The Economist Corporate Network

Climate Impact & Sustainability Data (2010-12 to 2036, 2019)

Increased to 77% the proportion of Sydney residents who can access a Major Centre, Regional City or Global Sydney within 30 minutes by public transport (reducing carbon emissions implicitly)
Ensured 85% of greenfield land released was in the Growth Centres, helping contain Sydney’s urban footprint
Implemented the Metropolitan Transport Plan’s $50.2 billion in projects and enhancements (implicitly reducing emissions through improved transport)

Strengthened Sydney’s position as one of the world’s most liveable cities
Ensured at least 113,000 new homes can be built at major sites in established suburbs
Planned or commenced major urban renewal across Sydney (improving social infrastructure)

Gazetted more than one quarter of metropolitan councils’ standardised LEPs, delivering the Metropolitan Strategy’s housing and job capacity targets
Established new mechanisms to achieve urban renewal (Sydney Metropolitan Development Authority and the Urban Renewal State Environmental Planning Policy)
Strengthened strategic infrastructure planning processes

Integrated, long-term planning framework
Strengthening the city of cities approach
Growing and renewing centres
Transport for a connected city (including $50.2 billion transport plan)
Housing Sydney’s population (70% in existing areas, 30% in greenfield)
Growing Sydney’s economy (focus on Western Sydney)
Balancing land uses on the city fringe
Tackling climate change and protecting Sydney’s natural environment (climate change adaptation strategy)
Achieving equity, liveability and social inclusion
Delivering the plan (integrated decision-making, streamlined processes)

Increased emphasis on "green" investment and "zero tolerance" of corruption in BRI projects.

Focus on building local industrial capacities and creating job opportunities in BRI projects.
Increased engagement with local communities in BRI projects.

China encouraging local companies to comply with international rules and standards.
Adoption of formal lending rules similar to multilateral development banks (MDBs).
Increased openness of BRI projects to international players.

Risky political, economic, and operating environments in BRI countries.
Corruption and bribery.
Sudden changes in local laws, regulations, or policies.
Delays due to political events or inefficient governments.
Security threats and breaches.
Tensions between China's approach to managing international projects and the interests of local communities.
Geopolitical risks (e.g., international pressure on BRI projects).

Conducting detailed market feasibility studies and rigorous project risk assessments.
Building strong partnerships with local companies.
Developing in-depth legal and regulatory expertise.
Understanding political dynamics and managing risk throughout the project’s life cycle.
Systematic risk identification, mitigation, and management approach throughout the project life cycle.
Considering a project’s lifetime costings and factoring in future operational and maintenance costs.