AFD in Namibia

AFD Group activities in Namibia were authorized after the independence in 1990. A limited number of projects have been financed since, to support infrastructure, access to vocational training and biodiversity conservation.



2016, a record year for AFD


With a record year in 2016 marked by EUR 9.4bn of commitments, AFD is taking action in new fields, particularly in continental Africa

Rémy Rioux, Chief Executive Officer of AFD, presented today AFD’s results for 2016, from the perspective of its strategy for 2020.

At the request of the French President in 2015, AFD has significantly increased the volume of its financing, in line with the international community’s objectives (SDGs, Paris Climate Agreement), formed its strategic alliance with Caisse des Dépôts et Consignations, and extended its scope of operations. 



Rémy Rioux, its Chief Executive Officer, explains AFD’s strategy: “2016, the year of its 75th anniversary, was marked by the increase in AFD’s commitments, its strategic alliance with Caisse des Dépôts et Consignations, and the strengthening of its partnerships with civil society, territorial authorities, the private sector, bilateral and multilateral development banks, European institutions and the major foundations. With EUR 9.4bn of commitments, AFD has set out on an ambitious growth path to support the major transitions in developing countries and the French overseas territories. With its new strategy, AFD will be playing a leading role in supporting the emergence of a common world.”

In 2015, the French President set for AFD the objective of increasing its activity by +60% by 2020 to some EUR 13bn of annual commitments. It set out on this growth path in 2016.

EUR 9.4bn of projects were financed by AFD: i.e. +13% in 1 year.

Africa, all Africa, is AFD’s priority, with some EUR 4bn of commitments in 2016, a +25% increase.

  • Between 2010 and 2016, EUR 22bn were committed in Africa.
  • In January 2017, at the Bamako Summit, the French President made an even more ambitious commitment for AFD: EUR 23bn will be committed for Africa over the next five years.
  • AFD has supported renewable energy development by committing EUR 600m in Africa in 2016. It plans to devote EUR 3bn to the sector by 2020.

AFD is operating in new countries and new sectors: 

  • Argentina, Cuba, the Balkans: AFD will be extending its geographical area of operations towherever the support of a committed and solidarity-focused development bank is useful.
  •  AFD’s new strategy opens up areas of action for the future, in sectors in which AFD did not previously operate or had limited activity: governance, cultural industries, higher education, innovation and digital technology, social business, the external action of local authorities, education in development and international solidarity.

AFD and CDC: A strategic alliance active in the field

The strategic alliance between the two institutions, signed on 6 December 2016, is being operationalized in the field. At international level, it is leading to common tools, such as the EUR 600m infrastructure investment fund, whose creation was recently announced by the two Chief Executive Officers in Burkina Faso. In France, it is bringing about a closer partnership with regional and local authorities and all development actors in territories.


AFD’s action in 2016

Action on the five continents:

  • 50% of AFD’s financial commitments in foreign countries (some EUR 4bn in 2016, i.e. +25% in one year) are devoted to Africa, all Africa, a priority for AFD’s action, where 84% of the budget resources allocated by the State are focused. In its new strategy, AFD considers Africa as a whole: from Morocco to South Africa, from Senegal to Djibouti, with its regional dynamics, without separating the North of the Sahara from the South.
  • 20% in Asia and the Pacific to finance low-carbon projects (EUR 1.3bn in 2016).
  • 20% in Latin America and the Caribbean, with a focus on sustainable urban development (EUR 1.1bn in 2016).
  • 10% in the Middle East to finance inclusive and resilient growth (EUR 741m in 2016).
  • In 2016, AFD also earmarked EUR 1.6bn of financing for the French overseas authorities.

The markers of AFD’s action: 6 x 50%
AFD, France’s development bank, which is solidarity-focused and committed to working for populations in the South and the French overseas territories, bases its action on 6 strong markers:

  • 50% of its commitments abroad are in Africa
  • 50% of its activity concerns French-speaking countries and territories
  • 50% of its projects have positive impacts on the climate
  • 50% of its projects contribute to reducing gender inequalities
  • 50% of its beneficiaries are non-State actors (State-owned or private companies in Southern countries, local authorities, public institutions, NGOs, banks) 
  • 50% of its projects are cofinanced with other donors

AFD finances sustainable growth paths that contribute to the five major transitions which both developing and developed countries are undergoing: demographic and social transitions, territorial and ecological transition, energy transition, digital and technological transition, political and citizen-based transition.

Solutions which bring about positive impacts for populations

In 2016, AFD financed 657 development projects, which have, for example:

  • improved urban transport in New Caledonia;
  • managed tensions between host and refugee populations in Lebanon and Jordan;
  • built Burkina Faso’s energy autonomy;

Projects with measurable concrete impacts every year. Over the past 5 years, on average: 

  • 730,000 family farms supported;
  • 665 MW of renewable energies installed;
  • improved access to water and sanitation for 1.2 million people;
  • 54,000 SMEs supported;
  • 832,000 children sent to school.

 ► Find out more about the results for 2016

FNB Namibia and AFD reaffirm their support to SMEs


AFD and First National Bank Namibia signed the renewal of a EUR2m ARIZ portfolio guarantee.

The first portfolio guarantee, which was signed in April 2011, supported 80 start-up or expanding SMEs (small and medium enterprises). The bank was satisfied with this risk-sharing facility (ARIZ covers 50% of losses) and applied for a renewal of its partnership with AFD.

This second guarantee will cover a portfolio of loans extended by FNB to SMEs, with amounts between NAD 130 000 and 3.9m (EUR 10 000 to 300 000) and tenors from 1 to 7 years. The longer loan tenor (the first guarantee was covering up-to-5-year loans) and the reduction in annual financial charges for SMEs should make it possible to accompany more start-ups that usually have more limited repayment capacities in their first years of operations.

What do a city in the South and a city in the North have in common? What makes them different?


Video interview: Paris, Ouagadougou, the same combat?

In this interview, which takes us through the streets of Paris, the urban planner Guillaume Josse uses some urban objects from our everyday lives to give us keys to understanding the challenges facing cities in both the “South” and “North” alike. 




First and foremost conceive cities as networks 

Each city, however modern it is, is like a grid, a layering of networks, most of which are visible in the urban landscape. Be it for electricity, gas, telecoms, wastewater or stormwater drainage networks: all these functions are directed towards the same goal: guarantee the safety and well-being of city dwellers and make their city a better place to live in.

The first feature of a city in the South: weak public management

The most common aspects of a city in the “North”, which we take for granted – as they have been part of the daily lives of its residents for a very long time – either still do not exist or are extremely rare in cities in the “South”. Ordinary urban objects come to mind, for example, street signs, drain covers, street lights, paved roads, which respectively contribute to addressing and identifying places and their residents, preserving hygiene and public health, and the movement of persons and consumer goods. These are all missions for which local authorities are responsible.

Southern cities generally stand out for the lack of such networks, which are developed and operate efficiently. At best, you can see some points in common, such as phone networks, roads, streets, but with no asphalt, no paving stones and they are flood-prone because the pipe systems are not functional or are saturated; neighborhoods and dwellings have no signs, there is a lack of street lighting, etc.  

Land registers and signage: prerequisites for urban management

In Paris, we take the street signs for granted. However, they do not exist in most cities and capitals in developing countries. Yet without such signage, it is impossible to send mail or for tax statements to be sent, taxes to be collected properly, for which there is ultimately no system to make people pay. This situation is one of the symptoms of the lack of fully operational land registration systems in these countries, for example, to manage land units and the history of land plots.
In such conditions, it is difficult or even impossible to know exactly who is living in such and such a place, or how many households, children, elderly or disabled people live there. It is equally impossible to determine who is the owner or tenant of the place in question and therefore, for example, to be able to collect sales taxes. 

Achieve an effective combination of policy, administration and technical aspects

While addressing is important, it is not enough to paint a number on a door, as we see in many African countries, hoping it will be sufficient to solve the problem. The process to organize the life of the city, its management and its development is much more complex and takes much longer to implement. The entire management in public administration needs to be organized and overhauled, as this is the instrument which allows the State to take stock, know what is happening in real time, and manage the city in the long term. Street signs are a sort of symbol of urban management, which covers most of the services that city dwellers benefit from in their daily lives.

The main challenge for these countries and development aid institutions, including AFD, is to know how to create all these essential urban networks, set them up, finance both the investment in this infrastructure and implement adequate services to maintain them.
For example, without sanitation networks, in Southern cities all the wastewater is discharged into the street, parks and natural waterways. The challenge may not be to achieve a result as close as possible to Paris, which is a very modern city, but at the minimum to have essential services to prevent waste and wastewater from staying in houses or polluting rivers, keep streets passable and allow city dwellers to have access to drinking water.

The Chalon neighborhood: an example of successful urbanization

The transformation of this Parisian neighborhood, which was for a long time left to its poverty, shows how there is no predefined technique or model able to create a modern, pleasant and well-managed city. You have to think simultaneously of the equipment, housing, the networks I mentioned before, the type of activities that you want to develop there (offices, a business center, or a green space for example) and, especially, connect all this up with the transport links. All these projects require comprehensive political thinking in the sense of “city management”, which must lead to public policies that need to be coherent and complementary within a given area. The other aspect is the way in which these operations are conducted, first by taking the duration into account: indeed, we are talking about projects for which the financing and works are spread over 20 or 25 years. In this respect, you need to ensure that you will stay the course thanks to institutions that are politically, technically and financially strong enough to lead major projects.

“The city finances the city”, as the operation is financed gradually by the gains made by the local authority when it sells the land that it bought cheaply in the poor neighborhoods after having developed them. These gains finance the equipment and, at the end of the day, urban operations are self-financed over a period of 20 years or more. This principle of development generally does not exist in the countries where AFD operates. This is a real shortcoming, which goes well beyond the financial constraint proper – because a small cash advance would be sufficient to buy land. What is even more fundamental is the issue of how local authorities operate and their ability to lead these projects and, from a technical perspective, to have sufficient human resources to design and implement a development policy like in the Chalon neighborhood. 
How to proceed, following the “City finances the city” principle

What happens in practice? The public authority starts by taking possession of the rundown neighborhoods via expropriations, compulsory purchase or simply by acquisition. Once the public authority has taken ownership of the land, it can demolish, rebuild, develop and redevelop as it sees fit in order to create new neighborhoods, which will continue to develop in a more or less positive way depending on the choices that have been made.
Although cities everywhere are made up of the same things, they do not operate in the same way.

The reason partly relates to financing. The Mayor of Paris has €4,000 per year and per resident to maintain and invest. The Mayor of Ouagadougou (municipality with 1,300,000 residents) has €20 per year and per resident. By way of comparison, the budget of this city, the capital of Burkina Faso, is half the budget of the town of Rodez, which has 25,000 residents. The Mayor of Lomé will have €8 to €10 per year and per resident, the mayor of a small town in Benin will have half a euro per year and per resident…...
The challenge therefore obviously lies in increasing financing and the capacity for a local authority to have sufficient financing available to invest in the area under its jurisdiction and maintain it. There is a colossal gap today between cities in the North and cities in the South and our challenge is to manage to bridge it.




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