Kyle A. Frazier CG/LA Infrastructure June 3-4, 2015

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1 Kyle A. Frazier CG/LA Infrastructure June 3-4, 2015

2 Infrastructure is An internal framework for a country s economy A catalyst for progress A creator of opportunities for all Our Mission at CG/LA: To support the doubling of global infrastructure investment by 2020 and ensure that collectively, we receive the maximum benefit from that investment Quantity and quality of infrastructure investment are both critical. Photo Texas Central Railway & Dallas Business Journal

3 U.S. Dept. of Homeland Security the assets, systems, and networks, whether physical or virtual, so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination thereof. CG/LA critical infrastructure strategic infrastructure! critical not only because of risk but also opportunity Strategic projects are the building blocks for the future Economic development and human development Long-term investment perspective Foundation that supports rising development levels -- and keeps the pipeline full of new projects well into the future

4 Estimates of Needed Infrastructure Investments, $ trillion, constant 2010 dollars Infrastructure Spending as a Percentage of GDP Source: OECD; IEA 2011; International Transport Forum, Global Water Intelligence; McKinsey Global Institute analysis. Reprinted from Infrastructure Productivity: How to Save $1 Trillion a Year, McKinsey, Source: US Looks to work with China-Led Infrastructure Fund, Wall Street Journal, March 22, Data from McKinsey Global Institute.

5 Seriously Deficient LA Average 14 Deficient 54 Argentina Brazil Chile 0 27 Colombia Mexico 7 44 Peru 7 71 Guate 3 72 DR Latin America CIC 2014: More than 50% of respondents in each country, except Chile and the Dominican Republic, rate their country s infrastructure as deficient Survey sponsored by IDB and Trimble.

6 Eight Key Criteria Consensus Vision Public Sector Technical Public Sector Strategic Great Projects Leadership Long-Term Performance Local EPC Local Equity

7 Percentage Responding Yes Argentina Brazil Chile Colombia Mexico Peru Guatemala DR Responses a mixed bag: among large countries, Argentina and Brazil don t have an adequate pipeline - for the other countries the problem is elsewhere Survey sponsored by IDB and Trimble.

8 GlobalVIP: Engage the world of infrastructure!

9 Digital platform developed by CG/LA Global coverage All critical infrastructure sectors Tool for connecting with Infrastructure experts Infrastructure projects

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13 Targeted marketing of services/products based on project specifics.

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15 13 th Latin American Infrastructure Leadership Forum June 9-11, 2015 in Antigua, Guatemala 7 th North American Infrastructure Leadership Forum October 28-30, 2015, Washington, D.C. 9 th Global Infrastructure Leadership Forum February 24-26, 2016, New York City Dynamic infrastructure marketplaces focused on significant project opportunities and connecting the professionals to help those projects move forward.

16 Official public launch end of June 2015 Contact Kyle Frazier for more information. 18-month initiative to design a robust infrastructure build through the next two U.S. election cycles Infrastructure as a top 3 national priority 50-state, 100-nameplate effort organized around a core Leadership Group of member CEOs Private sector membership, public sector advisory IDB Infrastructure 360 Awards Helping IDB manage 2016 award cycle Only infrastructure sustainability awards in the Americas

17 CG/LA Infrastructure GlobalVIP

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19 1. Consensus Vision is the ability of the government or political system to build, and then consistently project a consensus vision for the future of a country s infrastructure including the ability to connect that vision to long-term economic success. 2. Public Sector Technical Capacity is defined as the ability and skills that public sector officials possess for assessing projects in terms of design, engineering, finance, performance and bid structuring. Also involved in this criterion is the organization of the public sector, including technical capacity across relevant agencies, and the capacity for facilitating private sector involvement in infrastructure project finance, development and/or operation. 3. Public Sector Strategic Capacity is defined as the ability (and willingness) of public sector decision-makers to push through obstacles to get projects done. This is differentiated from the question above in that there is a significant distinction between technical capacity and moving outside the lines - when necessary - to get things done. 4. Great Projects describes a country's confidence in creating transformative projects that stretch a country s capabilities, redefining productivity and competitiveness. These are the imaginative projects that define a country, and its image of itself in the world. These projects push the envelope.

20 5. Leadership is the capacity of political leaders to identify and address potential roadblocks, including the management of the politics and finances necessary to complete projects, before these become roadblocks affecting project schedule and budget. 6. Long-Term Project Performance describes the financial and physical performance of infrastructure projects through their life cycles. This goes to reputation - and whether a country, or a state, is seen as a good place to expend expertise, resources and money. 7. Local Engineering, Procurement and Construction firms (EPC) - describes the quality of local EPC firms, given that infrastructure is a local business, and domestic firms are critical to the design, cost and performance of infrastructure investments. 8. Local Equity capacity describes the availability, appetite, capacity and overall role that local investors, including pension funds, play in the development and financing of infrastructure projects.

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22 Available through the Help tab in GlobalVIP.