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Washington DC 2020: Integrating climate risk management across infrastructure and real estate assets
Pursuing new solutions in major projects and infrastructure
McKinsey’s Global Infrastructure Initiative (GII) is a community of the world’s most senior leaders in infrastructure and capital projects, committed to identifying tangible ways to improve the delivery of essential infrastructure.
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The project of the future
Digital analytics and transformation
Collaborative project delivery
Leadership and workforce development
Assessing the sector perspective
Voices
Leading capital organizations are reimagining the way they work and the technologies they use to unlock value. As large-scale change looks increasingly inevitable for the sector, can you afford to wait?
This report recaps the best ideas of the 2021 GII Summit and shares the voices and perspectives of leaders from across geographies and sectors.
The hyperloop is a proposed mode of on-demand, all-electric, and autonomous transportation that moves people and goods at speeds up to 670 miles per hour through a low-pressure tube.
Roundtables
Bringing together experts to solve critical regional issues.
Washington DC 2020: Integrating climate risk management across infrastructure and real estate assets
Climate-related risks are increasing for infrastructure and real estate assets, both from the physical impacts and from the need to transition to a low-carbon future. Recently released research from the McKinsey Global Institute suggests that physical risks may increase the operating costs and climate related damages of some assets by as much as 10 times, indicating potential for significant variations in asset values in the coming decades. Investors and asset operators will increasingly need to incorporate climate intelligence into how they select assets, underwrite deals, operate and manage individual assets and portfolios over time.
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Global industry trends—such as digitization, industrialization, vertical and horizontal consolidation, and rising technology investment—are poised to dramatically disrupt all stages of the project life cycle. Rather than having independent project stages, the project of the future could operate as a single production system where technology will be integrated from design, procurement and planning through to construction, commissioning and operations. In a post-COVID world, how do we prepare for the projects of the future and manage the inevitable disruption?
