adb - 2025 年度亚洲开发银行成果报告 2025 ADB Results Report

ASIANDEVELOPMENTBANK

ASIANDEVELOPMENTBANK

RESULTSREPORT

2025

ASIANDEVELOPMENTBANK

2025

ASIANDEVELOPMENTBANK

RESULTSREPORT

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©2026AsianDevelopmentBank

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DOI:

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CoverdesignbyMikeCortes.

Contents

Tables,Figures,andBoxesiv

Abbreviationsv

ExecutiveSummaryvi

Introduction1

1

RegionalHighlights:ProgressTowardDevelopmentGoals

inAsiaandthePacific

3

A.People:ProgressEnsuringtheWell-BeingandEmpowermentofIndividuals

4

B.Planet:ProgressSafeguardingEnvironmentalHealth

5

C.Prosperity:ProgressDrivingEconomicGrowthandStability

6

2

StrategicAlignmentofOperationCommitments

8

A.OverviewofADBFinancing

8

B.StrategicAlignmentofOperationCommitments

11

3

DevelopmentResultsandOperationalManagement

20

A.DevelopmentResultsofCompletedOperations

20

B.QualityofCompletedOperationsandOperationalManagement

26

4

OrganizationalEffectiveness

41

A.StrengtheningInstitutionalCapability

41

B.FromSilostoSolutions:WorkingasOneADB

42

C.ClosertoClients,StrongerintheRegion

43

D.StrengtheningPeopleandInstitutionsforSustainableImpact

44

Appendixes46

1DevelopingMembers46

2

PerformanceScorecard48

32025SovereignPortfolio—KeyIndicators64

4NonsovereignPortfolioKeyIndicators,2021–202566

Endnotes67

iv

Tables,Figures,andBoxes

TABLES

1SignalsforResultsIndicators2

2AlignmentofOperationCommitmentswithStrategicFocusAreas11

A1.1ADBDevelopingMembers46

A1.22025ClassificationofADBDevelopingMemberCountries47

FIGURES

1PerformanceAreasinCorporateResultsFramework,2025–2030 1

1.1PeopleLivinginExtremePoverty,Lessthan$3.00/day,2016–2025 4

1.2WorldwideGovernanceIndexforDevelopingMemberCountries,2024 7

2.1ADBCommitmentsbyDepartmentandbySector,2025 9

2.2NonsovereignOperationCommitments,2019–2025 10

2.3FinancingforPrivateInvestments,2024–2025 10

3.1SuccessRateofADBOperationsbyCriterion,2017–2025 26

3.2EffectivenessRatingsforInfrastructure-RelatedSectorOperations 28

3.3SuccessRatingsinFCAS,SIDS,andNon-FCAS/SIDSEconomies 29

3.4RatingsforADFOperations,2023–2025 30

3.5NonsovereignOverallSuccessandSatisfactoryRatingsbyCriterion,2017–2025 31

3.6SuccessRatesbyBroadSector 32

3.7InfrastructureRatingsbyLocation,2023–2025 33

3.8OverallImplementationReadinessbyRegion 35

3.9ImplementationReadinessbyCriteria 35

3.10AsianDevelopmentFundandOrdinaryCapitalResources-Blend

ImplementationReadinessversusOverall 35

3.11ProjectPreparatoryFinancingCommitments 36

3.12OverallProjectPerformanceRatings 37

3.13ProjectPerformanceRatingbyIndicator,2025 37

3.14ProjectsRatedAtRiskfor4QuartersorMore 38

3.15DevelopmentEffectivenessFlagRatings 40

BOXES

2.1

ADBMarketAccelerationPlatformforAsiaandthePacific 13

2.2

SupportingaResilientBlueEconomyinthePhilippines 14

3.1

PerformanceofAsianDevelopmentFundOperations 22

3.2

IndustrialCorridorDevelopmentPrograminIndia

25

v

Abbreviations

ADB

AsianDevelopmentBank

ADF

–

AsianDevelopmentFund

AER

–

AnnualEvaluationReview

AI

–

artificialintelligence

AMAP

–

ADBMarketAccelerationPlatformforAsiaandthePacificTrustFund

ARR

–

ADBResultsReport

ASEAN

–

AssociationofSoutheastAsianNations

PRC

–

People’sRepublicofChina

COVID-19

–

coronavirusdisease

CRF

–

corporateresultsframework

DMC

–

developingmembercountry

DMF

–

designandmonitoringframework

E&S

–

environmentalandsocial

FCAS

–

fragileandconflict-affectedsituation(s)

FDI

–

foreigndirectinvestment

GHG

–

greenhousegas

MDB

–

multilateraldevelopmentbank

NSO

–

nonsovereignoperation

O&M

–

operationandmaintenance

PPP

–

public–privatepartnership

PPR

–

projectperformancerating

PSD

–

privatesectordevelopment

RCI

–

regionalcooperationandintegration

SIDS

–

smallislanddevelopingstate(s)

SovOps

–

SovereignOperationsSystem

ExecutiveSummary

ThisreportcomprehensivelyassessesAsianDevelopmentBank(ADB)performancein2025underitscorporateresultsframework(CRF),2025–2030.ItexamineshoweffectivelyADBtranslatesStrategy2030prioritiesintomeasurabledevelopmentoutcomesandlinksportfoliomonitoringwiththeachievementofcorporateresults.CoveringtheinauguralyearofcurrentCRFimplementation,the2025ADBResultsReportmarksashifttowardamoreintegrated,outcome-focused,andaccountableapproachtoperformancereporting.

RegionalProgressandtheExternalContext

In2025,AsiaandthePacificcontinuedtodemonstrateresilienceamidglobalandregionaluncertainty,yettheregionremainssignificantlyofftracktoachievethe2030AgendaforSustainableDevelopment.Progresshasbeenunevenacrossitsthreedimensions:people,planet,andprosperity.Underthepeopledimension,despiteglobalpovertyreduction,135millionpeopleindevelopingAsiastillliveinextremepoverty,orabout17%oftheworldtotal,withthehighestregionalratesinthePacific.Undertheplanetdimension,environmentalandeconomicshockscontinuetodisruptdevelopmentgains,disproportionatelyaffectingvulnerablegroups.Progressintheprosperitydimensionisfaringbetter,astradeintegrationandprivateinvestmentindigitalandgreenenterpriseshavebeenstrongdespiteunevengovernanceoutcomes.Asthesethreedimensionsareinterlinked,gainsinoneareaareconstrainedbychallengesinothers,highlightingtheneedforintegrated,collectiveactionforsustainableandinclusivedevelopment.

StrategicAlignmentof2025Commitments

In2025,ADBscaledupitsoperationalresponsetocomplexregionalchallenges,liftingtotalcommitmentsby20%over2024to$29.3billion.Thislargerresponsefeaturedashifttowardlendingandtechnicalassistancethatstrengthencountry

systems,supportreform,anddeliverbroaderdevelopmentimpact.Financingforprivateinvestmentrosefrom$6.8billionin2024to$9.5billion,drivenbydirectprivatecapitalmobilizationthatclimbedfrom$3.6billiontoarecord$4.7billion.Halfofallsovereignoperationsincorporatedprivatesectordevelopmentobjectives,upfrom45%in2024,toalignpublicreformwithmarketdynamismandaddresstheregion’s$1.7trillioninfrastructuregap.Commitmentsinfragileandconflict-affectedsituations(FCAS)andsmallislanddevelopingstates(SIDS)roseto$1.5billion,or5.5%ofthetotal,spanningcrisisresponse,disasterriskfinancing,andlong-terminstitutionalresilience.Acrosstheregion,ADBcommitted$13.5billion—or51%ofitscommitment—tosupportlow-carbongrowth,strengthenriskmanagement,andaddressbothacuteandslow-onsetnaturalhazardstoenhancepeople’sdisasterresilience.Yetfurthereffortsareneededtoward2030,inparticulartostrengthencommitmentsinFCASandSIDS,expandnonsovereignoperations(NSOs)infrontiereconomies,andscaleupoperationstoreducepovertyandfosterinclusivenessacrosstheportfolio.

AsianDevelopmentFundPerformance

AsianDevelopmentFund(ADF)grantcommitmentsin2025stoodat$1.3billion,ofwhich$983millionwasmadeundertheADF14allocationframeworkaccountingforaboutaquarterofthefund’stotalresourceenvelopeinthis4-yearcycle.CompletedADFoperationsdeliveredtangibleresults:7.1millionpeoplegainedaccesstoessentialservices,$7.4billionintradeandinvestmentwasfacilitated,2.4millionpoorandvulnerableindividualsbenefited,and252,000peoplesecuredstrongerclimateanddisasterresilience.Technicalassistanceandinvestmentsstrengthened410institutions.Outcomesuniversallyexceededtargetsintheprosperitydimensionanddidsointhepeopledimensionaswell.Planetresultswere

ExecutiveSummaryvii

OrganizationalEffectiveness

toDeliverIntegratedSolutions

Inresponsetoperformanceandsustainabilitychallenges,ADBisstrengtheningitsinstitutionalcapabilitytodeliverintegratedsolutionsthatenhancelong-termdevelopmentimpact.Fieldpresenceexpandedto830technicalstaff—including124inFCASandSIDSlocations—toenablefasterproblem-solvingandcloserclientengagement.Operationalefficiencyimprovedastheunutilizedbudgetratefellfrom4.6%in2024to3.7%undertightenedresourcemanagementandfiscaldiscipline.Womencomprised41.4%ofinternationalstaffand33.6%ofseniormanagement,reflectinginstitutionalinclusivity.Ashiftawayfrominstitutionalsilostowardintegrated,cross-sectoralsolutionsprogressedas14%ofoperationcommitmentswerejointlyledbymultipleregionalandsectordepartments.Aspartofitscommitmenttoscaleupsolutionsthroughstrategicpartnerships,ADBappointedaChiefPartnershipOfficerandoperationalizedtheFullMutualRelianceFrameworkwiththeWorldBank.

KeyMeasuresforSustainableImpact

Recurringsustainabilityandperformancechallengesinthe2025transitionyearillustratedtheneedtocontinuestrengtheningprojectreadiness,implementationsupport,andsystemsthatcollectdataandcrediblymeasureresults.Inresponse,ADBhasbeenimplementinginstitutionalmeasurestoreinforcedelivery,enhanceoperationalresilience,andensurethatdevelopmentresultsaredurableandverifiableunderthenewCRF.Thesekeymeasuresincludethefollowing.

ProactiveProjectReadinessEnhancement

ADBhasbeenstrengtheningqualityatentrybyintroducingearlierprojectreadinesscheckstoaddressrecurringweaknessesidentifiedinvalidationreportsbytheIndependentEvaluationDepartment.Measuresincludemodernizingprojectreadinessfinancingandsmallexpenditurefinancingfacilitiestoensurecomplexprojectsinchallengingenvironmentshaverobustdesign,procurementplans,andfinancingarrangementsbeforeimplementation.Theimplementationofanewtechnicalassistancepolicyisalsodesignedtoincreasetheuseofthesefacilities

mixed.TheoverallsuccessrateforcompletedADFoperationsduring2023–2025reached70%,slightlyabovetheADBaverage,withrelevanceratedhighestat91%,whilesustainabilityremainedthemostchallengingat55%.

DevelopmentResultsinaTransitionalYear

In2025,ADBincreaseditstargetfordevelopmentresultsfrom80%to100%.ThishigherbarunderscoresADB’scommitmenttostrengtheninghowdevelopmentimpactisdefined,delivered,andmeasured.Operationscompletedin2025benefited104.5millionpeoplethroughimprovedinfrastructure,financial,andeconomicservices,and64.7millionpeoplethroughimprovedhealthcareandeducationservicesandsocialprotection.Overall,77.4millionofthebeneficiariesarepoororvulnerablepeople.ADB’soperationsalsofacilitated$164.5billionincross-bordertradeandinvestmentandgenerated1.5millionjobs,strengtheningeconomicconnectivityandcreatinglivelihoodopportunitiesacrosstheregion.TheseachievementsdemonstrateADB’sabilitytotranslateresourcesintotangibledevelopmentoutcomesandbuildastrongfoundationforadvancingstrategicprioritiesintheyearsahead.

QualityofCompletedOperations

Overallsuccessratesin2025remainedbroadlystabledespiteamorecomplexoperatingenvironment.Manyprojectscompletedduringthisperiodwereimplementedduringthepandemic.During2023–2025,69%ofsovereignoperationsand56%ofNSOswereratedsuccessful.InfrastructureNSOstrendeddownto57%,flaggingareasforimprovement.PerformancecontinuestobechallengedbylowratingsforsustainabilityandeffectivenessinsovereignoperationsanddevelopmentresultsinNSOs,oftenreflectingproblematicimplementationconditionsandriskprofiles.Only48%ofFCASand61%ofSIDSoperationswereratedsuccessfulduetoconstraintsoncapacityandresources,oftencompoundedbyconflictandrecurringdisasters.Observedperformancetrendshighlighttheneedforstrongeroperationalmanagementusingearly-warningsystems,timelyintervention,anddifferentiatedapproachestoreinforceportfolioperformanceandlong-termresults.

viiiExecutiveSummary

forenhancedprojectreadiness.ForNSOs,thePrivateSectorOperationsDepartmentenhancedqualityatentrybyfocusingtechnicalassistanceonprojectdesignandimpact.Complementingtheseefforts,theDevelopmentImpactinitiative,pilotedin2025,willbeformalizedin2026withguidelines,rolloutacrossselectedprojects,andstaffcapacitybuildingtostrengthenprojectdesign,theoryofchange,andoutcomemonitoring.

EmpoweringFieldPresence

AdvancingPerformanceMeasurement

Buildingoninsightsfromthe2025transitionyear,ADBisrefiningCRFindicatordefinitionsandmethodologiesfordatacollectionandoutcomeverificationtoclosegapsinsectorandthematicindicators.Institution-widetrainingensuresconsistentapplicationacrossoperations.Coordinationwithothermultilateraldevelopmentbanksthroughsharedplatformsandreportingstandardsfurtherharmonizesapproaches,promotesbestpractices,andstrengthensthequalityandcomparabilityofresultsreporting.

ADBisprogressivelyadoptingadecentralizedoperatingmodelthatempowersresidentmissionsbystrengtheningtheroleofthecountrydirectorsandoutpostingmorestaff,includinginsuchsupportfunctionsasprocurement,financialmanagement,andsafeguards.ApriorityistoenhancesupportforADB’smostvulnerablemembers.TheforthcomingFCASandSIDSApproachActionPlan,2026–2030willgobeyondimmediatecrisisresponsewithmorelong-terminstitutionaldevelopment.Infragilecontexts,ADBaimstomitigatesupply-chainriskthroughmoreregionalprocurementandenhancelocalparticipationinprojectdesigntobetterreflectrealityonthegroundandlocalneeds.

EnhancingInstitutionalSynergyandEffectiveness

Toenableanoperationalshifttowardacceleratedprivatesectordevelopment(PSD)throughgreaterstaffmobility,ADBapprovedinNovember2025PSDConnect.Tobepilotedbeginningin2026,PSDConnectwillfacilitatestaffrotationacrosssovereignandnonsovereignoperationstostrengthenknowledgetransferandcoordination.Meanwhile,technologicalrefinementinADB’sSovereignOperationsSystemandIntegratedDataEcosystemwillreduceduplicatedeffortandenablereal-timeportfoliovisibilityforfastermanagementactionwhenprojectsareflaggedatrisk.

ThefirstyearofcurrentCRFimplementationunderscoredADB’scommitmenttoaccountabilityandresults.Throughscaled-upfinancialcommitmentsandstrengthenedverifiableoutcomes,ADBispoisedtoadvanceaprosperous,inclusive,resilient,andsustainableAsiaandthePacific.

Introduction

thecorporateresultsframework(CRF),2025–2030,thekeymanagementtoolformonitoringADB’sprogressinimplementingitscorporatestrategy.TheCRFconsistsof35resultsindicatorsthatarecomplementedby37trackingindicators.Theseindicatorsaredistributedacrossfourperformanceareas:(i)ADB’sdevelopmentresults,(ii)strategicalignment,(iii)operationalmanagement,and(iv)organizationaleffectiveness(

Figure1

).

1

TheARRcombinesindicatorsundertheCRFwithkeyportfolioperformanceindicatorstoenableacomprehensiveassessmentofhowwellADBoperationsarebeingprepared,implemented,andtranslatedintodevelopmentoutcomes.

3.TheARRservesasADB’sannualreviewandreflectionexercise.ItenablesADBtoanalyzetrendsincorporateeffectivenessandportfolio

1.TheAsianDevelopmentBank(ADB)thisyearstreamlinesitscorporateperformancereportingwiththisinauguraleditionoftheADBResultsReport(ARR).The2025ARRreplacestwostand-alonereports,theDevelopmentEffectivenessReviewandtheAnnualPortfolioPerformanceReport,bringingthemtogetherinasingle,unifiedplatformthatpresentsaholisticviewofprogresstowardADB’sStrategy2030priorities,itsportfolioimplementationperformance,andthedevelopmentresultsachieved.TheARRaimstostrengthenperformancereportingbysharpeningportfoliomonitoring,enhancingaccountability,andsupportingcorporateplanningandoperationaldecision-making.

2.The2025ARRisthefirstreporttoassessADB’sperformanceindeliveringtheprioritiesoutlinedinthemidtermreviewofStrategy2030,andtoapply

Figure1:PerformanceAreasinCorporateResultsFramework,2025–2030

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egicAlign

DevelopmentResults

ADB=AsianDevelopmentBank.

Note:DevelopmentResultsconsistsofStrategy2030developmentresultsandthequalityofcompletedoperations.

Source:AsianDevelopmentBank.

Source:AsianDevelopmentBank.

22025ADBResultsReport

implementationquality,identifyunderlyingissues,anddefineactionstoimproveperformance.ARRfindingsguideADB’soperationaldirectionsandresourceplanningthroughthePresident’splanningdirectionsandthe3-yearcorporateworkprogramandbudgetframeworkprocess.

4.Understandingperformancesignals.Performanceiscommunicatedusingcolor-codedsignals—green,amber,andred—andarrowandcheck-marksymbolstoindicatestatusandtrendsrelativetotargets.Color-codedsignalsshowwhetherperformanceisontrack,andarrowsindicatethedirectionofchange.Forindicatorsthataremonitoredbutnotscored,arrowsshowanyimprovementordeteriorationrelativetopreviousperformance,butnocolorsignalisassigned.

Table1

summarizesthesignalsforresultsindicatorsintheCRF.

5.Thematicstructure.The2025ARRisorganizedintofourthematicchapterscoveringregionaldevelopmentprogress,alignmentofoperationcommitmentswithStrategy2030priorities,developmentresultsandoperationalmanagement,andorganizationaleffectiveness.Acrossthesethemes,the2025ARRhighlightskeycorporateactionstakenduringtheyear

tostrengthenperformanceinareasrequiringimprovementandidentifiesongoingandplannedmeasuresalignedwithStrategy2030toaddresschallengesandimprovedevelopmentoutcomesdeliveredbysovereignandnonsovereignoperations.Inthisreport,sovereignoperationsrefertopublicsectorADBoperationsincludingloans,grantsandtechnicalassistanceextendedtogovernmentsorguaranteedbythegovernment.NonsovereignoperationsrefertoprivatesectorADBoperationsincludingloan,equityinvestment,guarantee,orotherfinancingarrangementthatis(i)notguaranteedbyagovernment;or(ii)guaranteedbyagovernmentundertermsthatdonotallowADB,upondefaultbytheguarantor,toaccelerate,suspend,orcancelanyotherloanorguaranteebetweenADBandtherelatedsovereign.

6.ComplementinganotherADBcorporateperformancereport.TheARRiscomplementedbytheAnnualEvaluationReview(AER),preparedindependentlybytheIndependentEvaluationDepartment.TheAERprovidesanexternal,evidence-basedassessmentofADB’sperformanceandresults.Together,theARRandtheAERofferacomprehensive,credible,andbalancedperspectiveonADB’sachievements,challenges,andlessons.

Table1:SignalsforResultsIndicators

ScoringMethod

Targetmet—performanceatorabovetarget

Ontrack—performancein2025–2029exceededorachievedthedesiredprogresstoattainthe2030target

Improved

Remainedconstant

Deteriorated

Offtrack—performancein2025–2029didnotachievethedesiredprogresstoattainthe2030target

Improved

Remainedconstant

Deteriorated

Targetnotmet—performancefellshortofthesetannualand/or2030target

Improved

Remainedconstant

Deteriorated

Monitor—noperformanceassessment

Increased

Remainedconstant

Decreased

AnnualChange

Signal

RegionalHighlights:ProgressTowardDevelopmentGoalsinAsiaandthePacific3

Boostingrurallivelihoods.Farmersreceivetrainingandsupporttoimprovequality,productivity,andmarket

linksthroughtheCoffeeandAgroforestryLivelihood

ImprovementProjectinTimor-Leste(photobyEricSales).

Chapter1:

RegionalHighlights:

ProgressTowardDevelopmentGoalsinAsiaandthePacific

7.In2025,AsiaandthePacificdemonstrateditscapacitytoadapttoglobalandregionaluncertainty.However,whiletheregionhasmadenotableprogressinseveralareas,AsianDevelopmentBank(ADB)developingmembercountries(DMCs),especiallythepoorestandmostvulnerable,areaffectedbyrecenteconomic,social,environmental,andgeopoliticalchallenges.Theregionisthussignificantlyofftrackfromachievingitsdevelopmentgoalsandthe2030AgendaforSustainableDevelopment.

8.Thischapteradoptsthreeinterlinkedoverarchingdimensions—people,planet,andprosperity—todescribebroaddevelopmenttrendsinAsiaandthePacificin2025.Itdescribestheexternalcontext,nottheperformanceofADBoritscontributiontoregionaldevelopmentprogress.Inarapidlyevolvingglobalandregionaldevelopmentlandscape,thiscontextualbackdropsetsthestageforunderstandingmajorexternalfactorsthatinfluencedevelopmentprogress.

42025ADBResultsReport

PROSPERITY

PEOPLE

GDPgrowthfor2025

livinginextremepoverty,oronlessthan

$3.00aday(at2021

purchasingpowerparity)

135million

5.4%

PLANET

peopleexposedtoharmfulairpollution

4billion

A.People:ProgressEnsuringtheWell-BeingandEmpowermentofIndividuals

9.Povertyratesdownbutscaleremainsalarming.Althoughglobalpovertyhasdeclinedoverthepast5years,th