• Assembles an experienced, cross-functional team
• Secures buy-in and leadership of high-level politicians and technocrats
• Sets up a clear governance structure with clear roles/responsibilities and coordinator
• Rigorous project management PMO and devising multi-stage planning
• Secures sufficient preparation funding, and minimises costs through standardisation
• Leverage project-preparation facilities with cost recovery, advisory and monitoring

• Conducts robust and sophisticated demand forecasting
• Fixes contractible, innovation-friendly output specification cross-checked by cost forecast
• Optimized mix of user charges and other funding sources as ancillary revenues, land-value capture and government payments
• Bankability testing and conduct market sounding
• Proactive, inclusive and professional stakeholder engagement
• Completes holistic legal feasibility study, expedites permits and land acquisition

• Life-cycle oriented contract model aligned with the policy objectives
• Incentive-based price regulation and evaluate competition options
• Risk mitigation, risk sharing/mitigation, guarantees
• Adopts regulation that is adaptive to exogenous changes and volatility
• Safeguards for social objectives via enforced quality regulation and efficient monitoring
• Predictable process for government interventions

• Public-sector readiness (Sound legal framework and independent regulators / dispute resolution. Enhances individual capacity with training, and builds institutional capacity in PPP units)
• Private-sector readiness (Facilitates access to local currency, long-term finance and guarantees. Develops a competitive and capable local industry / workforce and pursue trade reforms)
• Civil-society readiness (Insists on transparency and enforces anti-corruption standards. Optimizes public communication, information and participation)

For institutional investors, infrastructure project risk-return profiles present an attractive alternative investment – especially with real fixed income returns being near zero in the wake of the global financial crisis.

Given there is uncertainty where the next sources of long-term economic growth will be, infrastructure investors will need a strategy for operating within an evolving set of conditions. They need to deepen their understanding of the outlook for infrastructure spending, growth markets and sectors, emerging types of funding, and the expanding importance of stakeholder goals.

Discipline started early saves at the end

Capital project success can be won or lost during the design and construction phase of a project. And now, in the midst of heightened stakeholder scrutiny and increasing capital project risk, delivery excellence has risen to the top of many client discussions.

The early planning stage is the time for project owners to examine the project business case and plan as well as to establish a project management structure to provide robust controls, processes, and procedures. Often stated goals are strategic alignment, mitigating risk exposure, setting and clarifying stakeholder expectations, and avoiding unnecessary rework and overruns. Undertaking due diligence and researching project technology are examples of foundational first steps toward project excellence.  Due diligence and analysis can play a critical role in validating and adjusting the original assumptions of scope, risk, cost and approach in the business case. And employing integrated capital project technology is key to achieving transparency, timely decision making and internal accountability.

An area’s infrastructure plays a part in company decision making as to whether they will locate there and how they will execute their strategy in that market – e.g. manufacturing, warehousing, shipping or marketing. A fundamental question BOD and C-Suite executives and leaders of companies ask themselves is, „Where the growth will come from?” They must weigh out how the facilities can help to drive revenue, where to site them, and what risks need to be considered. Then they’ll want to look at proximity to buyers, supply chain and resources.  Should the company play a role in ensuring the right infrastructure is available from the city, state or country to enable their operations?

However we believe that risk management begins at the strategy phase and we advise clients to mitigate risks by doing the following:

• Aligning corporate and project goals
• Seeking external advice
• Balancing cost, quality and time
• Layering in accountability
• Penalising missed deadlines
• Keeping stringent records

Choice of a proper delivery mode based on value-for-money analysis enables reduce whole-life costs, with better allocation of risks, streamlining and efficient project implementation, improving quality of service and potential to unlock additional revenue streams.

We offer consistent approach to evaluating project economics and their risks. Each sector offers unique challenges and opportunities for due to differing legal, regulatory and investment considerations:

• energy and power generation, transmission, distribution, and street lighting;
• telecommunications;
• transport, that is, ports, roads and highways, bridges, railways, airports, urban transport facilities like mass transit facilities, bus stations, and parking; water and wastewater management, and desalinisation plants;
• solid waste management and effluent treatment plants;
• hospitals and health services;
• school buildings, teaching facilities, and higher education institutes;
• tourism infrastructure and facilities including those for meetings, conferences, and exhibitions; other infrastructure and/or public sector services such as government buildings,
• low-income housing, stadiums, prisons, billing, and other information and communication technology systems