This essay examines the AIIB’s approach to investing in sustainable infrastructure (SI). The main argument is that the AIIB is taking a hybrid layered approach to SI investment. On the one hand, the Bank is following the ‘do no harm’ pathway of the traditional MDBs, of using safeguards to avoid and compensate adverse social and environmental impacts. On the other hand, it is pursuing innovation, and a more transformative agenda, that encourages investment in SI projects that generate broader, positive developmental spillovers. In pursuing its hybrid agenda, the AIIB is developing its own multi‐layered safeguards regime to ensure smooth and strong SI investment, and alignment between the Bank’s overarching strategic policy, its ESF, sector and thematic strategies, and projects. The analysis also details three ways in which the AIIB stands out from other MDBs for how it is ‘trying new things’ with its approach to SI investment: first, is how ‘economic sustainability’ is one of the main considerations for project selection alongside environmental, social and governance sustainability; second, how the Bank has integrated social and indigenous and oversight safeguards into its ‘environmental and social framework’ (ESF); third, its creation of large‐scale public‐private Funds for green finance and climate finance.
As BRICS advances into its second decade of existence, it transitions from a multilateral alignment to bilateral arrangements among the five members. This ‘bi‐lateralization’ of BRICS expands the ‘menu’ of the BRICS ‘multilateralism à la carte’ by allowing members to limit cooperation when their interests diverge and to benefit from collective action through BRICS when their interests converge. This paper argues that, from the standpoint of countries like Brazil, the India–China border dispute and broader competition in the Indo‐Pacific demonstrate the ‘bi‐lateralization’ of intra‐BRICS relations as they thwart the development of a common narrative on issues like global health, security and trade. Contrarily, the bi‐lateralization of BRICS also gives members more flexibility as they manage various domestic and international challenges, which is crucial for the grouping’s survival. The experience of the BRICS‐led New Development Bank (NDB) illustrates how the five countries can still cooperate as a coalition in pursuit of common objectives such as sustainable development and infrastructure. The lack of robust mechanisms to realize these objectives, however, raises questions about NDB’s capacity to help BRICS to cooperate more like a community.
Em março de 2022, a Associação Brasileira de Desenvolvimento (ABDE) lançou o Plano ABDE 2030 de Desenvolvimento Sustentável, com propostas de políticas públicas para catalisar US$ 380 bilhões em investimentos de 32 instituições do Sistema Nacional de Fomento (SNF) a fim de promover a implementação dos objetivos de desenvolvimento sustentável (ODS). O plano utilizou abordagem teórica epistemológica interdisciplinar e não eurocêntrica, combinando ferramentas de análise quantitativas e qualitativas alinhadas com recomendações da Organização das Nações Unidas (ONU). A primeira parte do plano avaliou o estado de implementação dos ODS no Brasil e a contribuição do SNF para as suas dimensões ambiental, social, econômica e institucional. A segunda parte propôs cinco missões estratégicas para o desenvolvimento transformador do Brasil e medidas para fortalecer a estrutura institucional e a coordenação do SNF, com vistas a acelerar e dar escala à implementação dos ODS no país. Tanto o diagnóstico dos ODS quanto as missões estratégicas inovam em termos metodológicos colocando o Brasil na fronteira do planejamento para o financiamento da Agenda 2030. Este artigo descreve e publiciza a metodologia do estudo-base do plano e seus principais resultados, contribuindo para a sua replicação dentro e fora do Brasil.
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