6 September 2026 8:01 pm
From Building Assets to Investing in People Strategies

From Building Assets to Investing in People Strategies

Jun 22, 2026

From below of contemporary design of facade of building with many windows under blue sky, by Andreea Ch via Pexels

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Why China is evolving from building assets to investing in people

Yuan Zhang, Specialist, Economy, Trade and Jobs Content and Programming, Greater China, World Economic Forum

22 June 2026

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People walking on the street in Shanghai, China; Investing in people

In the current global economic environment, many countries are investing in people, not just physical assets.

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This article is part of:Annual Meeting of the New Champions
  • Some countries, including China, are responding to recent global economic shifts by pivoting from building physical assets to investing in people as well.
  • This will drive growth by unlocking human potential to boost productivity, build consumption, enable industrial upgrades and build labour market resilience.
  • Scaling promising ideas for impact will be a key focus at the World Economic Forum’s Annual Meeting of the New Champions, also known as “Summer Davos”, in China from 23–25 June 2026.

Against a global backdrop of slowing productivity growth, accelerating technological change and shifting demographic structures, how a country chooses to generate growth will redefine its long-term competitiveness.

Growth models driven solely by investments in physical capital – infrastructure, industrial capacity, real estate – tend to experience diminishing marginal returns over time. As industrialization and urbanization mature, the contribution of physical investment to productivity, employment and consumption can gradually weaken.

At this stage, economies often face a choice. They can continue with traditional investment paths but risk falling into cycles of overcapacity, debt accumulation and stalled upgrading. On the other hand, shifting moderately toward investing in people, through education, healthcare and skills development, can build a stronger foundation for long-term growth.

This is because human capital drives growth by boosting productivity, unlocking consumption, enabling industrial upgrades and building labour market resilience. China is currently enacting this shift, which will have implications domestically, but also for the rest of the world.

Why ‘investing in people’ is going global

Three structural pressures are reshaping economies worldwide.

First, productivity growth has slowed across advanced and emerging economies alike. Physical capital alone can no longer deliver the gains it once did. Instead, the quality of a country’s workforce – education level, skills, health and adaptability – is becoming the main differentiator between stagnant and dynamic economies.

Second, technological change is increasingly shaping future jobs, as the World Economic Forum’s Future of Jobs Report shows. Artificial intelligence (AI), automation and digitalization are compressing the shelf life of vocational skills. Lifelong learning is shifting from an ideal to a necessity.

Third, consumption is being held back by uncertainty. High precautionary savings, weak services spending and subdued income expectations are common bottlenecks in many countries. Stronger public services and social protection can help unlock that trapped demand.

In response to these conditions, a growing number of economies are expanding investment in education, healthcare, skills training and social protection. China’s 15th Five-Year Plan (2026-2030), for example, sets out a dual strategy focused on investment in “both physical assets and people“.

How human capital supports sustainable growth

Investments in people can affect the economy in four significant ways:

1. Productivity enhancement

A workforce with higher skills, better health and greater adaptability can absorb new technologies more effectively, complement physical capital and drive innovation. Since the 16th century, economies that successfully escaped the middle‑income trap, such as the US, Germany, Singapore and South Korea, became education hubs first and technology hubs later, suggesting a deep causal link between human capital accumulation and innovative capacity.

2. Consumption release

More stable expectations, stronger social protections and higher‑quality employment can help to reduce precautionary saving and create demand for consumption of services such as e-sports and cultural and tourism activities. This mechanism is especially critical for economies facing weak domestic demand.

3. Industrial upgrades

The continued expansion of advanced manufacturing, the digital economy and modern services depends heavily on a well‑structured supply of highly skilled talent. Sustained people investment provides a stable talent base for industrial transformation and reduces recruitment and training frictions for firms.

4. Labour market resilience

In times of technological disruption and industrial change, systematic vocational training and reemployment support workers’ ability to move across sectors and roles. This reduces structural unemployment and maintains macroeconomic and social stability.

These mechanisms are not unique to any particular system but can be seen across different economies at different stages of development.

Transitioning to a new growth model

Any long-term transition faces practical constraints.

Demographic pressures are real. Rapid ageing reduces labour supply while increasing demands on pensions and healthcare. Fiscal trade-offs are also unavoidable. With growth slowing and local debt under pressure, it can be difficult to prioritize human capital spending without creating new challenges such as inequity.

Supply-demand mismatches persist as well. Vocational education quality, training relevance and business-school collaboration must all be prioritized. And external uncertainty – from global trade conditions to technology controls – can influence how quickly human capital investment translates into growth.

All of these constraints will ensure that any country’s transition from investing in physical assets to investing in people is gradual.

Global risks landscape: an interconnections map

How can businesses invest in people?

For companies operating in or with China and other countries undergoing this structural shift, there are practical implications.

Old growth models based on low labour costs are disappearing. Competitive advantage will increasingly come from local talent quality, skills matching and ecosystem integration. Joint talent development with local educational institutions will become standard practice.

Companies must also treat skills investment as a long-term productivity input. Employee training and upskilling should not be seen as discretionary cost items to be cut in a downturn, but productivity investments that stabilize teams and build operational resilience. Many economies now offer tax deductions for corporate training expenditure – a lever firms should actively use.

It will also be important to orient product portfolios toward human development. Demand related to digitalization, health, elderly care, childcare, education and career advancement is expanding structurally. Companies that review their product lines against these use cases will be better positioned for long-term growth.

Finally, concrete actions in employee wellbeing, career development and local community talent cultivation should align with host-country priorities and provide a sustainable growth engine. This will help to generate both economic and social value.

 

From ‘skills gaps’ to ‘skills first’

China’s new emphasis on investing in people reflects a broader shift toward growth driven by stronger skills, higher productivity and demand that emerges from rising incomes, innovation and economic activity within the country.

Launched in 2020, World Economic Forum’s Reskilling Revolution initiative is designed to address this change. Built on the insights of The Future of Jobs Report, it focuses on three core goals: defining the skills of the future, transforming learning models and bridging the gap between learning and economic opportunity. It aims to reach 1 billion people by 2030, unlocking an estimated $2.93 trillion in value for the global economy.

The pathway this initiative champions – moving from “skills gaps” to a “skills first” approach – aligns closely with China’s own structural transition. Both point to the same core insight that the future of growth is no longer about how much we build, but how much we learn.

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Planting the Seeds of Sustainability Through Education Initiatives

Planting the Seeds of Sustainability Through Education Initiatives

Jun 17, 2026

Teacher and student working together on colourful homework, focusing on zero-waste concept. by www.kaboompics.com via pexels

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Planting the seeds of sustainability through education

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Energy

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Planting the Seeds of Sustainability Through Education Initiatives

EU-funded researchers are helping schools and universities put sustainability into practice with the tools to make real environmental change.  ©Shutterstock/Summit Art Creations

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EU-funded researchers are helping schools and universities put sustainability into practice by giving students and communities the tools to make real environmental change.

 

What if schools could do more than teach sustainability? What if they could test it, measure it and experience it in real time? Across Europe, students and teachers have been turning classrooms into small-scale laboratories for environmental change.

Over the past four years, schools and universities in Finland, Portugal, Romania and Spain trialled more than 60 practical interventions, from installing solar panels and monitoring energy use to planting biodiversity gardens and redesigning recycling systems.

At a primary school in Madrid, Spain, pupils and teachers turned sustainability into a hands-on challenge: saving water, cutting waste and reducing CO2 emissions through a lively second-hand clothes “market” at the school. The children even worked out the environmental savings themselves, turning maths into climate action.

Meanwhile in Tampere, Finland, secondary school students took a fresh look at what was on the lunch menu. From organising vegan food tastings to investigating the sustainability of school meals, they explored how small changes, including more vegetarian options, could make a big difference.

These initiatives were part of a wider drive across schools and universities in Europe, delivered through a four-year EU-funded research project called ECF4CLIM, which ended in December 2025.

Building momentum

What made the approach stand out was not just the initiatives themselves, but who designed them. Students, teachers, school leaders and members from the wider educational community (e.g. NGOs, municipalities, regional governments) worked together in “sustainability teams” and committees, creating solutions to challenges in their own communities.

“We developed an innovative approach that brought together citizen science and participatory research, actively involving students, teachers and the wider education community,” said Ana Prades, Head of the Sociotechnical Research Centre (CISOT) in Barcelona, part of the Spanish National Centre for Energy, Environmental and Technological Research (CIEMAT), who coordinated the work.

These teams and committees are important because they will help sustainability actions to continue well beyond the end of the project, added Dr Marta Almeida, environmental engineer at Instituto Superior Técnico at the Technical University of Lisbon, Portugal.

The aim was not simply to teach climate awareness, but to help educational institutions become places where sustainable thinking and action are part of daily culture. Children and adults alike were challenged to think critically about practical changes in everyday life that could improve sustainability.

Finding time in already packed curricula was not always easy. “The students are really loaded with a tight schedule in upper secondary school,” said Niina Mykrä, a researcher at the Finnish Institute for Educational Research (FIER) at the University of Jyväskylä.

The solution in Tampere was to introduce a “sustainability club” into the school day and award credit for those classes, opening up space for pupils and teachers to discuss new ideas together.

Students enjoyed the freedom to share their ideas, while a sense of teamwork encouraged discussion, creativity and fresh thinking. Rather than simply being told what to do, students and teachers learned side by side, exploring solutions together.

“It was really important for the children to have agency,” said Mykrä.

Sustainability education backed by research

An important part of the ECF4CLIM work was helping schools measure the environmental effects of their actions. Researchers gave students and staff practical advice on how to track energy use, waste, air quality and carbon footprints.

“We developed tools such as an environmental footprint calculator that allowed schools to evaluate their impacts in different categories,” said Yolanda Lechon, research professor at CIEMAT’s Department of Energy in Madrid, who co-coordinated the initiative.

The research team also provided energy efficiency kits and monitoring devices to measure temperature, humidity, indoor air quality and energy consumption inside school buildings.

For many students, the results were eye-opening. When pupils in Madrid calculated the environmental impact of producing clothing, they were shocked by the amount of water and carbon emissions it takes to produce a single T-shirt, said Lechon.

She believes this kind of hands-on learning can help sustainability feel more immediate and personal. “We felt like we were doing something with students that would help spread the message of sustainability more widely.”

Other activities turned environmental initiatives into games, with students competing to improve recycling rates or reduce waste. Digital tools, games and interactive materials were also developed to support learning.

A framework for lasting change

One of the researchers’ main goals was to help schools and universities sustain these efforts long into the future.

To support this, the ECF4CLIM team created a Roadmap to help educational communities become more sustainable in ways that fit their own local needs.

Developed through research, crowdsourcing and real-world testing in participating schools and universities, the Roadmap offers practical tools to help schools identify activities that support sustainability, as well as the barriers that may be holding them back.

It also encourages schools to think beyond isolated environmental projects and instead build a broader culture of sustainability involving students, teachers, school leaders and families.

“The youngest schoolchildren could communicate what they learnt to their families, while the university students can transfer the knowledge from the project to their future jobs,” said Almeida.

Beyond the classroom

The Roadmap builds on GreenComp, a European framework developed to help people acquire the knowledge, skills and attitudes needed to think and act sustainably in everyday life.

The ECF4CLIM researchers stress that the initiative was not only about changing individual behaviour.

“It is important to build collective competences, rather than depend just on the individual,” Almeida said. “We want to impact schools, but we also need changes to happen at a national level.”

The researchers hope the Roadmap will help other schools across Europe replicate and adapt initiatives like student-led sustainability teams, environmental monitoring and practical climate projects in their own communities.

In total, the project involved 13 schools and universities, 10 research partners and around 1 300 participants.

Schools and universities, researchers believe, can play an important role in helping younger generations respond to climate and environmental challenges – not only by providing information, but by giving students confidence that they can shape solutions themselves.

By turning schools and universities into living laboratories for sustainability, ECF4CLIM aimed to plant ideas – and habits – that could keep growing long into the future.

That momentum matters. Engaging younger generations in this way builds support for the European Green Deal among the people who will play a crucial role in turning Europe into a more climate-neutral, competitive economy by 2050.

This article was originally published in Horizon the EU Research and Innovation Magazine.

Research in this article was funded by the EU’s Horizon Programme.

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Desert Plants Offer a Blueprint for Farming Innovation

Desert Plants Offer a Blueprint for Farming Innovation

Jun 13, 2026

Camels roaming a vast red sand desert landscape, showcasing natural beauty and wildlife, by Mo Eid via Pexels

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Study: Desert Plants Offer a Blueprint for Sustainable Agriculture

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CHINESE ACADEMY OF SCIENCES Editor: CAS_Editor | Jun 12, 2026

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In a recent study, scientists have proposed a blueprint to harness extremophytes—plants that thrive in multi-stress desert environments—for designing climate-resilient crops for arid lands and promoting sustainable agriculture practices.

The study, led by Mohsin Tanveer and WANG Lei from the Xinjiang Institute of Ecology and Geography (XIEG) of the Chinese Academy of Sciences (CAS), in collaboration with other researchers, was published in Global Change Biology on June 3.

Anthropogenic climate change is accelerating soil aridification and salinization, threatening over half of the global arable land and food security. Conventional crops are reaching their physiological limits under intensifying arid stress.

Josep Penuelas, research professor of the National Research Council of Spain, and co-corresponding author of the study, said: “Extremophytes do not merely survive harsh conditions; they actively regenerate ecosystem multifunctionality.”

WANG from the XIEG said: “Integrating extremophytes into diversified agroecosystems transforms non-arable land into productive, self-sustaining systems, and this is the essence of a circular bioeconomy for arid regions.”

Desert Plants Offer a Blueprint for Farming Innovation

The synergistic salinity-drought feedback loop and the niche for extremophyte resistance. (Image by XIEG)

For the study, researchers synthesized the functional traits of extremophytes to identify key transferable adaptation strategies. The team focused on two core mechanisms: the precise spatiotemporal orchestration of reactive oxygen species (ROS) as signaling molecules, and the active modification of the rhizosphere through targeted root exudation to recruit stress-protective microbiomes.

The study found that extremophytes avoid oxidative damage not by eliminating ROS, but by confining ROS signals to specific tissues and cellular compartments, allowing them to trigger tolerance responses without cellular toxicity.

Furthermore, these plants release specific exudates to enrich beneficial microbes such as Truepera and Halomonas. The enriched microbes help transform barren soil into a functional ecosystem and improve soil structure, water retention, and nutrient cycling. Domesticated crops have largely lost this sophisticated adaptive trait.

“The extremophyte rhizosphere is not just a zone of nutrient exchange; it is a highly orchestrated microbial recruitment engine,” said the XIEG’s Tanveer, also the first author of the study. He highlighted the critical role of microbiome-mediated adaptation: “By decoding how these plants signal and select their beneficial microbiome partners, we can engineer crops that actively build a protective living buffer around their roots.”

To develop a coherent framework for translating extremophyte biological mechanisms into sustainable agriculture practices, the research team proposes a circular bioeconomy model in which extremophytes such as Salicornia, Suaeda, and Alhagi are used for food, fodder, bioenergy, and phytoremediation on degraded lands. Intercropping extremophytes with cotton or spinach can reduce soil salinity by 40-51%, increasing yield and soil health.

“By restoring soil microbial networks and carbon sequestration pathways, these plants offer a nature-based solution that aligns directly with multiple UN Sustainable Development Goals, including Zero Hunger (SDG 2) and Climate Action (SDG 13),” Penuelas said.

Desert Plants Offer a Blueprint for Farming Innovation

System-level strategy of reactive oxygen species control as a survival strategy in an extremophytes in an arid environment. (Image by XIEG)

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The Ticket Price Fiasco for the Men’s FIFA World Cup

The Ticket Price Fiasco for the Men’s FIFA World Cup

Jun 12, 2026

View of Vancouver skyline featuring Science World and a giant soccer ball at sunset, by Uzay Yildirim via Pexels

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The ticket price fiasco for the men’s FIFA World Cup has been a spectacular own goal

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Ronnie Das, The University of Western Australia; Audencia and Wasim Ahmed, University of Hull

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In sport, fairness matters. But when it comes to buying tickets to watch the world’s biggest ever sporting event, money matters too.

Attending the men’s Fifa World Cup 2026 will be much more expensive than any previous World Cup. And that’s not what fans were promised.

In fact, when the US, Canada and Mexico set out their original bid to host the tournament, they said a seat at the final would cost a maximum of US$1,550 (£1,174).

But by April 2026, the cheapest standard final ticket had reached US$5,785. The most expensive seats hit US$10,990 and later tripled. Just two days before the start of the tournament there were reports of 180,000 unsold tickets.

Politicians in New York and New Jersey have launched a formal investigation into allegations that Fifa has confused fans and inflated prices. Fans have complained of a lack of clarity, with many waiting hours in online queuing systems with no idea of the amount they’d have to pay when (and if) they were allocated tickets.

Overall, prices went up for 90 out of 104 matches.

The increase in costs may remind some music fans of the 2024 scandal over Oasis concert tickets when customers watched prices more than double from £148 to £355 as they waited in online queues.

“Dynamic pricing”, when prices go up and down depending on levels of demand, will also be familiar to anyone who has been surprised by swift changes in the price of flights before a holiday. The same seat can cost more today than it did yesterday simply because more people want it.

Fifa denies that it is has engaged in dynamic pricing, saying that they use “variable pricing” instead. But from a consumer’s point of view, it amounts to the same result – the price of tickets that they want to buy changes, usually in an upward direction.

In response to the Oasis dynamic pricing episode, UK regulators later forced ticket sellers to commit to showing price ranges before fans join a queue. By using a “variable” system, Fifa positions itself outside that regulatory precedent entirely.

It faces no obligation to disclose prices in advance and no requirement to explain how they change.

A game of monopoly

But dynamic pricing isn’t always a bad thing for consumers. In fact, it can help them to get a better deal. Economists studying airline markets found that dynamic pricing can reduce prices as different airlines compete for passengers.

The trouble is that Fifa operates in a market with zero competition. No rival sells World Cup tickets. No substitute product exists.

The work of Nobel prize-winning economist Jean Tirole demonstrated that when a single firm controls an essential platform and operates at every level of the market, competitive discipline on pricing disappears. The operator stops seeking an efficient price and starts trying to extract the very maximum that the consumer will tolerate.

For football World Cups, Fifa sets the primary price. It runs the only sanctioned resale marketplace. It pockets 30% on every secondary transaction when unwanted tickets are sold on. It makes money on the first sale, and earns a bit more on the second.

No outcome costs Fifa money. No regulators intervene. But not everyone is prepared to pay out.

Adjusting for inflation, World Cup ticket prices have been stable for 30 years. Then Fifa introduced its new model and the entire pricing architecture shifted. This would explain all the unsold tickets.

For example, England’s semi-final and final allocations failed to sell out. Every fan who applied got a seat.

But the cheapest final ticket through the England Supporters Travel Club still cost £3,119. At Euro 2024 in Berlin, fans paid £83 for the equivalent.

After the backlash, Fifa introduced a US$60 “Supporter Entry Tier” for every match, including the final. It amounts to roughly 10% of each national association’s allocation, a few hundred seats in stadiums holding up 80,000. As a pricing intervention, it changes nothing apart from an attempt to absorb criticism.

The day before the World Cub began Fifa president Gianni Infantino defended the level of ticket pricing, claiming that if they were cheaper the majority would have been resold on the black market. He added that the money generated was required to fund football development across the world.

Consumer research explains exactly what went wrong. When people buy a service rarely and can’t understand how the price was set, they don’t just feel frustrated, they feel cheated.

And when they feel cheated, they walk away. Fifa treated fan loyalty as guaranteed demand. Supporters’ reaction proved it isn’t.

Some football supporter groups have now filed a complaint with the European Commission. Uefa has already gone a different direction, capping prices for Euro 2028 with nearly half of all tickets under £60.

Then, at the start of June, Fifa quietly slashed prices across all 104 matches and returned 70% of its block booked hotel rooms due to low demand – a last minute change of tactics probably designed to save face and avoid empty seats. But to many, desperately chasing lost fans after trying to extract more revenue than any World Cup in history already looks like foul play.The Conversation

Ronnie Das, Associate Professor in Data Science, Sports Analytics and AI, The University of Western Australia; Audencia and Wasim Ahmed, Senior Lecturer in Marketing, University of Hull

This article is republished from The Conversation under a Creative Commons license. Read the original article.

The Conversation

South–South Learning to Strengthen Environmental Systems

South–South Learning to Strengthen Environmental Systems

Jun 10, 2026

Capture of a breathtaking sunset over the cityscape of Hargeisa, Somalia. by Abdulkadir Hiraabe via Pexels

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South–South Learning to Strengthen Environmental and Social Risk Management Across Somalia

WORLD BANK GROUP

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South–South Learning to Strengthen Environmental Systems

Workers at a construction site in Somalia.  Photo: World Bank

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STORY HIGHLIGHTS

  • South–South learning strengthened institutional capacity for managing environmental and social risks that are critical to enabling sustainable investment and job creation.
  • Practical lessons from Ghana highlighted the importance of legal clarity, coordination, and land governance in accelerating project delivery and investor confidence.
  • Strong environmental and social systems are essential enablers of infrastructure, private sector growth, and job creation, resilient development across Somalia.

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When Somali officials arrived in Accra recently, they were not looking for new policies or templates. They wanted to understand how environmental and social (E&S) risk management works in practice, how institutions coordinate, and how E&S risks and impacts are managed as development projects move from planning to implementation.That practical curiosity sat at the heart of a South–South Knowledge Exchange and Learning Visit convened by the World Bank Group, bringing together regulatory institutions from Somalia and Ghana to share experience on strengthening environmental and social risk management in development.Delivered under the Somalia Programmatic Advisory Services and Analytics (ESSRM PASA), the exchange supports the World Bank Group’s efforts to strengthen institutions that are essential for sustainable investment, infrastructure delivery, and job creation.

Learning grounded in institutional practice 

Rather than focusing on theory, the visit facilitated technical exchanges between institutions responsible for E&S protection, land administration, and key sectors such as extractives, transport, and energy. Participants engaged directly with their counterparts through institutional briefings, site visits, and facilitated peer-to-peer exchanges.

For fragile and transitioning countries, direct exposure to mature regulatory systems is critical, particularly for environmental and social risk management. Seeing how established institutions coordinate across government, sequence decisions, and manage risks in practice helps emerging systems scale faster.
Haroub Ahmed
World Bank Senior Environmental Specialist
With long-established regulatory institutions and extensive experience managing E&S risks across infrastructure, land, energy, and extractive sectors, Ghana provided a strong peer learning environment for the exchange. Its well-defined legal frameworks established environmental and sectoral regulators, and experience coordinating across institutions responsible for land, minerals, energy, and environmental protection offered participants concrete examples of how regulatory systems function in practice.

What stood out: clarity, coordination, and sequencing 

Across discussions, participants highlighted the importance of clear legal mandates that can enable effective institutional oversight. Ghana’s regulatory framework is anchored in well‑defined laws that clarify roles, responsibilities, and decision‑making authority, reducing ambiguity and strengthening compliance.

Coordination emerged as another recurring theme. Inter‑agency collaboration in Ghana is formalized through legislation, board representation, and structured review processes, enabling environmental, land, and sector regulators to work together while maintaining distinct mandates.

Land administration was also a strong area of interest. Discussions highlighted how consolidated land management systems help reduce disputes, improve oversight, and build confidence among communities and investors, particularly infrastructure and extractives development.

Effective E&S systems as enablers of jobs and sustainable development

Throughout the exchange, a shared understanding became clear: environmental and social risk management is not simply a compliance requirement. Strong E&S systems are essential to advancing development priorities, including jobs, infrastructure, and private investment, while safeguarding people and the environment.

By improving regulatory clarity and coordination, effective E&S systems reduce uncertainty and delays that can discourage investment and slow project delivery. This is especially important as Somalia scales up investments in energy, transport, logistics, water, and productive sectors, central to the World Bank’s Jobs Agenda, Mission 300, and broader efforts to foster economic integration and growth.

Land and environmental governance also underpin the building of climate- resilience, smart development, and agri‑food value chains that support livelihoods. In fragile settings, clear and predictable institutions further contribute to state legitimacy and public trust, reinforcing stability over the long term.

Strengthening institutions for sustainable investment and jobs

The visit concluded with a debrief focused on translating learning into sequenced, capacity‑aligned actions. Participants identified priority areas to inform ongoing reforms, including establishment of the National Environmental Management Agency, strengthening environmental and social impact assessment systems, clarifying institutional mandates, and formalizing inter‑agency coordination, key building blocks for enabling sustainable investment and job creation.

Through the exchange, participants will take on follow‑up actions such as continued technical engagement, adaptation of legislative and regulatory materials, and development of a sequenced institutional roadmap aligned with capacity and available resources.

South–South exchange reaffirmed the value of peer‑to‑peer learning

“The Ghana exchange reinforced the value of South–South learning: countries engage as peers, lessons are practical and credible, and partnerships feel achievable,” said Grace Muhimpundu, World Bank Senior Social Development Specialist.

By grounding learning in lived institutional experience, the exchange reaffirmed the value of peer‑to‑peer learning in translating global good practice into context‑specific solutions. It also established a basis for follow-on work across legislation, ESIA systems, and institutional coordination, while opening channels for continued technical exchange, strengthening the systems needed for investment to drive private sector growth and create more and better jobs.

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