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Corporate Advice Strategic Update FY11-FY13

Corporate Advice Strategic Update FY11-FY13. Corporate Advice Business Line Mandate and Role.

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Corporate Advice Strategic Update FY11-FY13

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  1. Corporate Advice Strategic Update FY11-FY13

  2. Corporate Advice Business Line Mandate and Role By FYE 2013, we will aim to work with clients and partners to reach millions of MSMEs, of which 40% will be in rural areas and 50% women. We will build the capacity of half a million businesses, improve productivity and incomes of farmers, and facilitate investment flows that sustain SME employment. • As per LOTS 2009, the Corporate Advice business line provides solutions to clients enabling the private sector to maximize opportunities for people to escape poverty and improve their lives: • Extending our reach to MSMEs through supply chains • Responding to growing demands on corporations from neighboring communities • Promoting best corporate governance practices • Support clients to serve low-income (BOP) segments

  3. Corporate Advice Priorities at the Global Level: Market Leadership in Corporate Governance, Supply Chains and BOP • Corporate Governancemainstreamed in IFC investment process and broadly in DFI community, with the CGForum supporting global brand • Promote best ESG practices across Global Supply Chains • Establish IFC leadership in BOP space Help Drive IFC towards Development Goals • Reach indicators mainstreamed in measurement framework • Replicable product offering in Agribusiness and agri-finance • Climate Change integrated in corporate advice product offering Leadership in Offering Client Centric AS Solutions • One-stop-shop, coordinating AS into industry development goals, strategy and service delivery • Increase percentage of cost sharing by clients • Increase leverage of IFC funding by donors and partners • Further consistency in AS pricing (e.g. global pricing policy for CG) Further Increase Leverage

  4. Example of Pricing in CA BL:IFC Clients Became Most Significant Contributors to Linkages Project Costs…

  5. Development of Product Portfolio • Product Review focused on directing the products towards core corporate priority areas: • Corporate Governance Mainstream in investment process, crisis response, SMEs • SMEs / Supply Chain Best practices, measurement, expand reach • Food/Agribusiness Standards, productivity, agri-finance • Climate Change Carbon, Water footprinting • BOP Best practices, measurement, expand reach • Community Engagement Best practices in extractive, apply to agri, forestry

  6. Regional Focus of Corporate Advice Agri Food safety Crisis response • CG Agri • CG SMEs Agri Rural Health BOP • CG Agri Food Safety • CG Agri SME Reach • Extractive • CG Agri • CG Extractive BOP • Continued focus on IDA and Africa • Deepen Corporate Governance coverage in LAC and CSA • Strong demand in agribusiness advisory in all regions • Increased attention to SME and BOP reach (LAC, CSA) • New area: H&E Wholesaling in CAF

  7. Areas of Thought/Knowledge Leadership in Corporate Advice Corporate Governance BOP • Mainstream CG Methodology within IFC Investment Process • Broaden CG approach in investment process among DFIs • Family Owned Businesses • Board Leadership / Crisis Preparedness • Help IFC provide IS/AS to firms doing business with the BOP • Document and disseminate knowledge • Build the field of BOP business through “CBOP for scale and replication Supply Chain Community Engagement • Promote best practice in global supply chain (Responsible Supply Chain) • Buyers Network – Supply Chain Finance for SMEs • SME Steering Committee • Consolidate and grow leadership in Community Investment in the Extractives • Assume Leadership in Community Investment in the Agribusiness Sector

  8. Engagement with Industry Clusters • CA is first BL that embedded staff in 4 industry departments (CAG, GMS, COC, CIT) • Act as One-Stop-Shop for Advisory Services in these Industry Departments • CA achieved close integration of AS projects with investments (62% overall, 96% Linkages) Building on this experience, CA will continue to support the mainstreaming of AS into integrated industry goals, strategies and service delivery: Examples: CAG Farmer reach targets Forestry Strategy COC Advisory Strategy WBG GICT Strategy Support RDs/IDs for Seamless integrated products to clients, (Eg. Peru LNG) • Support Industry Departments defining, setting, measuring Institutional Development Goals • Facilitate mainstreaming of AS into global industry strategies • Coordinate the development of industry specific advisory packages, bringing together services across business lines

  9. Corporate Advice Reach/outcome measures • Corporate Advice is one of two Business Lines with approved reach targets integrated into corporate score card • “SME Reach through IFC Capacity Building Support” has been defined and targets set • Annual average target of 150,000 MSMEs reached for FY10-12 period • SME Reach indicator currently integrating in results measurement frameworks of relevant products across business lines • Methodology to normalize reach of SME Toolkit in this framework (SME Toolkit reaches over 4 million unique users p/a) • Business Line will define 2-3 further indicators for consolidated CA product lines • Aligned with Institutional Development Goals • Measuring results of core value-added

  10. Critical Issues • Corporate Advice manages range of corporate initiatives that are not the sole responsibility of the CA BL: • Mainstreaming of IFC CG Methodology in the investment process • Secretariat for the SME Steering Committee and Working Group • BOP Strategy and Implementation Support (including (“CBOP”) • IFC Directorship database • Anchor role for CA in Industry Dpt, responding to industry, regional demand • Embedded staff as one-stop-shop for AS coordination • Support of industry departments in formulating/measuring IDGs • Mainstreaming of AS in industry strategies • AS/IS and Cross Business Line Collaboration (but also issues) • Agri Finance • Responsible Supply Chains • Mobile Money • Supply Chain Finance Platform • Carbon/water footprint • Consistent practices of Reach Measurement (eg. Agri/farmers)

  11. ANNEX

  12. Decentralization of TLs for Client Facing Projects • 86% of staff in CA Business line based in the field • Based on a global product review, BL has proactively transferred Task Leadership of client facing projects to the region. • Currently small number of projects remain classified as client-facing and managed in HQ (including CGForum projects), further phase out expected in FY10

  13. WBG Collaboration Country Programs of Corporate Governance Forum developed on basis of ROSC, in close coordination with World Bank Corporate Governance Group AS programs in Extractive Industries and ICT are developed in close coordination with COC and GICT, joint WB-IFC Departments

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