IFC produces a Strategy and Business Outlook (SBO) every 3 years with updates in between. The SBO is IFC’s flagship strategy document with a description of program projections, priorities, resources and implementation plans. It is IFC’s base document for planning the budget ask of the Corporation to the Board, hiring decisions housed in the identified business priorities, and serves also as the basis for the Board’s endorsement of IFC’s strategic directions. The SBO and its updates are precursors for IFC’s Budget Papers.
The Budget Paper is an annual document submitted to the Board for approval, which provides details on gross resource needs, aggregate administrative and advisory services budget trajectories, income designations as well as presents the budget proposal for the next fiscal year along with specifics on the allocation to the main budget categories.
Results - 19 of 19 items found
Jun 25, 2021
To maintain the pace of IFC 3.0 implementation within the context of sustained fiscal discipline in a pandemic-constrained environment, IFC requires the appropriate financial, administrative, and IT capacity. IFC is proposing a 1 percent real budget increase for FY22.
English | 36 pages | 2021 IFC
Apr 22, 2021
The impact of the COVID-19 pandemic on private enterprises across emerging markets has been severe. IFC has implemented a strong and rapid response to COVID-19, through a variety of initiatives intended to support private sector clients. As part of the WBG’s goal of US$160 billion in exceptional support between April 2020 and June 2021, IFC has delivered over 50 percent of its US$47 billion target as of February 2021.
English | 38 pages | 2021 IFC
Jun 25, 2020
Over the FY21-23 period, IFC will prioritize the COVID-19 crisis response, as protecting the private sector will be critical not only to soften the immediate impact of the pandemic, but also to set the stage for sustainable recovery. IFC’s COVID-19 response covers three phases of the crisis: Relief, Restructuring & Recovery
English | 37 pages | 2020 IFC
Apr 9, 2020
This strategy and business outlook (SBO) has been prepared in the midst of the COVID-19 (Coronavirus) pandemic. In addition to the heavy human toll and its aftermath, the COVID-19 (Coronavirus) crisis poses substantial challenges for the global economy and financial markets with severe impacts on an already fragile global economic outlook. There is considerable uncertainty about the extent of its impact on the global economy and on IFC client countries and private sector partners. Some effects are already materializing in the form of supply chain disruptions and tightened liquidity due to lower production orders. IFC is committed to playing a strong role in the global response to the COVID-19 (Coronavirus) crisis, beginning with the recent IFC Fast Track COVID-19 (Coronavirus) Facility which aims to rapidly deploy financing to help sustain jobs and continued economic activity in member countries.
English | 57 pages | 2020 IFC
Jun 21, 2019
This document outlines how IFC is realigning resources and maximizing internal efficiencies to support overall delivery, as well as presents incremental resource needs critical for the future of IFC 3.0. The FY20 budget request combined with workforce planning efforts will enable IFC to build the bench of staff that can deliver its traditional business as well as implement IFC 3.0.
English | 33 pages | 2019 IFC
Apr 2, 2019
FY19 is the second full year of implementing IFC 3.0, an ambitious strategy to develop new and stronger markets for private sector solutions, particularly in IDA countries and Fragile and Conflictaffected Situations (FCS). Implementing IFC 3.0 has required a fundamental re-shaping of core elements of IFC’s business model – as we augment our traditional approach to financing projects, with a new focus on systematically developing markets especially through upstream engagement and deeper collaboration within the World Bank Group.
English | 62 pages | 2019 IFC
Jun 28, 2018
On April 21, 2018, the World Bank Group’s Development Committee endorsed a historic US$13 billion paid-in capital increase package for IBRD and IFC. IFC’s share of this increase amounted to US$5.5 billion, signaling not only a vote of confidence in the new IFC 3.0 strategy, but also a clear directive. A stronger capital base enables IFC to advance the Maximizing Finance for Development (MFD) agenda and fulfill greater shareholder ambitions, especially in regions suffering from fragility, conflict, and violence. However, the FY19 Budget was formulated in the absence of the capital increase and remains within the original 3 percent growth trajectory.
English | 40 pages | 2018 IFC
Apr 12, 2018
For more than six decades, IFC has built a successful track record as a bridge between private investment and development. Today, IFC is starting to implement its 3.0 strategy, an ambitious new approach that focuses on creating new and stronger markets, particularly in countries that have benefited least from private investment. This document describes how IFC is transforming its business in accordance with this vision.
English | 41 pages | 2018 IFC
Jun 22, 2017
To support IFC 3.0’s ambitious goals, IFC is requesting a 3% Administrative Budget increase—a number already minimized by significant tradeoffs, cost savings, and productivity gains.
English | 33 pages | 2018 IFC
Apr 13, 2017
IFC’s new strategy is a concrete response to what shareholders have asked: to unleash the power of the private sector to help realize the 2030 Agenda and bring greater progress to the poorest and most fragile regions. The SBO describes a plan to improve organizational structures, better leverage the combined capabilities of the WBG, increase efficiency, and deploy the right approaches, products, services and tools to achieve impact.
English | 58 pages | 2017 IFC
Jun 23, 2016
IFC projects total resources usage of $1.55 billion in FY17, a 3% nominal increase over FY16 (or 1% in real terms). The proposed administrative budget, subject to Board approval, amounts to $1.01 billion in FY17, also a 3% nominal increase (or 1% real increase) over FY16.
English | 82 pages | 2016 IFC
May 5, 2016
The FY17-19 SBO focuses on development challenges that present the largest global risks and opportunities, including fragile and conflict situations and climate change. In this environment, risk is a key driver of economic decisions, including economic volatility, climate stress and economic fragility. IFC will help its clients respond to the global downturn and undertake selective contrarian investments that may help restore confidence and ensure adequate liquidity.
English | 82 pages | 2016 IFC
Jun 25, 2015
IFC's FY16 budget paper presents its operational delivery framework to meet private sector client demand and best position our human resource and financial capital toward achieving the WBG twin goals. The paper seeks Board authorization for the budget required to not only ensure IFC’s existing financial assets are safeguarded, but also increase our presence and impact in an ever-changing economic landscape.
English | 56 pages | 2015 IFC
Apr 7, 2015
The level of global growth in 2014 was 2.6%, higher than in 2012 or 2013, but lower than initially expected. Functioning, self-sustaining private sector markets responding and adapting to economic needs and demands are central to the sustainability of development and essential to achieving the World Bank Group (WBG) goals and the post-2015 development agenda. The levels of financing and activities needed to reach the Sustainable Development Goals will greatly outstrip the capacity of the public sector. This is an opportunity for the WBG to work together to mobilize the private sector for development.
English | 54 pages | 2015 IFC
Jun 24, 2014
This Budget paper sets forth the indicative operational growth and sustainable delivery model for FY15 and seeks Board authorization for the budget required to achieve its contribution to the World Bank Group twin goals. The proposed budget will enable IFC to continue delivering strong development results while reinforcing its financial sustainability by maintaining total resource consumption at a flat real level (0.9% nominal increase).
English | 45 pages | 2014 IFC
Jun 20, 2013
The FY14 budget proposal calls for a regular administrative budget of $720.5 million, a real increase of 3.5% with respect to FY13; application of the World Bank Group’s price adjustment mechanism makes it 5.0% in nominal terms. The proposed increase reflects significant efforts to reallocate existing budget towards strategic priorities through use of the 2% productivity tax and clarify the selectivity filters being applied and the trade-offs being made to allow for limited growth in investment programs.
English | 81 pages | 2013 IFC
Jun 19, 2012
IFC looks forward to FY13 with the understanding that potential financial crises could negatively impact the global economy, creating hardship for IFC’s clients and threatening the strength of IFC’s portfolio. While the current outlook is for a gradual recovery starting in FY13, this is subject to considerable risks, and IFC is poised to respond to a significant deterioration in the external environment by redeploying resources and implementing a comprehensive countercyclical response, without losing sight of its long term strategic focus areas and of the importance of ensuring its financial sustainability.
English | 77 pages | 2012 IFC
Jun 23, 2010
While the worst of the global financial crisis has passed, its effects are still felt as the world economy begins to recover. The recovery is, however, likely to be slow, uneven, and fragile. IFC will continue to maximize development impact and additionality within its limited resources, while remaining financially sustainable. Building on its leadership in results measurement, IFC will take the next step and phase in the implementation of forward-looking Corporate development goals.
English | 75 pages | 2010 IFC
Jun 24, 2009
The financial crisis, with ensuing losses for IFC, has affected IFC‘s capital capacity which also limits its ability to continue the recent growth in investments. While IFC‘s core priorities have not changed – frontier markets, climate change, infrastructure, agribusiness, and financial markets (with particular emphasis on MSMEs)–the Corporation‘s overall strategy has shifted from an emphasis on growth to a focus on its countercyclical role while at the same time working to enhance risk management, stabilize its portfolio, mobilize partners and help existing clients weather the financial crisis.
English | 65 pages | 2009 IFC