CONTENTS. About the QBR. Highlights, Insights and Summary. I. Execution. Strategic Alignment. Business Development

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2 CONTENTS About the QBR Highlights, Insights and Summary I. Execution II. III. Strategic Alignment Business Development Copyright 218 Inter-American Development Bank. This work is licensed under a Creative Commons IGO 3. Attribution-Non-Commercial-No-Derivatives (CC-IGO BY-NC-ND 3. IGO) license ( and may be reproduced with attribution to the IDB and for any non-commercial purpose. No derivative work is allowed. Any dispute related to the use of the works of the IDB that cannot be settled amicably shall be submitted to arbitration pursuant to the UNCITRAL rules. The use of the IDB s name for any purpose other than for attribution, and the use of IDB s logo shall be subject to a separate written license agreement between the IDB and the user and is not authorized as part of this CC-IGO license. IV. Resource Management a. Budget b.human Resources V. Knowledge & Learning Abbreviations Note that link provided above includes additional terms and conditions of the license.

3 About the QBR The QBR provides a periodic overview of the Bank's performance on key organizational indicators. This periodic monitoring is aimed at identifying any deviations from established Bank targets and enabling effective implementation of measures to address them. While reading the report, please take into consideration that the document: Focuses on information related to Sovereign-guaranteed (SG) loans, unless otherwise specified. Data from QBRs prior to 216 should be interpreted with caution due to the merging of the IDB s private sector operations into the IDB Invest (formerly IIC). Provides an analysis as of the first Quarter of 218 for operational and non-operational data. Using March 31, 218 as the cut-off date, operational and budget resources data were compiled from the Bank s Enterprise Data Warehouse (EDW) and other internal sources, including specific business units. In some cases, adjustments were made to the data extracted from the EDW in collaboration with the appropriate business units to more accurately reflect the status of specific indicators. Percentages have been rounded and may not always equal 1%. Also, it is important to take into consideration the following changes that occurred in with regards to IDB s internal structure and processes: In August 217, Haiti was reallocated from CDH to CID Department; in order to facilitate comparisons between this year and previous years, regional graphs consider Haiti as part of CID for all years. The Budget Division created new accounts to reflect the new Consultant modality set forth in the updated AM-65 regulation on Complementary Workforce. Revisions to existing DTC and TTC accounts have also been made to reflect the Transitional Measures of said regulation. A new time reporting system for the complementary workforce was introduced; as a result, estimations on total reported hours since 218 are not compatible with previous years. Due to a new system introduced this year, information for recording registration for KNL s programs and hours involves a new set of criteria, rendering participation data not fully comparable between 218 and previous years. As always, we would like to hear from you. Please share your opinions to improve the QBR at QBR@IADB.ORG. Special thanks to VPC, VPF, VPS, ORP, KNL, HRD and RMG for their contributions to this report. Human Resources (Chapter IV) data was provided by HRD and Knowledge and Learning (Chapter V) data was provided by KNL.

4 Q2Q3 QUARTERLY BUSINESS REVIEW I. Quarterly main transactions Disbursements were 34% greater than the projection for the quarter. During the first quarter of 218 disbursements reached $832 million, 1% of the total projected for the year (Fig. 1.1, page 16). The greater than expected disbursements was due to an unplanned disbursement of $259 million from the PROSPERA project in Mexico. The IDB approved a total of 4 sovereign guaranteed (SG) projects for $1.3 billion (Fig. 2.1, page 31), which included 2 investment projects for $244 million and the first of the series of a Programmatic Policy-Based loan (PBP) for $6 million to support the energy sector reform in Mexico. The fourth project is an Investment Guarantee Facility for $49 million. This facility was approved to catalyze private investment to finance productive infrastructure in Argentina. The project is backed by a sovereign counter-guarantee with a supporting loan operation for $1 million. II. Trends to watch and outlook: Downward trend in approvals in first quarters suggests an increased bunching for 218. The outlook indicates, everything else constant, an increased bunching of approvals by the end of the year given the larger program for 218. Currently, the indicative Pipeline A for 218 has 12 projects, 4% more projects than the average approved in the previous 3 years. HIGHLIGHTS AND INSIGHTS. 4 Sustained efficiency gains in the preparation of Country Strategies: In 216 and 217, the average effort reported to the preparation of Country Strategies in terms of Full-Time Equivalent (FTE) decreased 31%, from 5.5 to 3.8 FTEs per quarter (Fig. 3.2, page 43). The reduction in effort coincides with the approval of the new CS guidelines in 215 that modified both the content of the country strategy paper and the preparation and approval process. The objective was to optimize CS preparation [by devoting more time and resources] to the analysis of the most relevant areas and sectors, instead of spreading resources across several isolated technical notes. (GN-2468). The reduction in effort in 216 and 217 was achieved despite approving 11 country strategies, one more than in 214 and NUMBER OF COUNTRY STRATEGIES APPROVED

5 218 Q2Q3 QUARTERLY BUSINESS REVIEW Portfolio concentration is improving due to sustained lending to Small and Vulnerable Countries: Sovereign guaranteed concentration exposure (before exchange agreements) has been improving continuously in the last ten years (Fig. 1.24, page 29). The top five largest credit exposures accounted for 64.6% of total loan and guarantee exposure, which is 8 percentage points lower than in 29. As of year-end 217, the top five were Brazil, Mexico, Argentina, Colombia, and Ecuador. The level is expected to improve one percentage point more in 218 taking into consideration the current program, disbursement, and repayment projections HIGHLIGHTS AND INSIGHTS. 5 Since 212, approvals to C and D countries has been above the 35% target except in 213 and 217 which were slightly below target. (Fig. 2.9, page 36) Nonetheless, the current program indicates that we will surpass the target in 218. The consistent level of approvals to C and D countries in recent years has shifted IDB s portfolio towards those countries. 217 is the first year in the Bank s recent history that the share in OLB of small and vulnerable countries has reached 35%. We expect the OLB share of C and D Countries to reach 36% in 218 based on the current program, disbursement, and repayment projections. The improvement in lending concentration has been the result of prepayments and the deliberate increase in lending to the smaller and more vulnerable borrowing countries of the Bank. Borrowing countries have prepaid almost $7.2 billion in the last 1 years. Of which, 85% was realized by A and B countries, mainly Brazil and Peru. On the other hand, the increase in lending to small and vulnerable countries has been persistent after 21 with peaks in 212 and 215. The current program indicates another peak in 218. The increase is consistent with the lending target established in the Corporate Result Framework (CRF). The CRF establishes that the amount of approvals to small and vulnerable countries, also known as the C and D countries, should be at least 35%.

6 218 Q2Q3 QUARTERLY BUSINESS REVIEW III. Short-term deviations observed in the first quarter Increase of time dedicated to projects supervision: In the first quarter of 218, the moving average of the number of days per US$ million disbursed increased 31% relative to the same quarter last year. The increase is significant because it is above the moving average plus two standard deviations of the previous 4 quarters. (Fig. 4.6, page 52). The general increase in time reported to supervision and other activities in the first quarter of 218 is largely due to the new time and labor system (T&L) to record the complementary workforce time, which was implemented at the beginning of the year. Before 218, complementary workforce resources were reported to the activities originally planned in their terms of references. The new T&L system is improving the reporting process and the precision of cost allocation to Bank s products. However, this means that the data of time reported and FTEs starting in 218 is not fully compatible with historical data. Reduction in registrations and participants in learning and trainings activities. Registrations and participants decreased by 61% and 34% respectively in the first quarter of 218 relative to the first quarter of last year (Figs , pages 6-61). The reduction is mainly due to the implementation of a new system introduced this year. Now, the information on registrations for KNL s programs and hours involves a new set of criteria, rendering participation data not fully comparable between 218 and previous years. The new criteria establish that the registration only counts if the participant attendance is confirmed, something that was not implemented before 218. IV. HIGHLIGHTS AND INSIGHTS. 6 Topic for discussion and analysis Increasing number of SG projects with extensions for the last disbursement. In 218, 198 projects in the portfolio have extensions overall, of which 124 have extensions of 24 months or more (Fig. 1.19, page 26). 1 They represent 34% and 21% of the portfolio, respectively. If the trend continues then the number of projects with extensions of 24 months or more in the portfolio will exceed the level of 29 by 22. Based on 535 SG investment projects approved after 22 that completed execution between 21 and 217 we found that 74% of the projects required at least one extension for the last disbursement expiration date. Of those extended, 53% (216) required extensions of 24 months or more. The execution time (from approval to operational closing) of projects with extensions of up to 24 months was 1.7 years greater than for projects without extensions. This difference increases to 3.8 years for projects with extensions of more than 24 months. 1 Extensions beyond 24 months require Representative approval and beyond 36 months requires Country General Managers (OA-42).

7 R e s t Arg entina Brazil D o m inican R e p u b lic H a iti Guatem ala V e n e zuela As % of projects in portfolio 218 Q2Q3 QUARTERLY BUSINESS REVIEW 85% of investment projects with extensions are from A and D countries. This represents a gap of 15 percentage points as A and D countries represent 7% of all investment projects in the portfolio. 1% INVESTMENT PROJECTS WITH EXTENSIONS BY COUNTRY (218) 8% 6% 4% 2% % 13% 24 months or more Less than 24 months 11% 7% 13% Between 21 and 217 the Bank spent $49.6 million to the supervision of extended projects after the original disbursement expiration date. This represents 24% of the direct costs reported to the supervision of the 535 SG projects that closed between 21 and 217 ($27 million). After the Original Disbursement Expiration Date (ODED), the supervision of projects with extensions of 24 months or more is three times more expensive than for projects with extensions less than 24 months. No Extension 3% Less than 24 Months 38% More than 24 Months Total Number of projects Approved amount (US$M) Execution time in years Supervision costs per project: up to ODED (US$M) HIGHLIGHTS AND INSIGHTS. 7 - after ODED up to close (US$M) Total Costs as percentage of approved amount Supervision costs / Approved amount ULB as % of approved amount as of the ODED 1.% 2.% 2.4% 1.9%.%.4% 1.%.5% 1% 2% 49% 24% Extension time as % of project life - 22% 41% 18% Extended projects require more time to achieve the first disbursement milestone. Based on the SG investment project portfolio as of 218, the average time from approval to first disbursement for extended projects is between 1.4 and 1.6 months longer than for non-extended projects. Most of the difference is concentrated after effectiveness which may be related to difficulties in fulfilling eligibility clauses. A longer than average time to achieve eligibility and first disbursement may be an indication of project complexity that compounds over time and results in additional time to complete execution later. If this is the case, then the time to first disbursement could be a predictor for extensions. An econometric model (technical note, forthcoming) explored which are the determinants of being in the set of projects with extensions greater than or equal to 24 months. It finds that an additional month elapsed from approval to first disbursement increases on average by 1% the probability of being in the pool of projects extended for 24 months or more.

8 218 Q2Q3 QUARTERLY BUSINESS REVIEW HIGHLIGHTS AND INSIGHTS. 8 2 EXTENSIONS AND AVERAGE TIME TO FIRST DISBURSEMENT (MONTHS, 218) No extensions 1 to or more Eligibility to first disbursement Effectiveness to eligibility Approval to effectiveness The model also finds some statistically significant country effects at project approval. This finding could help identify projects in countries for which the Bank could intensify/anticipate actions to mitigate the risk of an extension before approval. According to econometric estimates, eight countries in the region have an ex ante probability of nearly 5% of being extended. Special focus should be given to these during execution.

9 218 Q2Q3 QUARTERLY BUSINESS REVIEW SUMMARY. 9 I. PROGRAM EXECUTION LOAN DISBURSEMENTS $832m in cumulative disbursements for SG projects, 1% of $8.3b projected for 218; 26% decrease from $1.1b in 217 $29.2m in cumulative disbursements from the ORC Concessional fund for SG projects, 13% of $231.8m projected for 218; 66% increase from $17.6m in 217 $7.8m in cumulative disbursements from the Grant Facility for Haiti, 5% of $152.1m projected for 218; 49% decrease from $15.5m in 217 LOAN PORTFOLIO 578 SG projects in portfolio in execution with $54.9b in volume; A decrease of 21 projects from 599 SG ($49.5b) in SG projects legally effective, pending eligibility (6% of SG portfolio in execution); 25% increase from 28 projects (5% of SG portfolio in execution) in 217

10 218 Q2Q3 QUARTERLY BUSINESS REVIEW SUMMARY. 1 TECHNICAL COOPERATION (TC) DISBURSEMENTS $38.7m in cumulative TC disbursements; 6% increase from $36.5m in 217 $21.2m in cumulative TC OC Strategic Development Program disbursements; 15% increase from $18.4m in 217 $16.2m in cumulative disbursements for TCs of Funds Under Administration; 1% decrease from $17.9m in 217 $1.26m in cumulative disbursements for TCs of Multilateral Investment Fund; 685% increase from $.16m in 217

11 218 Q2Q3 QUARTERLY BUSINESS REVIEW SUMMARY. 11 II. PROGRAM STRATEGIC ALIGNMENT LOAN APPROVALS AND DEVELOPMENT EFFECTIVENESS 2 $854m in 4 SG loan project approvals, 6% of $12.7b projected for 218; 157% increase from $332m in 6 SG approvals in 217 $254m in 3 SG Investment loan projects, 3% of $8.9b programmed for 218; 99% increase from $127.4m (4 approvals) in 217 $6m in 1 Policy-Based Loan (PBL) project, 16% of $3.8b programmed for 218; 193% increase from $25m in 2 PBL approvals for 217 Q3 $95m projected average size of SG loan projects by year s end; 9% increase from $87m in 217 $1m in 1 multiple-booked projects, 25% of cumulative approvals and 37% of volume; 488% increase in volume from $85m (2 SG approvals) in Excludes the $49 million of the Investment Guarantee Facility for Argentina. This project was triple booked by INE/ENE and INE/TSP, owned by IFD/CMF.

12 218 Q2Q3 QUARTERLY BUSINESS REVIEW SUMMARY. 12 III. BUSINESS DEVELOPMENT PROGRAMMING AND KNOWLEDGE PRODUCTS 6 Country Strategies programmed for 218, none approved in No CS approved in ESW products with 426 deliverables planned for 218; 24 deliverables (6%) completed 7% increase from 3 deliverables completed in 217 $18.4m in 24 VPS Technical Cooperation approvals; 6% increase from $17.4m in 4 TCs in 217

13 218 Q2Q3 QUARTERLY BUSINESS REVIEW SUMMARY. 13 IV. RESOURCE MANAGEMENT BUDGET 34% ($53m) of approved budget for VPs and Strategic Core has been executed as of 218 ; Same as in % ($12.8m of $18.9m) of the transactional budget was executed; 32 percentage points increase from 36% ($11.9m of $33.4m) executed in FTEs reported to project preparation (36.) and supervision (86.3) as of 218 ; 42% increase from 86.3 (23.8 preparation, 62.5 supervision) in 217 HUMAN RESOURCES 56 Bank-wide vacancies filled as of 218, 165 vacancies remain; 11% decrease from 63 vacancies filled as of % of positions grades four and above filled by women; the same as in % of Professional Staff based in COF; The same as in 217

14 218 Q2Q3 QUARTERLY BUSINESS REVIEW SUMMARY. 14 V. KNOWLEDGE & LEARNING PARTICIPANTS AND PRODUCTS 2,347 unique internal participants enrolled in at least one learning program; 1,621 Staff and 726 Contractual; 34% decrement (3,544 unique internal participants) from 217 8,977 IDB Knowledge products were available in BRIK 3 ; yielding an average of 271K visits per publication; 6% increase from 8,462 products (154K visits in average) in 216 Q3 25 blogs reported with an average of 33,476 views per online journal at the end of 218 ; 11% decrease from 28 blogs (2,445 views in average) in Bank Repository of Institutional Knowledge (

15 218 Q2Q3 QUARTERLY BUSINESS REVIEW I. EXECUTION. 218 Q2Q3 QUARTERLY BUSINESS REVIEW

16 US$ million 218 Q2Q3 QUARTERLY BUSINESS REVIEW SOVEREIGN-GUARANTEED LOAN DISBURSEMENTS 1.1 Total Cumulative Disbursements and Baseline Projections for 217 SG Lending 4 Progress towards 218 target 1% Actual disbursements YTD $832 For the Quarter $ % of the projection for the quarter Baseline projection Cumulative $619 Actual disbursement 217 Cumulative $1,121 Disbursement Projection for 218 $8,311 I. EXECUTION. 74% All in US$ million Country Actual Projected Actual / Actual Projected Actual / Actual Projected Actual / Country Country 218 for 218 Projected 218 for 218 Projected 218 for 218 Projected Argentina % Dominican Republic 766 % Nicaragua % Barbados % Ecuador % Peru % Bahamas % El Salvador 193 % Panama % Belize 14 1% Guatemala % Paraguay % Bolivia % Guyana 8 4 2% Regional % Brazil 181 1,48 13% Haiti % Suriname % Chile % Honduras % Trinidad and Tobago 2 7 3% Colombia % Jamaica % Uruguay % Costa Rica % Mexico 268 1,52 26% Venezuela 25 % 1, 9, 8, 7, 6, 5, 4, 3, 2, 1, Actual 217 Actual 218 Original Projection 218 Q4 Q3 Q2 4 The Disbursement Baseline Projection of $8,311 million corresponds to the Actual Disbursements for January plus the Disbursement Projections reported at 2/28/217 for February through December. This figure is different from the amount reported in the Long-Term Financial Plan (LTFP), which is calculated with a different methodology.

17 US$ million US$ million 218 Q2Q3 QUARTERLY BUSINESS REVIEW I. EXECUTION. BY REGION BY SECTOR 1.2 SG Loan Disbursements by Region 1.3 SG Loan Disbursements by Sector 3,5 3, 2,5 2, 1,5 1, 5 Actual 217 Actual 218 Projected 218 4, 3,5 3, 2,5 2, 1,5 1, 5 Actual 217 Actual 218 Projected 218 CAN CCB CID CSC REG IFD INE INT SCL CSD All in US$ million Region Actual 218 Projected 218 Actual 217 YTD/Proj. 218 % Change (actual) 218/17 CAN , % -61% CCB % 13% CID , % -49% CSC , % 24% REG % N/A All in US$ million Sector Actual 218 Projected 218 Actual 217 YTD/Proj. 218 % Change (actual) 216/15 IFD , % -78% INE , % 1% INT % 222% SCL , % 51% CSD % -53%

18 US$ million US$ million 218 Q2Q3 QUARTERLY BUSINESS REVIEW BY INSTRUMENT BY FUND 1.4 SG Loan Disbursements by Instrument 1.5 ORC Concessional and GRF Disbursements I. EXECUTION. 6, 5, Actual 217 Actual 218 Projected Actual 217 Actual 218 Projected 218 4, 8 3, 2, 1, All in US$ million Instr. Actual 218 INV Projected 218 Actual 217 PBL YTD/Proj. 218 % Change (actual) 218/17 INV , % -1% PBL , % -71% 4 All in US$ million Fund Country Actual 218 Bolivia Guyana Honduras Nicaragua Haiti ORC Concessional Projected 218 Actual 217 YTD/Proj. 218 GRF % Change (actual) 218/17 ORC-C Bolivia % 74% Guyana % 27% Honduras % 137% Nicaragua % -1% GRF Haiti % -49% Total ORC-C % 66%

19 Actual Disbursments/BOY Bal. 218 Q2Q3 QUARTERLY BUSINESS REVIEW SG LOAN DISBURSEMENTS AS PERCENTAGE OF BEGINNING OF THE YEAR (BOY) ELIGIBLE UNDISBURSED BALANCE 1.6 Investment Loan Projects (All funds) 25% 2% 15% 1% 5% % 218 Projection All in US$ million Actual 218 Actual 217 Q4 Q3 Q2 Country BOY Undisbursed Balance Actual Cumulative Disb. 218 Actual / BOY Bal. 218 I. EXECUTION. Actual / BOY Bal. 217 Change Argentina 2, % 3% -1.2% Barbados % 1% 3.% Bahamas % 2% 1.3% Belize 49 % % -.2% Bolivia 1, % 3% 3.1% Brazil 4, % 3% 1.7% Chile % % 1.2% Colombia % 5% -3.9% Costa Rica % 1% -.9% Dominican Republic 14 % 4% -3.7% Ecuador % 7% -12.4% El Salvador 98 % 6% -6.3% Guatemala % % 1.7% Guyana % 3% 2.2% Haiti % 3% -1.% Honduras % 2% 5.3% Jamaica % 3% 1.7% Mexico 1, % 7% 11.9% Nicaragua % 2%.4% Peru % 1%.6% Panama 43 2 % %.3% Paraguay % 2% 2.2% Regional % % 22.% Suriname % 4%.9% Trinidad and Tobago % %.9% Uruguay % 5%.2% Venezuela 433 % 2% -2.% All 16, % 3% 1.2%

20 Actual Disbursement / BOY Bal. US$ million 218 Q2Q3 QUARTERLY BUSINESS REVIEW DISBURSEMENTS AS % OF BOY ELIGIBLE BALANCE SG NET LOAN FLOWS Disbursements for ORC Concessional and IDB Grant Facility 1.8 Net Loan Flows of all currencies (YTD) 6 I. EXECUTION. 8.% Actual / BOY Bal. 218 Actual / BOY Bal , 7.% 6.% 2, 2,27 2,736 5.% 4.% 3.% 1, All in US$ million Fund 2.% 1.%.% Country Bolivia Guyana Honduras Nicaragua Haiti BOY Undisburse d Balance ORC-C Actual Disb. 218 Actual / BOY Bal. 218 Actual / BOY Bal. 217 GRF Change ORC-C Bolivia % 3% 3.6% Guyana % 1% 3.9% Honduras % 2% 4.9% Nicaragua % 3% 1.1% GRF Haiti % 3% -1.% Total ORC-C % 3% 3.% All in US$ million Disbursements* Collections** Net Loan Flows ORC ORC-C Total ORC ORC-C Total ORC ORC-C Total 214 7, ,269. 5, , , , , , , ,92.2 2, , , , , ,43.6 1, , , ,659. 8, , (YTD)* -2, , , Q2 2, , , , , ,385 Q3 4, , , , , ,283 Q4 8, ,34.1 7, , (*) Based on current disbursement projections for ORC and ORC concessional. It excludes disbursements from the GRF. (**) Collections include principal and income ,385-1,283 Q2 Q3 Q (YTD)* 5 For any given quarter in the past, Net Loan Flows correspond to Actual Disbursements minus Actual Collections (repayments, interest payment and loan charges), while for the rest of the year, Net Loan Flows correspond to Projected Disbursements minus Debt Service Projections. All values are in US dollar equivalent amounts. 6 Net Loan Flows projections correspond only to SG operations.

21 218 Q2Q3 QUARTERLY BUSINESS REVIEW SG INVESTMENT LOANS FULLY DISBURSED ON TIME 1.9 Investment Loans Fully Disbursed on Time by Region 1.1 Investment Loans Fully Disbursed on Time by Department I. EXECUTION. 35% 3% 25% 2% 15% % 35% 3% 25% 2% 15% % 1% 5% 5% % CAN CCB CID CSC REG % CSD IFD INE INT SCL Region CAN % % CCB 33% 33% CID % 25% CSC 14% % REG % % TOTAL 11% 12% Dept CSD % % IFD 25% % INE 13% % INT % % SCL % 38% TOTAL 11% 12%

22 % of SG Disbursements US$ million 218 Q2Q3 QUARTERLY BUSINESS REVIEW REVIEW OF SG LOAN DISBURSEMENTS I. EXECUTION. TECHNICAL COOPERATION DISBURSEMENTS 1.11 Disbursements Reviewed by type 1.12 TC Disbursements by Fund and Type 1% % 2 6% 4% 2% % All in US$ million and number of projects Type Amount % of Num. of % of $M Total projects projects 216 Ex-Post % 79 72% Not Ex-Post % 31 28% Total % 11 1% 217 Ex-Post 1,18. 91% 11 75% Not Ex-Post % 33 25% Total 1,12.9 1% 134 1% 218 Ex-Post % 97 75% Not Ex-Post % 32 25% Total % 129 1% All in US$ million Fund Taxonomy Funds of the Bank Ordinary Capital Total % Client Support % Operational Support % Research & Dissemination % Total % Client Support % Operational Support % Research & Dissemination % Total % Client Support % Operational Support % Research & Dissemination % Total % Funds Under Administration and Other Funds Multilateral Investment Fund ORC FUA MIF % Change 218/217

23 Average years in execution - from approval 218 Q2Q3 QUARTERLY BUSINESS REVIEW SG LOAN PROJECT PORTFOLIO BY COUNTRY 1.13 SG loan Projects in Execution as of September 3, EC VE HA AR TT BR CR ES BH GY NI PR CO UR PE HO JA PN ME CH GU SU BL RG 1 % 2% 4% 6% 8% 1% Undisbursed bal. as % of Orig. approved amount Bank's Average Country Number of Projects Original Approved $M Undisbursed Balance $M I. EXECUTION. Und. Bal. / Cur. Appr. Average Years in Execution Argentina 65 1,996 4,95 45% 4.4 Barbados % 3.6 Bahamas % 4.1 Belize % 2.3 Bolivia 31 1,893 1,253 66% 3.7 Brazil 96 12,415 6,46 49% 4.9 Chile % 2.1 Colombia 27 2,95 1,2 57% 3.7 Costa Rica 11 1,631 1,15 71% 4.5 Dominican Republic 16 1, % 4. Ecuador 29 2, % 4. El Salvador % 4.3 Guatemala % 7.2 Guyana % 4.2 Haiti 37 1, % 5.2 Honduras % 3.2 Jamaica % 3.1 Mexico 2 5,191 3,64 59% 2.5 Nicaragua 21 1, % 3.9 Peru 27 1,76 1,232 72% 3.6 Panama 14 1, % 3.1 Paraguay 3 1,544 1,265 82% 4. Regional % 2. Suriname % 2.3 Trinidad and Tobago % 4.5 Uruguay 41 2,837 1,714 6% 3.7 Venezuela 4 1, % 8.1 All ,878 29,157 53% 4.1

24 218 Q2Q3 QUARTERLY BUSINESS REVIEW I. EXECUTION. SG LOAN PROJECT PORTFOLIO BY REGION AND TIME FROM APPROVAL YEAR Total Projects 1.15 Projects Pending Signature to 2 yrs old 2 to 5 yrs old 5 yrs or older to 2 yrs old 2 to 5 yrs old 5 yrs or older REG REG CSC CSC CID CID CCB CCB CAN CAN Number of Projects to 2 yrs old 2 to 5 yrs old 5 yrs or older Cur. Appr. Cur. Appr. Cur. Appr. Num. % Num. % M$ M$ M$ Num. % CAN 2, % 3, % 3, % CCB % % % CID 5, % 5, % 2, % CSC 7, % 8, % 12, % REG % 2 1 2% 2 1 2% Total 16, % 18, % 19, % Number of Projects to 2 yrs old 2 to 5 yrs old 5 yrs or older Orig. Appr. M$ Num. % Orig. Orig. Num. % Appr. M$ Appr. M$ Num. % CAN 1,23 1 1% % % CCB % % % CID 2, % % % CSC 3, % % % REG % % % Total 8, % % % 7 For graphs 1.14 and 1.15, Haiti is included in CID region.

25 218 Q2Q3 QUARTERLY BUSINESS REVIEW I. EXECUTION. SG LOAN PROJECT PORTFOLIO BY REGION AND TIME FROM APPROVAL YEAR Effective Projects, Pending Eligibility 1.17 Eligible Projects, Pending First Disbursement to 2 yrs old 2 to 5 yrs old 5 yrs or older to 2 yrs old 2 to 5 yrs old 5 yrs or older REG REG CSC CSC CID CID CCB CCB CAN CAN Number of Projects to 2 yrs old 2 to 5 yrs old 5 yrs or older Orig. Appr. M$ Num. % Orig. Orig. Num. % Appr. M$ Appr. M$ Num. % CAN % % % CCB % % % CID % % % CSC 1, % % % REG 4 1 1% % % Total 2, % % % Number of Projects to 2 yrs old 2 to 5 yrs old 5 yrs or older Orig. Appr. M$ Num. % Orig. Orig. Num. % Appr. M$ Appr. M$ Num. % CAN % % % CCB %. %. % CID 1, % %. % CSC % % % REG. % %. % Total 1, % 1, % % 8 For graphs 1.16 and 1.17, Haiti is included in CID region.

26 218 Q2Q3 QUARTERLY BUSINESS REVIEW I. EXECUTION. EXPIRATION AND EXTENSIONS FOR LAST DISBURSEMENT OF SG LOAN PORTFOLIO Projects by Expiration Date for Last Disbursement 1.19 Projects with Extensions of Last Disbursement Expiration Date REG CSC CID CCB After Q2-Q4 Expired Number of projects CAN CCB CID CSC REG 24 months or more 7 to 23 months 1 to 6 months CAN Number of Projects Expired 218 Q2-Q4 After 218 Undisb. Num. % Undisb. Num. % Undisb. Bal M$ Bal M$ Bal M$ Num. % CAN.1 1 1% % 2, % CCB % % % CID % % 2, % CSC % 1, % 6, % REG. % % % Total % 2, % 12, % 1 to 6 months 7 to 23 months 24 months or more 218 % 217 % 218 % 217 % 218 % 217 % CAN % 4 3% 19 16% 16 13% 17 14% 15 12% CCB % 2 3% 3 5% 7 12% 14 25% 11 19% CID 3 2% 6 3% 26 17% 41 23% 29 18% 27 15% CSC 1 % 5 2% 22 9% 18 8% 64 27% 6 25% REG % % % % % % Total 4 1% 17 3% 7 12% 82 14% % % % Change Num. % Num. % On schedule 38 66% % 1 to 6 months 4 1% 17 3% 7 to 23 months 7 12% 82 14% 24 months or more % % Total 578 1% 597 1% Change 218/ /217-1% -5-76% % -12 1% 11-3% For graphs 1.16 and 1.17, Haiti is included in CID region.

27 US$ million 218 Q2Q3 QUARTERLY BUSINESS REVIEW ENVIRONMENTAL AND SOCIAL IMPACT CLASSIFICATION 1.2 Volume of SG portfolio in execution by Environmental & Social Impact Classification 1 35, 3, 25, 2, 15, 1, 5, A B B13 C US$ million and number A B B13 C $M Num. $M Num. $M Num. $M Num , , , , , , , , % Change 17% 9% 3% -3% 58% 19% -15% -11% PROJECT COMPLETION REPORTS 1.21 PCR Status for Projects that closed in CSC CID CCB CAN 5 PCR - Due to OVE Cancellation Note - Due to OVE PCR not required at this stage PCR pre DEM- No OVE validation required I. EXECUTION. CAN CCB CID CSC Total % PCR - Due to OVE % Cancellation Note - Due to OVE 1 1 1% PCR not required at this stage % PCR pre DEM- No OVE validation % required Total % 1 1 # of projects that closed in See the IDB s Environment and Safeguards Compliance Policy (26). Environmental and Social Safeguard (ESG) classifications are as follows: A: Operations likely to cause significant negative impacts or have profound implications. B: Operations Likely to cause mostly local and short-term negative impacts. B13: Uncategorized Directive. C: Operations likely to cause minimal or no negative impacts. 11 Sources: SPD/SDV PCR Pipeline for new methodology and Operations Portal PCR Monitoring Report for old methodology.

28 218 Q2Q3 QUARTERLY BUSINESS REVIEW I. EXECUTION. TECHNICAL COOPERATION (TC) PORTFOLIO Number of TC Operations by Region and Approval Year 1.23 TC Approved Amount by Region and Approval Year REG REG CSC CSC CID CCB to 2 yrs old 2 to 5 yrs old 5 yrs or older CID CCB to 2 yrs old 2 to 5 yrs old 5 yrs or older CAN CAN Number of TCs Region to 2 yrs old 2 to 5 yrs old 5 yrs or older Total CAN CCB CID CSC REG Total ,314 55% 41% 4% 1% $ $2 $4 All in US$ million Region to 2 yrs old 2 to 5 yrs old 5 yrs or older Total CAN CCB CID CSC REG Total % 46% 9% 1% 12 For graphs 1.22 and 1.23, Haiti is included in CID region.

29 218 Q2Q3 QUARTERLY BUSINESS REVIEW CONCENTRATION RISK 1.24 Gross Concentration by borrowing country 13 SG % of Top 5 I. EXECUTION. 74% 72% 7% 68% 66% 64% All in US$ million Year All SG Outstanding SG % of Top 5 All NSG Outstanding NSG % of Top ,844 73% 3,77 73% ,875 71% 3,99 65% ,817 71% 4,365 58% ,369 69% 6,37 57% ,674 7% 6,28 56% ,765 69% 5,999 55% ,81 68% 5,979 54% ,24 66% 6,25 54% ,122 66% n/a n/a Change % -.1%.% n/a n/a 62% 13 High geographic concentration remains a source of credit risk in the IDB s loan and guarantee SG portfolio, given the regional nature of the Bank s lending operations.

30 218 Q2Q3 QUARTERLY BUSINESS REVIEW CHAPTER II STRATEGIC ALIGNMENT

31 US$ million SOVEREIGN-GUARANTEED LOAN APPROVALS 2.1 Total Cumulative SG Loan Approvals (Actual and Planned) Progress towards 218 planned in Pipeline A Actual approvals YTD $854 in 4 loan projects 14, 12, 7% For the Quarter $854 in 4 loan projects (63% of $1,362 projected) Original planned Cumulative $1,362 in 5 loan projects 1, 8, 6, Q4 Q3 Q2 Actual approvals Cumuative $332 in 6 loan projects 4, 2, Approvals originally planned for 218 $12,743 in 134 loan projects 217 Approvals 218 Approvals 218 Original Program All in US$ million Country Actual Planned Actual / Actual Planned for Actual / Actual Planned for Actual / Country Country 218 for 218 Planned Planned Planned Argentina 11 2,6 5% Dominican Republic 65 % Nicaragua 33 % Barbados 3 % Ecuador 541 % Peru 627 % Bahamas 3 % El Salvador 196 % Panama 52 % Belize 13 % Guatemala 2 % Paraguay 595 % Bolivia 625 % Guyana 39 % Regional 11 % Brazil 2,8 % Haiti 45 % Suriname 15 % Chile Honduras 473 % Trinidad and Tobago 136 % Colombia 923 % Jamaica 332 % Uruguay 164 % Costa Rica % Mexico 6 1,295 46% Venezuela 3 % 4 approvals for $854 million YTD (excludes the $49 million of the Investment Guarantee Facility for Argentina), 2 less approvals than 217 for the same period, and representing 3% of the number of SG approvals in the initial Pipeline A for 217 (134 projects in preparation). Approvals originally planned for 218 represent loan projects in the initial Pipeline A (produced in February, 218).

32 US$ million BY REGION BY SECTOR 2.2 SG Loan Approvals by Region and Haiti 2.3 SG Loan Approvals by Sector 6, 5, 4, 3, 2, 1, Actual 217 Actual 218 Planned 218 CAN CCB CID CSC REG All in Cumulative US$ million Region Actual Planned Actual YTD/Proj CAN. 2, % -1% CCB % -1% CID , % 145% CSC 11. 4, % N/A REG % N/A % Change (actual) 218/17 US$ million Actual 217 Actual 218 Planned 218 6, 5, 4, 3, 2, 1, IFD CSD INE INT SCL All in Cumulative US$ million Sect. Actual Planned Actual YTD/Proj IFD 11. 3, % 69% CSD. 1, % -1% INE , % 683% INT % N/A SCL. 1,56.4. % N/A % Change (actual) 218/17

33 US$ million BY INSTRUMENT BY FUND 2.4 SG Loan Approvals by Instrument 2.5 Approvals from FSO and GRF 6, Actual 217 Actual 218 Planned Actual 217 Actual 218 Planned 218 4, 2, US$ million All in Cumulative US$ million Instrument INV PBL ESP GCR GOM PFM* LBR TCR IRF PBL PBP Modality Actual 218 INV PBL CCLIP Planned 218 Actual 217 YTD/Proj. 218 % Change (actual) 218/17 ESP 1. 4, % 28% GCR. 1,5.. % N/A GOM , % 52% PFM* % N/A LBR. 4.. % N/A TCR % N/A IRF... % N/A PBL % N/A PBP 6. 3, % 193% All in Cumulative US$ million Fund 1 Country Bolivia Guyana Honduras Nicaragua Haiti Actual 218 Planned 218 Actual 217 YTD/Proj. 218 % Change (actual) 218/17 Bolivia % -1% ORC Guyana % N/A Conces. Honduras % N/A Nicaragua % -1% GRF Haiti % N/A Total ORC-C % -1% Operations under Conditional Credit Line for Investment Projects: CCLIP , % N/A * Multi-phase projects, which could be overlapped with any other Investment modality

34 % of Total Approved Amount % of Total Approved Amount INSTITUTIONAL STRATEGY Lending alignment to the Institutional Strategy by Challenge 2.7 Lending alignment to the Institutional Strategy by Cross-Cutting Theme 1% 1% 8% 8% 6% 6% 4% 87% 1% 4% 87% 99% 2% % Social Inclusion and Equality % of total Approved Amount Development Challenges Productivity and Innovation Social Inclusion and Equality 87% $744 Productivity and Innovation 1% $854 Economic Integration 12% $1 Total Approval Amount $854 % 218 $US Mil 12% Economic Integration # % % 17% Gender Equality and Diversity % of total Approved Amount Cross-cutting Themes Gender Equality and Diversity Climate Change and Environmental Sustainability Institutional Capacity and Rule of Law Total Approval Amount Climate Change and Environmental Sustainability Institutional Capacity and Rule of Law 218 % $US Mil # 17% $ % $ % $844 3 $ Challenges and Cross-Cutting Themes are detailed in the Update to Institutional Strategy

35 INSTITUTIONAL STRATEGY 2.8 Climate Finance Total Approval and Climate Finance* Year Product Total Approval Total Climate Finance Proportion Climate Finance Use: Mitigation, Adaptation and Dual* $ 1,. $ 9. $ 8. $ 7. $ 6. $ 5. $ % 9.% 8.% 7.% 6.% 5.% 217 LON $ $ % TCP $ 3. $ % IGR Total $ $ % 1% 9% 8% 7% 6% 5% $ 12.2 $ $ 4. $ 35. $ 3. $ 25. $ 2. $ 4. $ 3. $ 2. $ 1. $. Total Approvals $ % 39.% % 3.% 2.% 1.%.% Total Climate Finance proportion 218 LON $ 854. $ % TCP $ 34.5 $ % IGR $ 32.6 $ % Total $ $ % 4% 3% 2% 1% % Only Mitigation Only Adaption Only Dual $ 15. $ 1. $ 5. $. All in Cumulative US$ million * Approvals include Loans, Technical Cooperation and Investment Grants. Climate finance is distributed among IDB own resources as well as external funds under management. 15 Refers to the US$ amount approved by the IDB to finance climate change mitigation and climate change adaptation activities in development operations, according to the joint MDB approach. 16 Climate Change Mitigation promotes efforts to reduce, limit or sequester greenhouse gas emissions to reduce the risk of climate change. Climate Change Adaptation aims to lower the current and expected risks or vulnerabilities posed by climate change. Dual Use refers to the US$ volume of activities with simultaneous mitigation and adaptation benefits. 17 IDBG s commitment is to increase climate finance to 3% of the volume of approvals by end-of-year 22.

36 Percentage of approved amount Number of loan projects INSTITUTIONAL STRATEGY ENVIRONMENTAL AND SOCIAL IMPACT CLASSIFICATION 2.9 Lending to Small And Vulnerable Countries 2.1 Approvals Based on the Environmental and Social Impact Classification 1% Small and Vul. % Small and Vul. Target % Proj. EOY % 3 6% 4% 45% 2 2% 41% 52% 37% 34% 1 17% % A B B13 C All in US$ million Year A B C D REG Small and % Proj. Small and Vul. % EOY Vul. Target 214 4, ,5. 1, , % 35% 215 2,356. 2,1.4 1,853. 2, % 35% 216 4, , , , % 35% 217 5, , , , % 35% % 45% 35% Cumulative Number of loan projects Cumulative Approved Amount (US$ million) ESG Class A B B13 C Total A B B13 C % Change 218/217 Tota % 1% -5% -33% - 25% 336% 29% 157%

37 Number of Loan Projects US$ billions SG PROJECT PIPELINE READINESS 2.11 Pipeline Readiness by Sector IFD INE INT SCL CSD IFD INE INT SCL CSD POD status, Amounts in US$ millions Pipe Status Unit IFD INE INT SCL CSD Total Year POD Approved POD Pending POD Approved POD Pending 218 POD Approved 218 POD Pending % Executed Num % $M , % Num $M 4,88. 5, , , ,155.3 Num 1 1 4% $M % Num $M ,464.2

38 Number of loan projects MULTIPLE-BOOKING AND COLLABORATION 2.12 Multiple-Booked 18 Approved Loan projects by Division Own Program Multiple Booked as co-leader CMF CTI FMM ICS ENE TSP WSA EDU GDI LMK SPH RND CCS HUD TIN IFD INE SCL CSD INT Multiple counting may happen due to double or triple booked operations Number of Operations Dept. Div. Own Program Multiple Booked As co-leader Total # $M # $M # $M CMF IFD CTI... FMM ICS... ENE INE TSP WSA... EDU... SCL GDI... LMK... SPH... RND... CSD CCS... HUD... INT TIN... Total Multidisciplinary Team Compositions (Loan projects) Team Members from a single Division % Different Div. 218 % Different Div. 217 Percentage of Multidisciplinary Teams 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% % IFD INE INT SCL CSD All in cummulative count of operations and as % of total Team % Team Program Program Dept. Members from Different Members from 218 A 217 A different Div. Div. 218 different Div. % Different Div. 217 IFD % % INE % % INT 5 4 8% 2 1 5% SCL % % CSD % % Total % % 25% of approvals (1 of 4 Approved projects) for $1. million were approved as a multiple booked project. It excludes multiple-booked facilities and credit lines. 18 For more information regarding multiple booking definitions please refer to Double-Booking Guidelines.

39 % of projects % of projects DEVELOPMENT EFFECTIVENESS MATRIX (DEM) SCORES 2.14 DEM Evaluability Levels for Approved SG Loan Operations 2.15 DEM Evaluability Levels at the Quality and Risk Review (QRR) Stage % 1% 8% 8% 6% 6% 4% 4% 2% 2% % Evaluable Partially Evaluable Unevaluable % Evaluable Partially Evaluable Unevaluable % of projects Evaluability Levels Change Evaluable 1% (4) 1% (6) % Partially Evaluable % () % () % Unevaluable % () % () % TOTAL 1% (4) 1% (6) % of projects Evaluability Levels at QRR Change Evaluable 25% (1) 17% (1) 8% Partially Evaluable 25% (1) 67% (4) -42% Unevaluable 25% (1) 17% (1) 8% TOTAL 75% (3) 1% (6)

40 Average Score % of projects DEVELOPMENT EFFECTIVENESS MATRIX (DEM) SCORES 2.16 Evaluability Dimensions 2.17 Percentage of SG Projects with Planned Impact Evaluation at Approval % With Impact Evaluation % Without Impact Evaluation 1 1% 8 8% 6 6% 75% 4 4% 1% 2 2% 25% Program Logic Economic Analysis Monitoring and Evaluation % % Average score* Dimensions Change Program Logic Economic Analysis Monitoring and Evaluation % of projects Ex-Ante Impact Evaluation Change % With Impact Evaluation 25% (1) % () 25% % Without Impact Evaluation 75% (3) 1% (6) -25% *Maximum score is 1 per area.

41 218 Q2Q3 QUARTERLY BUSINESS REVIEW

42 Prior Cycle COUNTRY POLICY DIALOGUE 3.1 Results-Based Country Strategies Expected to be approved Approved 12% 4% NI, EC VE 23% BH, BL, ME 35% CH, HO, PR 58% BA, CO, CR, ES, PN, UR 77% AR, BO, BR, JA, SU 1% DR, GU, GY, HA, PE, TT 23% BA, BH, CH, HO, NI, PR Current Cycle Prior Cycle Current cycle (started in 218) Six Country Strategies pending for approval for 218: Barbados, Bahamas, Chile, Honduras, Nicaragua and Paraguay. No country strategies approved in 217. Five expected for that year.

43 Full-Time Equivalent (FTE) $ US million COUNTRY POLICY DIALOGUE 3.2 Staff Time Reported to Programming Products 3.3 SG Loan Operations in preparation stage (before approval) HQS COF 7, REG CSC CID CCB CAN 6, 8 4 5, 4, 3, 2, 1, IFD INE INT SCL CSD Full-Time Equivalent Country Strategy Country Portfolio Review Country Strategy Country Portfolio Programming and Portfolio Programming and Portfolio Client Relationship Client Relationship Management Percentage by Location Review Management As of HQS % 5% COF % 5% Total % 1% All in US$ million Department By region IFD INE INT SCL CSD Total % CAN 1,333 1,459 1, ,958 25% CCB % CID 1,655 1, ,221 33% CSC 1,753 2, ,241 5,778 37% REG % Total 4,928 5, ,313 2,369 15,718 1% By instrument Investment 2,888 4, ,633 1,689 11,356 72% Policy-Based 2, ,361 28% Guarantee Num. of projects Haiti is included in CID region.

44 ECONOMIC AND SECTOR WORK (ESW) 3.4 Progress on Economic and Sector Work Plan and Budget Execution 2 ESW Deliverables Completed as % of total planned Deliverables: 5% Deliverables completed in Deliverables planned for Deliverables completed in % of the 497 planned for 217 ESW products for CIP for Completed In Progress Learning Materials Catalogs & Brochures Policy briefs Working papers Unreviewed/unpublished Tutorials, manuals (training) Presentations Diagnostic tools, toolkits, Commercial books Annual Reports ESW products by Priority Area and Department INE RES SCL INT VPS IFD KNL CSD Total 218 Total 217 % Change 218/217 Social Policy for Equity and Productivity % Institutions for Growth and Societal Welfare % Competitive Regional and International Integration % Infrastructure for Competitveness and Social Welfare % Protecting the Environment and responding the Climate % Other % Total % Effort Reported to ESW products FTE % Dataset Other 2 Due to an upgrade in the time tracking system, FTEs now include consultant hours in 3.4 graph, for 218 onwards only.

45 US$ million VPS TECHNICAL COOPERATION APPROVALS 3.5 TC program by Fund Progress towards current plan for the year Actual approvals YTD $18.4 in 24 TCs 33% For the Quarter $18.4 in 24 TCs (33% of $55 US$M projected for the year) Current Plan for 218 $55.1 in 8 TCs Actual approvals Cumulative $17.4 in 4 TCs Approvals 218 Approvals Current plan 218 Full Year Q4 Q3 Q2 All in US$ million and number of TCs Actual / % Change % Change Actual 218 Current Plan Actual 218 Current Plan Actual / Planne Actual 217 (actual) Actual 217 (actual) Planned d 218/ /217 By By Region Volume Volume Volume US$M Num. US$M Num. US$M Num. Department US$M Num. US$M Num. US$M Num. Volume CAN $.5 2 $ % $ % IFD $1. 4 $ % $ % CCB $.5 2 $ % $ % INE $11. 6 $ % $ % CID $3.1 5 $ % $ % INT $1.3 1 $ % $ % CSC $2.2 6 $ % $ % SCL $1.6 6 $ % $ % REG $ $ % $ % VPS $. $.5 1 % $ % CSD $3.5 7 $ % $ % By Fund ORC Donor $ $ % $ % Trust Fund $ $ % Total $ $ % $ %

46 US$ million INVESTMENT GRANTS 21 CONTINGENT CREDIT LINES 3.6 Approvals 3.7 Contingent Credit Facilities For Natural Disaster Approved and in Portfolio 35 Actual 217 Actual 218 Panama Use of Facility Available 3 Peru Nicaragua Honduras Ecuador Dominica Republic Costa Rica CAN CCB CID CSC REG All in US$ million Region Actual 218 Actual 217 % Change 218/17 CAN.. % % CCB.. % % CID.. % % CSC REG.. % % Total So far for the year, there is only one approved IGR in Brazil for $32.6 million. No IGRs approved for the same period in All in US$ million Dates Approved Use of Approval Eligibility Expiration Original Current Facility Available Costa Rica Dec-12 Cancelled 1.. Dominica Republic Nov-9 Aug-11 Dec Ecuador Dec-14 Sep-15 Jun Honduras Nov-11 Mar-13 Dec Nicaragua Nov-13 Jun-14 Mar Peru Dec-13 Oct-14 Jan Panama Feb-12 Oct-12 May Total , ,11. Most recent activity of credit lines was the activation of DR-L1125 loan Contingent Loan for Natural Disaster Emergencies for $16 million in 217 Q4. 21 Investment Grants are non-reimbursable financing (grants) funded by Donor Trust Funds (DTFs), which are set up for specific investment purposes. Investment Grants may go to public, private, or notfor-profit institutions within any borrowing member country.

47 218 Q2Q3 QUARTERLY BUSINESS REVIEW

48 Percentage of budget A. BUDGET RESOURCES (PC, NPC) 4.1 Approved Budget Execution by VP Actual and Commitments as % of approved budget Actuals 218 (% of approved budget) Commitments 218 (% of approved budget) 6% Actuals 218 (% of revised budget) Commitments 218 (% of revised budget) 34% 4% 2% % STC VPC VPF VPS All in US$ million and as % of approved budget Unit Approved 218 Revised 218 Approved 217 % Change, Approved 218/217 US$ M Actual 218 As % of approved As % of revised Actual 217 Commitments 218 As % of As % of approved US$ M approve d As % of revised Commitment s As % of approved % Change (Act. + Comm.) 218/217 STC $ 79.6 $ 78.2 $ 79. 1% $ % 23% 22% $ 5.7 7% 7% 9% -2% VPC $ $ $ % $ % 21% 16% $ 1.5 7% 9% 8% % VPF $ $ $ % $ % 2% 21% $ % 24% 25% -2% VPS $ $ $ % $ % 24% 24% $ % 9% 1% 2% Total $ $ 58.4 $ % $ % 22% 21% $ % 13% 13% %

49 Actual + com. as % of approved/ revised RESOURCES (PC, NPC) 4.2 Budget executed as a percent of Approved Budget As % of App. 218 As % of App. 217 As % of Rev. 218 As % of Rev % Personnel Costs 12.% Non-Personnel Costs 9.% 8.% 1.% 7.% 8.% 6.% 5.% 6.% 4.% 3.% 4.% 2.% 2.% 1.%.% STC VPC VPF VPS.% STC VPC VPF VPS All in US$ million As % of approved As % of Revised Unit Personnel Non-personnel (Actual + Committed) (Actual + Committed) Personnel Non-Personnel Personnel Non-Personnel % Change % Change STC $ 13.6 $ % $ 9.8 $ 1.8-9% 23.1% 23.8% 47.1% 5.4% 23.7% 23.8% 47.3% 5.4% VPC $ 17.3 $ % $ 17.1 $ % 23.2% 22.5% 25.2% 26.% 23.7% 22.5% 41.4% 26.% VPF $ 16.7 $ % $ 44.8 $ % 23.6% 23.5% 66.5% 71.2% 24.1% 23.5% 65.3% 71.2% VPS $ 32.1 $ % $ 27.7 $ 26. 7% 23.8% 22.9% 8.6% 72.8% 24.4% 22.9% 59.% 72.8%

50 STC VPS Actual + com. (US$ thousand) RESOURCES (NPC) 4.3 Transactional budget executed as percentage of budget allocated 22 $4. $3.5 $3. $2.5 $2. $1.5 $1. $.5 VPS and STC VPC $. All in US$ thousand INE SCL IFD CSD INT ESG SPD MSM* Unit Revised Budget Actuals Committed Available Balance Total $ 18,855.3 $ 5,439.2 $ 7,362. $ 6, % 36% *MSM transactional Budget is self-contained; it has an approved budget which is executed throughout the year. **VPC corresponds to where the transactional budget is approved and then transferred to other organizational units. CSC CID CAN CCB VPC** % Executed 218 % Executed 217 INE $ 3,744.3 $ 1,487.5 $ 1,986.8 $ % - SCL $ 1,818.3 $ $ $ % - IFD $ 2,912.8 $ 1,499.5 $ 1, $ % - CSD $ 2,743.6 $ $ $ 1,87. 6% - INT $ $ 98.3 $ 48.3 $ % - ESG $ $ $ 1,169. -$ 1, % - SPD $. $ $ $ MSM* $. $. $. $. - - CSC $. $ 95.9 $ $ CID $. $ 37.4 $ $ CAN $. $ 13. $ 13. -$ CCB $. $ 43.3 $ $ VPC** $ 6,892.9 $. $. $ 6,892.9 % % 22 The allocated budget corresponds to the portion of the approved budget in VPC transferred to VPS or other organizational units in VPC and SPD.

51 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 FTEs per project US$ thousand per project FTEs RESOURCES FOR PROJECT PREPARATION AND SUPERVISION Resources for SG Project Approval Effort reported to SG Project Preparation and Execution VPS VPC VPF Per project moving median Forecast interval Forecast interval FTEs NPC FTEs % NPC (US$) 63,595 8,75 83,872 7,56 66,867 83,978 26% *Moving average of current quarter and three previous quarters (1 year total) % Change 218/ Preparation Execution Preparation Execution Total %Change %Change %Change / / /217 VPC % % % VPF % % % VPS % % % Total % % % 23 Due to an upgrade in the time tracking system, FTEs now include consultant hours in 4.4 and 4.5 graphs, for 218 onwards only. 24 The forecast interval corresponds to the range between the percentiles 45 and 55 of the data from the previous 4 quarters

52 Days per US$ million disbursed - Moving Average Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 FTEs RESOURCES FOR PROJECT PREPARATION AND SUPERVISION Time reported to SG project execution per US$ million disbursed 4.7 Time reported to SG project execution Q4 Q ±2 Std. Dev. Ratio Values expressed in FTEs Year Q2 Q3 Q4 Total % Change SG Loan Projects % % Change 218/ % Days 11,783 11,487 12,24 12,253 12,87 17,835 39% % Disbursed US$M , , % % Ratio (Days/Disb.) % Ratio - Moving average % % Q2 25 Due to an upgrade in the time tracking system, FTEs now include consultant hours in 4.6 and 4.7 graphs, for 218 onwards only.

53 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Months Months CYCLE TIMES (EFFICIENCY) 4.8 Time Elapsed from Project Profile to Approval for SG Investment Projects Time Elapsed from Approval to Eligibility for SG Investment Projects Forecast interval Moving median in months Profile to Approval Actual % Change 218/217-12% Forecast interval Actual Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q Moving median for previous 5 quarters, in months Region % Change 218/217 CAN % CCB % CID % CSC % REG % Total % 26 The forecast interval corresponds to the range between the percentiles 45 and 55 of the data from the previous 4 quarters

54 Days from Eligibility US$ thousands CYCLE TIMES (EFFICIENCY) UNALLOCATED PERSONNEL COSTS 4.1 Time Elapsed from Eligibility to First Disbursement for SG Investment Projects Personnel Costs from Unreported Time Forecast interval Actual Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q4 Q2 Q3 Q Moving median for previous 5 quarters, in days Region % Change 218/217 CAN % CCB % CID % CSC % REG Total % All in US$ million STC VPC VPF VPS SRE Unit % Change As % of total 218/ STC % 29% VPC % 8% VPF % 16% VPS % 36% SRE % 1% Total 1,38 1,249 5% 1% 27 The forecast interval corresponds to the range between the percentiles 45 and 55 of the data from the previous 4 quarters

55 Number of positions Number of positions B. HUMAN RESOURCES VACANCIES AND NEW HIRES Status of the positions posted and filled in HQ Status Positions Posted and Filled in COFs Positions filled - HQ Postings Positions filled Postings STC VPC VPS EXD VPF STC VPC VPS Number of positions filled by external candidates STC VPC VPS EXD VPF IDB * Positions filled - HQ Postings Vacancies HQ COF - Local COF - Intern Total Total ** 217 Number of positions STC VPC VPS Total* Positions filled Postings * Hires only *Refers to Central Pool (SRE/VAC). ** Hires only 28 STC in graphs corresponds to Strategic Core. 29 IDB includes Staff, Family and Retirees Associations, Office of the Ombudsperson, Young Professionals, Special Employees and Staff Relations.

56 Number of positions Ratio - Cons/ Staff STAFF COMPOSITION 4.14 Country Office Staff Composition Number of Professional Staff and Consultants (excluding firms) On Board Vacancies CSC CAN CID CCB CDH Number of positions Sectors Ops. Fin. Oper. Administ. Administration Fiduciary Analist Staff Total On Board Vacancies On Board Vacancies % Change Staff on board 218/217-6% 4% 5% 7% -5% -11% -2% Technical Staff %Change Consultants % Change Ratio (Cons/staff) Level Region Tech. Staff Cons Reg. CSC % % Reg. CAN % %.8.77 Reg. CID % % Reg. CCB % % Reg. CDH % % Total Total % % Ops: Representatives, Operational Staff and Economists. Administration: Includes Resource Planning, ITE and Communication Staff.

57 Percentage of Staff based in COF % of mid and senior level staff STAFF LOCATION 4.16 Professional Staff Based at HQS and in COFs COF 1% EXECUTIVE AND MANAGERIAL STAFF 4.17 Percentage of professional and executive staff who are women, Grade 4 and above % of Women Target 5% 8% 6% 4% 3% 35% 36% 37% 37% 38% 37% 37% 4% 2% 2% 1% % Year COF HQS % in COF Change % in HQS ,195 32% % 68% ,241 31% -3% 69% ,231 32% 3% 68% ,144 33% 2% 67% ,111 34% 2% 66% ,171 32% -6% 68% ,174 32% % 68% % Mid and Senior level staff, Grade four and above Women Men % of Women Change Target % 4% % 1% 4% % % 4% % 1% 4% % 1% 4% % -1% 43% % % 43% % changes represent variations of less than 1%. % changes represent variations of less than 1%.

58 TEAM LEADERS IN COFs 4.18 Projects in portfolio led by Team Leaders in COFs 4.19 Projects in preparation led by Team Leaders in COFs 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% % By Region CAN CCB CID CSC % of projects in portfolio By Sector CSD IFD INE INT SCL Total in COF CAN CCB CID CSC CSD IFD INE INT SCL Total in COF % 71% 92% 96% - 9% 93% 61% 89% 9% % 71% 87% 95% - 86% 96% 65% 86% 9% % 7% 85% 92% - 82% 93% 57% 87% 87% % 56% 79% 95% 87% 83% 91% 65% 78% 85% % 66% 83% 95% 87% 81% 95% 75% 82% 87% 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% By Region By Sector % CAN CCB CID CSC CSD IFD INE INT SCL Total in COF % of projects in Pipeline A (including approvals) CAN CCB CID CSC CSD IFD INE INT SCL Total in COF % 58% 75% 89% - 76% 86% 33% 73% 78% % 33% 64% 83% - 5% 68% 6% 73% 63% % 13% 56% 76% - 47% 59% 1% 79% 58% % 17% 68% 85% 58% 43% 71% 1% 91% 6% % 35% 64% 78% 57% 52% 69% 5% 71% 62%

59 218 Q2Q3 QUARTERLY BUSINESS REVIEW