The 2018 edition of the Global Competitiveness Report represents a milestone in the four-decade history of the series, with the introduction of the new Global Competitiveness Index 4.0.
PPIAF is a catalyst for increasing private sector participation in emerging markets.
This report seeks to identify key capital markets instruments that can help mobilize institutional investors to infrastructure and small and medium enterprises (SME) financing in emerging market economies (EMEs).
The board of directors plays a key role in setting and overseeing an organization’s strategy, including the planning and execution of key capital projects.
A new global survey of major international institutional investors has found strong investor demand for infrastructure, including record levels of interest in emerging market infrastructure with 37.5% of all investors now active in these growing markets.
Addressing Data Gaps in Long-term Investment: An Agenda for Research and Breaking Silos: Actions to Develop Infrastructure as an Asset Class and Address the Information Gap present actions that can be taken by governments in order to facilitate investment in infrastructure.
The Joint MDB Statement for Crowding-in Private Finance builds on the previously approved Principles for MDBs’ Strategy Crowding-in Private Sector Finance for Growth and Sustainable Development, and the 2016 Joint Declaration of Aspirations on Actions to Support Infrastructure Investment.
As outlined earlier in this blog series, private investors are looking for reliable returns to justify the risks that they are taking. Financing and procurement of cross-border projects will often be more complex than national projects due to the scale of the project and compounded risks, and the financial returns may be more uncertain than for national projects.
The aim of this PPP-Readiness Self-Assessment is to provide a diagnostic tool for identifying the key areas that governments need to address in order to involve the private sector more actively in the infrastructure development process.
By their very nature as long-term large infrastructure projects, public-private partnership (PPP) projects involve a vast array of interconnecting relationships. Core to any PPP project is the long-term contractual relationship between the government’s procuring authority and the private party (the project company). This is one of many relationships that will affect the success of a PPP.
The Clean Technology Fund (CTF), which aims at promoting scaled?up deployment and transfer of clean technologies by funding low?carbon programmes and projects that have significant potential for long?term greenhouse gas (GHG) emissions savings.
The report identifies and explores six critical success factors that governments should be aware of and seriously consider when preparing an infrastructure project to be delivered as a Public-Private Partnership.
This report addresses the critical question: how can the public and private sectors build successful partnerships?
The World Bank Group developed this tool to help governments systematically prioritise infrastructure investments to achieve their development goals, taking into account capacity and public resource constraints.
The 10-year-long Hyogo Framework for Action (HFA) set out to substantially reduce impacts from natural disasters by 2015.
Contractual disagreements and disputes are common in PPPs during both construction and operational periods.