The BDB needs to deliver on its mandate within an acceptable level of risk, to ensure its sustainability. To do this, the Bank needs to understand the risks involved in its mandate. These risks concern both long-term finance for development projects and funding for less developed areas, where the challenges are to intervene innovatively and to balance opportunities with risk responsibly and productively.
Accordingly, the Bank employs sound risk management practices, which are guided by a number of strategic thrusts designed to broaden and deepen its development impact through responsible risk taking.
The Bank, like all development finance institutions, assumes substantial risk in the natural pursuit of its business objectives. Risk is an inherent part of the Bank’s business and activities. The Bank distinguishes between credit risk, interest rate risk, currency risk, liquidity risk and operational risk.
The BDB Board of Directors endorses and is fully committed to complying with the recommendations in the King II Report and the Protocol on Corporate Governance in the Public Sector. In this regard the Board of Directors is constantly striving to develop and improve its corporate governance structures and practices to ensure that they are aligned with and comply with national and international best practices in corporate governance standards. By supporting principles of good corporate governance, the Bank demonstrates its commitment to the highest standards of integrity and ethical conduct in dealing with all its stakeholders. The Bank is committed to transparent governance that gives its shareowner and other stakeholders the assurance that the Bank is being managed ethically, in line with best international practice and all applicable legislation and predetermined risk parameters. The Directors subscribe fully to the principles embodied in appropriate international corporate governance codes, including compliance with sound accounting practices.
The BDB and its shareholder are striving to overcome massive infrastructure delivery and human resource gaps in the country and in the region, and neither the Bank, other public sector institutions, nor the private sector can tackle these challenges on its own. Smart partnerships therefore remain a key strategic thrust for the Bank.
In addition to the imperative of bridging infrastructure and human resource gaps, the Bank faces growing pressure to join other development role players in addressing a complex set of interconnected socio-economic and environmental issues. Notably among these are local economic development, regional integration, job creation, urban renewal and environmental conservation. The Bank works closely with different levels of government, parastatals and public enterprises.
The Bank also undertakes a number of agency projects for a range of clients, to provide capacity to development and implementing agencies and act as a vehicle for partnerships with international development finance institutions.
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