Page | 1

Introduction
Bangladesh has succeeded in achieving a steady reduction of poverty incidence, with the
population living below the national poverty line steadily falling over the past 2 decades. The
country is now on track to achieve most of the Millennium Development Goals.
Under the country partnership strategy, 2011-2015, for Bangladesh, ADB supports the efforts of
the government to make growth more inclusive and greener by improving connectivity,
promoting skills, improving financial markets, boosting energy efficiency and access, promoting
public-private partnerships, making cities more livable, improving the management of water
resources, and reducing flood risk.
Bangladesh has succeeded in achieving a steady reduction of poverty incidence, with the
population living below the national poverty line steadily falling over the past 2 decades. The
country is now on track to achieve most of the Millennium Development Goals.

Under the country partnership strategy, 2011-2015, for Bangladesh, ADB supports the efforts of
the government to make growth more inclusive and greener by improving connectivity,
promoting skills, improving financial markets, boosting energy efficiency and access, promoting
public-private partnerships, making cities more livable, improving the management of water
resources, and reducing flood risk.

Page | 2

Summary
This report presents the results of a development effectiveness review of the
Asian Development Bank (ADB). The ADB was established in 1966 and serves
as a major source of development financing for countries in Asia. Headquartered
in Manila, the ADB had over US$21.7 billion in financing and more than 2,900
employees from 59 countries in 2011.1 Its mandate is to reduce poverty and to
improve the lives of the poor in the region by fostering economic growth and
regional cooperation.
The ADBs current strategic plans and priorities are stated in its long-term
strategic framework for 2008 to 2020, Strategy 2020: Working for an Asia
Pacific Free of Poverty.

Page | 3

Brief History About ADB

Origins

ADB was conceived amid the postwar rehabilitation and reconstruction efforts of the
early 1960s. The vision was of a financial institution that would be Asian in character
and foster economic growth and cooperation in the region - then one of the poorest in
the world.
A resolution passed at the first Ministerial Conference on Asian Economic Cooperation
held by the United Nations Economic Commission for Asia and the Far East in 1963 set
that vision on the way to becoming reality.
The Philippines capital of Manila was chosen to host the new institution - the Asian
Development Bank - which opened on 19 December 1966, with 31 members that came
together to serve a predominantly agricultural region. Takeshi Watanabe was ADB's first
President.
For the rest of the 1960s, ADB focused much of its assistance on food production and
rural development. Its operations included ADB's first technical assistance, loans,
including a first on concessional terms in 1969, and bond issue in Germany.

Page | 4

In 21st century

With the new century, a new focus on helping its developing members achieve the
Millennium Development Goals and making development more effective was adopted
within ADB.
In 2003, a severe acute respiratory syndrome (SARS) epidemic hit the region, making it
clear that fighting infectious diseases requires regional cooperation. ADB began
providing support at national and regional levels to help countries more effectively
respond to avian influenza and the growing threat of HIV/AIDS.
ADB also had to respond to unprecedented natural disasters, committing more than
$850 million for recovery in areas of India, Indonesia, Maldives, and Sri Lanka hit by the
December 2004 Asian tsunami. In addition, a $1 billion line of assistance to help victims
of the October 2005 earthquake in Pakistan was set up.
In 2008, ADB's Board of Directors approved Strategy 2020: The Long-Term Strategic
Framework of the Asian Development Bank 2008-2020, a policy document guiding its
operations to 2020.
In 2009, ADB's Board of Governors agreed to triple ADB's capital base from $55 billion
to $165 billion, giving it much-needed resources to respond to the global economic
crisis. The 200% increase is the largest in ADB's history, and the first since the 1994
100% capital increase.

Page | 5

Policies and Strategies

Strategy 2020

Strategy 2020: The Long-Term Strategic Framework of the Asian Development Bank
2008-2020 reaffirms both ADB's vision of an Asia and Pacific free of poverty and its
mission to help developing member countries improve the living conditions and quality
of life of their people.
Strategy 2020 promotes three complementary agendas on inclusive economic growth,
environmentally sustainable growth, and regional integration.
To achieve these goals, Strategy 2020 identifies drivers of change that will be stressed
in all its operations - developing the private sector, encouraging good governance,
supporting gender equity, helping developing countries gain knowledge, and expanding
partnerships with other development institutions, the private sector, and with communitybased organizations.
Under Strategy 2020 selectivity and focus would be achieved by concentrating 80% of
ADB's operations in five core operational areasinfrastructure, environment, regional
cooperation and integration (RCI), finance sector development, and education. Support
for other areas of operations, such as health, agriculture, and disaster and emergency
assistance, is to be selectively provided.

Page | 6

Key Facts
President and Chairperson of

TakehikoNakao

the Board of Directors

Members

67; 48 regional members; 19 nonregional members

Offices

Headquarters in Manila, Philippines, with 29 resident missions and

3 representative offices in Tokyo, Frankfurt, and Washington, DC

Founded

1966

Budget

2014 Budget

Financing in 2013

$21.02 billion

Subscribed capital

$162.80 billion

Page | 7

Board of Directors
The 12 members of the Board of Directors are elected by the Board of
Governors. Eight of those 12 are elected by member countries from
within the Asia Pacific region, and the four others are elected by
member countries from outside the region. Each Director appoints an
Alternate. The President of ADB chairs the Board of Directors.
The Board of Directors performs its duties full time at the ADB headquarters in Manila,
Philippines, and holds formal and executive sessions regularly. The Directors supervise
ADB's financial statements, approve its administrative budget, and review and approve
all policy documents and all loan, equity, and technical assistance operations.
Contact ADB's Board of Directors.

Director

Alternate
Director

Anthony Baker

Richard Sisson

Australia / Azerbaijan / Cambodia / Georgia /

Hong Kong, China / Kiribati / Federated States
of Micronesia / Nauru / Palau / Solomon
Islands / Tuvalu

David Murchison

Armand Evers

Canada / Denmark / Finland / Ireland / The

Netherlands / Norway / Sweden

Richard Edwards

Mario Sander

Austria / Germany / Luxembourg / Turkey /

United Kingdom

BhimantaraWidyajala

Dominic WaltonFrance

Armenia / Cook Islands / Fiji / Indonesia /

Kyrgyz Republic / New Zealand / Samoa /
Tonga

Yeo Kwon Yoon

MPDUK
MapaPathirana

Republic of Korea / Papua New Guinea / Sri

Lanka / Taipei,China / Uzbekistan / Vanuatu /

Members Represented

Page | 8

Director

Alternate
Director

Members Represented
Viet Nam

Muhammad Sami
Saeed

Gaudencio
Hernandez, Jr.

Kazakhstan / Maldives / Marshall Islands /

Mongolia / Pakistan / Philippines / Timor-Leste

Maurizio Ghirga

Ren Legrand

Belgium / France / Italy / Portugal / Spain /

Switzerland

Kazuhiko Koguchi

Hideo Fukushima

Japan

Umesh Kumar

Iqbal Mahmood

Afghanistan / Bangladesh / Bhutan / India / Lao

People's Democratic Republic / Tajikistan /
Turkmenistan

Robert M. Orr

Michael Strauss

United States

Maliami bin Hamad

KhinKhinLwin

Brunei Darussalam / Malaysia / Myanmar /

Nepal / Singapore / Thailand

Zhongjing Wang

Guoqi Wu

People's Republic of China

as of 1 October 2014

Page | 9

MISSION & GOALS

Strategy 2020 Midterm Review

ADB conducted a mid-term review of Strategy 2020 to take stock of its progress and determine
whether the institution is on course to achieving the strategys goals and objectives. Read more
about the Strategy 2020 midterm review.

Corporate Results Framework

ADB has developed a corporate results framework to assess its progress in
implementing Strategy 2020. Annually, it will monitor implementation through the ADB
Development Effectiveness Review.

P a g e | 10

Roles in development
Infrastructure
Transportation and Communications
2010: Sustainable Transport Initiative Operational Plan

Energy
2009: Energy Policy

Water
2011: Water Operational Plan 2011-2020

2005: Comprehensive Review of ADB Water Policy Implementation

2005: Revision of the ADB Water Policy

2003: Interim Review of ADB Water Policy Implementation

2001: Water for All: The Water Policy of the Asian Development Bank

Urban Infrastructure

2013: Urban Operational Plan 2012-2020

2006: Review of the Urban Sector Strategy

1999: Urban Sector Strategy

Environment

P a g e | 11

2013: Environment Operational Directions 20132020

2010: Addressing Climate Change in Asia and the Pacific: Priorities for Action

2009: Safeguard Policy Statement

2002: Environment Policy of the Asian Development Bank

Regional Cooperation and Integration

2006: Regional Cooperation and Integration Strategy

Finance Sector Development

2011: Finance Sector Operational Plan

2000: Finance for the Poor: Microfinance Development Strategy

Education

2010: Education by 2020: A Sector Operations Plan

2008: Education and Skills: Strategies for Accelerated Development in Asia and the
Pacific

Other Operational Areas

P a g e | 12

Health
2008: An Operational Plan For Improving Health Access and Outcomes Under Strategy

2020

2005: Strategic Directions Paper on HIV/AIDS

Agriculture
2009: Operational Plan for Sustainable Food Security in Asia and Pacific

Disaster and Emergency Assistance

2014: Operational Plan for Integrated Disaster Risk Management 2014-2020

2008: Action Plan for Implementing ADB Disaster and Emergency Assistance Policy

2008: Positioning ADB Disaster and Emergency Assistance Policy in the Changing
Regional Environment

2004: Disaster and Emergency Assistance

Roles in development

P a g e | 13

A picture is worth a thousand words, the saying goes, and staff at Kamargaon Model
Government Primary School near the town of Narsingdhi in Bangladesh seem to have
taken it to the letter. In class, teachers often initiate what they describe as a picture
discussion.
This is how we get students interested in a difficult subject, says 40-year-old teacher
Md. Quamruzzaman. When they see the picture on a multimedia screen, they hardly
get bored.
His students agree. I like to learn by seeing the picture on a screen. Its as if Im
watching a cartoon movie on television, says Asia Islam, the 11-year-old daughter of
Sukkur Ali, a mason and Mosammat Mina Begum, a homemaker.
The novel approach to teaching seems to be yielding results. In 2013, Kamargaon
School was judged to be the best school among about 500 government-run primary
schools in Narsinghdi district in recognition of the students performance.
But information technology is only one of the tools used to attract children to school and
retain them until they complete fifth grade. Reward schemes and debating competitions
are also part of the strategy.

ADB $125 Million Loan to Help Turn Pourashavas into 'Model

Towns'

P a g e | 14

DHAKA, BANGLADESH The Asian Development Bank (ADB) has approved a $125
million loan to improve services and governance in pourashavasor municipalities
across Bangladesh, making them more livable and attractive, and helping to ease
population pressures in major cities.
The two largest cities of Dhaka and Chittagong now account for nearly half of
Bangladeshs urban population and to ease the effects of overcrowding, it is essential to
develop livable district towns with quality infrastructure and that are well managed, said
Norio Saito, Principal Urban Development Specialist with ADBs South Asia
Department. This assistance will support that goal and help Bangladesh create model
towns for possible future replication.
Many pourashavas suffer from weak oversight and are struggling to provide citizens with
key services including drinking water, sanitation, solid waste management and drainage
systems. In response, ADB has already been providing support for improved services
under an urban governance action program.
The new project, which is part of the program, will provide assistance to 30 pourahsavas
with a total population of 2.2 million, including 20 district headquarters towns. These
administrative, trade and economic centers, and transportation and distribution hubs,
are crucial for more balanced development in Bangladesh.
The loan funds will be used to upgrade infrastructure and services, including roads,
drainage and sanitation systems, piped water supplies, and solid waste collection and
disposal. They will also be used to strengthen the ability of municipalities to carry out
urban planning, financial management, and service delivery.
Some of the expected benefits will include reduced travel time and cost savings from
better roads, health improvements from piped water and solid waste collection, and
more citizen participationincluding by women and poor and marginalized groupsin
governance and provision of basic services.
Reflecting lessons from previous ADB project assistance, the target pourashavas will be
eligible for additional phased funding support as they meet performance-based targets
linked to governance reforms.

P a g e | 15

Along with ADBs loan, OPEC Fund for International Development will provide
cofinancing of $40 million alongside government and pourashava counterpart support of
$71 million, for a total project cost of $236 million. The projects are expected to be
completed at the end of June 2020.

P a g e | 16

The Key Indicators for Asia and the Pacific 2014 presents the latest key statistics
on development issues concerning the economies of Asia and the Pacific.
The Key Indicators for Asia and the Pacific 2014, the 45th edition of this series, includes
the latest available economic, financial, social, and environmental indicators for the 48
regional members of the Asian Development Bank. It presents the latest key statistics
on development issues concerning the economies of Asia and the Pacific to a wide
audience, including policy makers, development practitioners, government officials,
researchers, students, and the general public. Part I of this issue is a special chapter
Poverty in Asia: A Deeper Look. Parts II and III are composed of brief, nontechnical
analyses and statistical tables on the Millennium Development Goals and eight other
themes. The publication is supplemented by the fourth edition of the Framework of
Inclusive Growth Indicators.

P a g e | 17

Rewarding success
In recognition of the role parents play in sending their children to school, the authorities
at Kamargaon Primary School have introduced prizes for mothers based on the
childrens attendance rates and exam results.
This works as incentives for mothers to prevent their children from staying away from
school, says 48-year-old head teacher JakariaBhuiyan.
The prizes are usually a water pot or kitchenware, says government education officer
DilrubaYeasmin who visits the school every two months to monitor attendance. The
honor associated with the prizes matter, she says.
Razia Sultana, a 32-year-old mother from Kamargaon village explains why this scheme
is effective for children and parents alike. My daughter is so serious about attending the
class. She knows that I will get a prize if she attends class regularly.
Over the past five years, the school has maintained a class attendance rate of over 95%
and registered no dropouts, compared to the national average attendance rate of 61%
and a dropout rate of 33%.
Kabutarkhola Government Primary School in neighboring Munshiganj district can boast
similar success rates.

New approach
Like thousands of other schools across Bangladesh, these two institutions are reaping
the benefits of a five-year primary education development program that was coordinated
by ADB and completed in 2012.
Bangladesh has one of the largest primary education systems in the world with 16.53
million students, over 365,000 teachers, and more than 81,000 schools as of 2009.
Despite significant progress made in recent years toward providing universal access to
free primary education, the country still faces problems with its retention rate, and
inequity and the quality of education. In 2013, almost 500,000 children aged between

P a g e | 18

six and 10 years were reported to be out of school and only three out of four of those
who enroll eventually reach grade five.
Many teachers still follow traditional teaching methods, forcing students to memorize
lessons instead of encouraging them to be creative, imaginative, and innovative.
Schools like Kamargaon and Kabutorkhola, however, show that there are new
approaches to education that can make a difference.
At the Kabutorkhola School, students take part in monthly debates on a variety of
subjects. In their latest debate, the grade five students debated the positive and
negative aspects of rural and urban life. Ten-year-old MousumiAkterMou led one group
speaking for rural life, while Mohammad Mehdi Hasan represented the opposite view.
Mous group won the hour-long debate, watched by the entire school in a new building
constructed under the ADB-assisted program.
There is a lot of fun and entertainment in our school, says Mou, wearing a broad smile
on her face. I love to come to school every day.

Raising tomorrows leaders

At Kamargaon School, students are encouraged to participate in the governance of the
school. An elected Student Council takes care of seven portfolios: sports, water supply,
library, environment, tree planting and gardening, health, and entertainment.
The idea is to instill among the students the spirit of good and honest leadership, says
head teacher Bhuiyan. We see our future leaders among these students.

P a g e | 19

Financing Operations
Public Sector (Sovereign) Financing
ADB $300 Million Loan to Continue Power Upgrades in
India's Assam State
MANILA, PHILIPPINES (3 July 2014) The Asian Development Bank (ADB) has
approved a $300 million loan to help Indias northeastern Assam state continue its drive
to eliminate power sector inefficiencies that are hurting its consumers, its world-famous
tea industry, and its environment.
More than a third of households in the state face daily electricity cuts of 5 to 6 hours,
many important businesses, such as the tea gardens, still arent connected to the grid,
and in peak periods Assam has to buy up to 15% of its power from independent
producers at very high cost, said HerathGunatilake, Lead Energy Specialist with ADBs
South Asia Department. By funding measures to cut load shedding, the loan is
expected to benefit over 2.7 million consumers.
The multitranche loan facility, which is part of a broader 10-year, $3.5 billion state
investment program, will fund generation and distribution upgrades, including the
construction of a 120-megawatt hydropower plant. It will also finance new energy
efficient generating equipment at existing plants, new distribution lines and substations,
and financial management training and other support for staff of the state power
companies, Assam Power Generation Corporation and Assam Power Distribution
Company.
The project will bolster Assam Power Distribution Companys finances by allowing it to
lower purchases of expensive electricity from independent power producers. Meanwhile,
the planned Lower Kopili run-of-the-river hydropower plant in central Assam will help the
state avoid over 530,000 tons per annum of carbon dioxide emissions that would
otherwise be produced by fossil fuel-driven generation.

P a g e | 20

Private Sector (Nonsovereign) Financing

Approved Projects
Country

India

Borrower/Equity Investment Name

Project Number

48209-001

Type or Modality of Assistance

PS

Financing

Private sector (Nonsovereign)

Status

Approved

Approval Number

3175/3175

Approval Date

16 Oct 2014

Sector

Energy

Subsector

Renewable energy generation - solar

Strategic Agendas

Environmentally sustainable growth

(ESG)
Inclusive economic growth (IEG)

Drivers of Change

Private sector development (PSD)

Gender Equity and Mainstreaming

Categories

Category 4: No gender elements (NGE)

Safeguard Categories

Environment: B
Resettlement: B
Indigenous People: C

P a g e | 21

Project Data Sheets (PDS) contain summary information on the project or program.
Because the PDS is a work in progress, some information may not be included in its
initial version but will be added as it becomes available. Information about proposed
projects is tentative and indicative.
The Public Communications Policy (PCP) recognizes that transparency and
accountability are essential to development effectiveness. It establishes the disclosure
requirements for documents and information ADB produces or requires to be produced.
The Accountability Mechanism provides a forum where people adversely affected by
ADB-assisted projects can voice and seek solutions to their problems and report alleged
noncompliance of ADB's operational policies and procedures.
View the latest procurement notices for Goods, Works and Related Services,
or Consulting Services.

P a g e | 22

Trade Finance Program

Issuing Banks List
Updated as of 06 October 2014
AFGHANISTAN
National Bank of Pakistan (Afghanistan
Branch)
Head Office Building, Talpur Road, I.I. Chundrigar,
Karachi, Karachi South Region, Pakistan
ARMENIA
Ameriabank CJSC
9 GrigorLusavorich street, Yerevan 0015, Republic
of Armenia
Armenian Economy Development Bank Open
Joint Stock Company
Amiryan str., 23/1, 0002 Yerevan, Republic of
Armenia
Bank for Industry, Construction and
Investment Closed Joint-Stock Company
(Ardshininvestbank CJSC)
0015, 13, Gr. Lusavorich Str., Yerevan, Republic of
Armenia
AZERBAIJAN
Access Bank
137, Alovsat.Guliev St., Az-1000 Baku, Azerbaijan
DemirBank OJSC
31, Garabakh Str., Baku AZ1008, Azerbaijan
BANGLADESH
AB Bank Limited
BCIC Bhaban, 30-31 Dilkusha C/A, Dhaka 1000,
Bangladesh
Bank Asia Limited*
Tea Board Building, 111-113, Motijheel C/A, Dhaka-

P a g e | 23

1000, Bangladesh
BRAC Bank Limited
01, Gulshan Avenue, Gulshan-1, Dhaka - 1212,
Bangladesh
Dhaka Bank Limited
BimanBhaban (1st Floor), 100 Motijheel C/A,
Dhaka-1000, Bangladesh
Dutch Bangla Bank Limited
SenaKalyanBhaban, 3rd Floor, 195 Motijheel
Commercial Area, Dhaka1000, Bangladesh
Eastern Bank Limited
JibanBimaBhaban, 10, Dilkusha, C.A., Dhaka-1000,
Bangladesh
Export Import Bank of Bangladesh Limited*
Symphony, Plot #SE (F) -9, Road No -142, Gulshan
Avenue, Dhaka-1212, Bangladesh
National Bank Limited*
18 Dilkusha C/A, Dhaka-1000, Bangladesh
National Credit and Commerce Bank Ltd.
7-8, Motijheel C/A, Dhaka-1000, Bangladesh
Prime Bank Limited
I119-120, Motijheel Commercial Area, Dhaka1000,
Bangladesh
Southeast Bank Limited
Eunoos Trade Centre (Level 3), 52-53 Dilkusha
Commercial Area, Dhaka- 1000, Bangladesh
United Commercial Bank Ltd.
Federation Bhaban (4th - 6th Floor) 60, Motijheel
Commercial Area, Dhaka - 1000, Bangladesh

P a g e | 24

Trade Finance Program

Confirming Banks List
As of 17 September 2014
AFGHANISTAN
Bank Alfalah Limited (Afghanistan Branch)
410 Chahri-e-SadaratShar-e-Nou, Kabul, Afghanistan
National Bank of Pakistan (Jalalabad Branch)
Bank Street Near Haji Qadeer House NahyaAwal, Jalalabad, Afghanistan
National Bank of Pakistan (Kabul Branch)
House No. 2, Street No. 10 Wazir Akbar Khan, Kabul, Afghanistan
ALGERIA
HSBC Bank Middle East Limited, Algeria
10 EmeEtage El-Mohammadia 16212, Alger, Algeria
ANGOLA
Banco Millennium Angola SA
RuaRainhaGinga 83, Luanda, Angola
ARGENTINA
Banco Rio de la Plata S.A.
Bartolome Mitre 480-8th Floor C1306AAH, Buenos Aires, Argentina
AUSTRALIA
Australia and New Zealand Banking Group Limited
Level 20, 100 Queen Street, Melbourne, VIC 3000, Australia
Australia and New Zealand Banking Group Limited (Adelaide Branch)
Level 20, 11 Waymouth Street, Adelaide, Australia
Australia and New Zealand Banking Group Limited (Brisbane Branch)
AUSTRIA

P a g e | 25

AllgemeineSparkasseOberosterreich Bank AG
Sparkassenplatz 2, 4041, Linz, Austria
Deutsche Bank (Vienna Branch)
Hohenstaufengasse 4, A-1010, Vienna, Austria
Erste Bank
Beethovenplatz 2, A-1010, Vienna, Austria
IntesaSanpaolo (Wien Branch)
Kolingasse 12, 1090, Wien, Austria
Oberbank AG
UntereDonaulande 28, 4020, Linz, Austria
OsterreichischeVolksbanken-Aktiengesellschaft
Peregringasse 3, 1090, Vienna, Austria
Raiffeisen Bank International AG
Am Stadtpark 9, A-1030, Vienna, Austria
RaiffeisenlandesbankOberosterreichAktiengesellschaft
Europlatz 1a, 4020, Linz, Austria
UniCredit Bank Austria AG
Am Hof 2 A-1010, Vienna, Austria
AZERBAIJAN
National Bank of Pakistan (Baku Branch)
Baku Branch 41, Istiqlaliyyet Street, AZ1001 , Baku, Azerbaijan
BAHAMAS, The
State Bank of India (Nassau Branch)
Nassau OBU, Suite 201, Saffrey Square, Bay Street, PO Box No. N 3118,
Nassau, Bahamas
Page 2 of 43
Trade Finance Program

P a g e | 26

Confirming Banks List

As of 17 September 2014
BANGLADESH
Bank Alfalah Limited (Bangladesh Branch)
168, Gulistan Avenue, Gulshan, Dhaka, Bangladesh
Citibank N.A. (Bangladesh Branch)
23 Motijheel Commercial Area, 1000, Dhaka, Bangladesh
HSBC Dhaka, Bangladesh
Dhaka Main Office, 108 BirUttam C R Dutta Road, Dhaka- 1205,
Bangladesh
National Bank of Pakistan (Chittagong Branch)
DAAR-E-SHAHIDI 69, Agrabad Commercial Area, Chittagong,
Bangladesh
National Bank of Pakistan (Dhaka Branch)
79, Motijheel Commercial Area, Dhaka, Bangladesh
State Bank of India (Chitaggong Branch)
CSE Building, 1080. 1080 Sheikh Mujib Road, Agrabad, Chitaggong,
Bangladesh
State Bank of India (Dhaka Branch)
24-25 Dilkusha C/A Post Box No. 981, 1000, Dhaka, Bangladesh

P a g e | 27

Proposed Projects
48325-001: PHI: 150 MW Burgos Wind Farm Project

Project Data Sheet (PDS): Overview

Description
The Project involves the construction and operation of a 150 MW wind farm project in
the province of Ilocos Norte, in the municipality of Burgos. The wind farm will cover an
area of approximately 686 hectares across 3 barangays (Saoit, Poblacion and
Nagsurot). The Project is developed under the Renewable Energy (RE) Law and
therefore entitled to priority connection to the transmission and distribution system,
priority purchase and transmission of, and payment for, electricity sold through ...
Country

Philippines

Borrower/Equity Investment Name

Project Number

48325-001

Type or Modality of Assistance

PS

Financing

Private sector (Nonsovereign)

Status

Proposed

Sector

Energy

Subsector

Renewable energy generation - wind

Strategic Agendas

Environmentally sustainable growth (ESG)

Inclusive economic growth (IEG)

P a g e | 28

Regional integration (RCI)

Drivers of Change

Partnerships (PAR)
Private sector development (PSD)

Gender Equity and Mainstreaming Categories

Category 4: No gender elements (NGE)

Safeguard Categories

Environment: B
Resettlement: B
Indigenous People: C

Project Data Sheets (PDS) contain summary information on the project or program.
Because the PDS is a work in progress, some information may not be included in its
initial version but will be added as it becomes available. Information about proposed
projects is tentative and indicative.
The Public Communications Policy (PCP) recognizes that transparency and
accountability are essential to development effectiveness. It establishes the disclosure
requirements for documents and information ADB produces or requires to be produced.
The Accountability Mechanism provides a forum where people adversely affected by
ADB-assisted projects can voice and seek solutions to their problems and report alleged
noncompliance of ADB's operational policies and procedures.

P a g e | 29

Financing operations In Bangladesh

46168-001: South Asia Subregional Economic Cooperation
Railway Connectivity: Akhaura-Laksam Double Track Project

Project Data Sheet (PDS): Overview

Description
The main objective of the project is to construct the second track between Laksam and
Akhaura to complete the seamless double track railway line in the Dhaka-Chittagong
corridor and to upgrade the existing track according to the requirements of the Trans
Asian Railway network. Dhaka and Chittagong are the two major metropolitan areas of
Bangladesh. Dhaka is the main commercial and administrative center of the country;
Chittagong is the primary seaport, accounting for about 90% of imports and ... Read
More
Country

Bangladesh

Project Number

46168-001

Type or Modality of Assistance

Technical Assistance
Loan

Financing

Public sector (Sovereign)

Status

Approved

Approval Numbers

TA No. 8731
Loan No. 3169

P a g e | 30

Loan No. 3170

Approval Date

30 Sep 2014

ADB Financing ($ thousand)

505,600

Sector

Transport

Subsector

Rail transport (non-urban)

Strategic Agendas

Environmentally sustainable growth (ESG)

Inclusive economic growth (IEG)
Regional integration (RCI)

Drivers of Change

Gender equity and mainstreaming (GEM)

Governance and capacity development (GCD)
Partnerships (PAR)

Gender Equity and Mainstreaming

Category 2: Effective gender mainstreaming

Categories

(EGM)

Safeguard Categories

Environment: B
Resettlement: A
Indigenous People: C

Project Data Sheets (PDS) contain summary information on the project or program.
Because the PDS is a work in progress, some information may not be included in its
initial version but will be added as it becomes available. Information about proposed
projects is tentative and indicative.
The Public Communications Policy (PCP) recognizes that transparency and
accountability are essential to development effectiveness. It establishes the disclosure
requirements for documents and information ADB produces or requires to be produced.

P a g e | 31

The Accountability Mechanism provides a forum where people adversely affected by

ADB-assisted projects can voice and seek solutions to their problems and report alleged
noncompliance of ADB's operational policies and procedures.

39295-013: Third Urban Governance and Infrastructure

Improvement (Sector) Project.

Related Projects

39295-032: Third Urban Governance and Infrastructure Improvement (Sector) Project

39295-034: Third Urban Governance and Infrastructure Improvement Project - Project

Design Advance

Project Data Sheets (PDS) contain summary information on the project or program.
Because the PDS is a work in progress, some information may not be included in its
initial version but will be added as it becomes available. Information about proposed
projects is tentative and indicative.
The Public Communications Policy (PCP) recognizes that transparency and
accountability are essential to development effectiveness. It establishes the disclosure
requirements for documents and information ADB produces or requires to be produced.
.

Findings
1. Relevance of interventions: Programming activities and outputs are relevant to the needs of
the target group and its members;
2. The achievement of development effectiveness objectives and expected results: The
programming contributes to the achievement of development objectives and expected results at
the national and local level in developing countries (including positive impacts for target group
members);

P a g e | 32
3. Sustainability of results and benefits: The benefits experienced by target group members and
the results achieved are sustainable;
4. Efficiency: The programming is delivered in a cost efficient manner;

Limitations
1. ADB is a largest Bank among the financial institutions, we could not go through
all the projects of this bank which is doing all over the world.
2. We found that time was not sufficient for conducting an effective study.

Conclusion
In current times Financing has become an important area for
Commercial Banks in Bangladesh. To align its corporate policy with the
regulation of Central Bank, banks have become more concerned about
SME and opened windows to conduct business in this particular area.
ADB Ltd has been established on the visionary to finance in order to
bring economic development of the country. With its unique thinking
and impressive business strategies it has proven small and medium
enterprises as an emerging economic opportunity.