HIT-30 AND TÜRKİYE’S HIGH-VALUE INVESTMENT AGENDA

For many years, Türkiye has been recognised as a major manufacturing and trade location. Its industrial base, transport links and proximity to large regional markets have supported activity in automotive, machinery, textiles, food, household goods, construction materials, logistics and a wide range of export industries.

The current investment agenda seeks to build on that base by attracting activities with greater technological intensity and stronger supply-chain value.

This is important for international companies considering where to establish new capacity. A market may be attractive because it has customers. But it becomes more strategic when it can also support production, sourcing, service delivery, technical capability and exports.

Türkiye’s high-value agenda therefore creates a different conversation for investors. Instead of asking only whether there is demand in the country, investors can assess whether Türkiye may support a broader regional business model.

For example, an industrial company may evaluate Türkiye as a manufacturing or component base. A clean-energy business may assess the local supply chain, grid development, permitting environment and equipment demand. A technology company may consider software development, gaming, digital services or regional support operations. A logistics operator may look at how industrial growth, ports, road networks and trade flows create demand for specialist services.

The relevant opportunity depends on the operating model. There is no single “Türkiye strategy.” There are several possible routes, each requiring different capital, expertise, approvals, local execution and risk analysis.

HIT-30 is often described through its headline value: a programme connected to approximately USD 30 billion of announced incentive support for high-technology sectors.

However, the real importance of the programme is not the headline number. It is the policy direction behind it.

Türkiye has identified sectors where it wants to deepen domestic capability and attract international participation. These include electric vehicles, battery production, semiconductor capacity, solar-cell production and critical wind-energy components. The country’s broader energy strategy also involves major planned growth in renewable generation and associated transmission infrastructure.

For investors, these areas may create opportunities across more than one layer of the value chain:

• manufacturing facilities and industrial equipment;
• components and specialised materials;
• engineering, testing and quality-control services;
• maintenance, repair and operational support;
• software, automation and industrial digitalisation;
• logistics and supply-chain coordination;
• energy infrastructure and grid-related capability;
• export services connected to high-value sectors.

Not every activity will qualify for an incentive, and not every investment will be suitable simply because it falls near a priority sector. Eligibility can depend on the legal structure, investment amount, location, operational substance, employment profile, export contribution and regulatory requirements.

The correct starting point is therefore not “what incentive can be claimed?” It is “does this project have a credible operating purpose in Türkiye?”

Türkiye’s renewable-energy ambitions are relevant not only to power producers. They create demand for an extended ecosystem of equipment, engineering, construction, digital monitoring, maintenance, storage, transmission and specialist services.

As renewable capacity expands, the value of supporting infrastructure becomes more visible. Grid connections, transformer capacity, high-voltage systems, equipment supply, performance monitoring, land access, maintenance and project delivery can all become commercially important.

For international businesses, this means that opportunities may exist beyond ownership of energy assets. A company may participate as a supplier, service provider, technology partner, engineering specialist, industrial manufacturer or logistics operator.

At the same time, energy projects require discipline. Land rights, permits, procurement, grid access, financing, currency exposure, equipment sourcing and local operating capability must all be examined carefully. A strategic national agenda can create momentum, but it does not remove project-level risk.

The strongest projects are usually those in which the commercial rationale remains sound even after incentives are treated as secondary support rather than the sole source of value.

Türkiye’s 2026 competitiveness measures also signal a wider effort to attract export-oriented services and regional activity. Announced and enacted measures have focused on qualifying service exports in areas such as software, gaming and medical tourism, as well as specific industrial-export and financial-centre activities subject to applicable conditions.

For international investors, this reinforces an important point: Türkiye is not presenting itself solely as a location for physical production.

The country is also seeking to strengthen its role in digital services, professional activity, international trade support, tourism services, technical capability and regional business coordination.

This matters particularly for companies that combine physical and digital operations. A manufacturer may need software and engineering support. A tourism business may depend on digital customer acquisition and payment systems. A logistics company may require data, tracking, automation and regional control functions. A technology business may need access to commercial clients, talent and service-export opportunities.

The strongest investment models will often be those that connect several of these layers rather than relying on a single source of revenue or a single local advantage.