Actualités

Octobre 2025
Banque Interaméricaine de Développement (168 pages).

Latin America and the Caribbean face weather variations and natural disasters that increasingly disrupt transport, energy, water, and sanitation services and disproportionately harm the most vulnerable populations. This volume, From Risk to Reliability: Resilient Infrastructure Services to Face Nature's Challenges, offers a comprehensive framework for action to invest better, not just more, in resilient infrastructure.
Resilience refers to the ability of infrastructure systems to anticipate, absorb, adapt to, and quickly recover from shocks, while learning over time. It is not indestructibility but an adaptive approach that weighs social costs and benefits under uncertainty to reduce risk, protect the continuity and quality of service, and speed recovery.
The report diagnoses the risks and vulnerabilities that infrastructure systems face in the region. It shows how gradual climatic changes (rising temperatures and sea levels), extreme weather events (such as droughts, storms, and floods), and geophysical disasters (such as earthquakes) affect both the demand and supply of infrastructure services. Beyond asset damage, disruptions to service provision generate cascading effects on households, firms, and the broader economy. The report then reviews the policy and technical toolkit available to embed resilience across planning, design, operation, and maintenance, including discussions on the need for updated standards, risk-based prioritization, adaptive planning, network diversification, and redundancy. It also covers the role of nature-based solutions and demand-side adaptation measures. Finally, the report examines the funding and financing mechanisms needed to close the resilience investment gap, calling for innovation on both fronts. It underscores the importance of robust enabling environments to attract and sustain investment at scale. However, unlocking the full potential of resilient infrastructure requires not only mobilizing more capital but also aligning funding structures with the unique characteristics of resilience investments.
These three dimensions are interdependent: effective resilience integrates robust risk assessment, adaptive planning, and innovative finance, supported by capable institutions, cross-sector coordination, and evidence-based policymaking. The stakes are high, but the payoff is clear: investing in resilience lowers lifecycle costs, safeguards service continuity, and opens new opportunities, especially for the most vulnerable. The report provides a technically grounded, actionable path to move from risk to reliability while setting a focused research agenda to close remaining evidence gaps.

Septembre 2025
Mc Kinsey (56 pages).

Infrastructure is a critical enabler of long-term global economic growth, supporting prosperous societies, elevated standards of living, and every modern industry. But the ongoing expansion and evolution of what infrastructure comprises has transformed its definition, demanding a fundamental mindset shift among governments, investors, and industry operators about how to fund, build, use, and maintain it. Even as infrastructure verticals are evolving individually, their new intersections form another aspect of evolution.
McKinsey estimates that a cumulative $106 trillion in investment will be necessary through 2040 to meet the need for new and updated infrastructure. The required investment spans seven critical infrastructure verticals, with transport and logistics requiring the largest share ($36 trillion), followed by energy and power ($23 trillion), digital ($19 trillion), social ($16 trillion), waste and water infrastructure ($6 trillion), agriculture ($5 trillion), and defense ($2 trillion).
A confluence of global forces is accelerating the need for infrastructure investment. Outdated assets, rapid urbanization, geopolitical shifts, and technological advancements are exposing the limitations of yesterday’s infrastructure.
These forces are also changing the very definition of infrastructure. Traditionally, the term has been synonymous with assets such as power grids, roads, ports, and bridges. More recently, advances in technology have meant that newer assets such as fiber-optic networks, hyperscale data centers, and electric-vehicle charging stations are increasingly vital. These modern types of infrastructure share traits with “traditional” infrastructure, including long lifespans, significant initial investment, predictable and resilient cash flows, and critical economic roles.
A supporting layer of specialized services — maintenance, inspection, compliance, and remote monitoring — ensures these assets remain operational and are increasingly considered to be infrastructure as well. Governments and investors must fund these supporting services alongside critical assets.
At the same time, the boundaries between infrastructure verticals are blurring. Many of today’s most critical needs — such as infrastructure to support the deployment of artificial intelligence and the energy transition — exist at the intersections of the verticals. This report explores these intersections in depth and reveals why a siloed approach to infrastructure planning and investment may no longer be viable. Governments, investors, and operators will want to reflect on these interconnections and pursue integrated strategies that best deliver the mix of infrastructure that society needs to prosper.
Private capital is playing an increasingly important role in delivering infrastructure that sits at these intersections and within verticals. Private infrastructure assets under management surged from about $500 billion in 2016 to $1.5 trillion in 2024, reflecting its new position as the most desired asset class for increased investment. Investments will focus within and at the intersection of seven critical verticals, which this report explores in depth: energy, power, and resources; transportation and logistics; agriculture; digital and communications; waste and water; social; and defense.
To mobilize capital at the required scale, stakeholders can adopt clear, practical, and novel strategies. Policymakers can consider meeting the moment and strategically prioritizing verticals by creating frameworks to attract private capital, streamlining regulatory processes and repurposing underused assets. Investors can broaden their scope by embracing cross-vertical plays and thematic investment opportunities while considering new financing structures that align with long-term asset performance.
Finally, infrastructure operators should strive for efficiency gains and improved asset resilience by integrating technology solutions. The next decade will be a defining one for global infrastructure. Those who act decisively today will shape the future of connectivity, economic growth, and societal well-being for generations to come.

Août 2025
Deloitte (40 pages).

Global transportation networks face significant challenges even as they struggle to plan for and integrate innovative technologies and transportation modes. Growing cyber vulnerabilities, antiquated technology, and more frequent and intense weather events are battering an aging network of roads, bridges, rail, runways, and transit lines.
Decades of rising use and deferred maintenance have left transportation infrastructure worldwide in a precarious state. The American Society of Civil Engineers’ 2025 Infrastructure Report Card graded most of the US’ surface transportation and aviation assets either mediocre, requires attention or poor, at risk, reflecting safety and reliability concerns.
Infrastructure in many other countries and regions is equally troubled, marked by collapsing bridges, crumbling roads, and growing sustainability and manmade threats. Governments face uncomfortable arithmetic.
Maintenance backlogs are growing, megaprojects are becoming costlier, and electrification and hybrid working patterns are eroding traditional revenue pillars: fuel taxes and urban fares. Today, increasingly as capital needs surge to make existing infrastructure weather-resilient, public balance sheets are stretched by post-pandemic debt, geopolitical tensions, energyprice volatility and social protection needs.

Juillet 2025
Allianz Research (31 pages).

Over the next decade, the global economy will need to invest nearly 3.5% of GDP per year (USD 4.2trn) to future-proof social, transport, energy and digital infrastructure against megatrends such as urbanization, supply-chain disruptions and AI-driven digitalization. Demographic shifts and urbanization are key drivers for infrastructure demand in emerging markets, while aging infrastructure needs an upgrade in developing markets. At the same time, geopolitical tensions and pandemic disruptions exposed the fragility of supply chains, prompting the US and Europe to reshore or “friendshore” some critical manufacturing, spurring demand for domestic manufacturing facilities and associated logistics infrastructure (warehouses, ports, rail). Digital infrastructure is already struggling to keep up with the surge in power demand as data centers multiply at a record pace amid the AI boom. We estimate that the US needs to invest over USD1trn over the next 10 years on non-energy infrastructure, especially on roads. China needs to reach USD1.5trn, while India will require approximately USD1trn. France, Germany, the UK and Spain need to invest a combined USD0.5trn. Overall, the global economy will need to spend USD11.5trn over 10 years, with two-thirds of that total required in emerging economies. Latin America exemplifies this dynamic: the region faces distinct infrastructure needs driven by rerouting, friendshoring and trade diversification, yet developers must also navigate elevated risk levels.
The global push to cut carbon emissions and electrify our economy is the major catalyst for infrastructure investment, reaching between USD26trn and USD30.2trn by 2035 (69% of the total). Despite a doubling of renewable generation investment over the past decade, infrastructure development – such as grids and storage – has lagged, creating bottlenecks and driving up system costs. In Europe alone, an estimated USD110–150bn will be needed annually to develop electricity networks and energy storage, with major investments directed toward distribution and transmission grids and cross-country interconnections.. Globally, the annual energy infrastructure investment gap remains at USD1.5trn, with underinvestment particularly acute in the U.S. and emerging markets. Bridging this gap is essential not only to meet rising power demand, but also to align with climate goals and enhance energy security.
Against this backdrop, private capital has moved from gap-filler to the cornerstone of global infrastructure finance, with unlisted assets under management surging from USD1.5trn in 2024. Investors are pivoting from traditional transport and utilities toward energy-transition and digital platforms (grids, storage, data centers, fiber). Beyond capital, this shift brings lifecycle efficiency, delivery discipline, and risk-sharing via public-private partnerships, direct ownership, and a fast-growing private infrastructure debt market. Allocations are now segmented by risk, targeting steady, inflation-linked cash flows rather than private-equity-like upside. Most investors aim for 6–10% returns, consistent with our 8–10% forward view.
The next phase of global infrastructure investment must be defined by both ambition and execution. While mobilizing 3.5% of global GDP annually is necessary, it is not sufficient. Now, what matters is aligning capital, policy, and system design to overcome the real-world constraints that continue to slow delivery. The barriers are increasingly structural, ranging from permitting delays and grid congestion to fragmented regulatory frameworks and institutional capacity gaps in EMDEs. Addressing these challenges will require a dual shift. First, governments must fast-track permitting and land-use approvals, harmonize remuneration and regulatory frameworks across jurisdictions, and introduce fast-track mechanisms for priority infrastructure. Simplifying and digitizing procurement processes can reduce lead times and improve transparency. Enhancing project preparation facilities and technical assistance, particularly in lower-income regions, will be key to moving projects from concept to bankability. Strengthening the capacity of subnational authorities and state-owned enterprises, which are often key implementers, is equally critical. Investors must transition from broad allocations to more targeted, theme-based strategies that focus on energy systems, digital infrastructure, resilient urban mobility, and social infrastructure to deliver resilient, inflation-linked returns. Greater use of blended finance and risk mitigation tools is also required to mobilize capital at scale in high-risk regions. Without this alignment, execution will remain the bottleneck. System costs will rise, stranded assets will proliferate, and the gap between infrastructure ambitions and physical delivery will continue to widen.

Juillet 2025
Deloitte (27 pages).

Total revenue obtained by the GPoC in 2024, amounted to US$1.978 trillion, slightly below 2023 levels (1% decrease in US$, 0.8% increase in local currency).
In terms of its geographical distribution, 51.2% of revenue relates to companies based in China, with the remaining revenue coming from Europe (22.0%, particularly from France and Spain), Japan (9.1%), the United States (8.8%) and South Korea (4.7%). These percentages remain consistent with the previous year, although a 5% decrease in US$ revenues obtained by the Chinese GPoC as well as an increase in the other significant geographical areas would be noted.

Juillet 2025
Banque Interaméricaine de Développement (36 pages).

This paper investigates the impact of public-private partnership (PPP)-enabling conditions on infrastructure development in Latin America and the Caribbean (LAC). Using a unique longitudinal dataset, this study analyzes how institutional conditions in 26 LAC countries influenced PPP investment activity between 2009 and 2022. The findings indicate political and social will, along with institutional capacity, are significant predictors of PPP investment, while market reliability, transparency, governance mechanisms, and regulatory regimes, although important, are less impactful. These findings highlight the critical importance of political stability and strong institutional frameworks in driving PPP investment activity in the region.

Juillet 2025
Roland Berger (32 pages).

Despite another challenging year for infrastructure investment in 2024 and a relatively soft start to 2025, investors remain cautiously optimistic about a recovery. After a resilient 2022 and a sharp decline in deal activity in 2023, expectations were high for a rebound in 2024. However, persistent financing challenges led to further declines in both deal count and size - unlike the rebound seen in private equity buyouts during the same period.

Juillet 2025
PPIAF, Banque Mondiale (22 pages).

Présentation powerpoint de Monica Bennett, Infrastructure specialist.

Juin 2025
Deloitte (42 pages).

Around the globe, infrastructure systems are under growing pressure – from extreme weather events and aging assets to the demands of the energy transition, urbanization, and accelerating technological change. Yet amidst these challenges lies a significant opportunity: to envision and create infrastructure that is more resilient, intelligent, and adaptable.
Artificial intelligence (AI) is rapidly transitioning from being experimental to being an important part of the solution. Leaders are recognizing AI not just as a technical innovation, but one
of the strategic tools that can be used to make infrastructure systems more resilient. Whether through predictive maintenance, digital twins, or AI-enabled early warning systems, AI is helping public and private sector leaders make faster, smarter and more accurate decisions – and in doing so is helping to mitigate risks, reduce costs, lower recovery times, and maintain vital services to support thriving societies and economies.
Examples are already emerging, like the use of digital twins in city planning to simulate flood occurrences in different extreme weather scenarios, demonstrating what’s possiblewhen advanced technology is embedded into infrastructure strategy.
The potential of AI is vast. With the right vision and ecosystem collaboration, it can help leaders build infrastructure that’s stronger, more efficient, more sustainable and futureready. Progress comes when infrastructure stakeholders – including policymakers, planners, operators, investors, technology providers, and insurers – move beyond experimentation and
pilots to help scale AI adoption with confidence.
The timing is right. Ecosystems are evolving. Solutions are maturing. The value proposition is clear. AI can be both a tool for innovation and a strategic enabler of resilience.

Mai 2025
Banque Mondiale (142 pages).

Developing countries increasingly understand the need to strengthen their infrastructure. However, individual projects struggle to secure funding as it is hard to measure the benefits of resilience. Adaptation efforts often come with extra costs, and limited financing options make these expenses a major challenge. A stark imbalance persists between mitigation and adaptation financing. In 2022, adaptation finance amounted to just one-eighteenth of mitigation finance. Climate mitigation, being a global priority, attracts more attention and funding, with donors from developed countries providing grants or purchasing carbon credits from developing countries to offset global emissions.
This report presents information on 42 global financing facilities, 33 public funds, and 29 tax measures, offering valuable insights into financing transport resilience in developing countries. It aims to support the World Bank transport team and policymakers in developing countries by providing a clearer understanding of current resilience financing resources and challenges.
It emphasizes the need for a combination of innovative approaches, strategic partnerships, and diverse funding sources to address this critical challenge effectively. It also proposes potential solutions to bridge the gap in transport resilience finance and implementation.

Mai 2025
PPIAF, Public-Private Infrastructure Advisory Facility du Groupe de la Banque Mondiale (164 pages).

Global private investment in infrastructure projects in primary markets rose notably in nominal terms in 2023, increasing by 10 percent. The majority of this growth took place in developed markets, while low- and middle-income countries (LMICs) experienced a slight decline. This marks a continuation of strong post-pandemic growth, with investment levels significantly higher than the five-year average (2018-2022).
However, infrastructure delivery costs have increased significantly in the meantime — potentially 10 percent above inflation based on the construction cost index across G20 countries — necessitating a cautious interpretation of the trend especially for greenfield projects.
Meanwhile, secondary market investments declined by 17 percent in 2023, largely due to reduced acquisition activity, a reflection of the impact of higher interest rates on asset valuations. The share of LMIC countries for secondary market continued to decrease slightly and only represented around 12 percent of the global volumes. Preliminary data for 2024 indicates some significant rebound for secondary activities as many central banks globally initiated interest rate cuts, driven by declining inflationary pressures.

Mai 2025
Arcadis (29 pages).

Political and economic uncertainty has increased dramatically. In times like this, the easiest reaction for many clients is to wait and see. But development is essential to meet the needs of a growing population and a rapidly evolving economy. There is a risk that opportunities for well-timed and profitable development could be missed through delay.
From the rebuilding of Los Angeles to the creation of new multifamily housing in cities like Toronto and Manchester, and the adaptation of existing buildings in New York and London to meet changing client expectations, a constant cycle of building is an essential part of the resilience and adaptability of the modern economy.
Some markets, including the data center market, continue to boom. However, for many sectors, the mood is more hesitant. High financing costs, ongoing economic uncertainty and the lingering effects of the pandemic on how space is used have created a challenging environment for development. Rising tariffs and other trade barriers risk compounding these issues, further slowing growth. The consequences are far-reaching — from a deepening housing crisis to growing gaps in healthcare, education and commerce as owners struggle to adapt their existing buildings to meet rapidly evolving needs.
It has become significantly more challenging for visionary clients to advance new projects, as assembling teams and securing development financing become increasingly difficult in an uncertain and unpredictable environment. But clients aren’t powerless, and there are many steps that can be taken to have better control over of their projects. By aligning proposals with real market needs and partnering with designers and other consultants who understand how buildings function and how people and the environment interact with them, clients can create more resilient, future-ready developments.
With the help of experts in data and AI, it’s possible to identify the critical success factors that drive both viability and long-term performance. At the same time, project teams can harness the power of digital platforms to develop proposals to a higher level of maturity — giving contractors and investors the confidence that plans are robust, deliverable and investment-ready before construction begins.