Asian Development Bank (ADB)

Performance evidence

Overview

The ADB is a regional development bank to promote social and economic development in Asia. The bank is headquartered in Metro Manila, Philippines and maintains 39 field offices around the world.

The bank was established on 19 December 1966 and admits the members of the UN Economic and Social Commission for Asia and the Pacific (UNESCAP, formerly the Economic Commission for Asia and the Far East or ECAFE) and non-regional developed countries.

Starting with 31 members at its establishment, by 2019 ADB had 69 members. As of 31 December 2020, Japan and the United States each hold the largest proportion of shares at 15.6%. China holds 6.5%, India 6.3%, and Australia 5.8%.

Performance rating summary

ADB performance results wheel — Organisational performance

Key findings

Regular review of ADB’s Capital Adequacy Frameworks has helped strengthen its capital position, increase lending headroom and incorporate of good practices.
ADB has a clear commitment to align its operations to the Sustainable Development Agenda, including regular reporting on how its operations contribute to the SDGs.
ADB has recently embedded the One ADB approach across operations, providing a foundation for collaboration across regions, sectors and themes.
ADB is scaling up incentives to support its private sector shift and expand opportunities for investment.
ADB has a results-based management culture and robust corporate reporting.
The Knowledge Management Action Plan has put important structures in place to position knowledge as a strategic asset.

ADB needs to demonstrate more transparently how resource allocation is aligned to strategic priorities and operational needs.
ADB has made limited progress in implementing differentiated solutions through its Country Partnership Strategies.
ADB has taken steps to strengthen E&S Safeguards but now needs to ensure systematic implementation across the portfolio.
Scaling up nonsovereign operations has not proceeded in line with expectations, particularly in frontier markets. There are important opportunities to improve alignment with good practices for demonstrating development outcomes and additionality.
ADB’s operations are becoming increasingly complex, contributing to potential implementation challenges and risks for sustainability
Staff supporting cross-cutting issues and new focus areas remain stretched, potentially impacting the delivery of ADB’s new areas of focus.