How BRICS can become a platform that helps businesses build together

BRICS is not a group of allies, but an informal platform of 11 countries with different political systems, economic priorities and strategic interests. India and China are both major economies and trading partners with overlapping aspirations. Iran and the UAE have been launching missiles at each other for the last 2 mths. Several members are active in other regional and global initiatives as well - China in SCO and BRI, India in Quad, Brazil in G20. This diversity reflects multiple partnerships that major economies maintain today.

When consensus is required among all BRICS members, outcomes tend to settle at the lowest common denominator. These include knowledge exchange, working groups, joint statements. They are useful but don't move the real economy. This happens through businesses. So, the question to ask is: does BRICS help build projects, reduce costs, deepen markets or secure supply chains? If not, it risks becoming a talking shop.

The solution lies in a sparingly used model: minilateralism. Smaller groups of countries - 3-4 at a time - should move ahead in sectors where interests align. The broader BRICS framework can provide direction and legitimacy. But execution should come from coalitions of the willing. Focus must be on concrete-enough initiatives where cooperation creates economic value for all participants.


Airbus emerged through structured industrial cooperation between France, Germany, Britain and Spain, with each country responsible for different parts of the value chain. Thereby, their respective national aerospace industries got real, durable manufacturing work and tech capability. International Space Station brought together the US and Russia, aligning two countries with divergent interests around a tangible project with mutual dependence built into its design.

BRICS needs to take a similar approach. Three areas stand out:

Critical minerals, clean-energy supply chains

BRICS countries collectively possess resources, capital, manufacturing capacity and demand. Yet, much of this value remains fragmented. Minilateral coalitions could integrate value chains. Mineral-rich economies like Brazil and South Africa could partner through co-investment and long-term offtake arrangements with demand centres like India, supported by Gulf capital.

The objective should be to move from exporting raw materials to producing higher-value products, while creating complementary strengths. Brazil and South Africa would capture greater value from their resources. India could serve as a manufacturing and demand hub. Gulf countries could deploy capital into long-term industrial assets. And China could contribute its scale, manufacturing expertise and experience in building clean energy ecosystems.

Nuclear power & advanced energy tech

IAEA estimates global nuclear capacity could more than double by 2050, while around 30 countries are exploring nuclear power. This creates a large opportunity for BRICS countries to collaborate on reactor supply chains, fuel services, engineering capabilities, and next-gen technologies like fusion. It's also where countries like Russia, China and India have similar starting capabilities and complementary strengths. Technical cooperation in clearly defined areas can reduce costs, accelerate learning and open new export opportunities.

Strategic materials partnerships

Coordinated strategic material stockpiles supported by New Development Bank (NDB) can be established. Member countries can work together to improve supply security through coordinated reserves of critical minerals and materials. Such arrangements would enhance resilience, while supporting industrial development across economies.

BRICS' diversity should be viewed as a strength. Its purpose is not to eliminate competition among members, but to identify areas where cooperation can create additional value, investment and growth. Which is why sector-specific coalitions is the right approach. Countries that want to cooperate on batteries should do so.

Those seeking to build biofuels ecosystems should move ahead. Others can collaborate on transmission networks, logistics corridors, digital infrastructure, advanced manufacturing or payment systems. Participation should be based on capability and interest, not forced consensus.

If BRICS can become a platform that helps businesses build together, it will create a model of practical cooperation that the world increasingly needs.