DIGEST an ESSENTIAL GUIDE to the 2017 ANNUAL REPORT DIGEST | an Essential Guide to the IDB Annual Report 2017

TOGETHER WE BUILD A BETTER FUTURE

DIGEST AN ESSENTIAL GUIDE TO THE 2017 ANNUAL REPORT DIGEST | An essential guide to the IDB Annual Report 2017

Corporate profile of the Islamic Development Bank

ESTABLISHMENT ISLAMIC DEVELOPMENT BANK GROUP The Islamic Development Bank (IDB) is an international The IDB Group comprises five entities: The Islamic financial institution established pursuant to Articles of Development Bank (IDB), the Islamic Research and Agreement done at the city of Jeddah, Kingdom of Training Institute (IRTI), the Islamic Corporation for the Saudi Arabia, on 21st Rajab 1394H, corresponding Development of the Private Sector (ICD), the Islamic to 12 August 1974. The Inaugural Meeting of the Corporation for the Insurance of Investment and Board of Governors took place in Rajab 1395H (July Export Credit (ICIEC), and the International Islamic Trade 1975) and the IDB formally began operations on Finance Corporation (ITFC). 15 Shawwal 1395H (20 October 1975). HEAD OFFICE, REGIONAL AND VISION By the year 1440H, the Islamic Development Bank COUNTRY OFFICES Headquartered in Jeddah, the Kingdom of Saudi Arabia, will have become a world-class development 1 the IDB has eleven regional hubs in Abuja, Nigeria; bank, inspired by Islamic principles, that has helped Almaty, Kazakhstan; Ankara, Turkey; Cairo, Egypt; significantly transform the landscape of comprehensive Dakar, Senegal; Dhaka, Bangladesh; Dubai, United human development in the Muslim world and helped Arab Emirates; Jakarta, Indonesia; Kampala, Uganda; restore its dignity. Paramaribo, Suriname; and Rabat, Morocco. MISSION To promote comprehensive human development, FINANCIAL YEAR The IDB’s financial year used to be the lunar Hijra Year with a focus on the priority areas of alleviating poverty, (H). However, starting from 1 January 2016, the financial improving health, promoting education, improving year was changed to Solar Hijra year starting from 11th governance and prospering the people. of Capricorn, (corresponding to 1 January) and ends on the 10th Capricorn (corresponding to 31 December MEMBERSHIP of every year). The IDB has 57 member countries across various regions. The prime conditions for membership are that the prospective country should be a member of ACCOUNTING UNIT The accounting unit of the IDB is the Islamic Dinar (ID), the Organization of the Islamic Cooperation (OIC), that which is equivalent to one Special Drawing Right (SDR) it pays the first instalment of its minimum subscription of the International Monetary Fund. to the Capital Stock of IDB, and that it accepts any terms and conditions that may be decided upon by the Board of Governors. LANGUAGE The official language of IDB is Arabic, but English and French are also used as working languages. CAPITAL At its 38th Annual Meeting, the IDB’s Board of Governors approved the 5th General Capital Increase whereby the Authorized Capital was increased to ID100 billion and the Subscribed Capital (available for subscription) was increased to ID50 billion. By the same Resolution, the Board of Governors agreed to the calling in of the callable (in cash) portion of the 4th General Capital Increase. As at the end of 2017, the subscribed capital of the IDB stood at ID50.2 billion.

1 These new hubs were created as part of the reorganization of the Bank and took effect from 1 January 2018.

2 DIGEST | An essential guide to the IDB Annual Report 2017

Message from the President

The year 2017 saw a new era at the role in helping countries to leapfrog Islamic Development Bank as progress development and achieve sustainable was made on the implementation of growth. Accordingly, we at the Bank my new roadmap “President’s Five-Year have renewed efforts in this sector Program” (P5P). This Program is informed by establishing a dedicated STI Fund by the need to reposition the Bank in with a capital of $500 million. The order to address the rapidly changing Bank has committed $100 million as global development landscape which seed contribution to the Fund and is continued to manifest itself in the form working with partners and donors for of rising socio-economic challenges, the remaining amount. The rules for burgeoning innovative sources of accessing the fund have been finalized development finance, increasing and are ready to be shared with member geopolitical tensions, persistent social countries and partners. I welcome disorders, ambitious new global agenda contributions to the Fund from all such as the Sustainable Development stakeholders and partners. Goals (SDGs) and the Paris Climate Our commitment to global agenda Agreement, among others. including SDGs and the Paris climate We need to keep our development model in step with these agreement is without limit. In addition to appointing a Special challenges in order to remain relevant, efficient, agile, and Envoy for SDGs, the Bank has established a new Climate competitive. This would require a shift in our business model Change Division to mainstream Nationally Determined from an approval culture to one that focuses on achieving Contributions (NDCs) into development assistance activities development effectiveness, and rethinking the sources of of the Bank Group, and also to ensure timely implementation development finance by embracing crowdfunding, leveraging of our climate change policy and associated strategies. To more private capital, engaging more with civil society and enhance knowledge development and dissemination, the IDB philanthropic foundations, strengthening partnerships with Group led the efforts and partnered with several development development partners to mobilize additional resources and stakeholders including the World Bank and the United Nations. sharing best practices on what has worked in development The partnership resulted in the production of important activities. publications including the Global Report on Islamic Finance; Mobilizing Islamic Finance for Infrastructure Public-Private I am delighted that we have achieved several milestones in Partnerships; and I for Impact Investing. Such publications 2017. To mention a few – a new organizational structure was are important contributions to useful knowledge not only put in place and a new management team was appointed for member countries but also for the global Islamic finance through a rigorous exercise. The new structure is designed to industry. decentralize decision-making and increase Bank’s presence in member countries. As we move ahead, I seek the support In terms of our development assistance activities, we continue and cooperation of member countries to facilitate the smooth to help member countries meet their most pressing needs. take-off of the new 11 regional hubs. Our net approvals at IDB Group level in 2017 amounted to $9.8 billion, this is almost at a par with last year’s figure. As no single During the year, I have had the opportunity to travel far and institution can adequately address all the needs of its member wide to various member countries with the sole purpose of countries alone, I recognize the extremely important role of gathering first-hand information on how our development building partnerships to achieve our common development solutions are advancing and achieving their intended objectives and to explore alternative solutions to development impacts on our beneficiaries. These visits also allowed me challenges. The IDB Group will, therefore, further strengthen its to consult with stakeholders – government, the private sector, joint actions for results with our traditional and new partners to philanthropists, civil society, and academics – to identify areas unleash the potential of natural, human, and financial capital for of cooperation where we can strengthen partnerships, share inclusive, sustainable and responsive economic transformation knowledge to avoid duplication of effort and improve services and human progress in member countries. for maximum impact. In this endeavor, I was able to see things through a different lens. In particular, I was able to spot niche areas where the Bank can do more with fewer resources to assist its member countries and to respond faster to both legacy and emerging challenges. H.E Dr. Bandar M. H. Hajjar In today’s world, the power of science, technology, and President, Islamic Development Bank and Chairman, innovation (STI) is increasingly playing an important Board of Executive Directors

3 DIGEST | An essential guide to the IDB Annual Report 2017

2017 Annual Report is composed of three Chapters

This chapter presents the IDB Group’s operational performance, major initiatives, and the achievements of Group members as well as the Special Funds managed 1 by the Bank. IDB Group in focus

This chapter presents the achievements of the Bank related to financing from its ordinary capital resources, the progress of its capacity-building programs, and the activities related to strengthening partnership and cooperation as well as contribution to the Islamic financial services industry. It also covers the Bank’s activities 2 related to women’s empowerment, prizes, and solidarity program. Fostering Inclusive and Sustainable Development

This chapter summarizes the key activities of the IDB Board of Governors and the Board of Executive Directors and also presents the progress on the initiatives and functions associated with improving the institutional effectiveness of the Bank. It covers the President’s Advisory Panel, the Member Country 3 Partnership Strategy and the Bank Group’s credit ratings, evaluation, risk management, internal audit and Strengthening integrity functions. The chapter also reports the update Institutional on knowledge management and innovation activities, Development Effectiveness Review, Group Business Effectiveness Enhancements and System Transformation Program (GBEST), and human resources achievements.

4 DIGEST | An essential guide to the IDB Annual Report 2017

IDB Group in Numbers REGIONAL 25.9% DISTRIBUTION OF ASIA AND LATIN AMERICA THE IDB GROUP ID1.8 BILLION | NET APPROVALS $2.5 BILLION

9.2% BANGLADESH ID649 MILLION TOTAL $900.6 MILLION APPROVALS IN 2017 The IDB Group ID7. 0 BILLION continued to $ BILLION provide 9.8 development 321 10.5% assistance to its OPERATIONS PAKISTAN ID732 MILLION member countries $1 BILLION The top-five recipients of IDB Group financing in 2017 0.7% 24.8% SUB-SAHARAN AFRICA Distribution of ID1.7 BILLION | $2.4 BILLION 50.1% IDB Group Net 39.9% Approvals by source of funding

9.3%

IDB-OCR $3,907.5 million ICD $906.8 million ITFC $4,900.4 million Others1 $67.6 million 1 Comprised of APIF, EFS, IBP, ITFO, SAO, and UIF. $3.5 Billion 22.5% 23.4% MIDDLE EAST AND NORTH AFRICA EUROPE AND CENTRAL ASIA ID1.6 BILLION | $2.2 BILLION ID1.6 BILLION | $2.3 BILLION

13.7% 10.5% 4.4% EGYPT TURKEY KAZAKHSTAN ID967.6 MILLION ID734.5 MILLION ID314 MILLION $1.3 BILLION $1 BILLION $432.5 MILLION 5 DIGEST | An essential guide to the IDB Annual Report 2017

Major Initiatives P5P BE PROACTIVE BE AT THE FRONTIER IDB Science, Technology Resource mobilization Lives and Livelihoods Fund BE FAST AND ADAPTIVE & Innovation Fund President’s Five-Year Program (P5P)

KEY ACHIEVEMENTS UNDER P5P IMPLEMENTATION LIVES AND LIVELIHOODS FUND MCs Expectation and P5P Tracks Achievements Awareness • Launched IDB new branding strategy • Launched Information Disclosure Policy • Delivered IDB Global PPP Conference • Delivered IDB Global Sukuk Conference Linkages • Launched the Integrated Strategic Programming Framework (ISPF) to enable Proactive Needs Assessment of MCs

To be Proactive To • Launched IDB Developers Platform • Launched OIC STI Online Platform • Launched IDB Blindness Prevention Crowdfunding Platform Competence • Launched IDB Global Practices Crowdsourcing Platform • Launched the new organizational structure of IDB • Completed workforce migration to the new organization Funding • Completed financial sustainability study for OCR ID n B o • Completed financial sustainability study s ti oc ep for Waqf fund ia nc l s e i To be at the Frontier To • Implemented OCR Derisking Plan to maintain ect inc AAA rating or s s cumu roval • Completed development of IDB new financial lative app model and transition action plan • Launched three resource mobilization instruments Delivery • Launched seven regional hubs physically • Launched four regional hubs virtually • Empowered all regional hubs through revamped IDB Delegation of Authority frame- TOTAL FUND VALUE $ billion work 2.5 Reinforcement • Launched the Integrated Control Framework LAUNCHED IN 2016 (ICF) to reinforce decentralization functionally BY THE BANK IN (i.e., through delegation of authority) and COLLABORATION WITH OVER THE PERIOD functionally (i.e., through empowerment of OTHER DONORS 2016-2017, MORE THAN regional hubs) • Launched A new Board Committees to $600 enhance transparency and widen oversight and million To be Fast and Adaptive and be Fast To checks-and-balance measures enforced by the THE FUND RAISED WAS APPROVED Board of Executive Directors $400 FOR 14 PROJECTS IN • Launched new revamped Management HEALTH, AGRICULTURE Committees and Delegation of Authority million DEVELOPMENT, AND framework to enforce single-point accountabil- BY THE END OF 2017 BASIC INFRASTRUCTURE ity and enhance internal efficiency

6 DIGEST | An essential guide to the IDB Annual Report 2017

Sectoral Allocation of IDB-OCR Financing in 2017 % 1 OCR SECTORAL EDUCATION INFRASTRUCTURE DISTRIBUTION 2017 2.9 % SUBSECTORS OTHERS 9.4 OTHERS % 18.4 6.2 % AGRICULTURE AND HEALTH RURAL DEVELOPMENT% % % 21.4 URBAN DEVELOPMENT & SERVICES 27.7 TRANSPORT % 71.4 % 41.4 INFRASTRUCTURE ENERGY

INFRASTRUCTURE

$2.8billion UCA ED TIO .9 M N ION 9 ILL L 3 I IL $ O M N $ billion 9 1.9 .

0 TRANSPORT AND ENERGY

N N

O O

I I

L L

E L L H I S $596.5 O M 2017 C 8 I . million A 0 L 8 2 URBAN SE $ CTO TAL DEVELOPMENT R TO & SERVICES $ n ID n B o 6 o ti s i S p oc l N e ia ID4 . l IO nc l . i T i s 4 3 RA B b E e ect ILLION | 724 OP inc or c ls s umulative approva 22 MEMBER COUNTRIES

EDUCATION AGRICULTURE AND FOOD SECURITY The Bank drafted its education sector policy which is anchored on Investment in Agriculture related activities three pillars

2017

46 OPERATIONS $720million 1 2 3 UNIVERSAL SKILLS AND BUILDING TOTAL ACCESS TO COMPETENCY EXCELLENCE QUALITY BASIC DEVELOPMENT AND RELEVANCE EDUCATION AT TERTIARY EDUCATION CUMULATIVE SINCE INCEPTION 886 OPERATIONS FOR $9.4billion

7 DIGEST | An essential guide to the IDB Annual Report 2017

2017 In Numbers

U Y U e U z T g m . b T u A a e e u r n . k T k n r E d u k m i T . s n a o e t e T g is y a n a n o ia S j i y ik s r t S i is a u a t S r a n i 1 0 u n n 8 1 d a 5 . 6 2 0 S m 0 a 1 8 o 2 . n . 9 , . m e 1 3 0 S 0 0 9 ie a 1 2 . l 2 9 0 rr ia 1 6 S a 2 . e 0 8 9 . n L . . . 1 Sa eg eo 4 0 5 5 u a n 0 0 d l e . .8 Q i 0 1 at A . a ra 1 4 Pa r b 1 le ia 0 P st 29 . ak in 4 8 1 is e 7 .5 ta 0 .8 Om n .0 an 3 Ni .1 ger 1, N ia 02 ige 24 5.1 r 5. M 90 8 ozam .1 biq 81 Moro ue .3 cco 0.0 Mauri 0. tania 1 Mali 47.7 TOTAL NET 285 Maldives .2 110. M 0 APPROVALS (2017) alaysia 50.2 Libya 0.0 Lebanon 110.4 ic 32.5 $9.8 billion Kyrgyz Republ 0.3 it By Country ($ Million) Kuwa 432.5 stan Kazakh 237.0 n .0 Jorda 0 0.4 aq .2 Ir 404 ran .0 I esia 0 don 0.0 In a u .9 yan ssa 84 u -Bi .8 G ea 92 0 in 0 3. Gu a 0. 4 ne ,3 6 ui 1 6. G ia 2 .1 b 2 6 am 0 G n 3 .0 bo 2 a 2 5 .1 G t e . 1 yp ti ir 5 9 . g u o 9 9 E o ’Iv 1 6 b 0 6 ji d s 3 . . 0 D e o 0 0 t r . ô o 0 0 0 n o . C m o s 9 0 8 . 1 a . 0 o d o 0 0 . r F . C a 0 e 0 h a 0 C m in h a k i s

C r e e n u d n n B n a a u i l n j a r t n i i g s B a a e n r i b a a i i B n a h r r

n a B a e e a z h B g l b g A l f A

8 DIGEST | An essential guide to the IDB Annual Report 2017 20,000 $ million 1395H-2017 Approvals In Numbers 16,000

CUMULATIVE NET APPROVALS BY MAJOR MODE OF FINANCING* Trade Financing ID89.5 billion ID49.5 Billion $70.4 Billion $128.7 billion

Project financing ID39.2 Billion $57.1 Billion

Technical Assistance 12,000 Operations ID287.7 million Special Assistance $406.6 million Operations ID575.6 million BY COUNTRY AND MAJOR MODE OF $754.1 million FINANCING (1395H-2017) Project Financing Technical Assistance Operations YEMEN Trade Financing UZBEKISTAN UGANDA Special U.A.E. TURKMENISTAN Assistance TURKEY TUNISIA Operations TOGO TAJIKISTAN SYRIA SURINAME SUDAN 8,000 SOMALIA SIERRA LEONE SENEGAL SAUDI ARABIA BY NUMBER QATAR PALESTINE OF OPERATIONS PAKISTAN OMAN NIGERIA NIGER MOZAMBIQUE 2,656 MOROCCO TRADE MAURITANIA MALI FINANCING MALDIVES MALAYSIA LIBYA LEBANON KYRGYZ REPUBLIC KUWAIT 2,542 KAZAKHSTAN JORDAN PROJECT IRAQ IRAN FINANCING INDONESIA GUYANA GUINEA-BISSAU GUINEA GAMBIA GABON 1,574 EGYPT 4,000 DJIBOUTI SPECIAL ASSISTANCE CÔTE D’IVOIRE COMOROS OPERATIONS CHAD CAMEROON BURKINA FASO BRUNEI BENIN 1,451 BANGLADESH BAHRAIN TECHNICAL ASSISTANCE AZERBAIJAN OPERATIONS ALGERIA ALBANIA AFGHANISTAN 9 0 DIGEST | An essential guide to the IDB Annual Report 2017

IDB Capacity Development Programs, 2017

TECHNICAL SCIENCE & SCHOLARSHIPS NGO PROGRAM WOMEN IN COOPERATION TECHNOLOGY PROGRAM DEVELOPMENT PROGRAM PROGRAM PROGRAM

Students benefitting 52 MEDICINE from IDB Scholarship Programmes and % associated fields of study, 2017

40 % ENGINEERING % 58 BIOTECH & GENETIC ENGINEERING

% AGRICULTURE4% 12 ICT 280 50 13% ENERGY 1% 10 NANOTECHNOLOGY SCIENCE 7 PHYSICAL SCIENCE %

% 2% LAW

ARTS AND %

FINANCE

AND BANK 280 MANAGEMENT 50 STUDENT BENEFICIARIES SCHOLARSHIPS AWARDED FROM THE SCHOLARSHIP UNDER THE MERIT PROGRAMME FOR SCHOLARSHIP PROGRAMME MUSLIM COMMUNITIES FOR HIGH TECHNOLOGY IN NON MEMBER FOR MEMBER COUNTRIES COUNTRIES

10 DIGEST | An essential guide to the IDB Annual Report 2017

NEW REVERSE LINKAGE PROJECTS 13,852 4 APPROVED FOR $61million STUDENTS RECIPIENT: Niger HAVE BENEFITTED FROM THE PROVIDER: Morocco SPMC SCHEME SINCE 1404H PROJECT: Strengthening RECIPIENT: Kuwait (1983) rural electrification through PROVIDER: Pakistan renewable energy PROJECT: Halal products authenticaiton

RECIPIENT: Chad PROVIDER: Tunisia PRJOECT: Enhancing and Teaching the Arabic language

RECIPIENT: Côte d’Ivoire PROVIDER: Morocco PROJECT: Vocational training system development 6 NG0-RELATED OPERATIONS APPROVED FOR $405,000

CAPACITY SKILLS DEVELOPMENT DEVELOPMENT IN EDUCATION

PROMOTION VOCATIONAL FRAGILITY OF WOMEN TRAINING AND AND CONFLICT AND YOUTH IN IT INCUBATORS PREVENTION AGRICULTURE

11 DIGEST | An essential guide to the IDB Annual Report 2017

2017 Prize Winners of IDB Prizes for Science & Technology

IDB Prizes for Science and Technology: Established Among the numerous achievements of FCEE, in 2002, the IDB Prizes for Science & Technology (S&T) pioneering research work has led to the development promotes excellence in research and development and of advanced membranes. These membranes, with scientific education. On annual basis, the prizes are enhanced performance through the incorporation awarded in three categories: (i) outstanding science of nano filters in a polymer host matrix, serve asa & technology contribution to social and economic potential material for membrane-based separation, development; (ii) excellence in a given scientific such as gas separation in the oil and gas industry, specialty; and (iii) best performing S&T center in the water and wastewater treatments as well as seawater least developed member country. The amount of each desalination. prize is $100,000. FCEE has 78 patents, with 32 products commercialized. The prize winners of the 15th edition were announced The university has contributed to the expansion of the in 2017 as follows: scientific community in Malaysia by awarding 132 Ph.D degrees and 808 MSc degree over the past 5 years. Category 1: Universitas Indonesia Established in 1849, Universitas Indonesia is among Category 3: Faculty of Medicine, University of the oldest tertiary institution in Indonesia and ranked Gezira, Sudan among the top universities of the world. Over the Established in 1975 as part of the University of years, its scholarly work has had great scientific Gezira, the Faculty of Medicine set a unique and technological, socio-economic, and environmental innovative system of medical education and training by impact in Indonesia. incorporating and integrating problem-based learning In the last 5 years, the university contributed to the and community oriented learning. The faculty and the development of human resources in Indonesia and students are strongly connected to the community the region by awarding record number of graduate by addressing their major health problems. This is and postgraduate degrees. In the same period, it has a distinguishing mark of the learning and practicing also published a large number of books and scientific behavior at the University. articles with high impact factor. The Faculty has strived hard to effectively organize field Furthermore, the University has registered a large training courses in the network of several specialized number of patents and inventions, of which many hospitals, many rural hospitals, and numerous health have been either commercialized or industrialized. centers. It is duly accredited to train specialists with For example, the university helped increase the value an emphasis on primary care, radiology, urology and of local resources through its research by developing pediatric surgery. In addition, FMUG has pioneered a techniques for manufacturing palm oil derivatives and program to upgrade the training of mid-career family fuel additives, which has in return benefited Indonesian physicians to give them enhanced skills as primary companies. care physicians. Category 2: Faculty of Chemical and Energy The Faculty program of education and training has Engineering, Universiti, Teknologi, Malaysia become a model followed by more than 20 colleges in Faculty of Chemical and Energy Engineering of Sudan as well as in East African Universities. In addition Universiti Teknologi Malaysia (FCEE) is a recognized to Sudanese students, the Faculty is attracting students center for research and development and education from the Middle East and East African Countries. in the areas of biotechnology and natural products, membrane technology, process systems, hydrogen economy and energy in general. In terms of scientific knowledge production, the staff of FCEE managed to produce in one year alone 432 scientific publications in world-renowned (Indexed) journals.

12 DIGEST | An essential guide to the IDB Annual Report 2017

13 DIGEST | An essential guide to the IDB Annual Report 2017 165 | 1542.3 | 29.9 -2020) | 5 II (2016 NESIA NDO Status of MCPSs I

75 9 | 79 | 1 00 24 0 | 3607 | 144.3 ) | 5) | 250 Indicative Financing Envelope 16 12-1 3- N (20 01 ISTA (US$ million) (2 PAK .9 O | 150 Net Approvals by IDB Group CC 866 O 0 | 2 | 44 (US$ million) OR 90 450 M ) | 1 0 | 1 /b 13 30 Achievement Rates 10- | 3 20 14) Y ( 1- E 201 RK I ( TU SIA NE DO IN

.4 6 2 5 1 . | 2 1 0 6 .1 .9 1 9 9 | 7 9 | 7 | 5 0 | 8 6 1 0 5 7 7 0 | 2 | 6 7 . ) | | - 1 5 4 0 | 8 0 7 -1 0 0 5 | 7 7 8 2 8 8 . 5 | 3 | 1 5 . 1 | ) 5 ) 8 0 ) 1 3 8 1 7 5 | 1 3 3 2 5 1 | 1 ( - | 2 - | 1 * 9 | L - 1 | 8 4 0 A 3 1 7 4 3 3 1 1 ) 2 . 5 5 G 0 4 5 0 0 | 6 1 4 E 2 1 | 6 2 2 ( - | ( | N ( 9 5 | A 2 9 6 ) E I 1 9 1 N S A 7 6 I 6 I N 0 2 3 S | | 1 I 2 | 3 ) N - A ( ) E T ) | 5 4 N I 5 3 1 - B 1 U R N 1 0 - - 1 | 0 T U A - 0 4 T 3 1 1 1 2 A 5 | ( S 1 1 | 0 - 0 M H 0 ) 2 | * D ( 2 2 - | K ( ( 4 A E 0 | ) A 1 H R - 4 5 Z A E 1 M | 1 1 C A D A 2 - G 1 K I * | 4 N 0 N I | 1 N A 2 * ( R ) 0 G | I U 5 2 L ) ( U S 1 - 5 A ) A 2 1 I - L M M 1 I 2 0 A R 1 2 E ( 0 M

T 2 O A ( N I S I S ( T ) I Y

A M A I

R W

A E

M K

I ( MCPSs Under MCPSs Implementation Completed Implementation (as of end-December 2017)

IDB Group staff in 2017 51 72 771 142 169 1,214 PROFESSIONALS IDB GROUP STAFF, 2017

DIRECTORS MANAGERS PARA- SUPPORT PROFESSIONALS STAFF © Islamic Development Bank Designed and produced by Blackwood Creative Ltd (www.weareblackwood.com) and the IDB.

14 DIGEST | An essential guide to the IDB Annual Report 2017 165 | 1542.3 | 29.9 -2020) | 5 II (2016 NESIA INDO

75 9 | 79 | 1 00 24 0 | 3607 | 144.3 ) | 5) | 250 16 12-1 3- N (20 01 ISTA (2 PAK .9 O | 150 CC 866 O 0 | 2 | 44 OR 90 50 M | 1 | 14 13) 300 10- | 3 20 14) Y ( 1- E 201 RK I ( TU SIA NE DO IN

T 2 O MCPSs Under Implementation A ( N I S I S ( T ) I Y (as end-August 2017)

A M A I

R W MCPS Under Preparation A E

M K

I ( BANGLADESH (2013-18) Co-Financing in 2017 ($m)

3198 Co-ﬁnanciers 67.7% 1221

Others 38.2%

WBG 19.5% |

11,215 ADB 15.7% 425 AFDB 4.3% |

625 CG 8.6% 6,173 15 274 OECD-DAC 0.5% | EBRD 13.3% 1526 137 55 IDB 32.3% 501

15 PROVIDING RESOURCES

FIGHTING POVERTY

RESTORING DIGNITY

Islamic Development Bank 8111 King Khaled St Al Nuzlah Yamania Unit 1 Jeddah 22332-2444 Kingdom of Saudi Arabia  (+966-12) 6361400  (+966-12) 6366871  [email protected]  www.isdb.org