the way.

Creative solutions for the mobility and digitalisation offensive

# 1

Solutions that upgrade and partially rebuild transport infrastructures by 2035 and do so in the absence of sufficient state planning and implementation resources.

# 2

Solutions for the infrastructure of electric, hydrogen technology and renewable energy production.

# 3

Digitalisation, artificial intelligence, for traffic control, maintenance and new construction are only feasible under the premise of the mobility turnaround to be realised promptly with the help of all forms of procurement structures and enlargement of the supplier market for construction services in Germany. This also means that plan & build projects have to be focused on.

# 4

ways of financing the offensives. We need solutions on how to invest robustly and in unaccustomed amounts, despite finite state funding and "tight coffers", and how to realise fast, highly available projects without having a substantial impact on the inflation rate. In Germany, for example, the financing of transport infrastructure is based on government revenues from the energy tax. With a revenue of around 40 billion euros, it is the most important consumption tax of the federal government. This finances the BMVIs annual expenditure on transport infrastructure of around ten billion euros. The billions not spent on transport flow into the general budget. With the energy turnaround in transport and declining consumption of fossil fuels, these revenues will fall from year to year. In this respect, creative solutions are already needed to put the previously predominant tax financing on a new foundation, which also means increased user financing. In addition to securing financing, the principle of user financing also allows for ecological control.

Methodological openness in the procurement of infrastructures is necessary

Through user financing, internal and external costs of transport can be covered in a way that is fair to those who cause them. Conventional and life-cycle-based methods, such as PPP, are instruments that must be used; this is not about privatisation under civil law, but about user-oriented financing of infrastructures. The goals to be achieved determine the form of realisation and not vice versa.

Electric and hydrogen mobility and charging infrastructure

The number of e- and w-vehicles, especially in the field of public transport; logistics and car sharing, will reach a relevant share of over 40% in new registrations globally by 2030. New infrastructures and business models are therefore required.

New industries - economic sectors

The development of mobility and digitalisation is increasingly changing the social and economic infrastructure and its requirements. Alternative mobility and digitisation concepts will be the focus of the next 15 years, and platforms, new business models and jobs can therefore be created if they are tackled properly.


considers it its task to build social trust and to work on creative solutions for the present. GSK contributes to this with high-quality, specific services Profound changes in urbanisation trends require fundamentally different approaches to infrastructure and in accompanying the changes. Infrastructure is the platform for economic and social development and acceptance. Changes always lead to acceptance problems, so smart communication is needed. Projects have become bigger, riskier and more complex - so budgets for managing projects are facing challenges. As a result, creative ideas with an eye for reality and the future in the 21st century are sought, this also applies to the selection, execution and management of new construction and investment projects in mobility and digitalisation. GSK's infrastructure experts help governments and other organisations to initiate the challenges of modelling and implementing infrastructure strategies. We work in both the public and private sectors to help organisations to lead the mobility transition, digitalisation and not only respond to evolving trends in the infrastructure industry but to set standards themselves. To provide holistic advice, GSK also relies on interdisciplinary teams of experts with different professional backgrounds and skills; Actors can develop and implement their own mobility visions with this support and in cooperation with the experts.