent.However,59%say their companies are seeking remote talent from low cost-of-living areas,a seeming contradiction.Most likely,this suggests that companies are hiring remotely to save on costs while also mandating return for employees who live close to a workplace.562024 STATE OF DESIGN&MAKEAMERUSAMexicoCanadaBrazilAPACAustraliaIndiaChinaSouthKoreaJapan0%0 00%0 0%0 0TgfXR4WfgRUIagcTDchfYI%Employees must return to the workplaceHiring more remote workers in low-cost-of-living areasEmployees must return to the workplaceHiring more remote workers in low-cost-of-living areasPercentage of respondents who agree with statements:1.My company is mandating that employees return to the workplace.2.My company is looking to hire more remote workers in low-cost-of-living areas.5-point scale.Top two=agree.The push and pull of the new normalCompanies are both hiring remote workers and mandating employees return to the workplaceINSIGHT 6 GLOBAL572024 STATE OF DESIGN&MAKEALEC Contracting&EngineeringSeverin Tenim,head of strategic projects and development at ALEC,says that hiring and retaining engineering talent continues to be a challengeparticularly when it comes to linking digital tools with engineering and construction processes.To solve these challenges,ALEC relies on training programs that help employees develop their skills and advance within the company.“The challenge is trying to prioritize which training is the most important and when,”Tenim says.“We often ask people what they want to learn,rather than try to dictate what they should learn.We adjust the curriculum based on their feedback.Alternatively,we focus it toward specific problems where we have to address particular issues that are occurring on multiple projects.”ALECs leadership development programs also help with retention,as they provide employees with the skills they need to advance in the company.“Its not good having a person in the same role for a very long time,”Tenim says.“You always have to challenge people.I myself went through these programs over the past 10 years,and thats helped keep me with the organization.”INSIGHT 6 AECO SPOTLIGHT“We often ask people what they want to learn,rather than try to dictate what they should learn.”Severin Tenim,Head of Strategic Projects&Developments,ALEC Contracting&Engineering582024 STATE OF DESIGN&MAKESteelcaseLeaders at Steelcase,a furniture manufacturer,spend a great deal of time thinking about how to build a positive workplace culture.“The work experience is shaped by policies,tools,and all of these things,but its also shaped by culture and space,”says Kim Dabbs,global vice president for ESG and social innovation.“We always have our eye towards innovation on the people side,as well.”Steelcase works with Ashoka,a social entrepreneurship network,to create an inclusive workspace,including an effort to bring migrant talent on board.Forty-five percent of workers at the companys factories are underrepresented racial and ethnic minorities.The company has also sponsored leadership training for boys and girls in Romaniaa program that eventually grew into an internship pipeline for the company.“When it comes to skills,were partnering with the community to identify skills gaps and find opportunities for training,”Dabbs says.“We really look at not just upskilling and reskilling little by little but also reimagining what nontraditional pathways and pipelines could look like.”INSIGHT 6 D&M SPOTLIGHT“The work experience is shaped by policies,tools,and all of these things,but its also shaped by culture and space.”Kim Dabbs,Global VP,ESG and Social Innovation,Steelcase592024 STATE OF DESIGN&MAKE88 PicturesMilind D.Shinde,founder and CEO at Indian media production company 88 Pictures,cultivated an innovative approach to developing talent in the wake of the COVID-19 pandemic.The firm started a training institute called Gurukul,which offers people from remote areas the opportunity to train for three months.“I came from a humble beginning from a small town,and Im the product of opportunities that were available to me,but not everyone gets those opportunities,”Shinde says.“We find students from remote parts of India,where they dont have a lot of infrastructure,but they do have a lot of curiosity and a lot of innate skills.We bring them to a city like Mumbai or Bangalore,and we incorporate them into our system.”Trainees are assigned“buddies”and given simple tasks to start,with project complexity growing as they develop their skills.Shinde says the program is“very successful,”with some students learning the skills they need to work on productions in just six months.This philosophy of continuous learning extends to the firms leaders,as well,Shinde says.“For example,our leadership team has to have good presentation skills that include language skills,so language training is very important,”he notes.“These are all upskilling experiences that help develop all-round talent,rather than just helping somebody become a better modeler.”INSIGHT 6 M&E SPOTLIGHT“We find students from remote parts of India,where they dont have a lot of infrastructure,but they do have a lot of curiosity and a lot of innate skills.We bring them to a city like Mumbai or Bangalore,and we incorporate them into our system.”Milind D.Shinde,Founder and CEO,88 Pictures602024 STATE OF DESIGN&MAKESustainabilityBusiness value drives sustainability actions612024 STATE OF DESIGN&MAKE2023202425%increase in leaders and experts who see sustainability as good for short-term business success97%of companies have taken actions to improve sustainabilityAttitude and action Sustainability is now a key concern for employees,customers,and investorsas well as an important driver of business success.Shifting attitudes about sustainability are driving action,with companies making investments in energy efficiency,materials reduction,and more sustainable processes that are better for both the environment and the bottom line.“Climate change is going to impact all of us,”says Dave Mackenzie of Aurecon,a design,engineering,and advisory firm.“The motivation for sustainability goes back to our purpose:bringing ideas to life,leaving a legacy,and improving the communities that we live in.”SUSTAINABILITY622024 STATE OF DESIGN&MAKENinety-seven percent of organizations are taking steps to improve sustainabilitya number that represents a five-point increase over last year,as well as a cross-industry consensus on the importance of becoming more sustainable.Most commonly,companies are using AI to become more sustainable.This makes sense,as the bulk of a projects or products sustainability impact is determined during the conceptual phasea part of the process when organizations can use AI tools to optimize their decision-making for specific outcomes,including sustainability.Architects,for instance,are using AI to analyze urban design factors like traffic,noise pollution,and heat before shovels ever go into the ground.In the D&M sector,designers are leveraging AI to help reduce energy consumption and materials waste during production.Other popular actions include increasing the use of recycled materials and renewable energy,investments in more energy-efficient processes and equipment,and efforts to reduce waste.Notably,no more than 34%of respondents say their companies are using any one of these methods.This suggests that organizations are only taking actions that will be effective in their specific settings,rather than simply adopting broadly popular tactics.Car design firm Automobili Pininfarina now sources its leather locally and seeks more sustainable materials to build its cars.“We are buying regionally,which means that there is zero pollution from moving the leather on a boat or on a car before it is finally delivered to our office,”says Dave Amantea,chief design officer at Automobili Pininfarina.“We also try to reduce the usage of plastic in our cars as much as possible,building with carbon fiber,glass,and aluminum instead.”Damir Jaksic,CIO of design and engineering firm KEO International Consultants,says the firm is upping its use of recycled content and locally sourced materials.“We are increasingly specifying the use of sustainable materials in our projects,such as recycled content,locally sourced materials,and materials with a low environmental impact,”he says.“We have around 80 sustainability professionals who are on the same floor as the designers,so there are a lot of collaboration opportunities.”These actions are consistent with Autodesk data showing that user engagement with Autodesk products that enable sustainable outcomes increased by 14ross industries from January 2023 to November 2023(though this does not take overall subscriber growth into account).This trend was particularly pronounced in the APAC region,where the number of users adopting these products increased by 51%.While more AECO organizations are adopting Autodesk products that drive sustainable outcomes,the growth of users in other industries is also robust.Sustainability becomes a key priorityINSIGHT 7632024 STATE OF DESIGN&MAKE20232024Industry ranking of actionsAECOD&MM&E3.5.4.2.1.Applied sustainable design principlesIncreased share of renewable energy sources usedInvested in more energy-efficient processes or machineryUsed more recycled materialsUsed AI to be more sustainable53421Used AI to be more sustainableIncreased share of renewable energy sources usedInvested in more energy-efficient processes or machineryUsed more recycled materialsDecreased waste from production and construction53411Survey question:What changes has your company or organization already made to be more sustainable?Select all that applyTop 5 actions showing year-over-year changeAI jumps to the top sustainability actionINSIGHT 7642024 STATE OF DESIGN&MAKEChanging sentiment As organizations take more sustainability-centered actions,leaders and experts report significant changes in how they feel about their companies efforts.This year,78%are proud of their companys sustainability efforts,up from 52%a full 50%increase over last year.This is a seismic shift in sentiment,and it is reflected in interviews with business leaders and experts,who largely say that their companies leadership,employees,and customers are united in their desire to improve sustainable outcomes.“Were doing everything we can around using renewable energy,electrifying our fleet of cars,and minimizing air travel,”says Dave Mackenzie of Aurecon,a design,engineering,and advisory firm.“To help our clients get to net zero,we need to walk the talk.Were not paying lip service;were driving legitimate change through the business.”INSIGHT 7652024 STATE OF DESIGN&MAKETop motivators Gone are the days when sustainability was seen primarily as a concern for government regulators.Customers,employees,and investors are all becoming more influential motivators as companies pursue their sustainability goals.Just over four out of five respondents say they face pressure from each of these groups to be more sustainable,a sentiment that is also reflected in interviews.“Some customers say,We want the greenest building ever,and will put an extra$10 million into the project to install the best sustainability features in that building,”says Michael Dufhues,board member at commercial construction company Bremer SE.“Its about what the customers want.The market dictates the decision.”Government regulation trails slightly behind,with three-quarters of respondents saying their companies face government pressure to be more sustainable.“There are many sources of pressure to be more sustainabletheres media pressure,corporate pressure,new regulations,and incentives from the European Commission or governments,”says Jean-Francois Guiderdoni of robotics solutions for water management company ACWA Robotics.“Both governments and companies are starting to look beyond just rules and negative financial impact;theyre realizing theres a lot of economic potential in sustainability.Its actually creating value and generating a virtuous cycle.”INSIGHT 7Which of these groups is influential in motivating your company to set and meet sustainability goals?customers83%government75%investors81%employees80%The percent of respondents who say each group is influential.36%of experts and leaders say that employees are“very influential”in motivating them to create and meet sustainability goals,up from 23%last year,a 57%increase662024 STATE OF DESIGN&MAKEBecoming sustainability leaders Most leaders and experts now see their companies as leaders in sustainabilitya turnaround from last year.The Americas,in particular,saw a dramatic shift,with the portion of self-described leaders more than tripling in one year.This new viewpoint is reflected in interviews where leaders and experts tend to speak of their organizations sustainability efforts not as a burden,but rather as a source of pride for employees and a necessary step to stay competitive in the future.“Some of our clients from Europe and the United States started to remind us to reduce emissions,and sooner or later,we will have to do it,”says Miro Lin of Fair Friend Group,a machine and equipment manufacturing firm.“So why not take the initiative to do it in advance?”Kim Dabbs of furniture manufacturer Steelcase sounds a note of caution about leaders becoming complacent with their companies sustainability efforts.“The work that we do is forever work,”she says.“No matter how much progress we make,theres always going to be more to do,its great that people are optimistic,but I hope they stay grounded in the science and maintain their commitments without losing that sense of urgency.”INSIGHT 7 GLOBALAMERAPACEMEA0 232024Survey question:My company is leading the way in this industry when it comes to sustainability initiatives.5-point scale.Top two=agree.Companies increasingly see themselves as sustainability leaders672024 STATE OF DESIGN&MAKEThe younger generations influence on sustainability Around one-third of AECO respondents say the next generation is“very influential”in motivating their companies to take steps to be more sustainable.Mining,oil,and gas saw the highest number of any AECO sector,with 41%saying the next generation is strongly influencing their sustainability efforts.“Ive gotten a lot of feedback from younger employees about how they want to work on sustainable projects,”says Vince DiPofi,PE CEO for SSOE Group,an architecture and engineering firm.“Employees are saying,This is important to me;I want to work at a company thats focused on sustainability.They want to have an impact and know theyre doing the right things for the community and the world.I think thats great.”INSIGHT 7 AECO4164311)%Mining,oil,and gasConstruction servicesArchitecture servicesEngineering service providersUtilities and telecomBuilding owners Civil infrastructure ownersSurvey question:How influential is the next generation in pressuring your company or organization to create and meet sustainability goals?5-point scale.Top option=very influential.Percentage of respondents who say the next generation is driving sustainability initiativesThe next generations influence on sustainability682024 STATE OF DESIGN&MAKEThe future of D&M is sustainable The next generation of employees is“very influential”in motivating its companies to become more sustainable in the D&M sector.The rate ranges from 29%in building products and manufacturing to 40%in industrial machinery.Jean-Francois Guiderdoni of ACWA Robotics,a robotics solutions for water management company,says young employees are motivated not only by compensation and challenging work but also by the feeling that theyre having a positive impact on the world.“You have a new generation of people who want to work on sustainability and make an impact,”Guiderdoni says.“The people who join us can be both technologically challenged through their work while seeing the impact of what theyre doing.They know theyre not just a cog in the machine.”INSIGHT 7 D&MIndustrial machineryConsumer productsAutomotive and other transportationProcess manufacturingBuilding products and fabricationLife sciences manufacturing40764)%Survey question:How influential is the next generation in pressuring your company or organization to create and meet sustainability goals?5-point scale.Top option=very influential.Percentage of respondents who say the next generation is driving sustainability initiativesThe next generations influence on sustainability692024 STATE OF DESIGN&MAKESustainability in M&E:Younger employees apply pressure Ji-Woong Hong of COM2US,a mobile and online game development company,notes that the M&E industry has historically had less exposure to sustainability issues than the AECO and D&M industries.However,he says his company has already implemented environmental training and volunteering programs,and he expects that the industry will invest more in sustainability initiatives over time.A significant portion of M&E leaders and experts say the next generation of employees is“very influential”in motivating their companies sustainability initiatives.This is most pronounced in film and TV,as well as in the gaming sector,with 41%in each segment saying that the next generation of workers are very influential to their companies sustainability efforts.INSIGHT 7 M&EFilm and TVGamesAdvertising,publishing,and graphic design41A2%Survey question:How influential is the next generation in pressuring your company or organization to create and meet sustainability goals?5-point scale.Top option=very influential.Percentage of respondents who say the next generation is driving sustainability initiativesThe next generations influence on sustainability702024 STATE OF DESIGN&MAKEWhat was true last year is even more true this year:Sustainability is seen as beneficial to the bottom line.Sixty-nine percent of leaders and experts say sustainability is good for short-term business successa 14-point increase from last year.Over the long term,87lieve sustainability is beneficial for business(a seven-point increase).While some of this business value is likely due to an improved reputation with customers and employees,sustainability initiatives also present an opportunity to decrease operating costs through reductions in energy use and materials.“Sustainability is a no-brainer,”says Severin Tenim of ALEC Engineering&Contracting,a leading tier one construction and contracting firm.“Companies that think its optional are deluded.Sustainability goes beyond the environment.Your business model needs to be sustainable;your staff retention needs to be sustainable;your ability to deliver reliably needs to be sustainable;your pipeline of work needs to be sustainable.Every single business in the world needs to be sustainable.”“Were living in a time where sustainability is not just a nice-to-have,”says Kim Dabbs of furniture maker Steelcase.“You can do business in a way that honors people on the planet and still be profitable.The more that companies understand that these arent trade-offs,but rather long-term investmentsthose are the organizations that are going to come out farther ahead in the next decade.In the long term,theyre going to make money back.”Sustainability is proving its value to both short-term and long-term business healthINSIGHT 810%5%1%5%1%Dontknow2023202418#%1#V%6%Survey question:Tothebest of your knowledge,how much business value(as a%of annual revenue)can sustainability measures generate in the long term for your company?5-point scale.Sustainability initiatives drive long-term revenue712024 STATE OF DESIGN&MAKE90RtWhWxvfHrWwvhuy4p%ChinaSouth KoreaAustraliaIndiaTurkeyBrazilMexicoUSACanadaJapanItalySpainGermanyFranceUKNordicsNetherlands89h%Middle East Global87i%Improving sustainability practices is a good long-term business decisionImproving sustainability practices is a good short-term business decisionPercentage of respondents who agree to statements:1.Improving sustainability practices is a good long-term business decision.2.Improving sustainability practices is a good short-term business decision.5-point scale.Top two=agree.Long-term vs.short-term business value of sustainability:A global viewINSIGHT 8 GLOBAL722024 STATE OF DESIGN&MAKENexii Canadian firm Nexii was the first construction and manufacturing company to achieve the TRUE Zero Waste Gold certification in North America,for its manufacturing plant in Squamish,Vancouver.Callahan Tufts,design lead,explains why the company is committed to sustainability,the challenge of creating environmental product declarations(EPDs),and how this effort helps the firm to win work.1.The commitment:“When the company was started,sustainability was in our constitution,”Tufts says.“Its been at the forefront of the company since the get-go,which means that we have a team whose sole role is sustainability.Theyre working with all our departments,all the time,on how we can keep sustainability front-of-mind when were making decisions.”2.The challenge:“A big win for us was creating our environmental product disclosures,which were published recently,”Tufts says.“For a composite-type panel system like ours,its a difficult task,because youve got multiple materials from multiple sources.Its a very manual process,and the data is fragmented.Thats a big barrier for a lot of people.If it was easy and the information people needed was accessible,more people would be creating EPDs.”3.The business benefits:“When we do a project,we can provide a CO2 number using the actual data,”Tufts says.“We can break it down and say,Heres how much is in the walls;heres how much is in the roof.Thats been huge because we can compare our projects to others and show our clients that we can help them hit their goals.”INSIGHT 8 AECO SPOTLIGHT“Its been at the forefront of the company since the get-go,which means that we have a team whose sole role is sustainability.Theyre working with all our departments,all the time,on how we can keep sustainability front-of-mind when were making decisions.”Callahan Tufts,Design Lead,Nexii732024 STATE OF DESIGN&MAKEBaosteel Engineering&Technology Group Co.,Ltd Lei Yuan,chief engineer at Chinese iron and steel company China Baowu Design Institute/Baosteel Engineering&Technology Group Co.,Ltd,says the firm has five main areas of focus when it comes to sustainability.1.Renewable energy:“The first initiative weve taken is to reduce the use of fossil fuels and encourage the use of green power,”Yuan says.2.Recycling:Baosteel is making efforts to recycle materials,including waste and scrap steel.3.Process improvements:“We are intensifying our research efforts,using digital twins to set up zero-emission factories,”Yuan says.4.Supply chain:The company has plans to collaborate with suppliers and customers to promote green production.“We are going to increase the strength,lifecycle,and performance of our products,”Yuan says.5.Carbon tracking:Baosteel is taking steps to better measure its carbon emissions.“Energy accounts for a huge proportion of the overall costs for our company,”Yuan says.“If we succeed in this area,we will improve our competitiveness and profitability.”INSIGHT 8 D&M SPOTLIGHT“We are intensifying our research efforts,using digital twins to set up zero-emission factories.”Lei Yuan,Chief Engineer,China Baowu Design Institute/Baosteel Engineering&Technology Group Co.,Ltd.742024 STATE OF DESIGN&MAKEAxis Studios David Spilsbury,chief technology officer for UK-based animation and VFX company Axis Studios,explains why and how M&E firms are improving sustainability.Q:How can M&E firms become more sustainable?A:There are a lot of things that we can do.Were moving to a green data center,so all the power we consume will be sustainable.We have free air cooling,so were reducing our PUE or power usage efficiency.Our PUE,went from 2 to 1.18,and 1.18 is pretty good for a data center.Were halving the amount of power that we need to consume,more or less,to do the same work.Q:What are the top motivators for pursuing sustainability initiatives?A:The motivation is about doing the right thing for the planet,but also,a lot of our staff are more aware now of the environmental impact of our industry.Clients are looking at sustainability credentials,as well.Q:What business benefits do you see arising from sustainability?A:If youre evaluating everything against being more sustainable,youre going to find efficiencies that can give you a competitive advantage.If you can reuse things and do things more quickly or more cost-effectively,that saves moneyand it also gives you a good marketing story.We cant fix things overnight,but we are rethinking everything from a sustainable perspective.INSIGHT 8 M&E SPOTLIGHT“If youre evaluating everything against being more sustainable,youre going to find efficiencies that can give you a competitive advantage.”David Spilsbury,Chief Technology Officer,Axis Studios752024 STATE OF DESIGN&MAKE752024 STATE OF DESIGN&MAKEBusiness leaders worldwide continue to face challenges in hiring and cost management,though there is renewed optimism and a greater sense of resilience after enduringand overcomingpandemic supply chain disruptions and seeing the global economy avoid a recession.ConclusionTo address continued hiring challenges,some organizations are investing heavily in training and upskilling their current workforce to help fill the skills gap.Almost universally,organizations are increasing their investments in AI,signaling a high level of trust for emerging technology,although concerns remain.The volatility of recent years has put many organizations in a reactionary position,having to adapt quickly to changing market conditions.Now that leaders are feeling better equipped to handle business challenges,they have started making plans for a more certain future.Along with this new sense of optimism comes exploration of new technologies,processes,and ideas that will uncover new opportunities for growthand shape the future of design and make.762024 STATE OF DESIGN&MAKEAppendixMethdologyGlossaryThank you772024 STATE OF DESIGN&MAKEBy industryBy regionAECO2,002 totalAMER:1,291 totalEMEA:2,389 totalAPAC:1,688 total31%Construction services20%Architecture services14%Engineering service providers11%Civil infrastructure owners9%Utilities and telecom7%Building owners 7%Mining,oil,and gas26%Customer products21%Industrial machinery16%Automotive and other transport (including supply chain)14%Process manufacturing11%Building products and fabrication9%Life sciences manufacturing4rospace and defense equipmentD&M1,787 totalM&E1,579 total42vertising,publishing,and graphic design30%Film and TV 28%Games451 Australia 450 China 450 Japan 187 India 150 South Korea 589 United Kingdom 450 France 450 Germany 150 Italy 150 Middle East 150 Netherlands 150 Nordics 150 Spain 150 Turkey 733 United States 218 Brazil 174 Canada 166 Mexico For this years report,Autodesk surveyed and interviewed 5,399 industry leaders,futurists,and experts in the architecture,engineering,construction,and operations;design and manufacturing;and media and entertainment industries from countries around the globe.This report contains key findings from this research,including details at the sector and regional level.The quantitative data(n=5,368)was collected between July and September 2023,through a 20-minute online survey.*Autodesk partnered with Qualtrics for the collection of this data.In addition,31 qualitative interviews with business leaders and futurists were conducted in October and November 2023.In some instances,aggregated and anonymized Autodesk customer data has been analyzed to identify trends.*The full questionnaire used in the survey can be found here.Methodologyof survey participants are decision-makers in their companies70%is the average experience respondents have in their industry11yearsof respondents said that they used Autodesk products80 x2024 STATE OF DESIGN&MAKECompany size:Small:119 employees Medium:204,999 employees Large:5,000 employeesDigital maturity:Respondents were asked how far their companies were in their transformation journeys.Organizations that respondents said are in the“early stage”or“right in the middle”of their digital transformation journeys are considered less digitally mature companies.Those that respondents identified as“approaching the goal”or having“achieved the goal”of digital transformation are considered more digitally mature companies.Leaders and Experts:Leaders:Seventy percent of survey participants are decision-makers in their companies.In this report,this group is referred to as“leaders.”J
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9 T H A N N U A LIntroductionExecutive SummaryThe Economy(&The Election)Supply Chain Risk ManagementExcitement Over AI Continues,With Implementation Now Primary FocusSustainability Commitments HoldLooking AheadMeet the ExpertsAbout&Survey Methodology030408132634394041CONTENTSThe Future in the Making After four years of unprecedented global disruptions,the industry has redefined what battle-hardened,world-class manufacturing and supply chain teams need to succeed in 2024 and beyond:Greater speed and efficiency,higher revenue,lower costs,and more resilience and agility than ever before.For some,that means integrating AI solutions into operations.Others are leveraging regionalization to find some kind of equilibrium.These teams face numerous pressures ranging from election uncertainty to heightened concerns about trade wars and global economic uncertainty.As in prior years,optimizing supply chain management and minimizing risk is the focus of most manufacturing leaders in 2024.However,spurred by efficiencies identified using AI and other technologies like on-demand manufacturing and some reduction in barriers to new product innovation,there are signs that the industry has found something closer to firmer ground in its quest for further stability and predictability.INTRODUCTIONThe last four years have redefined what top performing operations and supply chain teams need to succeed in a tough economic environment.”Dave Evans,CEO,Fictiv3EXECUTIVE SUMMARYTHE ECONOMYThis election year,economic challenges most impact company strategy,labor costs,and shortages.89%say they are concerned trade wars might escalate in the next few years.47%report economic headwinds as critical to overall company strategy.39%report that labor costs and shortages remain a concern for manufacturing leaders.4SUPPLY CHAIN MANAGEMENTSupply chain management is entrenched at the forefront as barriers to innovation ease.54%say improving manufacturing and supply chain visibility is the top business priority for the third year.48%report improving supply chain resilience and agility comes in a close second.15%report report they have no barriers to innovationits highest level in four years.5EXECUTIVE SUMMARYAI&MANUFACTURINGLast years enthusiasm for AI has been operationalized and is substantially impacting the industry.88%of respondents have implemented AI in manufacturing and supply chain operations.87%of respondents agree that“Implementing AI into manufacturing is vital to my companys future success.”44%report that the long-term impact of AI will enable a reduction in planned hiring.6SUSTAINABILITYResults show continued prioritization of sustainability goals and programs.77%report that the importance of sustainable manufacturing is increasing at their companies.53%have embedded sustainability into their company goals.42%of respondents prioritize investments in sustainable manufacturing,which has been holding steady since 2023.7THE ECONOMY(&THE ELECTION)8In 2024,the global manufacturing industry is navigating significant economic challenges,including supply chain disruptions,geopolitical tensions,and labor shortages.These factors influence decision-making and strategic planning at every level.Economic fluctuations in consumer demand can swiftly alter production schedules,investment plans,and market strategies.Given the instability of the last few years,its unsurprising that concerns about the economy continue to impact company strategy.Survey respondents report that“economic headwinds”(inflation,interest rates,and the risk of recession)are most likely to influence their 2024 strategy,along with labor costs and shortages(39%),increasing competition(33%),and pressure to drive profitability(30%).Driven by a volatile economy and shifting company goals,companies are looking for ways to navigate significant challenges.These trends are consistent with prior years.In the past four years,weve noticed a big shift away from growth at all costs to revenue at all costs.”Sabrina Paseman,General Partner,Omni Venture Labs47%Survey respondents report that“economic headwinds”are most likely to influence their 2024 strategy.State of Manufacturing Report 2024,Fictiv.9Which of the following trends MOST impact your companys 2024 strategy?Choose up to three of the following.47E930&!%5%Macroeconomic Trendsfig.110How concerned are you that trade wars might escalate in the next few years?Choose the one answer that most closely applies.Concern About Potential Trade WarsAre global tensions(e.g.,Russia/Ukraine conflict,tensions in the Middle East,sanctions,etc.)being considered in your companys long-term supply chain planning efforts?Choose the answer that most closely applies.Global Tensions&Supply Chain Planningfig.2fig.311THE ELECTION,TRADE WARS,&GLOBAL TENSIONS Its an election year in the U.S.,but uncertainty around the election outcome only impacts a modest percentage(21%)of company strategies.Still,89%are either“somewhat”or“very”concerned about the possibility of escalating trade wars in the next few years,and 86%say global tensions are a consideration for long-term supply chain planning.These findings make sense,given that both candidates have a track record of trade policies that impact the manufacturing sector.Its also apparent that the broader geopolitical uncertainty of the last few years persists.This election year,economic challenges most impact company strategy,along with labor costs and shortages.The Economy Key Takeaway:12SUPPLY CHAIN RISK MANAGEMENT13In light of these drivers and potential impacts,its not surprising that supply chain visibility is the number one business priority for the third year in a row,followed by supply chain resilience and agility,which displaces last years drive for improving customer experience and satisfaction.Ultimately,the ability to track a project from planning and design through prototyping and on to production is more critical than ever.“Manufacturing and supply chain leaders are focused on improving supply chain resilience.Improving supply chain visibility and,by extension,efficiency are keys to making that happen.”Sabrina Paseman,General Partner,Omni Venture Labs“With global trade increasingly susceptible to extreme weather and regional conflicts(e.g.Houthi attacks on container ships in the Red Sea),supply chain visibility and agility are as important as ever.”Andy Sherman,GM-U.S.,Fictiv14Which of these are your companys most important business priorities for 2022/2023/2024?Choose up to three of the following.Top Business Priorities 2022-2024fig.415BARRIERS TO NEW PRODUCT INNOVATIONDespite the focus on supply chain priorities,companies havent lost sight of the importance of clearing speed bumps in the path of new product innovation.While barriers to new product innovation are a persistent theme between 2021 and 2024,there are some signs of hope here.It seems that improvements to rigid internal supply chain processes have contributed to the fewest reported barriers to NPI in at least 4 years.Barriers are still a concern,however.Specifically,sourcing fast,high-quality options to manufacture low-volume builds(43%),slow feedback loops with manufacturing partners that extend production time(41%),and friction created by poor cross-functional visibility into projects(37%).We see additional improvements in the time engineers spend on vendor sourcing,management,quote,and order activities every week.Theres a notable decrease in the percentage reporting 8 or more hours,with the most significant percentage spending between 4 and 6 hours per week doing these tasks.The hope is that as more technologies take hold,automation will help defray some of the time spent on procurement.162022202120232024What barriers does your organization face with new product innovation?Choose all that apply.Barriers to New Product Innovationfig.517How much time would you estimate a typical engineer spends on vendor sourcing,management,quote,and order activities on a weekly basis?(activities include:sourcing,vetting,and onboarding new vendors;requesting quotes&DFM;following up on orders;managing quality)Choose the one answer that most closely applies.Engineering Time on Sourcing Activitiesfig.618TECHNOLOGY SOLUTIONS TO DRIVE EFFICIENCYTo solve similar challenges,many manufacturing leaders are turning to on-demand manufacturing(72%)and/or are actively evaluating technology solutions to increase company-wide operational efficiency for new product development(77%).This speaks to the general drive to find more efficiencies overall,as well as the need for lower operational costs associated with manufacturing and supply chain management.The benefits of using on-demand manufacturing pair well with top business priorities,with most respondents reporting faster development cycles(57%),improved manufacturing quality(49%),and improved transparency and visibility(48%).Another benefit is the ability to shift production to a variety of manufacturing regions around the world.Lets look at how regionalization strategies are evolving this year.What barriers does your organization face with new product innovation?Use of On-Demand Manufacturing PlatformsYesNo202472(%“These results show that on-demand manufacturing offers greater agility,cost-effectiveness,and responsiveness to market demands.”Uday Shenoy,GM-India,Fictivfig.719Is your company evaluating technology solutions to increase company-wide operational efficiency for new product development?Choose the one answer that most closely applies.Technology for Efficient Product Developmentfig.820What benefits has your company experienced by using on-demand manufacturing platforms?Choose all that apply.57HID865%1%The Benefits of Using On-Demand Manufacturing Platformsfig.921REGIONALIZATION STRATEGY TO MITIGATE SUPPLY CHAIN RISKIt appears the momentum towards on-shoring caused by recent years global disruptions,trade policies,and other economic drivers has slowed.While increasing U.S.manufacturing(on-shoring)remains the leading supply chain strategy for the third year(66%),its fallen substantially since last year.At the same time,North American production(near-shoring)has increased again this year(53%).In this case,near-shoring is defined as U.S.,Canada,and Mexico.Diversifying global manufacturing operations(off-shoring)has also gone up slightly since last year.“Onshoring is important from a sustainability standpoint,but its still costly and just isnt within the realm of economic possibility for many companies.”Sabrina Paseman,General Partner,Omni Venture Labs22Which of the following statements represents your companys strategy for 2024/2023/2022?Choose all that apply.Regionalization Strategy66eqSHQFRD%Where are you most likely to outsource manufacturing?Choose all that apply.Regionalization Strategy GeographyMexico&Latin America(Mexico,Brazil,etc.)Northeast Asia(China,Vietnam,etc.)Eastern Europe(Poland,Czech Republic,etc.)Southeast Asia(Malaysia,Thailand,etc.)South Asia(India,Bangladesh,etc.)We do not outsourcemanufacturing4761 !%fig.10fig.1123“We believe companies are trying to make their supply chains more resilient to potential geopolitical volatility,in part by moving more manufacturing to North America.”Valerie Shen,Partner&Chief Operating Officer,G2 Venture PartnersWhen asked where theyre most likely to outsource,most manufacturing leaders indicate Mexico and Latin America(47%),with additional interest shown in Northeast Asia(36%)and Eastern Europe(31%).LACK OF SUPPLY CHAIN RESOURCES Another area of focus for survey respondents is the scarcity of supply chain resources.In fact,81%identify insufficient budgets,high workforce costs,and labor shortages as hindering effective supply chain management.Coupled with the identified priorities around supply chain visibility,this is a crucial area for continued improvement.And companies are turning to novel solutions to address these shortages.24The top business priority is improving manufacturing and supply chain visibility,followed by resilience and agility.Supply Chain Key Takeaway:41%7%Lack of resources(workforce,budget,etc.)severely impacts our ability to manage our supply chain effectivelyLack of Supply Chain Resourcesfig.1225EXCITEMENT OVER AI CONTINUES,WITH IMPLEMENTATION NOW PRIMARY FOCUS26“We have historically believed that manufacturing is an old-school industry that is harder for new technology to break into.Despite this,data in this years State of Manufacturing Report indicates manufacturing leaders are broadly recognizing the importance of AI.”Valerie Shen,Partner&Chief Operating Officer,G2 Venture PartnersLast year,excitement about AI and other technologies drove some notable developments,including implementing and applying AI to manufacturing and supply chain operations.Building on last years excitement around new technologies and spurred by continued challenges with labor costs and shortages,improving supply chain operations has become the leading focus of AI implementations for most of the industry.This makes sense given that 84%of leaders say implementations of AI are currently providing value,although theyre split on the degree of value provided.84%leaders say implementations of AI are currently providing value.State of Manufacturing Report 2024,Fictiv.27Implementing AI(Artificial Intelligence)into manufacturing is vital to my companys future successImportance of AI in Manufacturingfig.1328VALUE OF AI TO SUPPLY CHAIN AND MANUFACTURING OPERATIONSWhen rating the value they receive from the use of AI in manufacturing and supply chain operations,43%state the value is“high”while 41%report its“marginal.”In 2024,its clear that expectations for AI have become implementations that are already generating some value.Another benefit is the ability to shift production to a variety of manufacturing regions around the world.Lets look at how regionalization strategies are evolving this year.IMPLEMENTING AI IN 202487%report that“implementing AI into manufacturing is vital to my companys future success.”And AI is the second most cited impact on companies 2024 strategies(45%).Supply chain management,product design,and quality control and inspections top the list of implementations.How would you rate the value your company currently receives from its use of AI for manufacturing and supply chain operations?The Value of AI In Manufacturing and Supply Chain OperationsHighMarginalLowToo early to sayfig.1429In your opinion,which of the following product development and manufacturing functions will be MOST impacted by advances in Artificial Intelligence(AI)?Choose up to three of the following.2023 Expectationsfig.1530Supply chain managementProduct designQuality control and inspectionsDesign for manufacturability(DFM)Machine operationProcurementWe are not using AI in our manufacturing or supply chain operations51GF90%In what areas of manufacturing and supply chain operations is your company using AI(Artificial Intelligence)capabilities?Choose all that apply.2024 Implementationfig.1631AI AND HIRINGPart of the ongoing excitement for AI relates to finding a solution to persistent labor shortages.In fact,the majority of companies report AI is already enabling hiring reductions,with 78%reporting that AI will help them reduce planned hiring and/or will impact hiring in the next two years.Perhaps this is why,despite the continued excitement(61%vs 65%in 2023),were also seeing a slight uptick in respondents indicating worry about the impact of AI in their functional areas(12%vs.9%).What is your personal opinion about the long-term impact of AI in your functional area of the business?Sentiment Towards AI78%say AI is impacting their hiring strategyState of Manufacturing Report 2024,Fictiv.fig.1732Leaders continue to be excited by AI but have moved toward implementation-especially in supply chain operations.AI Key Takeaway:“The value of AI is the ability to take on rote,mechanical tasks that happen in manufacturing and supply chain management,and refocusing individuals on doing higher-level,more productive,creative work.”Dave Evans,CEO,Fictiv33SUSTAINABILITY COMMITMENTS HOLD34Given the continued economic and workforce concerns highlighted since last years Sustainability in Manufacturing Report,its notable that prioritizing investments in sustainable manufacturing remains steady for a second year for 42%of respondents(fig.4,Supply Chain Risk Management.)Smaller companies still trail their larger peers,and theres a continued rounding-out of the stated importance of sustainable manufacturing since 2021,with fewer reports of it increasing to the highest levels of corporate history and a significant increase in those who report no change in importance.Compared to last year,this years responses indicate a better consensus among executive leadership as functional leaders tackle the realities of championing sustainability in a challenging economic environment.The tension between sustainability aspirations and the reality of the true costs is a factor that has huge implications for the ability of companies to achieve their sustainability goals.“From a carbon reduction standpoint,on-shoring or near-shoring makes sense.From a cost perspective,it might be more economical to manufacture in China or Mexico.Thats what most supply chain leaders are confronting-the tension between sustainability and cost.”Nate Evans,CXO&Co-Founder,Fictiv35How is the importance of sustainable manufacturing changing at your company in 2024/2023/2021?Choose the one answer that most closely applies.Importance of Sustainable Manufacturingfig.1836ACTIONS TO ACHIEVE SUSTAINABILITY GOALSWhereas last years survey focused on challenges,we wanted to learn more about how companies are tackling their sustainability goals this year.Although only 34%have set a net-zero or carbon reduction goal,embedding sustainability in company values(53%)and developing a formal plan(52%)are critical to progress.In contrast to the 31%who reported having“no practical plan”last year,45%of this years respondents have developed or adopted standardizing reporting models.“Its clear that companies are setting sustainability goals and taking action,and the vast majority feel sustainable manufacturing is increasing in importance”Valerie Shen,Partner&Chief Operating Officer,G2 Venture Partners53%have embedded sustainability into company values and practices to achieve their sustainability goals.State of Manufacturing Report 2024,Fictiv.37Which of the following actions has your company taken to achieve your sustainability goals?Choose all that apply.Actions to Achieve Sustainability GoalsEmbedded sustainability into company values and practicesDeveloped a formal planDeveloped or adopted a standardized reporting modelSet a net-zero or carbon reduction goalMy company hasnt taken action,although we have sustainability goalsMy company doesnt have anysustainability goals53RE4%9%3%Results show continued prioritization of sustainability goals and programs.Sustainability Key Takeaway:fig.1938LOOKING AHEADSupply chain and manufacturing leaders face persistent challenges and economic uncertainty,which is exacerbated by election year considerations.Yet there are reasons to be optimistic,including the increased availability of technology solutions like on-demand manufacturing and AI.Gaining visibility,resiliency,and agility and embracing new technologies to solve manufacturing and supply chain challenges is critical to success.The convergence of these innovative trends heralds a transformative era in manufacturing.Adaptability and continual innovation will give businesses a significant competitive advantage in 2024 and beyond.“To meet their increasingly aggressive revenue and cost targets,supply chain teams need to be agile,find operational efficiencies,and utilize technology to surface opportunities for savings in 2024 and beyond.Its clear were at an inflection point where those embracing change will win!”Dave Evans,CEO,Fictiv39MEET THE EXPERTSEvery year,we ask experts to offer insights and analysis of the State of Manufacturing findings.This year we were assisted by the following:Valerie ShenPartner&COO,G2 Venture PartnersDave EvansCEO&Co-Founder,FictivNate EvansCXO&Co-Founder,FictivSabrina PasemanGeneral Partner,Omni Venture LabsUday ShenoyGM-India,FictivAndy ShermanGM-U.S.Fictiv40SURVEY METHODOLOGYThis is Fictivs ninth annual report conducted with Dimensional Research.The report surveyed 178 Director-level decision-makers who work in engineering,supply chain,R&D,and digital innovation roles for companies that produce consumer electronics,medical devices,automotive,industrial and robotics,aerospace,or energy.For more trends and updates on the manufacturing industry,download the full 2024 State of Manufacturing report here.ABOUTFictivFictiv is a global manufacturing company that simplifies sourcing for custom manufacturing,from prototype to low-volume production.Through its highly-vetted manufacturing network,AI-powered technology platform,and global operations centers across the USA,Mexico,India,and China,Fictiv delivers fast,high-quality custom manufacturing services from quote to delivery.Fictivs capabilities span the full mechanical bill of materials,including Injection Molding,Compression Molding,3D Printing,CNC Machining,Urethane Casting,Die Casting,and Sheet Metal.To date,Fictiv has delivered more than 30 million commercial and prototype parts for early-stage companies and large enterprises alike,helping them innovate faster,free up precious resources,and drive profitable growth.41Dimensional ResearchDimensional Research provides practical market research to help companies make smarter business decisions by delivering actionable information to reduce risks,increase customer satisfaction,and support growth.Whether launching a new product into the marketplace or desiring fresh insights from buyers,our research services help companies gain a clear understanding of customer and market dynamics.G2 Venture PartnersG2 Venture Partners is a venture and growth firm investing in transformative technology companies,like Fictiv,at their inflection points building a sustainable future.We support entrepreneurs who are unlocking new paths to environmentally and socially responsible economic growth.Omni Venture LabsOmni Venture Labs is a“first check”DeepTech VC.Led by former Apple product and manufacturing experts,our mission is to invest at the frontier of Sustainable Industrials AI,Robotics,and Automation.422024Fictiv Inc.
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