Infrastructure Development Planning

There is a compelling economic case for climate-resilient infrastructure, but how can this be translated into investment at the necessary pace and scale? Our recent G20/OECD report sets out some key directions...   1️⃣ Considering climate resilience at the outset:  integrating climate resilience into key planning processes, such as NAPs and infrastructure plans, is the first step to generating a pipeline of viable projects 2️⃣ Making climate risk visible: understanding climate risks is the foundation for investment in climate resilience. Achieving this will require a comprehensive approach, covering access to climate data, insurance as a means of pricing risk and sustainability reporting and disclosure. 3️⃣ Valuing climate resilience: key tools include standards and labels, the design of PPPs and public procurement more generally. 4️⃣ Enhancing access to finance: the report explores the contribution of MDBs, blended finance, public facilities for infrastructure finance and tools such as land-value capture. The full report is now available at: https://lnkd.in/dZbe_WBM It was a pleasure working on this report with: Mamiko Yokoi-Arai, Catherine Desiree Gamper, Leigh Wolfrom and Nicolas Pinaud. Thanks also to the G20 Brazilian Presidency and delegates of the G20 Infrastructure Working Group for their insights. #ClimateResilience #Infrastructure #adaptation #g20

Union Budget 2025-26 What is in it for engineers in the core fields of infrastructure, construction, nation-building, sustainability? How is the future of jobs in these industries impacted by budget provisions? In short, positively PPP (Public-Private Partnerships): Infrastructure Development, Quality Assets, Predictable Delivery - The budget continues investments in Infrastructure sectors to sustain growth, with renewed emphasis on PPP; Infra Capex is up 10%, should attract private companies for project partnerships, focusing on infrastructure development, resilient & high-quality assets, with predictable delivery. Infra-related ministries to plan 3-year pipeline of projects for PPP, States also encouraged through interest-free loans. ₹ 10 lakh Cr Asset Monetization Plan (2025-30) and ₹ 1 lakh Cr Urban Challenge Fund to propel urban planning & designs, redevelopment of towns & cities, water & sanitation projects, towards sustainable transformation Jal Jeevan Mission: Safe Drinking Water to Rural Households - enhanced outlay & extended till 2028, Water Sector will need quality planning, designing and implementation of infrastructure, O&M of piped water supply schemes Maritime Development Fund & Modified UDAN Scheme: MDP of ₹ 25,000 Cr for ports & maritime infrastructure, updated UDAN (Regional Air Connectivity Scheme) to enhance connectivity to 120 new destinations & carry 40 m passengers in the next 10 years Allied sectors - Tourism, Housing & Real Estate, Manufacturing, Geospatial Data Generation: have sizable budgets & need planners, designers, construction engineers & project managers in large numbers.  Sustainability, Green Transition, Energy Security: Significant funding allocated for Green & Renewable Energy, to focus on sustainable development & environmentally friendly solutions. Nuclear Energy Mission for Viksit Bharat has an outlay of ₹ 20,000 Cr, for 5 Reactors to be developed locally Global Capability Centers : Design in India for the World- The push to develop GCCs in Tier-2 cities will decentralize economic activity, moving jobs to people. The new GCC Framework formalizes the industry, with more streamlined regulations, supporting infrastructure & incentives, with a scheme for determining the arm's length price of international transactions for a block period of 3 years, providing a predictable transfer pricing process.  Overall, the budget clearly focuses on enhanced global competitiveness, promoting ease of business, with policies to boost development, innovation, productivity, entrepreneurship & employment. The feedback from international investors & global stakeholders is strong and positive. While the core-sector engineering community has always played a significant part in nation-building, we now have an even more exciting role in building a resilient, sustainable future! #ViksitBharat #ResilientInfrastructure #GreenTransition #CoreEngineering #EngineeringTheFuture #NationBuilding #PredictablePolicies

Urban Planners: 3 Hidden Levers That Have the Ability to Direct Urban Growth Too often, urban growth is treated as an inevitable byproduct of markets and demographics; something governments merely react to. But this overlooks a striking reality. Policy makers already hold powerful levers that can fundamentally redirect how cities expand and evolve. The problem, though, is that these levers are routinely underused while cities sprawl, fragment, or miss opportunities for inclusive growth. Here are three levers that deserve far more attention: ✅Land Value Capture Every major public investment (think new metro line or revitalized waterfronts) increases surrounding land values. Yet in most cities, this windfall flows almost entirely to private landowners. Few policy instruments have such untapped potential as land value capture, whether through betterment levies, special assessment districts, or development charges. Harnessing even a small share of this uplift could finance improvements that make cities more livable. 🇭🇰Case Study: Hong Kong’s Rail + Property model finances new metro lines by capturing land value increases from development rights above stations. ✅Zoning for Flexibility Rigid, single-use zoning reflects a 20th-century mindset. Cities today face rapid shifts (hybrid work, changing retail, new housing demands). Flexible zoning, enabling mixed-use, incremental densification, and adaptive reuse, is less about deregulation than about building adaptability into the DNA of urban form. 🇯🇵Case Study: Tokyo’s permissive zoning system has allowed districts like Shibuya to reinvent themselves multiple times over, accommodating new industries and lifestyles. ✅Targeted Infrastructure Sequencing Infrastructure doesn’t just serve growth; it steers it. The order and location of investments can channel development into priority corridors, curb leapfrog sprawl, and reduce long-term service costs. Sequencing infrastructure deliberately (rather than following demand reactively) transforms it from a cost center into a growth management tool. Few policies have greater power to shape a city’s spatial logic at relatively low political cost. 🇧🇷Case Study: Curitiba famously guided its urban expansion by sequencing bus rapid transit corridors ahead of development, creating dense, transit-oriented growth patterns. The overlooked truth is that cities don’t just grow; they follow signals. These three levers are among the most powerful signals policy makers can send, yet they remain underdeployed in most urban contexts. —————— I post about Urban Economics & the hidden side of cities to equip Urban Planners to make more informed decisions. Follow me for more insights. #urbaneconomy #urbanplanning #cities #sustainableurbandevelopment

Riyadh's Comprehensive Infrastructure Plan: A Key Pillar of Vision 2030 and the Secret to Rapid Execution 🔅 A Transformational Step in Urban Planning and Development Saudi Arabia has unveiled its first comprehensive infrastructure plan for Riyadh, marking a strategic move to reduce traffic congestion, enhance spending efficiency, and ensure project sustainability. 🔅 Seamless Coordination for Efficient Execution This plan serves as a framework to organize all infrastructure projects, helping to identify conflicts between overlapping initiatives, set priorities, and reschedule conflicting projects to ensure seamless execution within defined timelines. 🔅 A Strong Governance and Planning Model Developed with an advanced engineering and planning methodology, the plan includes: 🔸 Reviewing and approving over 837 development plans 🔸 Restructuring phases of 1,737 projects 🔸 Achieving over 100,000 working hours 🔸 Conducting more than 80 coordination workshops 🔸 Automating 66,000 pre-coordinated permits for 2025 The plan reflects a robust governance framework and inter-agency coordination, demonstrated through: 🔸 Agile and responsive management, with 72 representatives from service entities ensuring swift decision-making. 🔸 Digital transformation and process automation, issuing 66,000 pre-coordinated permits for 2025 to enhance efficiency. 🔸 Optimized resource utilization, prioritizing projects to prevent conflicts and improve spending effectiveness. 🔸 Accelerated execution in line with urban expansion, as infrastructure permits surged from 50,000 in 2017 to over 150,000 in 2024. 🔅 Leveraging AI and Smart Planning Strategies One of the key features of this plan is its integration of artificial intelligence and advanced planning strategies, ensuring smarter, more efficient infrastructure management. By harnessing data-driven insights and AI-powered coordination, the plan enhances predictability, decision-making, and long-term sustainability. 🔅 Core Objectives of the Comprehensive Plan The initiative is designed to achieve: 🔸 Enhanced efficiency in planning and execution 🔸 Adoption of environmentally friendly practices 🔸 More effective and precise project implementation 🔸 Strengthened regulatory oversight and project compliance 🔅 Riyadh: A Smart Urban Development Model Expanding over 2,000% in recent decades and now home to 7+ million residents, Riyadh is advancing integrated infrastructure planning, ensuring faster execution, optimized resources, and enhanced quality of life in line with Vision 2030. 🔅 Strong Governance for Efficient Execution This plan fosters seamless collaboration among 15+ governmental entities under a unified leadership council, driving rapid, conflict-free implementation and optimal resource utilization. 🚀 With visionary execution, cities grow smarter, faster, and more advanced! #Riyadh #SaudiVision2030 #InfrastructureDevelopment #ArtificialIntelligence #SmartCities #Sustainability

Lessons from Saudi Practice: Turning #Urban_Planning into Development Engines (For planning agencies, cities, and villages) Great plans don’t sit on shelves—they activate economies and institutions. Around the world, you see the same pattern when regional/local planning is done right: Australia (NSW) – Special Activation Precincts: state-led zones that align land use + infrastructure + approvals to grow sectors (logistics, advanced manufacturing, agrifood, renewables). - Parkes SAP is planned to create up to 3,000 jobs as part of an eco-industrial hub. United Kingdom – High Streets Heritage Action Zones: 67 town/city centres revitalised; £103m public investment generated ~£245m economic benefit and safeguarded/returned hundreds of historic buildings to use. European Union – Integrated Territorial Investments (ITI): a formal tool to deliver place-based regional strategies by pooling funds across transport, utilities, housing, and jobs. United States – Metropolitan Planning Organizations (MPOs): federally-mandated regional planning bodies that coordinate transport investment across local governments—proof that region-scale planning is institutionalised. Saudi lesson to the world: treat the regional/local plan as a switchboard—the operating system that switches sectors on and synchronises departments (planning, licensing, infrastructure, investment). That’s how towns and villages move from map to market. Five field-tested tips (see attached): 1) Activate the engine – make the plan move. 2) Connect the circuits – align sectors & agencies. 3) Label every switch – owners, budgets, timelines. 4) Accelerate delivery – fast lanes for compliant projects. 5) Monitor impact – measure what changed on the ground. If your plan isn’t triggering action, it’s still a map. Make it the switchboard that powers your economy #RegionalDevelopment #SaudiVision2030 UN-Habitat (United Nations Human Settlements Programme) Planning Institute of Australia

Prioritizing Safety and Sustainability in India’s Rapid Infrastructure Growth : India’s infrastructure is growing at a rapid pace, but the development also brings a unique set of challenges. From the Northern and Eastern Himalayan regions to the Western Ghats and Southern states, infrastructure projects are increasingly exposed to landslide risks, inadequate ground improvement techniques, tight construction timelines, and limited availability of qualified site supervision professionals. Recent incidents have highlighted the need for the proper implementation of improved construction practices, advanced technological solutions, and sustainable approaches. Quality and safety must take priority to ensure long-term durability and performance. Solving Challenges Through Collective Action : Solving infrastructure challenges requires a collective mindset. Public authorities, private sector players, engineers, and technology providers must work hand-in-hand to achieve holistic outcomes.   Stakeholders need to adopt ways to ensure long-term stability, safety, and sustainability in infrastructure development. Few recommendations are as follows : 1) Conduct thorough site investigations and geotechnical assessments - many a times this aspect is rushed through and based on assumptions, which later boomerangs 2) Implement advanced slope stabilization solutions - utilizing advanced technologies and materials, such as geogrids, geotextiles, and rockfall protection systems 3) Prioritize quality and safety in project design and construction 4) Zero tolerance against un-bundling - the system provider should design and be made responsible for the execution of the system. 5) Adopt sustainable infrastructure development practices - incorporating sustainable practices, such as green infrastructure and eco-friendly materials 6) Implement early warning systems - establishing IoT based early warning systems that monitor natural hazards and alert authorities, and local communities can help save lives and reduce damage to infrastructure. The Path Forward: Why Action Matters Now : As India continues its ambitious infrastructure journey, the focus must remain on building systems that are safe, sustainable, and resilient to both environmental and operational challenges. The technologies, expertise, and sustainable solutions already exist. What is needed now is the collective will to implement them consistently and responsibly. Engineering resilient infrastructure is not just a technical requirement—it’s a commitment to future generations. The time to act is now.   #Maccaferri #Infrastructuredevelopment #ResilientInfrastructure #LandslideMitigation #GeotechnicalSolutions #SustainableConstruction #DisasterResilience #EngineeringExcellence #SmartInfrastructure #CollaborationForImpact #InfraGrowthIndia #BharatMalaPariyojana #NHAI #MoRTH #BuildingANation   Ministry of Road Transport & Highways - India National Highways Authority of India Nitin Gadkari

Nigeria’s infrastructure deficit is projected to exceed $3 trillion over the next 30 years therefore Privately Initiated Infrastructure Proposals (PIIP) could be the critical lever for unlocking investor-led, commercially sustainable infrastructure projects. In this publication, TEMPLARS Partner, Dayo Okusami, and Associate, Joshua Olorunmaiye, examine how PIIP enable investors and sponsors to originate projects, shape technical and commercial structures, and secure first-mover advantage within Nigeria’s evolving public–private partnership framework. The analysis considers the 2025 Unsolicited Public–Private Partnership Process Guide, outlining project development requirements, due-diligence expectations, and the strategic opportunities available to private entities across energy, transport, digital and sub-national infrastructure. The publication provides insight into risk allocation, environmental and social considerations, investment, and the commercial realities that drive bankable infrastructure development. #Infrastructure #InfrastructureDevelopment #projects #ProjectDevelopment #ProjectFinance #PublicPrivatePartnership

What does the 1909 Burnham Plan have to do with digital transformation in 2025? Standing outside Chicago's Old Post Office, you can see Daniel Burnham's vision in action. This massive building literally spans the Eisenhower Expressway - infrastructure built in the 1920s to accommodate highways that barely existed yet. Burnham had a luxury we don't: His Commercial Club backers raised $80,000 for planning, and Chicago's booming economy provided an expanding tax base for implementation. He could focus on pure strategy without the modern dilemma of justifying every infrastructure dollar. Today's manufacturing leaders face a tougher challenge - we need to build infrastructure (cost) while simultaneously creating use cases (value) to justify that investment. Burnham's 1909 Plan didn't just leave space for future transportation. It actively designed buildings around destinations and traffic flows that wouldn't fully materialize for decades. Here's the beautiful part: the building is no longer a post office. Today, that same robust infrastructure serves as home to a wide range of diverse and exciting companies - uses Burnham never could have imagined but that his forward-thinking design made possible. Building the Highway (Core Infrastructure): → Connected OT systems and unified data architecture → Standardized data models across sites and systems → Robust cybersecurity frameworks for industrial environments → Edge computing capabilities and reliable connectivity → Platform integration that scales across multiple facilities Building the Hotels (Use Cases): → Defining specific business problems worth solving → Converting challenges into measurable use cases → Mapping required process changes and new workflows → Implementing targeted solutions with clear ROI → Training people and tracking value delivery The Reality Check: Most organizations have built plenty of "hotels on dirt roads" - isolated digital solutions that can't scale because the infrastructure wasn't there first. Now they're retrofitting highways between disconnected destinations. The Investment Dilemma: CFOs struggle to fund infrastructure without proven use cases. Operations teams can't scale solutions without proper infrastructure. IT teams build platforms that sit unused because business problems weren't defined first. The Answer: Start with both. Identify your first 2-3 critical use cases, then build the infrastructure needed to deliver them AND scale to the next 10. Think like Burnham - design for destinations you can see, but build for the ones you can't yet imagine. The goal isn't perfect infrastructure before any use cases. It's sufficient infrastructure that grows with your ambitions. How are you balancing infrastructure investment with use case delivery? Are you building highways or hotels first? #DigitalTransformation #ManufacturingStrategy #IndustrialIoT #BurnhamPlan Wendy V., Jaime Urquidi, Kimia Dargahi, Prasad Satyavolu, Sarah Chanel C.,

What Can Governments & Corporations Learn from China? China's rapid transformation over the past four decades offers valuable lessons for governments and corporations worldwide. While China's governance model and business practices reflect its unique context, several strategic approaches have proven remarkably effective and warrant consideration by other nations and organizations seeking to enhance their competitiveness and development outcomes. One of China's most distinctive strengths is its capacity for sustained, long-term strategic planning. The country's Five-Year Plans have provided a framework for coordinated economic development, infrastructure investment, and technological advancement spanning decades. Governments worldwide can learn from this approach by establishing clearer long-term visions beyond election cycles, creating institutional mechanisms for continuity in strategic priorities, and investing in infrastructure and human capital with 20 to 50-year horizons in mind. Corporations can similarly benefit from adopting longer planning horizons. Chinese companies like Huawei and Alibaba have demonstrated the advantages of patient capital and multi-decade strategic investments in research and development, market expansion, and talent development—approaches that often outpace competitors focused solely on quarterly earnings. China's massive infrastructure investments—from high-speed rail networks to ports and highways—have fundamentally reshaped its economy and regional influence. These investments have created jobs, reduced transportation costs, enabled commerce, and improved quality of life. Governments can learn that strategic infrastructure development is not merely spending but a cornerstone of economic competitiveness and social mobility. For corporations, the lesson extends to recognizing that investing in underlying systems—digital infrastructure, supply chain networks, and logistics—creates competitive advantages that persist for decades. Companies that build robust operational infrastructure often outperform those that prioritize short-term cost-cutting. China's model of close coordination between government and business—sometimes called "state capitalism"—has enabled rapid mobilization of resources for strategic priorities. While Western governments typically maintain greater separation between public and private sectors, there are lessons in how deliberate coordination on critical challenges (infrastructure, technology, climate change) can accelerate progress. #StrategicPlanning #Infrastructure #Technology #Innovation #GovernancePolicy #CorporateStrategy #EconomicDevelopment #HumanCapital #Competitiveness #GlobalTrends

Here is an example of a Work Breakdown Structure (WBS) for a Infrastructure Construction Project : 1. Project Management • 1.1 Project Initiation • 1.1.1 Stakeholder Identification and Engagement • 1.1.2 Feasibility Study and Preliminary Planning • 1.1.3 Contract Negotiation and Signing • 1.2 Project Planning • 1.2.1 Work Plan and Resource Allocation • 1.2.2 Scheduling and Budgeting • 1.2.3 Risk Analysis and Contingency Planning • 1.3 Project Execution • 1.3.1 Team Coordination and Communication • 1.3.2 Documentation and Progress Tracking • 1.4 Monitoring and Control • 1.4.1 Cost Monitoring and Variance Analysis • 1.4.2 Schedule Control and Adjustments • 1.4.3 Quality and Safety Assurance • 1.5 Project Closeout • 1.5.1 Final Reporting and Documentation • 1.5.2 Stakeholder Handover and Acceptance • 1.5.3 Lessons Learned and Post-Evaluation 2. Design and Approvals • 2.1 Feasibility Studies and Preliminary Design • 2.1.1 Site Investigation and Survey • 2.1.2 Geotechnical Studies • 2.1.3 Concept Design Development • 2.2 Detailed Design • 2.2.1 Structural Design (e.g., bridges, foundations, tunnels) • 2.2.2 Civil Design (e.g., roads, drainage, earthworks) • 2.2.3 MEP Design (e.g., utilities, lighting, mechanical systems) • 2.3 Regulatory Approvals • 2.3.1 Environmental Impact Assessments (EIA) • 2.3.2 Permits and Licenses • 2.3.3 Safety and Compliance Approvals 3. Procurement • 3.1 Materials Procurement • 3.1.1 Structural Steel • 3.1.2 Cement and Concrete • 3.1.3 Aggregates and Asphalt • 3.1.4 Pipes, Fittings, and Drainage Systems • 3.1.5 Electrical Components (e.g., cables, lighting poles) • 3.2 Equipment Procurement • 3.2.1 Heavy Machinery (e.g., cranes, excavators, pavers) • 3.2.2 Specialized Tools and Equipment • 3.3 Subcontractor Selection • 3.3.1 Bid Evaluation • 3.3.2 Contract Negotiation and Award • 3.4 Procurement of Temporary Facilities • 3.4.1 Site Offices • 3.4.2 Storage Yards and Worker Camps 4. Construction • 4.1 Site Preparation • 4.1.1 Site Clearing and Leveling • 4.1.2 Temporary Utilities Setup (Power, Water, Drainage) • 4.1.3 Excavation and Earthworks • 4.2 Foundation Works • 4.2.1 Geotechnical Preparations (e.g., piling, soil stabilization) • 4.2.2 Foundation Installation (e.g., reinforced concrete or deep foundations) • 4.3 Superstructure Construction • 4.3.1 Structural Framework (e.g., bridges, tunnels, dams) • 4.3.2 Slab Construction (e.g., roads, platforms, decks) • 4.3.3 Assembly and Erection (e.g., steel girders, beams) • 4.4 Roadworks and Paving • 4.4.1 Subgrade Preparation and Compaction • 4.4.2 Base and Subbase Layer Installation • 4.4.3 Asphalt or Concrete Paving • 4.5 Drainage and Utilities • 4.5.1 Installation of Drainage Systems (e.g., culverts, pipes) • 4.5.2 Sewerage and Water Supply Systems • 4.5.3 Electrical and Communication Infrastructure • 4.6 Landscaping and Finishing • 4.6.1 Roadside Landscaping (e.g., planting, grading)