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Pension investment in infrastructure is moving mainstream, at a time when this move will have even greater potential to help drive positive impacts

To celebrate International Women’s Day 2022, we interviewed three female leaders at the GI Hub to explore how we can collectively #BreakTheBias and address inequality in infrastructure. The second Q&A in this series is with Cinthya Pastor, GI Hub’s Director of Economics.

To celebrate International Women’s Day 2022, we interviewed three female leaders at the GI Hub to explore how we can collectively #BreakTheBias and address inequality in infrastructure. The third Q&A in this series is with Monica Bennett, GI Hub’s Director of Thought Leadership.

To celebrate International Women’s Day 2022, we interviewed three female leaders at the GI Hub to explore how we can collectively #BreakTheBias and address inequality in infrastructure. The first Q&A in this series is with Maud de Vautibault, GI Hub’s Director of Practical Tools and Knowledge.

We asked the Top 10 teams a few questions to find out what makes them tick, key learnings from their start-up journey and what drives them.

We asked the Top 10 teams a few questions to find out what makes them tick, key learnings from their start-up journey and what drives them.

The City of Paris has used Energy Performance Contracts (EPCs) to refurbish 240 schools in two phases, with a third phase now underway. The refurbishments, tailored to each school, include window renovations and the installation of LED lighting, sensors, insulation and new boiler systems.

GI Hub’s Sam Barr, explores why the time has come for a long-term approach to investment in health infrastructure.

The purpose of this blog series is to highlight some of the interesting aspects of the PPP Contract Management Tool to facilitate discussion around those issues. PPP approaches and practices are constantly evolving, and it is important to debate interesting topics to develop better practices and help governments deliver higher quality PPP projects.

Public-private partnership (PPP) contracts are long-term and they may have a duration of 20 to 30 years or more. Today, where technologies and social priorities (such as views on climate change and sustainability) are changing at an accelerated pace, it perhaps comes as no surprise that changes to PPP contracts through renegotiations are common.

Disputes in public-private partnerships (PPPs) globally involving key performance indicators (KPIs) represent 20 per cent of all disputes, as highlighted in our data using a representative sample of projects from around the world.

Contractual disagreements and disputes are common in PPPs during both construction and operational periods.

The term of a public-private partnership (PPP) contract can exceed 20 or even 30 years. At the end of the term, the relevant private partner is often obligated to hand back the public asset in question (whether it be a road, an airport or a hospital) in a condition that meets the government procuring authority’s expectations.

Private partner profit motives are frequently cited as a failure of the public-private partnership (PPP) approach. But those profit motives are also part of the fundamental make up of the PPP approach and why it has the potential to deliver better outcomes for the public.