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1、Cover: UnsplashContentsPreface3Executive summary41 Recommendations61.1 Creating new ecosystems71.2 Creating new business models101.3 Building skills and education13Conclusion16Appendix 1: Summary of recommendations17Infrastructure 4.0 Community18Contributors20Endnotes21 2021 World Economic Forum. Al
2、l rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system.TABLE 4 Example of this recommendation in practiceNameObjectiveRelevanceA Call for Infrastructure Deve
3、lopment through Unsolicited ProposalsTo provide guidance on how unsolicited bids can improve infrastructure developmentThis paper advocates for the use of unsolicited bids. Properly structured unsolicited bid programmes from governments can encourage innovation by delineating outcome-focused criteri
4、a and providing the opportunity for non- traditional partners to submit proposals. This allows would-be innovators to present new ideas to government decision-makers. : Note 2020.pdf7. Design infrastructure procurement models to be more collaborative in nature and to optimize risk allocation (alloca
5、ting it to the right party) while promoting full-life-cycle value(S Outcome- focused, collaborative delivery models are emerging that are more capable of dealing with complexity and allow effective integration with existing systems.The procurement process for infrastructure development has often enc
6、ouraged an adversarial atmosphere between partners. A lack of coordination and cooperation has been a major factor in the inefficiency of project development and the frequency of cost overruns that plague projects large and small. Outcome-focused, collaborative delivery models are emerging that are
7、more capable of dealing with complexity and allow effective integration with existing systems. Such models leverage input from across the supplier ecosystem, bringing together engineering and technology to deliver intelligent solutions. In these models, the role of procurement is to acquire the capa
8、bility to achieve the outcome rather than to secure services based on the scope of work. Additionally, risk is allocated according to each stakeholders capability to manage and, where possible, risk is jointly owned rather than transferred down the supply chain.While the suitability and integration
9、of these types of models will depend on the specific context in each jurisdiction, including available sources of financing, they can be an important tool. They facilitate integration around the outcomes and align the project supply chain with these end goals. They bring parties together for a more
10、holistic process that strikes a balance between competition and cooperation and can lead to better project outcomes all around. Aligning all parties on common outcome-based goals also makes it easier to introduce and demonstrate the value of new technologies across the entire life cycle of a project
11、, compared to the traditional approach of evaluating proposals separately at each distinct stage of a project. However, when considering collaborative models, it is important to note that the public-sector level of expertise and capacity are important factors. In most emerging markets, collaborative
12、 models can only realistically be implemented with the guidance of competent and experienced advisers. Capability may also be an issue even in developed markets.For instance, in some European countries, infrastructure agencies have lost the technical expertise needed when the focus for infrastructur
13、e development has shifted from traditional contracts to integrated performance-based contracts, including public-private partnerships. This type of organizational experience is required for infrastructure agencies to effectively procure, tender and manage contracts, particularly those that are perfo
14、rmancebased, outcome-focused and collaborative, where risks are shared and managed adaptively.Aside from the need to leverage newer models, improving communication between owners and operators is also important to keep the focus on outcomes, reducing the likelihood of costly mistakes. Additionally,
15、more efficient dispute resolution mechanisms are helpful in reducing the amount of time and money spent on project development.It may also help to think about which types of incentives can be introduced to improve value capture, which can push project decision-makers to procure for outcomes and prom
16、ote full-life-cycle value. More innovative thinking is also needed on how infrastructure assets are combined with other valuecapture models and growth platforms, a common strategy for infrastructure development in East Asia.TABLE 5 Examples of this recommendation in practiceNameObjectiveRelevancePro
17、ject 13lb improve the way high-performing infrastructure is delivered and managedAn industry-led collaborative delivery initiative, Project 13 works with a wide group of stakeholders to improve collaborative contracting models by positioning various players around project outcomes. s : w w w. proi e
18、ct 13. i nf oBEST4ROAD projectTo develop bestpractice guidelines and tools for the efficient procurement of road maintenance; to support various national road agencies on current and future challengesBEST4ROAD is a joint collaboration between 11 European countries to study and compare maintenance an
19、d procurement practices. The project addresses high personnel turnover by examining ways to counter knowledge loss through best practices in procurement. s: German Highway A3 project (Autobahn A3)To construct the Autobahn A3 project -the largest publicprivate partnership infrastructure project ever
20、commissioned in GermanyThe project is a good example of a public-private partnership between the Autobahn authority and a consortium of private companies to ensure rapid project implementation. It comprises the planning and expansion of a six-lane 76-km A3 federal motorway to be completed by the end
21、 of 2025, as well as its operation and maintenance for the next 30 years. Collaboration is enhanced by the digitalization of the entire construction cycle using 5D BIM applications to connect all stakeholders in decision-making processes. projektbeschreibung8. Reframe the cost-benefit analysis for i
22、nfrastructure development to include new types of financial and non-financial considerationsRisks for infrastructure projects have traditionally focused heavily on a fairly narrow scope of financial considerations. Attention should shift to other emerging risks, like cybersecurity and climate resili
23、ence, which should be included in an expanded definition of financial risk. This conversation should also encompass the entire life cycle of an asset to ensure that the costs, benefits, risks and mitigation are properly matched with current trends and desired outcomes. This new approach to risk shou
24、ld also be twinned with defining the ways emerging technologies can help mitigate these risks and provide new benefits in both financial and non-financial ways. To help ease concern over adoption, leveraging new technologies should be thought of in terms of risk and also in terms of uncertainty. It
25、is important to also emphasize the benefits technology creates, which will help attract attention from project developers, sponsors and financiers.One way to understand what parameters these new cost-benefit analyses should include is to use existing global frameworks, such as the United Nations Sus
26、tainable Development Goals, as a basis. The appetite for environmental, social and governance (ESG)-related investments is increasing. The door to genuine ESG capital could open if frameworks that deal with topics like climate risk and social considerations are used to assess infrastructure projects
27、.TABLE 6Example of this recommendation in practiceNameObjectiveRelevanceThe Business Case For Life Cycle ThinkingTo illustrate the important role that life-cycle thinking has played in improving the private sectors environmental credentials and commercial resultsThis compilation of success stories f
28、rom diverse businesses exhibits life-cycle thinking and provides real-world examples of how reframing cost-benefits analyses can result in environmental and commercial success. s: uploads/2019/03/unep nairobi V7-LR.pdf1.3 Building sk川s and educationProject industry needs into the future to understan
29、d the new or retrained roles, teams and departments requiredBefore industry can fully embrace innovation on a large scale, it needs to understand how its workforce must change. As regards integrating new technologies, skills and competencies of human capital are often more important than the technol
30、ogy itself. What can employees do to improve a business with a given piece of technology? The first step is to apply a forwardlooking lens to understand the future needs of a technologically enabled organization, often with the help of partners in academia and professional industry associations and
31、accrediting organizations. These crucial allies can help ensure that learning occurs at all stages of a career, and that relevant accreditations and credentialing standardize employee training practices.It is crucial to delineate the specific competencies required to leverage emerging technologies i
32、n order to build teams around them. This creates the space for companies to match their workforces with the needs of the future. However, the implementation of these steps varies in difficulty, depending on where one sits in the value chain. For example, for infrastructure operators, the incentive t
33、o retrain employees is clear with relatively distinct upfront benefits. For contractors, however, the decision to reskill workers requires rethinking the business strategy and return on investment that take longer to become clear. To assist with this, making these training and upskilling programmes
34、work in tandem with the overall digital transformation could be helpful. It is also essential to ensure that technological on-boarding trainings are cross-disciplinary to break down silos.TABLE 7Example of this recommendation in practiceNameObjectiveRelevanceThis programme develops a competency fram
35、ework and educational outputs to enable city managers to better use built environment data and emerging technologies, informing decision-making in urban planning, management and service delivery.Ove Arup Foundation- Cambridge Centre for Smart Infrastructure and Construction (TOAF-CSIC) Digital Citie
36、s for ChangeTo create public value with responsible digitalization in the urban built environment s: www-smartinfrastructure.eng, cam. ac-uk/proiectsard-casestudies/dc2diaital cities-chanqe9. Promote an impact-focused industry narrative that is matched by updated curricula to attract a new generatio
37、n of talentIn alignment with a more outcome-focused model for developing infrastructure and understanding infrastructures place within a system of systems, companies should promote their role in helping build a better society. Infrastructure developers have a compelling story to tell. Infrastructure
38、 is key to winning the fight against climate change, setting cities and countries up for economic success, and ensuring that the built environment, society and nature are connected in an equitable and just way. There are many bottlenecks on the journey from government policy commitments to the imple
39、mentation of plans that achieve tangible impacts towards Sustainable Development Goals. Engineers have a special role in closing the implementation gap and operationalizing these goals. Companies should highlight the role they play in creating better outcomes for society and focus on infrastructures
40、 part in addressing issues like the environment, economic inequality and social equity. It is also important to acknowledge the externalities of industry activities and ensure that transparency and accountability are practised.Academia should work hand in hand with industry when building programmes
41、to guide graduating students into the field. It should seek to motivate and inspire by emphasizing the broader effect of infrastructure development on the world, and work with professional bodies to ensure that curricula are nimble enough to remain relevant in an industry that fully embraces change.
42、Upskill the boardroomsOne of the most important steps is convincing senior management that integrating technology at all levels is imperative. This means teaching senior executives the value and importance of adopting technology across infrastructure system life cycles. In practice, this includes in
43、stilling an understanding of the importance of data maintenance and usage in management. This can involve hiring a chief data officer to unite the IT and data components of the business, lead internal digitalization efforts and coordinate enterprise digital strategies. This can also be done by diver
44、sifying corporate boards to integrate technology-focused voices and ensure the highest levels of the organizations remain on the leading edge.Companies should also use reverse mentoring to improve tech knowledge from the front line upward. It is often the fresh-from-university, new-to-the-job employ
45、ees that have a natural handle on the latest technologies disrupting the business. Connecting them with other employees in the organization, particularly at higher levels, can help disseminate technological know-how throughout a company.12. Build a technologically savvy field of study focused on inf
46、rastructure engineering and information management A new discipline of professionals in infrastructure information is required, integrating infrastructure and information management disciplines, and enabling the future development of infrastructure for the public good.Helping prepare students for a
47、technologyforward, outcome-focused industry is crucial. This effort should include building ontologies (a set of concepts and categories that can help to understand a subject) and studying information quality management, as well as encouraging the application of systems-thinking strategies. The skil
48、ls needed to manage information are the same across infrastructure sectors yet, for most organizations, information management is a missing process. Practitioners know how to use technologies, but they have little understanding of the underlying data models and protocols. There are insufficient prog
49、rammes of study that incorporate the development of skills in data and information management, which would enable organizations to develop the capabilities to put required processes in place. The true infrastructure programmes at universities are few, and many of them are heavily focused on engineering rather than information. Holistic programmes are needed that e