Strategy 2027–2031
Strategic vision:
EDB — Eurasia’s anchor development bank
Scaling up
Investment over the five-year period.
Increasing investment.
Shareholder countries.
Expanding the Bank’s membership.
Strategy 2027–2031
Developing the transport and logistics sector
An end-to-end logistics chain to accelerate the movement of goods across Eurasia
Developing the transport and logistics sector involves expanding transport corridor routes and warehousing infrastructure, and creating digital platforms to accelerate the movement of goods. This responds to forecasts that freight volumes will grow by a factor of 1.5 by 2030, as well as countries’ growing need for warehousing capacity.
The Bank’s Strategy follows a simple principle: a corridor works only when goods, services and people move along it. EDB therefore treats transport, warehousing and logistics as a single system. This also reduces travel times for millions of people, improving connectivity across the region.
Investment in:
- Ports
- Airports
- Railways and roads
- Warehouses
- Container terminals
- A digital platform
Strategy 2027–2031
Developing industry and high-value-added sectors of the economy
Financing high-value-added industries. The resource-based model on which the region has long relied has run its course. The Bank’s new Strategy offers a concrete response: developing high-value-added production. According to EDB analysts, this could generate more than $500 billion a year for the region.
- The Strategy will help develop production chains in the following sectors
- Retaining value added within the region
- Generating demand for related services and infrastructure
- Chemicals
- Agribusiness
- Mechanical engineering
- Metallurgy
Strategy 2027–2031
Mobilising capital from external markets for investment in the region
Mobilising capital from external markets means creating an “investment highway” linking the financial resources of the Gulf countries, China and other partners with project opportunities in Eurasia. To operate in an uncertain environment, the Bank is strengthening its role as an arranger and syndicate leader. This will enable it to bring partners into financing major projects the region needs but which the Bank could not finance on its own because of their scale. The EDB will also establish specialised funds and step up the mobilisation of private capital. This gives the Bank flexibility and resilience, enabling it to finance projects that reshape the region while maintaining its strategic direction.
Funding channels:
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Broadening the geographical funding base
- Panda bonds
- Dim sum bonds
- Sukuk
- Other instruments
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Cooperation with banks in China and the Gulf countries
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Syndicated lending
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Establishing specialised funds
EDB projects and initiatives
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Industrial parks
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Ports and logistics
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Industry
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Healthcare
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Pharmaceuticals
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Airports
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Urban infrastructure