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Enhancing Corporate Governance: Value Added Operations in Development Projects

This presentation by T. Turner, prepared in October 2008, outlines key aspects of Corporate Governance (CG) in development projects. It encompasses project selection, resources for CG improvements, practical examples, and proposed next steps. The strategic alignment with development priorities, commercial viability, and sustainable financial success are highlighted alongside expected economic, environmental, and social benefits. The Bank's role in providing resources for CG improvements and its impact in financial institutions and extractive industries are discussed, alongside future initiatives for advancing CG assessments in the private sector.

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Enhancing Corporate Governance: Value Added Operations in Development Projects

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Presentation Transcript

  1. Corporate Governance“Value Added Operations” Prepared by T. Turner October 2008

  2. This presentation is organized in four parts • CG in project selection • Resources for CG improvements • Examples • Next steps

  3. Strategic Alignment Fit with various development priorities Commercial Viability Likelihood of sustainable financial success – CG analysis Development Outcomes Expected economic, environmental and social benefits Additionality / Complementarity The Bank’s “value added” and synergy with the efforts of other development partners – CG assistance There are 4 main criteria for the Bank’s involvement in a project Criteria for the Bank’s Involvement in a Project

  4. The Bank can provide resources to clients for CG improvements CG Technical Assistance • Resources • Fund for Private Sector Assistance (FAPA) • Part of multi-donor EPSA initiative • $40 million pledged and resource mobilization on-going • Uses • 12 operations for $10 million completed since 2006 • Financial institutions, associations, governments • Credit processes, financial mgt , environmental mgt

  5. The Bank’s CG support in currently concentrated in FIs and EIs Examples • Financial Institutions • Sub-regional DFIs- e.g. PTA Bank • Commercial banks – e.g. SME lending workshop with USAID • Extractive Industries • Madagascar – e.g. EITI support • Guinea – Guinea Alumina

  6. Next steps... • More systematic assessment of CG in private sector operations: develop CG tool kit. • Established a dedicated focal point for CG issues within private sector operations. • Continue to support CG working group and other CG activities.

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