Investor Presentaiton
STRATEGIC OVERVIEW
RELAUNCH STRATEGY
2013-2017
2013-2017 period for IIB can be characterized by:
■ Substantial increase of assets (3-fold) reaching EUR 1096
mn at end of 2017, and loan and documentary portfolio
reaching EUR 712 mn
■ Obtaining investment grade credit ratings from three
leading international rating agencies
■Issuing bonds and other debt instruments in Member
States, both in euros and national currencies (RON, RUB,
HUF, CZK, EUR as national currency of Slovak Republic)
■Building an advanced risk, assets/liabilities management
and compliance control systems
■ Expanding the Bank's product offering through direct
funding, intermediated financing, trade financing products
and bank guarantees
■ Phasing in a three-tier corporate management system
■Restoring Hungary's membership with the IIB
■Increasing the Bank's recognition on international markets
■ Implementing corporate social responsibility principles
■Building a qualitatively new organizational structure
INTERNATIONAL
INVESTMENT
BANK
DEVELOPMENT STRATEGY
2018-2022
CURRENT STAGE
MISSION: facilitating connectivity and integration between
the economies of the Bank's Member States in order to
ensure sustainable and inclusive growth, competitiveness
of national economies, backed by the existing historical
ties
By the end of 2022, IIB aims to:
■Raise total assets to EUR 1.7 bn and expand the loan
portfolio to EUR 1.2 bn, increase volume of bonds
issuances including in national currencies of the member-
states
■Become an acclaimed niche lending institution capable of
executing medium-sized projects to promote the
development of the Member States' national economies
■ Put forward a recognizable value proposition on the
markets of Member States, play a prominent role in
supporting financial transactions both between them and
third countries, which includes funding export/import
operations and investment
■Run a partnership network in each Member State on the
basis of long-term mutually advantageous relationships
■ Achieve and maintain long-term financial sustainability
■Demonstrate sustainable profitability through its core
activity
■ Expand its shareholder structure to strengthen the capital
base and identify new, sound financing opportunities
■ To reinforce the presence in certain geographical areas by
opening local representative offices
LONG-TERM VISION
PERSPECTIVE UNTIL END
2032
By the end of 2032 the Bank should become:
■ A medium-sized development bank in its target
geographical areas with a broad product and
service offering
■ A full-fledged player in Member States and in the
global community of international development
institutions
■ A major platform providing financial, foreign trade
and investment ties between Member States and
their companies
■ An attractive strategic investment target
■To deliver measurable development effect for
Member StatesView entire presentation