The new Strategic Impact Framework

BIO’s new Strategic Impact Framework (SIF) is a structured and impact-driven approach for ensuring that BIO’s activities generate measurable and meaningful contributions to sustainable development. Rooted in BIO’s 2024-2028 Management Contract and integrated in its Theory of Change, the framework sets the foundations to ensure the alignment of BIO’s investment activities with UN Sustainable Development Goals (SDGs). The SIF builds on three core sustainability pillars: Economic, Social, and Environmental, which provide a comprehensive (although not exhaustive) strategic framework to approach impact management.

Theory of Change

The new Strategic Impact Framework is integrated in BIO’s updated Theory of Change (ToC). The main goal of the ToC is to help external stakeholders better understand BIO’s activities and how they contribute to the Sustainable Development Goals (SDGs). The 2024–2028 ToC incorporates the newly developed Strategic Impact Targets (SITs) into the definition of outputs — the direct, tangible results of BIO’s activities. These outputs are within BIO’s control, whereas outcomes and long-term impact fall more within its sphere of influence.

Strategic Impact Framework

The ToC uses key performance metrics to capture BIO's contributions to the SDGs. Although the SDGs are not perfect and are sometimes difficult to quantify, they are the reference and guidance for BIO’s development mission because they represent the global agreement on what we all strive for in terms of a better world for all.

The ToC also serves as a guide to BIO's Development Assessment, Monitoring, and Evaluation (AME) framework.

Finally the new SIF is also aligned with the Operating Principles for Impact Management (OPIM). BIO is a signatory of OPIM and uses the framework to ensure that impact considerations are integrated throughout the investment lifecycle. The principles draw on emerging best practices from a range of asset managers, asset owners, asset allocators, and development finance institutions.

Strategic Impact Targets

At the core of the framework lie the Strategic Impact Targets (SITs), which define BIO’s specific impact commitments across ten priority areas, associated with most striking development finance gaps. These SITs reflect BIO’s strategic priorities within the SDG agenda and are underpinned by three key transversal commitments: Decent Work, Gender Equality and Climate and ecological sustainability. These cross-cutting commitments ensure that all investments contribute not only to economic growth but also to broader sustainability and social equity goals. By embedding these commitments across investment decision-making processes, BIO reinforces its role as a Development Finance Institution dedicated to long-term, inclusive and sustainable economic development.

Strategic Impact Framework

Over the course of 2024, BIO approved 22 projects for a total amount of EUR 217.3 M.

Every project was assessed regarding its contribution to the Strategic Impact Targets. Most targets were met at the 2024 checkpoint, with the exception of SIT9 – Ecological Sustainability – and SIT10 – Business Development Support Fund (BDSF). Regarding SIT9, this reflects the relatively recent emergence of biodiversity and ecological sustainability as a priority topic in development finance. For the BDSF (SIT-10), limited results were expected in 2024 due to its ex-post nature — BDSF projects typically materialize later on in the investment lifecycle, rather than an ex-ante commitment at the time of approval. Projections indicate BIO is well-positioned to exceed its target, with 41% of the projects “very likely” to benefit from BDSF funding.

Overall, BIO succeeded in aligning its 2024 investments with its strategic impact priorities.

Strategic Impact Framework

Case studies

  • Job Creation

    Vivero Los Viñedos, a Peruvian company for fruit plants, will expand its workforce significantly by 63%, or 1,000 new jobs by 2027.

    Vivero Los Viñedos is a plant nursery business with operations in three locations along Peru’s coastal region, specialising in the propagation of fruit and vegetable plants as well as grape production. Founded in 1994 by agricultural engineer Mercedes Auris de Munive - who comes from a farming background - the company was established to address a market need for more resilient, high-yield plant varieties. Her goal was to help reduce crop losses caused by plant diseases and improve productivity for local farmers.

  • SME Finance

    BIO’s follow-on investment in candi solar will reach about 100 SMEs thanks to financing the management of a solar plant that will provide them with reliable and affordable access to clean energy.

    candi solar is a company that develops, owns, and operates solar power plants, providing clean electricity to clients in India and South Africa. candi solar’s core strategy focuses on serving small and medium-sized enterprises (SMEs) that require reliable, affordable energy but prefer to allocate their resources to their core operations. By offering a fully outsourced solution for the financing, installation, and management of solar systems, candi solar enables these businesses to benefit from solar energy without upfront capital investment or operational burden.

  • Microfinance

    Amartha Inclusive Capital Fund combines traditional microfinance with digital solutions in Southeast Asia, with an exclusive focus on microentrepreneurs.

    Founded in 2010, Amartha aims to provide productive loans and financial services to unbanked and underserved women in rural Indonesia. The Amartha platform operates as a decentralised network, enabling individuals to interact and transact directly - without traditional intermediaries. Common examples of such models include crowdlending and crowdfunding platforms. Over the years, Amartha has emerged as one of Indonesia’s fastest-growing microfinance providers. As of March 2024, it had connected 11 institutional partners and 142,000 active retail lenders with 1.5 million women borrowers across 92,000 villages, with an average loan size of USD 375.

  • Least Developed Countries

    The African Rivers Fund IV, managed by the Dutch fund manager XSML, is active in the challenging context of the Democratic Republic of the Congo, where lending activity to SMEs is very limited and very few private equity funds are active. The fund offers mezzanine finance to underserved SMEs, providing flexible, long-term finance.

    The fund has a local team on the ground in the DRC, catering tailor-made, flexible debt offering - including mezzanine or quasi-equity instruments - funding to SMEs in difficult markets, and ensuring value creation through the manager's hands-on approach that enables these SMEs to institutionalise by providing know-how and support, particularly in operational improvements, financial management and reporting, and ESG best practices.

  • Climate adaptation

    In the financial sector, Banco Guayaquil is strengthening its climate governance and accountability by adopting a climate change strategy developed with the support of BIO's Business Development Support Fund. Among other components, the strategy includes assessing physical climate change risks and opportunities, thereby demonstrating the integration of climate adaptation measures at the institutional level.

    Banco Guayaquil is one of Ecuador’s most established universal banks, with over a century of experience, a solid track record, and a strong focus on micro, small, and medium-sized enterprises (MSMEs), which make up more than 30% of its portfolio. With a broad presence across all provinces, the bank consistently ranks among the country’s top financial institutions, holding 12% of total banking assets. Its growth prospects remain strong, supported by a strategic emphasis on digital transformation and innovation.

Although there are still technical challenges, particularly in refining the methodology and criteria for eligibility, and while the development impact assessment tools need to be harmonized (upcoming in 2025), this first year of applied SIT framework (six months if considering the streamlining of contribution assessment) can be considered a success. This year has also provided valuable learning experiences, shedding light on key areas that require further attention as the second year of implementation begins.

Further details on the results, the implementation challenges and the limitations of the approach are available on BIO website.