B&R projects are open to all countries beyond the 65 developing nations along the 6 economic corridors. It will have an impact on a population of about 4.4 billion and one third of the global economy.
The size and complexity of B&R projects means that enterprises from both China and along the B&R will seek to partner with foreign companies which have globally recognized skills and capabilities, as well as experience in managing complex international engagements.
However, identifying the right B&R project and preparing for success raises a number of complex questions.
Changes in political regimes or in bilateral relations between countries involved in B&R during a project’s lifespan.
Funding gaps and host countries’ varied ability to repay loans, exacerbated by higher capital and debt service ratios of B&R projects.
A lack of experience in delivering and managing complex transnational projects, leading to delays and cost overruns.
Conduct realistic economic modelling to establish the business case viability of a B&R project.
Assess the maturity and future plans of the surrounding infrastructure.
Evaluate how the proposed B&R project complements the company's existing infrastructure portfolio and overall growth objectives.
Establish contingency plans to manage short term disruptions and plan for lengthy project lifespans.
Build strong and respected relationships with local authorities and align with national interests in order to effectively navigate political pressure points.
Work with local companies with proven track records and established connections with key local stakeholders.
Establish trust among all stakeholders to dilute the burden of shouldering potential risks.
Infrastructure and Belt & Road Lead, Principal, PwC Strategy& China
Tel: +86 139 1082 5448