The FAST-Infra Label is a globally applicable labelling system designed to identify and evaluate sustainable infrastructure projects, with the overarching objective of supporting infrastructure and creating a liquid asset class. It aims to enable all market players, including developers, operators, and investors to show the positive impact of an infrastructure asset, and attract investors seeking assets which positively contribute to sustainable outcomes. A key motivation behind the FAST-Infra Label is not to reinvent the wheel, but to build on existing standards, frameworks, and taxonomies to create a comprehensive framework and set of sustainability criteria that takes into account best practices and evolves with changes in the market. To account for this, the label is based on an extensive mapping against 25+ leading standards, frameworks, and principles in the market.

The Blue Dot Network aims to help mobilise private sector investment by identifying and encouraging market-driven, transparent, and sustainable infrastructure projects. It establishes a voluntary, private-sector focused, government-supported project-level certification that aligns with the G20 Principles for Quality Infrastructure Investment, the UN Sustainable Development Goals, the International Finance Corporation (IFC) Performance Standards, the Equator Principles, the OECD Guidelines for Multinational Enterprises, and the OECD Recommendation on the Governance of Infrastructure. The Blue Dot Certification Framework is currently being piloted on a number of infrastructure projects across different regions and sectors.

Build4Skills aims to improve the integration and therefore available opportunities for technical and vocational education and training in infrastructure project delivery. Build4Skills deploys TVET students to construction sites and trains in-company instructors on didactics, occupational safety and gender sensitivity. The Build4Skills Toolkit is based on the experiences of the cooperation of the project with the Asian Development Bank on infrastructure sites in Mongolia and Pakistan. It derives recommendations on how to implement similar projects elsewhere and  like this aims to support MDB’s and other actors to procure their infrastructure projects in a way that contributes to skill and economic development. To do so, it summarizes the Build4skills implementation practice, offers guidance on how Build4Skills can be applied in additional construction projects in the future, and provides an outlook on how this Toolkit and the project’s approach can be further developed. It highlights a delivery framework based on four components to plan and execute a Build4Skills project and two design principles that pervade all four stages.

The PIEVC (Public Infrastructure Engineering Vulnerability Committee) Protocol was first developed in 2005 by Engineers Canada (Canada’s Engineering Association). In 2012, the PIEVC got divested hat been taken over by a consortium (ICLR, CRI and GIZ). PIEVC is a 5 to 8 step climate risk assessment protocol for all types of physical infrastructure to be applyed either in early plannig stages or throughout operations and maintenance. Since 2005, it has been applyed more than 200 times, including applications outside Canada in Brazil, Costa Rica, Vietnam and the Nile Basin region.

The toolkit provides guidelines for the identification as well as mitigation of climate risk and leveraging opportunities to improve the (climate) resilience and productivity of infrastructure throughout the whole lifecycle of a private-public-partnership (PPP) project. The PPP project lifecycle is broken down into four stages in the toolkit:(1) project identification, (2) business case, (3) transaction structuring and (4) contract management. For each project stage, the reader is provided with relevant climate-related aspects. Through several tools, frameworks and templates, the toolkit empowers the user to assess as well as quantify risks monetarily and mitigate them within the context of a PPP project structure.

This guidance on gender mainstreaming in transport and roads provides specific ‘how-to’ guidance together with checklists across the project lifespan in four subsectors (roads, non-motorized transport and pedestrian infrastructure, transport systems, and ports), with context-specific Asia and Pacific regional information and case studies to showcase what socially-inclusive and gender-equitable infrastructure designs look like on the ground. It is part of a practical series of how-to guides and checklists specific to the Asia-Pacific region.

This guide introduces to the United Nations gender mainstreaming principles; why it is important to mainstream gender; the business case for gender mainstreaming; and an overview of the project life cycle. The document describes in detail each stage of the project life cycle and addresses key gender mainstreaming and social inclusion considerations. It is part of a practical series of how-to guides and checklists specific to the Asia-Pacific region.

The PPP Reference Guide helps users to navigate the abundant knowledge on Public Private Partnerships. The Guide introduces key topics on PPP, sets forth options and directs users to implementation examples and references. The three modules of the Guide (1) explain the reasons for using PPPs, (2) point to the necessary policy, legal and institutional frameworks to ensure that PPPs achieve their objectives and (3) provide an overview of the development and implementation processes of PPPs.

The report “A Common Set of Aligned Sustainable Infrastructure Indicators (SII)” identifies the sixteen common elements used by multilateral development banks to define sustainable infrastructure practices across the quadruple bottom line. The SII provides insights into how stakeholders can incorporate the indicators into their infrastructure projects and monitor sustainability performance throughout the infrastructure lifecycle. Moreover, the SII sets forth how reaching the sustainability indicators can help mobilize public and private investments.

The objective of the toolkit “Driving Change through Public Procurement” is to enable public procurement policy makers, buyers and contract managers to implement requirements to promote respect for human rights by their suppliers. The toolkit highlights how such requirements can be incorporated across different stages of the procurement cycle, outlining a general approach relevant to different legal and market contexts that can be adapted to national specificities. The toolkit offers specific guidance for (1) policy makers and (2) procurement practitioners.