Roadmap for the Return to Headquarters · 4. Anticipated Schedule for Renovation of the Bank’s...

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AFRICAN DEVELOPMENT BANK GROUP

ROADMAP FOR THE RETURN OF THE OPERATIONS OF

THE AFRICAN DEVELOPMENT BANK TO THE HEADQUARTERS IN COTE D’IVOIRE

October 2012


Table of Contents

EXECUTIVE SUMMARY ................................................................................................................................................... ii

1. INTRODUCTION ....................................................................................................................................................... 1

2. RECALL OF THE GUIDING PRINCIPLES FOR THE RETURN ............................................................................ 1

2.1 Lessons from the 2003 Relocation Exercise ....................................................................................................... 1

2.2 Basic Guiding Principles for the Return .............................................................................................................. 1

3. TARGET POPULATION AND IMPACT OF THE RETURN ................................................................................... 2

3.1 Target Population ................................................................................................................................................ 2

3.2 Impact of the Return ............................................................................................................................................ 3

4. PREREQUISITES, CURRENT SITUATION AND PROSPECTS ............................................................................ 3

4.1 Political Situation ................................................................................................................................................ 3

4.2 Economic Situation ............................................................................................................................................. 4

4.3 Security Situation ................................................................................................................................................ 4

4.4 Strategic Issues .................................................................................................................................................... 6

4.5 Availability of Buildings and Additional Space .................................................................................................. 7

4.6 Housing Infrastructure......................................................................................................................................... 9

4.7 Health and Education ........................................................................................................................................ 10

4.8 Other Infrastructure ........................................................................................................................................... 11

5. MANAGEMENT OF THE RETURN ....................................................................................................................... 12

5.1 Phasing Principles ............................................................................................................................................. 12

5.2 Modalities and Phases of the Return ................................................................................................................. 13

6. SUPPORT MEASURES ............................................................................................................................................ 14

6.1 Analysis and Impact of Cost of Living in Côte d'Ivoire .................................................................................... 14

6.2 Change Management ......................................................................................................................................... 16

6.3 Communication Plan ......................................................................................................................................... 16

6.4 Logistics and Information Technology ............................................................................................................. 17

6.5 Contracts in Tunis ............................................................................................................................................. 17

7. COST OF THE OPERATION AND FINANCING METHOD ................................................................................. 17

8. RISKS AND MITIGATION MEASURES................................................................................................................ 18

8.1 Key Potential Risks Linked to the Return ......................................................................................................... 18

8.2 Risk Management .............................................................................................................................................. 19

8.3 Corporate Governance....................................................................................................................................... 19

8.4 Business Continuity Plan and Transfer of Information Technology Systems ................................................... 20

8.5 Insurance ........................................................................................................................................................... 20

8.6 Legal Issues ....................................................................................................................................................... 21

9. MONITORING AND EVALUATION OF THE ROADMAP .................................................................................. 21

10. CONCLUSIONS ................................................................................................................................................... 21


ANNEXES

1 Administrative Map of Côte d’Ivoire 1

2 Trend of Alert Levels of the Bank’s Business Continuity Plan in Côte d’Ivoire 1

3. Critical Path of Roadmap on Bank’s Return to Abidjan 1

4. Anticipated Schedule for Renovation of the Bank’s Real Estate in Abidjan 2

5. Availability of Healthcare Services in Health Facilities 2

6. Availability of Educational Facilities 3

7. Availability of Other Infrastructure 3

8. Detailed Cost of the Return Operation 3

9. Governance Structure of the Return Project 1

10. Roadmap Results Follow-up Matrix 2

11. Information note on the disputes with Ivoir’ café and SCI Aniaman 7

12. Lisbon : Resolutions B/BG/2011/03 and F/BG/2011/04 4

13. Arusha : Report of the Fourteenth Meeting of the Governors’ Consultative Committee 3


i

Acronyms and Abbreviations

ACPCI : Association of Private Clinics of Côte d'Ivoire

ADEA : Association for the Development of Education in Africa

AfDB : African Development Bank

AFFM : Africa Fertilizer Financing Mechanism

ALSF : African Legal Support Facility

ANDE : National Environmental Agency of Côte d'Ivoire

BCP : Business Continuity Plan

CBFF : Congo Basin Forest Fund

CCIA : Abidjan International Trade Centre

CDVR : Dialogue, Truth and Reconciliation Commission

CGSP : General Services Department

CHU : University Teaching Hospital

CHRM : Human Resources Management Department

CIE : Ivorian Electricity Corporation

CIMA : Centre d'Imagerie Médicale d'Abidjan (a medical imaging facility)

CIMM : Information Management Department

CIMR : Centre d'Imagerie Médicale de la Riviera (a medical imaging facility)

CNRD : National Congress for Resistance and Democracy

CORES : Residential Coordination Network

CRRAE – UMOA : Caisse de Retraite par Répartition Avec Epargne de l'Union Monétaire Ouest

Africaine (Pension and Savings Fund of the West African Monetary Union)

ECOWAS : Economic Community of West African States

FPI : Ivorian People’s Front

FRCI : Republican Forces of Cote d’Ivoire

GCC : Governors’ Consultative Committee

GDP : Gross Domestic Product

GECL : General Counsel and Legal Services

GMP : Groupe Médical du Plateau

ICSA : International Community School of Abidjan

IT : Information Technology

MFW4A : Making Finance Work for Africa

MGIS : Morning Glory International School

MRI : Magnetic Resonance Imagery

PII : Polyclinique de l'Indénié

PISAM : Polyclinique Internationale Sainte Anne-Marie

PND : National Development Plan

ROSA : Official Representation at the Abidjan Headquarters

SAMU : Service d'Aide Médicale d'Urgence (emergency medical assistance service)

SCI-Aniaman : Société Civile Immobilière Aniaman (a real estate company)

SEGL : General Secretariat

SSIR : Ivorian Refinery Company

SOTRA : Abidjan Transport Company

SMCC : Senior Management Coordination Committee

TRA : Temporary Relocation Agency

UCAO : Catholic University of West Africa

UIGB : Grand Bassam International University

UNOCI : United Nations Operation in Côte d'Ivoire

UNMIL : United Nations Mission in Liberia

WAEMU : West African Economic and Monetary Union


ii

EXECUTIVE SUMMARY

i. At the 2012 Annual Meeting in Arusha, the Board of Governors took note of the

recommendations contained in the Governors’ Consultative Committee (GCC) report, reaffirming that

Abidjan remains the Headquarters of the Bank and agreeing in principle on the return of Bank

operations to its headquarters. The GCC in this connection emphasized conditions and timing of the

return, and its financial implications. The GCC had recommended that the return to Côte d'Ivoire

should be contingent on the approval of a detailed Roadmap by the Board of Governors. The

Roadmap should include a timeline, support measures and the cost of the exercise, and provide for

monitoring by the Board of Directors, which will submit periodic reports to the Board of Governors.

ii. The Bank’s return to its headquarters is based on the following principles: (i) assurance of

business continuity at all times, including uninterrupted presence in financial markets and

continuation of its operations in member countries; (ii) guaranteed full application of the Bank’s

privileges and immunities; (iii) security of staff and their families; (iv) the welfare of staff and their

dependents, and staff retention; and (v) the return of staff to headquarters should not disrupt the on-

going decentralization process. In the light of these principles, the Bank’s return will be phased and

orderly as well as facilitated by a change management and communication plan for staff, the Tunisian

and Ivorian authorities, and all other stakeholders.

iii. At the end of the exercise, the Bank would have moved more than 5,000 persons to Abidjan,

including around 1,562 staff (average age 45 years, about 70% of whom were recruited in Tunis) and

3,500 dependents. This influx will have an impact on social infrastructure, housing, schools, health,

recreational facilities and transportation in Abidjan. While facilities are available in French schools,

the main cause for concern is the current intake capacity of the American school for which a solution

is imperative prior to the Bank’s return. Regarding health, the existing facilities are satisfactory, save

for services such as radiotherapy and organ transplant. Several facilities have taken steps to improve

the quality of care. The GMC network is operational and will be extended to other local specialist

facilities.

iv. Housing availability is a core prerequisite for the Bank’s return. Consequently, in addition to

operations by private developers, the Ivorian Government has undertaken to put 500 housing units at

the Bank’s disposal by June 2013, and an additional 1,000 other units by June 2014. Discussions are

on-going with the Ivorian Government on managing rent speculation and inflation without interfering

with market process.

v. The current security dynamics in Côte d'Ivoire are on a favourable trajectory for the Bank’s

return but will be continually monitored. Residual pockets of insecurity persist. Overall, the country’s

security level is better than it was 10 years ago. At this time (September 2012), the security alert level

as defined by the Bank and applicable to Côte d’Ivoire is at Level 1.

vi. The Bank’s Security Unit will put appropriate measures and arrangements in place to ensure

the security of staff and their families following the Bank’s return to its headquarters, These will

include: (i) reconstitution of the database on staff and community “policing” of residential districts,

(ii) reactivation of the Residential Coordination Network (CORES); (iii) recruitment of a security

assistance firm; (iv) establishment of a staff sensitization and assistance programme; and (v)

coordination of security measures with the United Nations system.


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vii. The management of the Bank’s return is directly linked to the availability of the headquarters

building (capacity for 1,400 1 staff) and the CCIA building (capacity for 800 to 1,000 staff). Work on

the headquarters building is due to be completed by December 2013. Delivery of the CCIA building

by the Ivorian authorities is scheduled for June 2013. Based on these timescales, staff return will be as

follows2:

Target Population Number Minimum Conditions

These include on-going monitoring of

the security context at all stages.

Transfer starting dates

Regional Departments West 30 Settlement of the Ivoir’Café dispute

Availability of the CRRAE premises

Housing for 30 families.

A housing mechanism in place

Approval by the Board of

Governors.

Advance team 50 Availability of the CCIA building

Housing provided for 50 families

Delivery of the CCIA

building + 3 months

Operations and Support 462 Availability of the CCIA building

Extension of the American school and

housing for 500 families

Delivery of the CCIA

building + 6 months

Boards, Senior Management

and Support

330 Availability of the HQ building

Housing for 330 families Delivery of the HQ building

+ 3 months

Policies, Strategy, Research

and other Units


Housing for 230 families

Delivery of the HQ building

+ 6 months

Finance, Information

Technology and

Administration


Housing for 460 families

Delivery of the HQ building

+ 8 months

viii. The Roadmap also proposes the application of special support measures: (i) assistance for

temporary accommodation; (ii) transportation of personal effects; (iii) travel facilities for staff and

their dependents; (iv) installation allowance; and (v) return allowance.

ix. The estimated budget, consisting of administrative and capital expenditure for three years,

now stands at UA 116.45 million.4

x. The Roadmap includes a section on the potential risks of the return and mitigation measures.

xi. A governance structure for the return will be set up and coordinated by two Country/Bank

Bipartite Committees (i.e. with the Governments of Côte d'Ivoire and Tunisia, respectively). A

director-led return project team will also be established to coordinate the implementation of the

Roadmap.

xii. The Senior Management of the Bank will keep implementation of the Roadmap under close

review through the SMCC Task Force and the Technical Committee. Each phase of the return

programme will be reviewed before the next phase commences. A detailed monitoring plan with KPIs

will be drawn up and will cover all aspects of the return including management of the major risks; this

will be agreed with the Board of Directors. The Board of Directors will be provided with quarterly

reports on progress against the monitoring plan, including all key risks. Any significant changes in the

1 The current capacity of Bank headquarters is 1,100, but by providing more modest individual office space for senior staff and

utilizing more flexible open plan layouts this is increased to 1,400 2 The timing would be subject to any notice period (if any) required by the Board of Governors. 4 The budget figure does not include other capital budget expenditure as detailed in Table 2 on page 17.


iv

operating environment or delivery of key triggers that have a major impact on implementation of the

Roadmap will be reported to the Boards of Directors and Governors.

xiii. The return of the Bank to its headquarters provides a unique opportunity to configure the

operating environment and systems to establish a more modern, professional working environment. In

particular the headquarters will be configured to advance the one-Bank approach and to support ways

of working to promote the Long Term Strategy Vision of more collegiate working, across divisions

and departments and reducing hierarchies). It will “future proof” the Bank by providing flexible

working space that can be adapted to different business demands. The approach will also enhance

value for money and efficiency by increasing the occupancy levels of the headquarters building from

1,100 staff to an estimated 1,400 (27% increase in efficiency of space utilisation).

xiv. The Board of Directors has reviewed this Roadmap during an informal, as well as a formal

Board meeting, and has endorsed its transmittal to the GCC. In addition, as requested by the GCC, the

Ivorian Authorities have been consulted during the various stages of the preparation of the document.


1

1. INTRODUCTION

1.1 The Governors’ Consultative Committee (GCC) at its 14th

meeting in Arusha on 29 May

2012, agreed in principle on the return of Bank operations to its headquarters. The GCC in this

connection emphasized conditions and timing of the return, and its financial implications. The GCC

stated that the return to Côte d'Ivoire should be contingent on the approval of a detailed Roadmap by

the Board of Governors. The Roadmap should include a timeline, support measures and the cost of the

exercise, and provide for monitoring by the Board of Directors, which will submit periodic reports to

the Board of Governors. The GCC requested the President to develop the Roadmap, working with the

Board of Directors and in consultation with the Ivorian Authorities.

1.2 Furthermore, the Roadmap should include a timeline and provision for implementation

monitoring by the Board of Directors, which will submit periodic reports to the Board of Governors.

After endorsement by the Board of Directors, the Roadmap should be submitted to the Board of

Governors through the GCC for consideration.

1.3. Prepared in consultation with the Ivorian authorities, this Roadmap seeks to provide a basis

for decision on the Bank’s return to its headquarters. Specifically, it highlights the approach geared

towards ensuring a phased and orderly return, taking into account the stability of the Institution, staff

safety and welfare, the integrity of Bank property, as well as Bank Group privileges and immunities. It

also presents the financial implications and risks associated with such an operation, as well as the

mitigation measures to be taken, including the implementation of an effective Communication and

Change Management Plan.

2. RECALL OF THE GUIDING PRINCIPLES FOR THE RETURN

2.1 Lessons from the 2003 Relocation Exercise

2.1.1 The 2003 relocation was an emergency operation conducted in a different context. However,

there are some lesson to be drawn: (i) the exercise must be driven by the business needs of the Bank

and staff welfare; (ii) it must be accompanied by a comprehensive change management and

communication plan; and (iii) it must not compromise business continuity.

2.2 Basic Guiding Principles for the Return

2.2.1. Bank’s Business Continuity Strategy: Since 2001, the Bank has developed an integrated

security/business continuity strategy and plan (BCP). The plan aims to assure the safety of staff and

their families, and guarantee business continuity under all circumstances. The BCP already includes

a section on the Bank’s return to its Headquarters. The objective of this component is to ensure

continuity of Bank operations by minimizing disruptions resulting from the return. The Roadmap for

the Bank’s return draws on this part of the BCP.

2.2.2. Minimum operating conditions: In line with the BCP criteria, the safety of staff and

availability of facilities are sine qua non for the Institution’s business continuity. These conditions

include: (i) acceptable security for persons and property; (ii) availability of enough office

accommodation; (iii) reliable information and communication infrastructure; (iv) availability of

appropriate housing for staff and their families; (v) availability of quality schools and health facilities;

(vi) existence of international banking services; and (vi) good international and regional transport

infrastructure. Furthermore, the Bank, its staff and its operations must be guaranteed full enjoyment of

privileges and immunities in accordance with the Agreement Establishing the African Development

Bank and the Headquarters Agreement.


2

2.2.3. Orderly and phased return: The plan for return to the Headquarters should be managed in an

orderly manner, taking into account institutional stability and staff welfare. Critical infrastructure must

be fully operational three months before the start of the return, in particular available workspaces and

operational IT systems to minimize the impact of any interruption.

2.2.4. Ensure staff welfare: Staff are the main asset of the Bank and are critical to its performance,

accordingly their welfare is paramount. The return plan should include an effective change

management and communication plan led by the Bank’s Senior Management Team. The plan must

include extensive consultation with staff to sensitise management to their concerns and to enable staff

to contribute ideas to the return process. Harnessing the experience and insight of all staff will

improve the robustness of the return plan and the effective management of the impact on staff and

their dependents.

2.2.5. Ensure staff safety: To safeguard staff safety and security during the return, the Bank must

ensure that its buildings are viewed as "secure areas", suitable for assembling staff in safe facilities

that the Bank can fully control, on sites approved by the Security Unit.

2.2.6 Decentralization: The return of staff to headquarters should not disrupt the on-going

decentralization process which is being implemented under a separate road-map.

2.2.7 Change management and communication: The return to Abidjan is a major change therefore

a communication and change management plan must be prepared to assist Management, staff, and the

Tunisian and Ivorian authorities to manage the return in the best way possible.

2.2.8 Efficiency of the Operating Environment: The return of the Bank to its headquarters provides

a unique opportunity to configure the operating environment and systems to establish a more modern,

professional working environment. In particular, the headquarters will be configured to advance the

one-Bank approach and facilitate ways of working to promote the Long-Term Strategy Vision of more

collegiate working, across divisions and departments, and reducing hierarchies. It will “future proof”

the Bank by providing flexible working space that can be adapted to different business demands. The

approach will also enhance value for money and efficiency by increasing the occupancy levels of the

Headquarters building from 1,100 staff to an estimated 1,400 (27% increase in efficiency of space

utilisation). This will be achieved through moving to an open plan working environment for all staff

below Director level (releasing 200 places). Also the Bank’s Senior Management have agreed to more

modest single occupancy offices for VPs and Directors, releasing a further 100 places. The approach

will include strengthening the Bank’s green credentials through the introduction of paperless office

systems and reducing the space per capita.

3. TARGET POPULATION AND IMPACT OF THE RETURN

3.1 Target Population

3.1.1 On completion of the return exercise, the Bank would have brought more than 5,000 persons

to Abidjan, comprising:

3.1.2 Staff and elected officers and their families and dependents in Tunis: The total budgeted

positions in the Bank as at 31 July 2012 stood at 2,212, including 560 in field offices and 1,652 in

Tunis. Within the context of the Bank’s return to its headquarters, the projections on number of staff

in Abidjan will take into account the decentralization Roadmap. Estimates for the total number of

dependents are derived from Human resources database.


3

3.1.3 The Decentralization Roadmap and the Roadmap for return of the Bank to its Headquarters are two

separate processes. The process of decentralization, which is currently underway, will continue alongside the

implementation of the Roadmap on the return of Bank’s operations to its headquarters. On that basis, the

estimated number of staff (including elected officers) to consider for the return to Abidjan stands at

1,562 as indicated in the table below:

Table 1

(Global staff projections)

Headquarters Field Offices Total

staff

PL GS Total PL GS Total

2012 - July Actual 1 128 524 1 652 331 229 560 2 212

No growth estimates by 2013 1 080 524 1 604 408 200 608 2 212

No growth estimates by 2014 1 038 524 1 562 450 200 650 2 212

3.1.4. The Bank will facilitate and assist in the return of families and dependents of staff members

and elected officers estimated at about 3,500 persons (31 July 2012). The total number affected by the

return will, therefore, stand at more than 5,000 people. The Bank will make no provision for the

relocation of consultants.

3.2 Impact of the Return

3.2.1 The Bank's presence in Abidjan and the demographic profile of staff and their dependents to

be deployed will have an impact on the demand for medium- and high-end housing, health, school and

recreational facilities.

3.2.2 The Bank’s return will generate concerns and possibly resistance among some staff. For this

reason a comprehensive change management and communication strategy will be developed, and will

be implemented to engage all staff and help them through the change process.

3.2.3 Another area of concern is staff recruitment and retention. For internationally-recruited staff,

the Bank must maintain the competitiveness and allure of its remuneration policy on the international

market. It must also provide for an effective flexible recruitment mechanism for replacing staff likely

to leave the Bank during the return process.

4. PREREQUISITES, CURRENT SITUATION AND PROSPECTS

4.1 Political Situation

4.1.1 The 2010/2011 post-electoral crisis disrupted political life in Côte d'Ivoire considerably.

Soon after the crisis, the Ivorian Government embarked on a process of restoring political stability,

economic recovery and normalization of relations with the regional and international community.

4.1.2 In May 2011 the President was sworn in and the government was formed on 1 June 2011.

The renewal of state institutions was completed with the establishment of various organs of the

National Assembly in the wake of the December 2011 and February 2012 parliamentary elections, and

the National Assembly resumed normal operation on 25 April 2012. The forthcoming municipal and

regional elections will complete this normalization and institutional restoration process, and is

anticipated to contribute to consolidating the return to peaceful social life.


4

4.1.3 With regard to national reconciliation, the President set up the Dialogue, Truth and

Reconciliation Commission (CDVR) to reconcile Ivorians. 95 district (prefecture) and 345 sub-

district (sub-prefecture) committees for reconciliation and social cohesion have been established

throughout the country. These committees are charged with identifying potential intercommunity

conflicts and defusing them. In addition, reconciliation messages are regularly broadcast in the public

media. In order to establish a permanent national reconciliation and peace consolidation dialogue

framework, the Government resumed political discussions with the major opposition political parties

on 25 April 2012, including the Ivorian People’s Front (Front Populaire Ivoirien - FPI) and the

National Resistance Congress for Democracy (Congrès National de la Résistance pour la Démocratie

- CNRD).

4.1.4 Measures have been taken to release a number of senior officials of the former regime from

prison and unfreeze the assets of many. Several senior officials and politicians close to the former

regime have returned from exile. International meetings are held regularly in Abidjan, especially those

of WAEMU and ECOWAS (President Ouattara serves in the capacity of Chairperson of the latter).

4.2 Economic Situation

4.2.1 The last quarter of 2011 and this current year have been marked by the resumption of

cooperation with the community of development partners, coupled with the Government’s

commitment to put the country back on the path to economic growth. Following the implementation

of an interim economic and financial programme supported by technical and financial partners, the

Government adopted the National Development Plan (NDP) in 2012 and took emergency measures to

consolidate the resumption of socio-economic activities.

4.2.2 The implementation of the Government’s emergency programme received significant

financial support from the international community. The Paris Club concluded a new external public

debt relief agreement with the Ivorian Government on 15 November 2011. The agreement eased over

78% of the debt service owed to the Paris Club creditors for the period 1 July 2011 to 30 June 2014.

4.2.3 These measures helped to consolidate efforts towards restoring the production system,

increasing public investment, improving the business climate, consolidating social peace and winning

the confidence of economic actors. These achievements have facilitated the return of real GDP growth

(estimated at 8.5% in 2012), compared to previous lower and even negative growth rates.

4.3 Security Situation

4.3.1 Security of staff and property is a paramount consideration. The Bank has a well-established

security assessment approach which has been tested in a wide range of scenarios. The assessment at

the time of writing is detailed below with further information on the approach in Annex 2. The

security situation will be kept under constant review in the lead up to the first staff movements and

will be assessed in advance of all subsequent moves. Any significant changes in the security context

will be reported to the Board of Directors immediately.

4.3.2 In light of the security analysis conducted in September 2012, the overall trajectory of the

security dynamics in Côte d’Ivoire is improving. In particular, progress has been made in day to day

security in Abidjan for the general population, compared to the rest of the country. The Government

has signed a decree to establish a special police unit for the security of Bank personnel and their

dependents. The Government has also embarked on an emergency security reform programme with

the assistance of international partners. In the rest of the country, the security forces are beginning to

achieve results. However, the major challenge remains the securing of border regions, particularly in

the West with Liberia.


5

4.3.3 The Bank Security uses the United Nations Security Level System (SLS) as one of several

guidelines and indicators to provide a comparative analysis of the overall security situation in a

country and to determine levels of security risk. The Bank is engaged in continuous measurement of

security risks in three broad categories; Strategic, Operational and Tactical. At the time of writing this

Roadmap the Bank assesses that all identified risks for Côte d’Ivoire are manageable across the risk

spectrum.

As of September 2012, the United Nations SLS assessment for Cote d’Ivoire indicates the following;

THREAT LEVEL 2 – LOW : Two Zones; Odienne and Seguéla

THREAT LEVEL 3 – MODERATE : Ten Provinces; including Abidjan and Yamoussoukro,

THREAT LEVEL 4 – SUBSTANTIAL: One Province; Guiglo

4.3.4 The overall United Nations SLS measurement for Cote d’Ivoire is currently at SLS Level 3 –

Moderate. While there are increased risks in the border regions and lower risks indicated in two

provinces, the overall threat level of “moderate” is a level of risk which can be fully mitigated by the

Bank’s security systems. To further define and measure risks in the host country, the Bank uses a

security methodology linked to the alert levels of the Business Continuity Plan (BCP) and in line with

guidelines issued by Senior Management and the Operational Crisis Committee. The Bank evacuated

its staff from Côte d'Ivoire using the same BCP alert level system. The system defines the key risk

categories and critical triggers that could lead to evacuation in case of crisis. Since the evacuation of

Bank staff from Abidjan, the same method has been used at the TRA in Tunis and in several field

offices.

4.3.5 Since January 2012, Côte d'Ivoire is at Alert Level 1 in the Bank’s BCP measurement system,

which indicates a safe security environment for return to headquarters. This is an improvement over

Alert Level 4 recorded in December 2010, and Alert Level 2 in mid-2011 (Annex 2). The following

main triggers for Alert Level 2 have evolved positively since last year: (i) the lifting of the state of

emergency and opening of the airport in May 2011; (ii) the redeployment of public services across the

country since July 2011; and (iii) the reduction of visible military presence since August 2011. Should

the Alert Levels change during the process of the return to HQ, the Bank will immediately re-evaluate

all processes and ensure the protection of the people and property of the Bank.

4.3.6 Travel risks in several parts of the interior remain. Banditry and violent crime attributable to

the proliferation of small arms is likely to continue at a reduced and controlled level outside the

capital. As of September 2012, one of the most critical security risks for Bank staff in Côte d'Ivoire is

when traveling outside Abidjan to the border region with Liberia and Ghana. The Bank has put in

place a procedure to mitigate this risk by coordinating all official travel in advance with the Security

Unit. With the assistance of the host country’s security services, the Bank provides security assistance

to official missions outside the capital. Travel to other parts of Cote d’Ivoire, including to the borders

of Mali, Guinea, and Burkina Faso is currently considered safe. Security incidents near the Ghana

border in September were brief and handled by the Host Country; however there remain continued

risk of attacks near the Ghana border on government targets near the town of Noe. As of September

2012 the political-military situation in Northern Mali is not directly impacting the Cote d’Ivoire

security dynamic. However, this will be continuously monitored and should the security situation in

Southern Mali, or in any border regions with Cote d’Ivoire, degrade to such a level that it impacts on

the host country; then the security measurements will be revisited. According to the most recent

United Nations security advisory, dated 24 September 2012, the security level in the capital is

moderate and the overall security situation in the country is calm.

4.3.7 The general security picture in 2012 was dominated by attacks directed against State security

and United Nations forces in the Guiglo zone close to the Liberian border. Recently, tensions

increased again in the West border region, while Abidjan and Dabou witnessed attacks on the


6

Akouédo military barracks and the central police station. Initiatives by the authorities to disarm

demobilized combatants in Abidjan also led to armed confrontations in the capital in August and

September 2012. Incidents of armed attacks in Abidjan were addressed by the Host Country forces in

conjunction with United Nations Peacekeepers.

4.3.8 The Ivorian Government presented a security report to the Bank that provides details on the

attacks perpetrated against military/police installations and a prison in August and September 2012.

Following these incidents, government forces, in collaboration with UNOCI and members of the

reduced contingent of the French Force Licorne, have put a series of measures in place to prevent and

mitigate new attacks. In addition to these operational measures, the Government has introduced a

number of measures to secure the country, including: (i) the preparation of a regional strategy on

trans-border movements; (ii) the initiation of a process to reform the security sector since April 2012;

(iii) the adoption of a national justice sector strategy on 19 April 2012; and (iv) actions to speed up the

disarmament, demobilisation and reintegration (DDR) process. All attacks both in Abidjan and in the

provinces have been brief - less than 24 hours of violence, isolated and immediately addressed by the

Host Country. In 2012 there have been no attacks in the vicinity of the Bank’s HQ facilities, Bank

infrastructure or near the key residential zones traditionally occupied by Bank Staff.

4.3.9 Furthermore we have been informed that all police stations nationwide have been

rehabilitated and provided with office equipment, computer hardware and radio transmission

equipment, as have police prefectures, police districts and central directorates. The Interpol

headquarters and the Technical and Scientific Police departments have also been rehabilitated and

equipped.

4.3.10 To ensure adequate monitoring of developments in Côte d’Ivoire, it is recommended that the

Government submit periodic reports on the security situation to the Bank. Furthermore, to guarantee a

more secure work environment in Abidjan upon return, the Bank will carefully manage its facilities to

maintain a safe profile, based on a "secure area" strategy. The objective is to avoid staff dispersal on

several sites, which is likely to generate an unmanageable situation in an emergency and increase risks

at the human, logistic and material level.

4.3.11 The Bank’s Security Unit will put appropriate measures and arrangements in place to ensure

the security of staff and their dependents following the Bank’s return to its headquarters, These will

include: (i) reconstitution of the database on staff and community “policing” of residential districts,

(ii) reactivation of the Residential Coordination Network (CORES); (iii) recruitment of a security

assistance firm; (iv) establishment of a staff sensitization and assistance programme; and (v)

coordination of security measures with the United Nations system.

4.3.12 In conclusion the overall security situation is defined as Alert Level 1 in the Bank’s Business

Continuity Plan and “Moderate” in the United Nations system. Consequently, as of September 2012

the security conditions are assessed as conducive to an orderly return to Headquarters. The situation

will be monitored closely and the Bank has mature systems and processes in place to measure and

react to any changes in the security environment in order to protect people, property, information and

the reputation of the Bank.

4.4 Strategic Issues

4.4.1 Completion of building renovation works: The dates for completion of renovation works

on the headquarters building (Annex 4) and availability of another building to meet additional space

needs constitute strategic information as they will have an impact on the phasing of the return, the

formation of groups, and the deployment schedule.


7

4.4.2 Definition of the return periods: pursuant to the principles outlined in Section 2.1,

particularly the need to minimize disruptions for staff and their dependents during the return, it is

important to define the return periods. For the purposes of the Roadmap, the following periods are

proposed: July to September to ensure that dependents of staff have a normal school year; and mid-

December to mid-January, when it is still possible to transfer to another school without much

disruption - provided the schools involved are informed in advance. Taking into account other

constraints such as the need not to move a critical mass of staff at any given time, or slippages in

delivery periods, intermediary periods could be considered which would primarily target members of

groups with no major family constraints (e.g. without children of school age).

4.4.3 Rolling review of the return process: Being a phased return, it would be imperative to

conduct an assessment of each phase to draw lessons, evaluate risks and propose corrective action for

subsequent phases.

4.4.4 Return of Region West Departments: The Bank’s return to its headquarters comes at a time

when the decentralisation is being pursued as one of its long-term strategic actions, the key objective

of which is to bring the Institution’s services closer to its regional member countries and enhance its

operational effectiveness. Consequently, it is proposed to include the return of the two West Region

Departments as an advance move once the Board of Governors has approved the Roadmap. Both

departments cover 16 West African countries and Abidjan offers an airport platform as well as direct

and regular air connections with various capitals within the West African sub-region. The return of

these departments will be accompanied by deployment of some sectoral and private sector experts to

provide operational support.

4.4.5 Housing for staff: The Bank and the Government recognize housing as a key aspect of the

Bank’s return to Abidjan. The Government has undertaken to make all necessary arrangements5 to

facilitate access to housing for Bank staff prior to the return. The strategic approach, reiterated during

consultations with the Government on 9 and 10 August 2012 in Tunis, involves: (i) putting in place

mechanisms for availability of housing units that meet Bank standards; and (ii) looking at strategies to

mitigate speculation and rent inflation without interfering with the market process.

4.4.6 Ratification of the Headquarters Agreement: Following its signature in November 2011,

the Revised Headquarters Agreement will be ratified by the National Assembly to validate its

implementation and render its provisions binding before the Bank’s return to Abidjan.

4.4.7 Ivoir’ Café and SCI-Aniaman cases: Two disputes between the Bank and certain

companies as well an individual are pending in Côte d'Ivoire. One concerns the dispute with Ivoir'

Café which, if allowed to persist, could have a negative impact on the Bank’s return to its

headquarters. The other is the dispute with the real estate company SCI-Aniaman, currently at the

mediation stage and aimed at reconciling the positions of both parties.

4.5 Availability of Buildings and Additional Space

4.5.1 Following Governors’ recommendations in Arusha setting forth the conditions for the return,

the Bank has taken the initiative to renovate its buildings to ensure a phased and orderly return of

operations. Phase 1 of this initiative comprises the renovation of the headquarters building, the

construction of parking space on the new extension plot provided by the Ivorian Government, and

studies to put up Bank social facilities on the same plot. Phase 2 includes the rehabilitation of Cité

BAD apartments and residential villas, the development of the Riviera plot (construction of storage

5 Paragraph 4.6.1 provides details on this commitment.


8

and archiving sheds, and an integrated social complex) and the construction of the Bank’s social

services on the extension plot.

4.5.2 Phase 1 works have been approved by the Board of Directors, and started in December 2011.

Phase 2 works are currently undergoing engineering and architectural studies, the results of which will

be submitted to the Boards of Directors for approval as soon as possible.

4.5.3 Headquarters Building Renovation Works: The preparatory works (asbestos removal and

cleaning) on the headquarters building have been completed. The renovation works are scheduled to

commence during the third quarter of 2012 and to be completed by December 2013 (Annex 4).

4.5.4 Bank Residences: The Bank has launched architectural and engineering studies for the

rehabilitation of existing Bank housing units (81 apartments in Cité BAD and 6 residential villas) in

Abidjan. The selection of a consulting firm to conduct the architectural and engineering studies was

completed in July 2012. The studies will begin in September 2012, and the results will be used for bid

invitation scheduled for December 2012. The housing unit renovation works will start by the end of

the first quarter of 2013, and take nine months.

4.5.5 Extension work on Bank offices: In addition to the land on which the headquarters is built

(4,770 m²), the Ivorian Government in September 2011 allocated another plot nearby to the Bank. The

5,329 m² plot of land will be used for the construction of the extension to the headquarters building. In

this regard, the Bank initiated: (i) the preparation of technical documents to obtain the title deeds of

the two plots in July 2012; and (ii) the preliminary design of facilities on the extension. These studies

will include a sketch of the extension building, which will have three levels of parking space (1,000

cars) and several social services (health centre, restaurant, cafeteria, day care centre, and gym). Since

part of the extension plot is currently occupied by the Government’s administrative services, the Bank

has submitted a request to the Ministry of Planning and Development for the services to vacate the

land.

4.5.6 In line with the host country’s regulations that require an environmental and social

management plan for any project of this magnitude, the Bank has launched an environmental and

social impact assessment for all works in Phases 1 and 2. The assessment, which is being conducted

by a firm registered with Côte d’Ivoire’s National Environmental Agency (ANDE), was launched in

March 2012 and is due to be completed shortly.

4.5.7 Availability of additional office space: The Bank is seeking additional office space in the

city centre, taking the following basic data into account: (i) 1,562 staff will return to Abidjan, in

addition to 400 other persons (temporary staff, staff of other institutions6, service providers, interns

and consultants); (ii) the Bank headquarters building will have a capacity for a minimum of 1,100

people to a maximum of 1,400 ; and (iii) constraints for reasons of security and convenience require

that staff and facilities be grouped on a minimum number of sites.

4.5.8 The Government has offered the Bank the entire CCIA building7 - a 28-storey facility with

three basement parking lots (600 slots). The current modularity of the offices allows for between 800

and 1,000 work stations. In addition, there are other premises such as meeting rooms, IT rooms, a

library, a 300-seat auditorium, a restaurant, a cafeteria and kitchens.

4.5.9 The renovation of the CCIA building started in May 2012, and is scheduled to be completed

in June 2013. The works are funded by the Government. The Bank has demanded that the renovation

6 These institutions are : ADEA, MFW4A, ALSF, CBFF and AFFM 7 The CCIA building was inaugurated in 1982


9

works comply with the same standards used for its headquarters building and meet all health and

safety requirements. In particular, for security reason, the Bank has requested and obtained from the

Government, agreement to being the sole occupant of the CCIA building. Also, following an asbestos

survey done by a specialized consultancy, the Government has agreed to have the asbestos removal

works carried out by a specialized firm. The supervision of the renovation works and the removal of

the asbestos will be jointly carried by both the Government and the Bank. The Bank will verify the

final works are to an agreed standard, especially on asbestos removal, before assuming occupancy of

the building.

4.5.10 The Bank has agreed with the Ivorian Government that it will occupy the CCIA building rent

free for a period that will enable the Bank to optimize its investments on the building to render it fully

operational. At the end of this initial period, the occupancy will be under lease conditions (duration,

cost, exit modalities, etc.) to be negotiated by the two parties.

4.6 Housing Infrastructure

4.6.1 The report presented by the Ivorian authorities in Arusha highlighted a shortage of medium

and high-end housing facilities, and proposed ways of solving the problem in the short and medium

term. Housing in these categories is likely to attract most Bank staff. The Government of Côte d'Ivoire

has undertaken to make 500 housing units available to the Bank by June 2013 and another 1,000

units by June 2014. The implementation of this operation, as well as the available and future supply,

is likely to meet the Bank’s needs.

4.6.2 According to projections, the Bank's needs are estimated at 1,562 housing units by end 2013,

as follows: 55 low-cost apartments/properties, 1,452 medium and high-end apartments/properties, and

55 luxury properties. For the Bank’s return, it would be advisable to encourage the construction of

medium and high-end properties in areas considered secure by the United Nations and corresponding

to the main residential quarters recommended for staff. In addition, since the number of persons to be

accommodated is relatively high, it would be appropriate to look at measures to limit rent escalation

resulting from a sudden influx of tenants without interfering with market processes.

4.6.3 The Bank engaged the services of a firm to conduct a study on the real estate market in

Abidjan. The report of the study indicates: (i) a slowdown in investment in real estate by private

individuals due to the crisis in the country; (ii) a shortage of medium and high-end housing; and (iii)

inadequate supply in terms of quality in areas preferred by the Bank.

4.6.4 The Bank will set up a website that will identify all offers on the Abidjan rental market. This

site will provide a database with data from various real estate market actors (agencies, developers,

individuals, etc.) and could be consulted by Bank staff.

4.6.5 In addition, to enable the Ivorian authorities to make every effort to ensure that adequate

housing is available, the Bank will submit to the Ministry of Housing the information (type, quality,

number of rooms, etc.) on the housing needs, including the number of staff concerned and the

probable dates of arrival of the different groups, upon approval of the Roadmap. The Bank will help to

link real estate operators with staff so that the operators can present them with suitable options.

4.6.6 Draft legislation for regulating the real estate market in Côte d’Ivoire is in the process of

being adopted. It will soon be submitted to the Council of Ministers, after which the implementing

decrees will follow. The draft legislation is primarily intended to regulate rental practices.

4.6.7 Given the importance of housing to the Bank’s return to its Headquarters, it is recommended

that a monitoring unit be established to further ensure availability of housing in a timely

manner.


10

4.7 Health and Education

Healthcare Facilities in Abidjan

4.7.1 Availability of healthcare facilities: Abidjan currently has adequate referral care facilities,

mostly private (Annex 5). The capacity of healthcare facilities has increased with rising investments in

the health sector. Public health facilities include three teaching hospitals (Treichville, Cocody and

Yopougon), the Abidjan Institute of Cardiology, and SAMU to handle medical and surgical

emergencies.

4.7.2 The intake capacity of the 38 private health establishments has increased and their surgical

facilities improved over the past few years. The leading establishments are listed below. In addition,

there are second-tier clinics and polyclinics that offer almost identical services.

Polyclinique Internationale Sainte Anne Marie (PISAM), founded in 1985 and offering

159 beds, with a planned expansion to 220 beds;

Polyclinique du Groupe Medical du Plateau (GMP): Presently undergoing full

restructuring, this health facility currently has a 39-bed capacity. On-going extension

will raise the number of beds to 100. The plan is to host the new facilities in new, more

spacious and more comfortable premises near Bank headquarters.

Polyclinique de l’Indénie (PII): established in 2001, currently has a 62-bed capacity.

There are plans to expand the facility soon with the construction of a new clinic

offering a higher capacity and a renovated theatre block.

4.7.3 These referral healthcare facilities provide specialized medical and surgical services except

cancer radiotherapy, organ transplants and auto/allogeneic bone marrow transplants which are not yet

available. However, there are reasonable prospects for expanding the range of healthcare services. The

care of cancer requires a targeted therapy including surgery, chemotherapy, hormone therapy and

radiotherapy. In Abidjan, radiotherapy is not currently available. Actions are underway, with support

from the government to make available this type of treatment.

4.7.4 Quality of care and patient safety: A real concern regarding health facilities in Abidjan

involves the quality of services and patient safety (to be included in a quality assurance framework for

referral healthcare facilities). Several care facilities are making efforts to steadily improve the quality

of health services under the ISO 9001 certification.

4.7.5 The Manager of the Bank’s Medical Plan, GMC Henner, currently has a network of 56

service providers (pharmacies, hospitals, laboratories and medical specialists, etc.) in Abidjan. This

network can be extended to providers predominantly used by Bank staff and their dependents. The

third party payment system will be reinforced in Abidjan with all the network providers.

Educational Establishments in Abidjan

Abidjan has several educational establishments of international standard, from preschool to

tertiary facilities, both French- and English-speaking (Annex 6).

4.7.6 Institutions operating the French education system: Most schools using the French system

are currently operational. The capacity of French and accredited institutions is about 8,250 with 1,471

slots available. The Bank’s immediate needs in this area based on the existing staff profile are

estimated at 610 slots. The slots offered in Abidjan are diversified and well suited. The French


11

education system in Côte d'Ivoire will be strengthened with the reopening of Lycée Jean Mermoz for

the 2013-2014 academic year.

4.7.7 Institutions operating the English education system: Abidjan has two schools operating

the English education system. Both offer instruction from nursery to high school. The International

Community School of Abidjan (ICSA) is an independent American school, which receives logistic

support from the US Embassy in terms of security and educational exchanges. To meet current

demand, ICSA operates in temporary premises with capacity for 200 students. This capacity could be

expanded to 700 over a 12-month period, allowing for the time it would take to rehabilitate the site

currently occupied by UNOCI. The second establishment is Morning Glory International School

(MGIS) whose programme is a combination of US and UK education systems, with capacity for 400

students. The Bank’s current needs for the English school system based on the existing staff

profile are approximately 322 slots.

4.8 Other Infrastructure

4.8.1 Telecommunications: The telecommunications network in Abidjan is modern and reliable. It

has an optic fibre submarine telecommunications cable that connects Europe to South Africa. There

are plans to provide three other cables, which will reduce the cost of Internet access and improve

fluidity.

4.8.2 Fixed telephone services are provided by Côte d’Ivoire Télécom. Four (4) private operators

run cellular telephone services. Five major operators share the local internet market. The consolidation

of ADSL networks has helped to double the connection capacity and ensure better country-wide

coverage. Poste de Côte d’Ivoire provides postal and money transfer services.

4.8.3 Hotels: Abidjan has a hotel capacity of about 1,800 rooms. Major renovation works were

recently carried out in several hotels. On-going projects by some international companies will double

the current capacity in 24 to 30 months.

4.8.4 Banks: The banking network comprises national banks and subsidiaries of international

banks, with a fleet of 170 ATMs. Credit card payment for transactions is possible in some restaurants

and shops in Abidjan. In addition, several bureaux de change operate throughout the city.

4.8.5 Air Transport: Côte d’Ivoire is served by two international airports (Abidjan and

Yamoussoukro). Abidjan International Airport has a capacity to accommodate large aircraft and is

currently serviced by 20 airlines, including Air France, Tunisair, Turkish Airlines, SN Brussels,

Emirates, Ethiopian Airlines, Kenya Airways, South African Airways and Royal Air Maroc. Other

airlines are expected to start operating in 2012. Most of the Bank’s preferred destinations for its

official business are available from Abidjan by direct flight or with stopovers.

4.8.6 Road Network: The road network in Côte d'Ivoire is estimated at 82,000 kilometres,

including 6,514 km of paved roads. This network also includes a 142 km motorway. The urban road

network is estimated at 4,000 km of paved roads nationwide.

4.8.7 Abidjan has a road network of 2,200 km, including 1,350 km of paved roads8. A breakdown

of economic activity in Abidjan shows a high concentration of jobs in the central business district

(Plateau) which has administrative services and banks. The traffic on the Plateau district is marked by

traffic jam and road congestion.

8 About 50% of the paved road in Abidjan is in good state.


12

4.8.8 In view of the advanced state of deterioration of the road network, the Government has

embarked on an extensive Road Infrastructure Rehabilitation Programme9. There are plans to pave

51.9 km of roads, including 7.3 km in Plateau. In addition, the Government has initiated a programme

to replace 300,000 vehicles (taxis, buses, etc.) over a period of 5 years, and has launched a project to

use the lagoon waterway to decongest the roads.

4.8.9 The construction of the third 1.9 km bridge over the lagoon and 4.7 km of approach lanes and

interchanges, seeks to reduce congestion on the Houphouet-Boigny and Charles de Gaulle bridges.

The project is financed with senior loans totalling EUR 119.5 million granted by AfDB (Lead

Arranger) and other financing agencies. The completion is scheduled for September 2014. Once

completed, this facility will improve the overall traffic in the city centre and the Plateau district where

the Bank’s offices are located.

4.8.10 To facilitate staff transport, the Abidjan Transport Company (SOTRA) will help to set up bus

routes to provide direct transport for staff from residential areas to the work place and back. A shuttle

system will be provided between the two buildings to be occupied by the Bank in Abidjan, as is

currently the case in Tunis.

5. MANAGING THE RETURN

5.1 Management Principles

5.1.1 The Bank's return to its headquarters is an exceptional situation that could disrupt business

continuity and impact its financial situation and reputation, if it is not well phased and accompanied

by all appropriate precautionary measures.

5.1.2 If this Roadmap is adopted, the following approach is proposed. The approach takes into

account: i) the security context ii) the settlement of outstanding legal disputes iii) the availability of

office buildings and iv) the staff welfare including housing and schooling10

.

9 16 km of roads were rehabilitated recently and 10 km of new roads constructed. 10 Commencement of the return is subject to approval of the Roadmap by the Board of Governors and, if required by the Board of

Governors, any applicable notice period.


13

Table 2

Planning and Conditions for Staff Return

Settlement of the Ivoir’ Café dispute

Housing units for 30 families

Establishment of a housing mechanism

Approval of the roadmap by

the Board of Governors.

REGIONAL DEPARTMENTS WEST

30 STAFF

Availability of CCIA building

Housing units for 50 familiesDelivery of CCIA building

(JUNE 2013 + 3 MONTHS)

ADVANCE TEAM

50 STAFF

Availability of CCIA building

Extension of the American School

Housing units for 500 families

Delivery of CCIA building(JUNE 2013 + 6 MONTHS)

OPERATIONS

462 STAFF

Availability of HQ building

Housing units for 330 familiesDelivery of HQ building

(DECEMBER 2013 + 3 MONTHS)

FIRST GROUP TO HQ330 STAFF


Housing units for 230 families Delivery of HQ building


SECOND GROUP TO HQ230 STAFF


Housing units for 460 familiesDelivery of HQ building


LAST GROUP TO HQ460 STAFF

SECURITY ALERT LEVEL 1. SECURITY LEVELS WILL BE CONSTANTY MONITORED AND SUBJECT TO A

DETAILED REVIEW REPORT. THE REPORT WILL LOOK AT TRENDS AS WELL AS CURRENT SITUATION

Minimum Conditions for the

ReturnReturn Starting Dates

Group &

Number of staff

5.2 Timetable for the Return

5.2.1 The approach allows for a steady stream of returning staff and families (rather than a major

surge). This is important to facilitate support to identify housing, schooling, etc. The final timing of

the movement of each group will take account of the need to move the majority of staff at times that

fit in with major holiday periods during the academic year (July-August; December-January). As

such, slippage of a couple of months may mean the major part of the group’s move has to be put back

by further time to ensure fit with schooling terms. The Bank will try to actively reduce the impact of

such delays on numbers returning by looking to introduce interim moves for staff that are not affected

by schooling, but the scope for this will be limited.

CRRAE-UMOA office moves: Return of Region West Departments

5.2.2 The two departments covering Region West (ORWA and ORWB) with about thirty staff

could return upon approval of the Roadmap, soon after completion of office space refurbishment in

the CRRAE-UMOA building. It will also be necessary to identify and secure 30 housing units for

staff concerned.

Installation of the Advance Team

5.2.3 Advance Team: This team of approximately 50 persons comprises the return project

management team and a support party (IT, logistics and transport, protocol services, legal, human

resources, etc.), whose presence is required to anticipate and provide appropriate support to

subsequent staff arrivals. This will be done in collaboration with the reception structure that the

Ivorian authorities will provide under the return project governance framework as proposed in Section

9 of this report. This group could be transferred after the CCIA building is put at the Bank’s

disposal. None of the other group moves can take place in advance of the team.


14

5.2.4 CCIA office moves: Estimated at 462 persons, this group mainly concerns the

Operations Complexes. These essential functions are critical and their interruption or temporary

suspension for a number of weeks could seriously affect the quality and composition of Bank Group

portfolio. This group could be transferred as soon as the CCIA building is made available to the Bank

once the advance team has established appropriate support structures (estimated to take about 2

months from the arrival of the advance team). The 500 housing units to be delivered by the Ivorian

Government will be used to accommodate the group.

Bank Headquarters moves

5.2.5 The first group to return to the Headquarters Building (estimated at 330 persons) comprises

the Banks strategic and governance functions (the Boards and staff attached, the Presidency and

organizational units attached). It could return as soon as the headquarters building is rendered fully

operational and housing units are available (estimated to be approximately 3 months after completion

of HQ renovation works).

5.2.6 The second group to return to the Headquarters building includes all key functions (230 staff)

which, if frozen or discontinued over a relatively long period of several months, could seriously

jeopardize the Bank's participation in financing and discussions on development and poverty

reduction in Africa, as well as weaken its relations with sister institutions. This group could return

when further additional housing units have been made available.

5.2.7 The final group to return to the Headquarters Building includes functions whose activities are

highly dependent on the IT infrastructure in place (460 persons). These vital functions form a hard

core of activities that cannot tolerate any form of interruption or suspension regardless of its

nature or origin, as this could cause serious losses or major damage to the Bank's credibility on the

international financial markets and with all its current and potential shareholders and suppliers. The

return of the latter group and its IT systems will require a special cutover procedure between Tunis

and Abidjan. The aim is to ensure and guarantee the integrity of administrative and financial data. The

transfer of this group will mark the end of the Bank’s return to its headquarters. The rest of the 1,000

housing units promised by the Ivorian Government would have been made available by then.

5.2.8 The phasing puts the senior leadership of the Bank, including the Presidency and the Board at

the front of the major return timetable when the Headquarters Building is ready for occupation.

6. SUPPORT MEASURES

6.1 Analysis and Impact of Cost of Living in Côte d'Ivoire

Context and Justification

6.1.1 The Bank was relocated to Tunis in 2003. An analysis of the current workforce indicates that

over 70% of staff were recruited in Tunis post-relocation.

6.1.2 According to data on the annual survey11

, the overall cost of living index in Abidjan is 186.79

compared to 100 for Tunis. This gap, which has increased over the past few years, currently stands at

above 86%. In light of this information, the return to Abidjan will have a significant impact on staff

purchasing power. This makes the introduction of some support measures necessary.

11

Mercer Consulting Firm, June 2012


15

Support Measures for Staff

6.1.3 Pursuant to the resolutions of the Boards of Governors (B/BG/2003/04 and F/BG/2002/04)

and Presidential Directive 02/2003 of 24 July 2003, Abidjan remains the duty station of all staff

relocated to Tunis. Therefore, the return to Abidjan is not a change of duty station. As was the case

during the relocation, the Bank would put a consistent regime in place to address issues of logistics,

cost and other expenses related to staff return to Abidjan. Similar to the regime under the temporary

relocation to Tunis, this should be a special arrangement outside the normal benefits set forth in the

current staff rules and policies. It should have a limited duration and be designed to address

exceptional circumstances. The regime will come to an end by a given date linked to the Bank’s final

return to Abidjan. Applicable to staff concerned by the return, the regime must be consistent and

limited in time to avoid issues of discrimination and/or future claims based on the notion of acquired

rights. Details of the regime will be submitted to the Boards of Directors for approval at the

appropriate time. In this regard, the following measures should be considered:

(a) Assistance for temporary accommodation: Within the return framework, Management does not

plan to organize exploratory missions12

. Rather, each member of staff will be given a lump sum of

UA 2,590 (equivalent to 14 days per diem for Abidjan) and UA 1,295 per dependent transferred

from Tunis to Abidjan. This amount should enable staff to cope with temporary accommodation

costs.

(b) Transportation of personal effects: As this is a return to headquarters, it is not covered by staff

rules as they apply to change of duty station. Therefore, the Bank will be contracting international

removal companies who will be responsible for the transportation of all staff personal effects

within the usual limits.

(The same provisions will apply to all categories of staff transferred from Tunis to Abidjan).

(c) Travel by staff and dependents: The Bank will transport staff and their dependents from Tunis to

Abidjan.

(d) Installation allowance: To help staff meet immediate financial expenses due to change of

domicile, the Bank will pay every transferred staff an installation allowance equivalent to: (i) one

and a half months of salary for staff with dependents; and (ii) one month of salary for staff

without dependents.

(The same provisions will apply to all staff transferred from Tunis to Abidjan, with a minimum of

three thousand Units of Account (UA 3,000) for staff in the General Services (GS) category).

(e) Return allowance: The cost of living in Abidjan is higher than Tunis. The Bank will provide staff

with a return allowance (RA) until such time that it conducts and implements a full salary review

for headquarters staff. The Bank commits to undertake this review within one year of the return of

Senior Management, the President and the Board. The RA will be based on the COLA system

which is used across all Bank locations (The current COLA being paid to staff in Abidjan is

26%13

). In the method of determining the COLA, the difference in the cost of living between two

cities is applied only to 30% of the salary to calculate the adjustment. This portion of the salary

corresponds to the average spendable income related to essential goods and services (rent, water,

12 In the current policy, the Bank, within the exploratory mission framework, provides for an air ticket and grants a lump sum equivalent to ten days’

travel per diem. 13 The Bank currently pays international staff posted in Abidjan a cost of living adjustment allowance to help them maintain the same

purchasing power as their colleagues who are in Tunis. Given that the index of cost of living comparing Abidjan and Tunis is 186, and

that the adjustment is applied to 30% of the salary of the international staff, this allowance is equivalent to 26% of salary.


16

electricity, food, etc.).This RA will be reviewed annually for budgetary purposes and is non-

pensionable. General Services staff will be guaranteed a minimum level RA allowance; the

amount will be agreed with the Staff Council as part of the process of implementing the

Roadmap.

6.1.4 Management will continue to conduct the usual studies on compensation to ensure the Bank's

competitiveness at the international level, in order to continue attracting and retaining the best

candidates.

6.1.5 In line with the Revised Headquarters Agreement, members of staff who are non-nationals of

Côte d’Ivoire are entitled to import their personal effects without paying customs duty. During the

Bank’s return, it is recommended that the Government of Côte d’Ivoire take measures to facilitate the

importation of personal effects by Ivorian staff.

6.2 Change Management

6.2.1 The return of the Bank to Abidjan will be a major change for all staff and their dependents. It

is therefore critical that a comprehensive change management process is put in place. The change

management process will engage all stakeholders. It will be key to ensuring staff retention and a

smooth transition. The Bank will establish a change management group comprising a cross-section

from all levels and complexes, and elected officers.

6.2.2 The Bank’s rapid growth and decentralisation have generated new staffing needs in terms of

skills and leadership. Due to the temporary nature of the relocation, staff could not enjoy an adequate

working and services environment. Consequently, staff turnover in some sectors is relatively high.

Moreover, the temporary nature of the relocation further amplifies difficulties to recruit talents in

other sectors. The Bank’s return will enable staff to enjoy an improved working environment in line

with equivalent institutions. Management will take competitiveness measures to draw and retain

talents.

6.2.3 In this context, the communication and change management plan is necessary to

systematically take into account the human aspect of the process during the design and

implementation of the return project. To that end, a unit will be set up to handle the communication

and change management task up to the end of the return.

6.3 Communication Plan

6.3.1 The core objective of the communication plan is to ensure the availability of timely and

comprehensive information about the return to all stakeholders. It will use a variety of communication

channels, including face to face meetings with staff, intranet, website, brochures, newsletters,

newspaper articles, infomercials, etc.), and broadcast media.

6.3.2 Dialogue with the TRA host country and the Headquarters country is conducted by the

General Secretariat, and is part of the permanent communication established between the Government

of the Host country (Tunisia) and the Headquarters country (Côte d’Ivoire). Within the context of the

Roadmap preparation and implementation, this dialogue is of cardinal importance. Through the usual

channels and avenues as well as the Bipartite Committees, the General Secretariat will keep the

authorities of both countries constantly informed of measures and actions taken by the Bank to

implement the decisions of the Boards of Governors.


17

6.4 Logistics and Information Technology

6.4.1 The Bank’s return to Abidjan is a major operation. For it to be conducted smoothly, the Bank

will recruit one or several international moving companies. The companies will be responsible for

moving staff and providing assistance for the transportation of personal effects and Bank property.

Hence, Bank and staff property will be adequately gathered, secured, tracked and identified via

reliable databases, within a space under strict Bank control. A Logistics and Archiving Centre will be

set up in Abidjan to receive the property before distribution. Plans have been made to revise the

Bank’s travel policy to adapt it to the new environment.

6.4.2. In line with the move to paperless offices, measures will be taken to electronically archive

documents. This should reduce the volume of documents to be physically transported to Abidjan.

6.4.3 The optimization of IT systems and services is a key factor of the Bank’s return to Abidjan.

Initiatives are on-going in this regard and concern the following actions: (i) establishment of a

datacentre in Abidjan and another backup site in South Africa; (ii) gradual migration of critical

telecommunications/IT applications to the new Abidjan datacentre; (iii) automation of operational

processes, corporate e-mail, electronic archiving and management of documents, collaboration and

telepresence; and (iv) study and rollout of a reliable, resilient high speed regional connection between

Tunis, Abidjan and the two Regional Resource Centres.

6.5 Contracts in Tunis

6.5.1 Lease Contracts. Since 2003, the Bank has signed several lease contracts in Tunis. These

contracts concern office rentals in five (05) buildings, an archiving and storage warehouse for goods,

and a sports centre. In consultation with the Bank’s Legal Department, an action plan has been

prepared to anticipate and coordinate vacation of space. Tunisia will continue to have the Tunisia

Field Office and the temporary relocation agency remains in Tunis. Accordingly, the Bank will

continue to rent the Zahrabed building to accommodate the Field Office and the backup site created by

resolution of the Boards (ADB/BD/ WP/2001/03-ADF/BD/WP/2001/01).

6.5.2 Services Contracts. All goods and services contracts, consultancy contracts (firms and

individuals), the contract with ADECCO (temporary employment agency) and all subscriptions to

public services will be reviewed. An action plan proposing necessary adjustments will be prepared in

consultation with all departments concerned.

6.5.3 The management of these contracts requires increased vigilance and regular monitoring to

minimize difficulties at the time of the Bank’s departure.

7. COST OF THE OPERATION AND FINANCING METHOD

Management is committed to provide a detailed budget for the cost of implementing the

Roadmap. The table below presents the budget estimates for capital and administrative expenditure.

The administrative budget is UA 93.65 million and the capital budget currently stands at UA 22.8

million. The budget presented above relates only to operations directly linked to the Bank's return to

its Headquarters. The renovation of the Headquarters has been approved by the Boards in the

framework of the preservation of the Bank’s assets in Abidjan. This also includes the construction of a

warehouse for archives storage and renovation of residences and Cité BAD. All these projects, which

are not linked directly to the return, have been included in the 2013-2015 Program and Budget

Proposals that will be discussed by the Boards of Directors in October.


18

Table 3

Budget Estimates for Return to Headquarters (in UA million)*

Year 1 Year 2 Year 3 TOTAL

(a) (b) (c) (d)=(a)+(b)+(c)

Missions and consultants 1.09 0.15 - 1.24

Staff expenditure 42.89 35.31 0.52 78.72

Overhead 4.25 6.91 1.6 12.76

Administrative budget 48.23 42.37 2.12 92.72

Contingencies (1% of administrative

budget)

0.48 0.42 0.02 0.93

Capital budget

Outfitting works of CCIA, furniture,

security and IT equipment and

parkings on the HQ extension

21.71 0.6 0.49 22.8

Grand Total 70.42 43.39 2.63 116.45

* Total figures are rounded off and may not correspond to those indicated.

8. RISKS AND MITIGATION MEASURES

8.1 Key Potential Risks Linked to the Return

8.1.1 The phased approach to the return of the Bank15

is designed to manage the major risks of the

return to headquarters. A detailed risk matrix will be developed, which will be owned by the SMCC

and reported on regularly to the Board. This will be organized along the various risk categories related

to the return to Abidjan:

(i) Strategic risks arising from inadequate planning, organization and management of

business continuity;

(ii) Operational risks resulting from a brief suspension or complete interruption of

activities, entailing difficulties and additional costs for implementation of corrective

measures;

(iii) Security Risks resulting from damage to Bank’s property and physical harm to Bank staff

and their dependents;

(iv) Financial risks that could generate losses, additional costs for counterparts and service

suppliers in the event of failure to honour commitments;

(v) Reputational risks with consequences for the Bank’s financial intermediation role,

including loss of the “Triple A” rating;

(vi) Risks related to Bank property and assets, with collateral damage; and

15

Unlike forced relocation as was the case in 2003


19

(vii) Risk related to the Bank’s human capital, translating into an increase in undesirable

departures following the return, or accidents during the transfer.

8.1.2 A particular concern is the risk of the security situation deteriorating during the return.

Management has been monitoring the security context over the last ten years and will continue to

rigorously do this going forward, to keep an eye on the overall trajectory. Management will review the

risk profile and trajectory in advance of each phase of the return. Any significant deterioration in the

security will be managed within the Business Continuity Plan which will be enhanced to ensure

adequate coverage of the additional risk presented by the return plan.

8.2 Risk Management

The risk management strategy has four pillars. The overarching pillar is the corporate

governance arrangement for the return process. In addition, there are: (i) the Business Continuity Plan;

(ii) risk coverage through specific insurance policies; and (iii) the management of any possible legal

risks.

8.3 Corporate Governance

8.3.1 To ensure effective implementation and close monitoring of Roadmap activities, it is

recommended that an appropriate governance structure be set up (Annex 10), coordinated by two

Country/Bank Bipartite Committees (one with Côte d’Ivoire and the other with Tunisia). The model

for the return project governance and management structure is outlined below:

8.3.2 Bank/Tunisia (TRA Host Country) Bipartite Committee: This new structure will be set up to

develop a communication and coordination mechanism with the Tunisian authorities. It will also be

supported by a technical team comprising various representatives of both parties. The Bank will

request the establishment of a body to ensure swift processing of export duty exemption documents

for the personal effects of staff and Bank property.

8.3.3 Bank/Côte d’Ivoire (Host Country) Bipartite Committee: This structure has been in existence

since the Bank’s relocation to Tunis. Its task will be to set up a mechanism for monitoring the

implementation of Roadmap recommendations, as well as the implementation and monitoring of the

Articles of the Headquarters Agreement Governing Privileges and Diplomatic Immunity. The

Committee will be backed up by a Technical Team comprising representatives of both parties.

8.3.4 Ivorian Government’s Support Office in Abidjan: The Ivorian Government will set up a

support office that will be completely dedicated to facilitating the Bank’s return. Its responsibilities

will be to: (i) facilitate the issuance of entry and residence visas for staff, their dependents and

domestic staff; (ii) process duty exemption requests concerning items imported by the Bank and its

staff; and (iii) issue exemptions concerning goods and services procured locally by the Bank and its

staff. The office will operate under the supervision of the Bipartite Committee Technical Team and

will comprise officials of the key ministries involved in implementing the measures.

8.3.5 Management of the Return Project within the Bank (initially based in Tunis): Given the

importance of the return project, a team will be set up to coordinate its implementation. It will prepare

and monitor the implementation of the detailed return programme. The team will be established upon

approval of the return Roadmap. The Return Project Management will coordinate the activities of: (i)

the project team responsible for renovation of Bank property (PRISA); (ii) the return advance team;

and (iii) the change management and communication unit and any other teams established to support

the management of the return process.


20

8.3.6 The Bank’s Advance Team in Abidjan: Under the supervision of the Return Project

Management, the advance team will comprise CGSP, BCP, CIMM, SEGL, CHRM, GECL and ROSA

resources. The team will be charged with: (i) implementing the detailed return programme; (ii)

monitoring, in collaboration with the Government, the progress of the programmes relating to housing

and other infrastructure required for effective Bank operation (it will serve as the monitoring unit

mentioned earlier); (iii) organizing the transfer operations; (iv) providing assistance and guidance to

staff as they arrive in Abidjan; and (v) documenting and updating recovery processes within the

Bank’s critical entities.

8.3.7 The Change Management and Communication Unit: This unit will comprise representatives

of several Bank departments interfacing with the focal points designated by Bank departments, as well

as with Ivorian and Tunisian government services. Members of the unit will be assigned to the two

sites (Abidjan and Tunis). The unit will be responsible for: (i) sensitizing Bank staff and

representatives of both host countries; and (ii) developing specific action plans and supporting

Management and various project teams in deploying and monitoring change management activities.

8.4 Business Continuity Plan and Transfer of Information Technology Systems

8.4.1 Availability of back-up sites: The Back-up sites approved by the Boards of Directors and

being rolled out are scheduled to become operational by end 2012. This will enable the Bank to be

completely resilient, with two alternative appropriate back-up sites (Pretoria and Rabat). These two

sites will cover any simultaneous unavailability of the headquarters building and TRA during the

return phase.

8.4.2 Availability of Information and Communication Technologies and Systems: The

availability of Bank ICT systems is essential to avert business discontinuity and curb the impact on its

operation and reputation. The results of the biannual tests conducted as part of the BCP activities

should be reviewed to identify aspects requiring improvement and guarantee a smooth return to

Abidjan. With the coordination of the BCP team, the IT department and other units concerned will

take appropriate steps to reduce the inherent and latent risks of the systems16

. This group will ensure

that the recovery processes in critical Bank units are up to date and well documented as part of the

BCP.

8.4.3 Communication and Change Management Strategy: The resilience strategy will be

implemented in conjunction with an effective communication and change management strategy

involving all stakeholders, as detailed above.

8.5 Insurance

8.5.1 Building on its past experience to ensure a well-planned return, the Bank is aware that

insurance should be included in the solutions to manage return-related risks. Effective control of the

total risk cost is a major issue, since an adverse event could have serious consequences for the

Institution, especially where it is impossible to turn to insurers because they were not associated with

the risk coverage.

8.5.2 Solutions likely to contain the risks involve: (i) taking out two comprehensive transport

policies to cover Bank equipment and staff personal effects. Both policies should have specific

methodologies and mechanisms that protect the Bank’s rights and guarantee rapid compensation in the

event of loss or damage; (ii) amendment of the Bank’s travel insurance policy to have it provide full

coverage for the risk of staff travel between Tunis and Abidjan; and (iii) assistance and advisory

services to staff upon arrival in Abidjan to ensure that they obtain adequate insurance cover for their

personal effects (vehicles and houses, in particular).

16 SAP, SUMMIT/NUMERIX, SWIFT, DARMS, OUTLOOK, REUTERS, BLOOMBERG, etc.


21

8.5.3 Furthermore, the Bank has recently revised its political risk insurance to cover risks in

countries in which it has a significant presence (Tunisia, Côte d’Ivoire, South Africa and Kenya).

8.6 Legal Issues

There are two disputes pending between the Bank and certain companies as well as an

individual in Côte d’Ivoire. The disputes are with Ivoir’ Café and SCI Aniaman. Details are provided

in Annex 11.

8.7 Rating Considerations

The Triple “A” rating of the Bank is underpinned by its intrinsic financial strength, prudent

risk and financial management practices and policies and the strong support of its shareholders. The

rating agencies know that Abidjan remains the headquarters location of the Bank. They also know that

the operations of the Bank are to be returned to Abidjan, when the conditions are judged to be sound

and appropriate for business continuity. In effect, the rating agencies are agnostic with regard to the

location of the Bank’s operations, as long as such location does not expose the Bank to unmanageable

operational risks and the Bank continues to maintain or even further enhance its resilience.

Accordingly, the move back to Abidjan is being planned and will be implemented in such a manner to

ensure utmost confidence by all stakeholders in the effectiveness, efficiency and continuity of the

operations of the Bank Group.

9. MONITORING AND EVALUATION OF THE ROADMAP

Within the return implementation framework, it is proposed that a comprehensive

monitoring/evaluation mechanism be set up. An initial outline is presented as Annex 10, with

indicators. This will be further elaborated to include a full risk management matrix and indicators to

cover effective project management such as communications, change management, governance, etc.

The final version of this framework will be agreed with the Board of Directors. The Board of

Directors will be provided with quarterly reports on progress against the monitoring framework,

including management of all major risks. Any significant changes in the operating environment or

delivery of key triggers that have a major impact on implementation of the Roadmap will be reported

to the Boards of Directors and Governors. Alongside this, Management will ensure that lessons learnt

are captured at every stage of delivering the Roadmap and used to inform future actions.

10. CONCLUSION

In light of the assessment of the security and socio-political situation, infrastructure, legal and

operational risks, on the one hand, commitments undertaken by the Government of Côte d’Ivoire and

measures planned by the Bank, on the other, Management considers that conditions are satisfactory

for the Bank’s orderly and gradual return to its headquarters. This Roadmap defines the schedule, the

approach and the resources necessary for the return.


Annex 1

ADMINISTRATIVE MAP OF COTE D’IVOIRE


Page 1/3

Annex 2

Measuring Critical Security Risks

The Bank has analyzed the critical security risks and threats in Cote d’Ivoire over a period of years in

order to define, measure and mitigate these risks using a sound risk management methodology. The

Bank’s Security Unit (SECU) has extensive experience in measuring security risks, and has assessed that

the current security conditions in Cote d’Ivoire can be fully managed in conjunction with our host country

partners to ensure a safe living and working environment in Abidjan.

The Bank uses diverse systems to provide the overall security methodology; including but not limited to

the United Nations Security Level System (SLS), the Bank’s Business Continuity Planning documents

which include the tripwire measures for evacuation purposes, and outsourced security information

providers. The UN Security Level System provides a comparative analysis of the overall security

situation in a country, while the Business Continuity Planning provides an operationally proven system

which allows the Bank to make decisions using “triggers “ tied to protective business actions for either

evacuation or returning to a location after having executed an evacuation. SECU is engaged in continuous

measurement of security risks to people, property, information and the reputation of the Bank relative the

proposed Roadmap for a return to headquarters. SECU examines the risks in three categories; Strategic,

Operational and Tactical. As of this writing, SECU assesses that all identified risks for Cote d’Ivoire are

fully manageable across the risk spectrum.

Strategic Security Risks: The critical strategic security risks include the potential return to armed conflict,

the possibility of a long term insurgency in the border regions of Cote d’Ivoire, potential military or

security force maneuvers to take control of the government, potential security force revolts,

unconstitutional changes to current or future governments, explosion of a major crisis (anywhere

globally) impacting the Bank during the actual move of key elements to headquarters, possible infighting

between the security forces, and the potential for extreme civil unrest. All of these scenarios have

potential business continuity and evacuation implications.

Operational Security Risks: The critical operational security risks include a potential degraded health and

safety environment, increased exposure to tropical diseases creating serious injury or death, potential for

high risk work environments in a dispersed un-secure posture, increased risk due to co-sharing of key

infrastructure with government or other non-Bank entities, departure of key security staff members, loss

of key documents – data – or security knowledge base, potentially hazardous work environment,

potentially dangerous residential and commuting scenarios, increased security risk due to staff clustered

in hotels while awaiting availability of lodging, a broad spectrum of increased travel risks, cyber-criminal

attacks and information security risks, natural disasters and pandemics. Each of these scenarios could

have a significant impact on the global security profile of the Bank and regional operations.

Tactical Security Risks. The tactical security risks include penetration of Bank facilities by criminals or

other subversive elements, aggressive reaction from the population in the TRA to the Bank’s departure,

looting of Bank property during the return process at either HQ or TRA, possible kidnap for ransom

incidents, surveillance of staff and Bank facilities with intent to harm, fraud targeting the Bank or Bank

Staff, violent crime, sabotage both internal and external, potential for significant increase in home

invasions and car jacking’s due to the Banks departure from Tunis or arrival in Abidjan. Each of these

risks could have a significant impact on the protection of the people, property, information and reputation

of the Bank.


Page 2/3

The Bank closely integrates the United Nations Department of Safety and Security (UNDSS) security risk

rating system known as the Security Level System (SLS) into security planning. The UN SLS provides an

indicator as to the overall security risks within a country as evaluated by the United Nations. The Purpose

of United Nations SLS is to describe the general security environment in a certain geographical area and

to give an overall impression on how the security environment in one area compares with another. The

UN SLS system uses 6 Levels - grading the security environment in a specific area based on assessment

of 5 categories of threat with a “weighting score” for five security categories: Armed Conflict, Terrorism,

Crime, Civil Unrest, and Hazards. To complement the UN System SECU also measures the key risk

categories Military-Political, Operational, Security, Terrorism and Travel risks ratings, known as country

risk ratings, which are by nature relatively broad. The country rating provides a consolidated overview

and point of comparison between countries to assist security officers in the decision-making process

regarding global operations. This is reinforced by risk mapping that indicates areas of risk variation

within countries. The key risk categories are well defined from insignificant risk to extreme risk.

In addition to determining the country risks, the Bank follows a methodology for assessing and reacting

to security related business continuity risks. The business continuity plan previously approved by the

Board of Directors indicates what actions the Bank should take at each Alert Level. As the alert levels

and security situation changes in any country where the Bank has a presence, the Operational Crisis

Committee (OCC) will convene to make recommendations to the Executive Crisis Committee (ECC).

During the implementation of the Roadmap, and beyond, Bank’s Security Unit and the Business

Continuity Management function will continue to work together to closely monitor the security dynamic

across Cote d’Ivoire; appropriate actions will be recommended to the OCC and management. One key

component of the Business Continuity Plan is the system to measure the business continuity Alert Levels.

In this methodology a series of defined “tripwires” are grouped into pre-determined Alert Levels and

integrated into the Business Continuity Plan. This is the plan that the Bank used to evacuate Abidjan, and

the tripwires are currently being measured in reverse to indicate the continuity risks for a return to the

Bank’s Headquarters. This system provides a visual assessment of the business continuity tripwires and

trends over an extended period of time. In this methodology “Green is good and Red is dead”, while

amber indicates a movement between the two extremes, more precisely;

GREEN: a green tripwire indicates a safe environment and that the tripwire is NOT active.

RED: a red tripwire indicates a dangerous environment and that the tripwire IS active.

AMBER: an amber tripwire indicates either an improving situation - movement towards green, or

a degrading situation with movement towards red.

The United Nations system and the Bank’s Business Continuity measurements work together in harmony

to provide a clear indication of the security risks at all levels; while the UN SLS system measures the

global security dynamic across a specific country, the Bank’s internal BCP measurement system provides

an indication of well-defined and specific security risks relative to the operations of the Bank. The United

Nations SLS risk management system is closely monitored by the Bank’s Security Unit and used in

conjunction with the Bank’s internal Business Continuity measurement to determine the overall security

dynamic. With the current UN risk measurement being in the “moderate” zone and the Business

Continuity tripwires remaining at Alert Level 1, the security conditions for a safe return to the Bank are in

place. Should either of these important security indicators change during the process of returning to

Headquarters, the Bank’s Security Unit will alert the appropriate governance bodies of the Bank to the

changing risk environment.


Page 3/3

Trend of Alert Levels of the Bank’s Business Continuity Plan in Côte d’Ivoire

Sep-12 Aug-12 Juil- 12 Jun-12 May-12 Apr-12 Mar-12 Feb-12 Jan-12 Sep-11 Aug-11 Jul-11 Jun-11 May-11 Apr-11 Mar-11 Dec-10 Nov-10 Jan-10

AL 1 TRIPWIRES

General Insecurity

Curfew

AL 2 TRIPWIRES

State of Emergency

Airport

Public Services

Schools

Military Posture

AL 3 TRIPWIRES

Sustained Violence

Excessive Use of Force

Violation of HR

Civil War / Insurgency

Embassy / UN Evac

AL 4 TRIPWIRES

Persistent and Bloody

Decline Rule of Law

Multiple Leaders

Widespread Violence

Clashes w/in Armed Forces

Foreign Intervention

Mercenaries

Increasing Dead / wounded

Evacuation

Sanctions

RESTRICTED DISTRIBUTION - Annex 3

Page 1/1

Critical Path of Roadmap on Bank’s Return to Abidjan

RM

Approval

Change

Management

Reopening Of Lycée

Mermoz

Approval of the

terms and conditions for

staff return

New travel policy

International moving

company

Communication

with staff members

Communication with the Host

Country and the

Headquarters Country

Settlement of

the Ivoir’Café

dispute

Rehabilitation of

CCIA offices

Set up a Housing

mechanism

Transfer

ORWA

ORWB

Transfer

Advance Group

Transfer

Group 1

Transfer

Group 3

Transfer

Group 4 Transfer

Group 2

End of

Headquarters

building works

Opening of the

American

School

Delivery of 500

housing units

Delivery of 420

housing units

Delivery of 230

housing units

Delivery of 350

housing units

Group 1 : Operations

Group 2 : Boards, Senior Management

Group 3 : Policies, Strategies, Research, etc…

Group 4 : Finance, IT and Administration

Outfitting of

CRRAE office

spaces


Page 1/1

Anticipated Schedule for Renovation of the Bank’s Real Estate in Abidjan

ACTIVITIES

DURATION

(months)

2012 2013 2014

J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

HEADQUARTERS 17

1. Asbestos removal 2

2. Cleaning 1

3. Renovation 16,5 II – HOUSING 15

4. Studies 6

5. Works 9 III- EXTENSION 30

6. Studies 16

7. Parking lot works 10

8. Extension works 16 IV- RIVIERA 32

9. Studies 16

10. Shed works 9

11. Sports complex works 14

12. Additional housing works 16 IV- LAND TITLE DEEDS 12

13. Headquarters 6

14. Extension 6

15. Cité BAD 6

16. VIP villas 6

17. Riviera land 1


Page 1/1

Availability of Healthcare Services in Health Facilities

’

Abidjan currently has a good supply of healthcare facilities, with a preponderance of private facilities

of varying sizes and capacities.

Public health institutions contributing to healthcare supply: The public hospital and university medical

facilities in Abidjan comprise the 3 university teaching hospitals (CHU) in Treichville, Cocody and

Yopougon, and the Institute of Cardiology.

Private health institutions contributing to healthcare supply: There are 38 private health institutions

(according to a recent survey by the Association of Private Clinics in Côte d’Ivoire -ACPCI), unevenly

distributed city-wide. Prominent among them are Polyclinique Internationale Sainte-Anne Marie

(PISAM), Polyclinique du Groupe Médical du Plateau (GMP) and Polyclinique de l’Indenié (PII).

Several other second-tier polyclinics and clinics include Clinique Médicale DANGA, Polyclinique des

Deux-Plateau, Polyclinique Avicennes, Polyclinique Internationale Hotel Dieu, Polyclinique

Internationale “Les Graces”, etc.

These referral health facilities offer a range of specialized medical and surgical services. However, a

number of highly advanced specializations and services are not yet available; these include cancer

radiotherapy, organ and bone marrow transplant (auto/allogenic transplant) in oncology-haematology.

Medical Imaging Centres: These centres offer a wide variety of medical imaging services: standard

radiology, echography, CT screening (scanner), mammography and magnetic resonance imaging

(MRI). The major services are provided at Centre d’Imagerie Médicale d’Abidjan (CIMA) and Centre

d’Imagerie Médicale de la Riviera (CIMR).

Pharmacies: GMC-registered pharmacies are available in good numbers, with a large network of

geographically well distributed private pharmacies (22) in the city.

Partnership with GMC: Practically all the private health institutions in Abidjan district are registered

with GMC, the Bank’s medical insurance provider, unlike the public establishments. Consequently,

contacts should be made by the Bank’s Medical Plan to formalize a partnership between HENNER-

GMC and the public establishments, based on signed agreements.

Medical and Surgical Emergencies

Medical and surgical emergencies are handled by the emergency services of public and private health

facilities, as well as the emergency medical aid service (SAMU).

Quality of Health Care and Patient Safety

A real preoccupation regarding health facilities visited concerns the quality of services and patient

safety (to be included in a quality assurance framework for referral healthcare facilities). In this regard,

very few care facilities are accredited and certified ISO 9001. On the whole, all the facilities visited

(currently undergoing full-blown expansion), have espoused the concepts and requirements of

healthcare quality assurance, and recognize the need to acquire ISO accreditation and certification.


Page 1/3

Availability of Educational Facilities

Abidjan has several educational establishments, ranging from preschool to tertiary facilities. Most

of the schools offer courses in French. Some offer a training programme approved by the French

education system, while others run an Ivorian programme whose certificates are recognized both

nationally and internationally. Abidjan also has two schools that offer English system training

programmes for students.

A. French education system

With the exception of Lycée Mermoz, the other French schools including Lycée Blaise Pascal,

Cours Lamartine, L’Ecole Primaire Jacques Prévert, La Pepiniere des Deux Plateaux, Le Nid de

Cocody, Cours Sévigné, L’Ecole Paul Langevin and La Farandole are operational. These schools

are accredited and their certificates recognized by the French Ministry of Education. Information

on the major establishments is as follows:

Lycée Blaise Pascal: This school reopened in 2008. With a 1,600-student capacity, it currently

has 1,200 students from 6th

to 12th

grade. Lycée Blaise Pascal is located in Riviera III. Its

premises cover an area of 6 hectares, with possibilities for extension. According to the school

authorities, an extension is not necessary at this time because the current capacity can meet the

Bank’s needs. The school also offers bus and catering services.

Ecole Primaire Jacques Prévert: This school reopened in 2010 and offers a training program

from nursery to primary school level. Since the 2011/2012 academic year, it has been merged

with Lycée Blaise Pascal as a single institution coordinated by Lycée Blaise Pascal’s principal

The school offers two streams of courses: one classic (French) and the other bilingual (French-

English). Current enrolment stands at 520 students, for a capacity of 700. The school has

unoccupied rooms that can be refurbished as needed. Currently, Ecole Primaire Jacques Prévert

has no canteen and does not provide any bus services for students. However, a study is underway

to introduce a school bus system.

Cours Lamartine: This school is located in Marcory, and offers education from nursery level to

the 12th

grade. The current enrolment is 1,467 students, with a capacity of 1,500. Since it is the

only accredited school located in Abidjan South, it receives a considerable number of

applications for admission each year. Following discussions between the mission and the

principal, the school could reserve a number of spots for children of Bank staff, provided it is

informed in time of the Bank’s return date. Being a French school, it will give priority to children

from the French system.

College Mermoz: Located in Cocody, this school was closed in 2004, following the crisis in the

country. Before the crisis, it offered education from nursery level to the 12th

grade. The Ivorian

Government has undertaken to rehabilitate the establishment. The authorities of the Ministry of

Education have reiterated the commitment of the Ivorian Government to undertake the

rehabilitation and have the school ready for the 2013-2014 academic year. Ministry officials have

promised to send the rehabilitation works schedule to the Bank.


Page 2/3

B. English education system

Compared to the French system, the number of English system schools in Abidjan is quite

limited. To date, two institutions offer education from nursery level to the 12th

grade in English:

the International Community School of Abidjan (ICSA) and Morning Glory International School

(MGIS).

International Community School of Abidjan (ICSA): ICSA is the only international American

School in Abidjan. Although it is managed autonomously, it works closely with the Embassy of

the United States, which has two permanent representatives on the Board of Directors. ICSA is

accredited by the "Middle States Association and the Council of International Schools."

ISCA has its own built premises on a 6-acre site located in Riviera III, with the possibility of

extension. Following the crisis in the country and given the limited number of students, the

premises have been leased by UNOCI. For now, the school operates in leased buildings in

Riviera III with an enrolment of 96 students from pre-nursery to the 12th

grade (capacity for 200

students). Before the crisis in 2002, ICSA capacity stood at 500. This capacity can be increased to

700 if the premises are refurbished.

In accordance with the terms of the lease signed with UNOCI, the ICSA premises could be

released, subject to a four-month notice. Following discussions between the mission and the

authorities, consultants hired by ICSA have prepared a report on the school’s current status. The

report indicates that 6 to 8 months are required to rehabilitate the premises and make them

operational. Based on ICSA’s schedule, school rehabilitation and equipment will be done

gradually, taking the institution’s financial capacity into consideration.

In light of the Bank’s return to its headquarters, the complete rehabilitation of ICSA premises

will be indispensable. To meet this demand, the school officials have indicated their need for

timely financial assistance from the Bank for teachers and equipment. A similar assistance was

provided to the American School of Tunis to meet the demand generated by the Bank’s relocation

to the TRA.

During the discussions, the mission recalled the commitments made by the school concerning the

balance of advance fees paid by the Bank and staff for the 2002/2003 academic year (following

the crisis that led to the temporary relocation of the Bank to Tunis, ISCA owes the Bank amounts

paid for the 2002/2003 academic year). The school recognizes its debt to the Bank. School

officials indicated that they were ready to fulfil their obligations when the school becomes fully

operational.

To date, ICSA does not benefit from tax exemption on teaching materials mostly imported from

the United States. These taxes represent about 40% of the value of imported equipment and are a

major burden on the school. Discussions are underway with the Ivorian authorities to remove or

otherwise reduce these taxes that weigh heavily on the school’s budget. ICSA has expressed the

hope that the Bank could contribute to these discussions to facilitate the optimal operation of the

school.


Page 3/3

Morning Glory International School: In addition to the American school, another establish

called "Morning Glory International School", offers an English system education programme.

Morning Glory International School also prepares students for the SAT and TOEFL

examinations, and provides assistance for enrolment in universities and colleges abroad. The

programme offered by the school is a combination of the U.S. and UK systems. Students have the

opportunity to take the IGCSE or GCE (University of Cambridge) examinations.

Morning Glory International School is located on the left bank of the Abidjan – Bingerville

highway, a suburb about 10 km from Abidjan. The school has capacity for 400 students. Current

enrolment stands at 200. The school has a canteen and a school bus system.

C. Tertiary education

As regards tertiary education, Abidjan has two public universities (the University of Cocody and

the University of Abobo-Adjamé) and several private tertiary institutions. The public universities

were closed due to the crisis, and will reopen for the 2012-2013 school year. The mission visited

three tertiary institutions: the University of Grand Bassam, the Canadian University and the

Catholic University.

University of Grand Bassam (IUGB): The current enrolment is 178 students for Fall 2011, and

222 students for Spring 2012, the maximum capacity being 500 students. IUGB has a hostel with

about 170 beds and a bus system for students.

Canadian University (CU): The current enrolment is 47 students, with a maximum capacity of

140. Courses in the first year at the Canadian University enable students to enrol for the first year

at a polytechnic university in Canada. The year spent in CU is preparatory.

Catholic University of West Africa (UCAO): The teaching staff is recruited throughout Africa,

Europe, and America. There are currently more than 25 professors. UCAO has catering services

and a bus system for students. Following the closure of public universities, applications for

admission to UCAO are fairly high. The current enrolment is 2,300 students. The school has a

maximum capacity for 2,600.

Other tertiary educational institutions: In addition to the Universities of Cocody and Abobo-

Adjamé, which are being rehabilitated and will reopen for the 2012-2013 school year, the country

has other higher education institutions of international standard in Abidjan and the interior,

including Ecole Pigier, the National Polytechnic Institute, and the Ecole Nationale Supérieure

des Travaux Publics in Yamoussoukro. If necessary, studies could be conducted subsequently to

assess the institutions and their capacities.


Page 1/3

Availability of Other Infrastructure

1. Road Infrastructure

The road network in Côte d'Ivoire is estimated at 82,000 km, including 6,514 km of paved roads.

This network also includes a 142 km motorway. The network is the densest in the sub-region.

Abidjan has a road network of 2,200 km, including 1,350 km of paved roads17

. However,

network development has not matched the high increase in population recorded over the past two

decades. The traffic in Plateau (Abidjan’s business district) is marked by traffic jam and road

congestion. The public transport system is organized into a network run by Société de Transport

Abidjanais (SOTRA), mini-buses and taxis.

In view of the advanced state of deterioration of the road network, the Government has embarked

on an extensive Road Infrastructure Rehabilitation Programme18

. Plans have been made under the

Programme to pave 51.9 km of roads, including 7.3 km in Plateau. The Government has also

initiated the Riviera-Marcory Bridge construction works and invited bids for the construction of a

new central motor park. In addition, the Government has initiated a programme to replace

300,000 vehicles (taxis, buses, etc.) over a period of 5 years.

The construction of the third 1.9 km bridge over the lagoon, as well as 4.7 km of approach lanes

and interchanges, seeks to reduce congestion on the Houphouet-Boigny and Charles de Gaulle

bridges. The project is financed by senior loans totalling EUR 119.5 million granted by AfDB

(project leader) and other financing agencies. The completion is scheduled for September 2014.

Once completed, this project will significantly improve the overall traffic in the city centre and

Plateau, where the Bank’s offices are located.

2. Recreational and Sports Infrastructure

Côte d’Ivoire has several national parks and forest reserves, in addition to many coastal tourism

towns19

. The country offers possibilities for water sports20

, several of which are to be

rehabilitated. For its part, Abidjan is a cosmopolitan city with well over forty top restaurants and

several “maquis”. For the pursuit of sports, the country has several public infrastructure,

including the Sports Centre (Palais des Sports) and 16 other private facilities. Abidjan also has an

18-hole golf course, a horse racing club, two large performance halls21

and ten or so cinema halls,

of which only two are operational. Abidjan offers possibilities for sport fishing, sea and lagoon

outing. The Government plans to rehabilitate several of these tourism sites and set up a wildlife

sanctuary in the Banco forest by 2014. Furthermore, Abidjan has some fifteen supermarkets,

including three hypermarkets22. Additionally, two hypermarkets and two supermarkets are also

nearing completion23. There are grocery shops in every neighbourhood.

17 About 50% of the paved road in Abidjan is in good state. 18 16 km of roads were rehabilitated recently and 10 km of new roads constructed. 19 Yamoussoukro with its crocodile lakes, Man with its 18 mountains and its liana bridges, Korhogo the city of artisans with its pottery, knitting works and sculptures. 20 Coastal towns: Sassandra, San-Pedro, Grand Bereby, Grand Bassam, Assinie 21 Hotel Ivoire Hall and the Cultural Centre (Palais de la Culture) 22 Current supermarkets include: SOCOCE Deux Plateaux, PRIMA CAP SUD in Marcory. 23 CAP-NORD in the Riviera, the CNPS supermarket in CNPS in Angré 8ème Tranche.


Page 2/3

3. Communication and Telecommunications

The telecommunications network is modern and reliable, especially with the submarine

telecommunications optical fibre cable landing point (SAT-3) that connects Europe to South

Africa. Three other cables (WACS, Glo-1 and ACE) will service the country, thus helping to

improve internet access and generate price reduction for internet services. Fixed telephone

services are provided by Côte d’Ivoire Télécom. Four (4) private operators run cellular telephone

services. The country’s telecommunications networks have been offering internet access for some

years now. Five major operators share the local internet market. The consolidation of ADSL

networks has helped to double the connection capacity and ensure better country-wide coverage.

Poste de Côte d’Ivoire provides postal and money transfer services.

4. Energy Supply

The Compagnie Ivoirienne d’Electricité (CIE) is in charge of electricity distribution. Electricity

production in Côte d’Ivoire is enough to meet domestic demand with some to spare for export. In

addition to a production of 1,202 MW, the Government plans to install an additional 500 MW

capacity by 2013. To supply its headquarters building, the Bank has backup generators to run its

vital equipment. The Bank’s regulated supply system provides secure supply for sensitive

equipment. Several companies distribute butane gas from service stations located in all Abidjan

districts. Gas supply options offered include: (i) purchase of bottled gas; (ii) home re-fill; or (iii)

installation of a gas tank for home supply. The Société Ivoirienne de Raffinage (SIR) refines

crude oil and oversees the sale of oil products. A large network of 27 licensed distributors and

590 service stations ensure distribution and marketing. The Bank has a 20,000-litre diesel storage

tank enough to run the backup generating set and the emergency generating sets for 36 hours.

5. Hotel Facilities

The Côte d’Ivoire hotel sector was seriously disrupted during the crisis. Currently, Abidjan has a

hotel capacity of about 1,800 rooms, of which 1,473 in the Plateau District. Furthermore, despite

the post-electoral crisis that the country witnessed, five (5) top Abidjan hotels undertook major

renovation works. Since the end of the crisis, the sector has enjoyed relative boom. Major

international hotel franchises have shown their willingness to accompany the country. Hence

within 24 to 30 months, Abidjan should have an additional capacity of 1,612 rooms (3 to 5 star

rating).

6. Banking Services

The Côte d’Ivoire banking sector has begun its reconstruction phase following the post-electoral

crisis. Abidjan hosts several agencies of international financial institutions and major

international banks (BNP Paribas, Société Générale, Attijari Bank, Citibank, Standard Chartered

Bank, JP Morgan Chase & Co., Barclays Bank, etc.). The number of banks has risen from 19 in

2008 to 24 in 2012, i.e. a 26% growth rate. These banks maintain 170 ATMs nationwide. Credit

card payment for transactions is possible in some restaurants and shops in Abidjan. In addition,

there are several foreign exchange offices throughout the city. Some banks offer special services

(EasyCollect) that enable users to pay their water and electricity bills with credit card through

ATMs. To ensure quality service delivery to staff, the Bank will evaluate the performance of

local banks prior to its return and will, on a competitive basis, choose those that could open their

agencies within its premises.


Page 3/3

7. Airport Infrastructure

Côte d’Ivoire has airport infrastructure comprising 24 airfields and 3 airports, two of them of

international standing (Abidjan and Yamoussoukro). In its National Development Programme

2012-2015, the Government plans to rehabilitate airfields in the interior. The Government

recently set up Air Côte d’Ivoire – a new company – to re-energize domestic flights. The first

domestic flights are scheduled for September 2012.

Abidjan is currently serviced by 20 airlines (including major ones such as Air France, Turkish

Airlines, Brussels Airlines, Emirates, Ethiopian Airlines, Kenya Airways, South African Airways

and Royal Air Maroc). Other airlines will start servicing Abidjan in 2012. In order to strengthen

the capacity of the Abidjan International Airport, the Government is pursuing Transport Security

Administration (TSA) certification and plans in the near future to develop a diverse commercial

activity zone, rehabilitate/expand the cargo terminal and develop two new terminals (pilgrim and

charter flights).

With a view to moving staff to Abidjan, there are currently 21 weekly flights between Tunis and

Abidjan. The total supply stands at 3,846 seats. Daily frequencies offer capacity ranging from

345 to 726 seats.

http://fr.wikipedia.org/wiki/Air_France

http://fr.wikipedia.org/wiki/Royal_Air_Maroc


Page 1/2

Detailed Cost of the Return Operation (in UA)

Year 1 Year 2 Year 3

Description Type of Expenditure

Administrative

Budget

Capital

Budget

Administra-

tive Budget

Capital

Budget

Administrative

Budget

Capital

Budget

1

CCIA building and

parking at HQ

extension

Rent 3 278 257

Watch and Security 600 000 50 000 50 000

Operation & Maintenance 1 296 000

Fitting out 4 006 759

IT equipment 1 897 634

Supplies and Equipment 4 590 000

Ground floor extension 9 000 000

Sub- Total 1 20 094 393 4 574 257 50 000 50 000

2 Outfitting CRRAE

Building

Rent 215 363

Operation and Maintenance 69 660

Fitting out

176 206

Sub-Total 2 285 023 176 206

3

International

Movers

Transportation and installation

of Bank property 743 999

Transport Insurance

200 000

Sub-Total 3 943 999

4

Rehabilitation

TRA, EPI, Amen

Bank and Mégrine

Repairs and maintenance

795 000

Sub-Total 4 795 000

5

Cost of return of

staff and

dependents

Transportation expenses 1 760 248

5 012 307

Transportation of personal

effects 4 899 379

13 950 981

Installation allowance 3 877 738

11 041 859

Return allowance 29 191 577

Housing Assistance 1 665 179

4 741 596


Page 2/2

Sub-Total 5 41 394 121 34 746 743

6

Communication

and Change

management Plan

Printing and reproduction 400 000

Public relations 1 500 000

Missions 240 000

Consultants 250 000

Sub-Total 6 2 390 000

7 Education

Assistance to ICSA 953 516

Additional education benefits 466 220

489 531

514 008

Sub-Total 7 1 419 736 489 531 514 008

8

Datacentre

Maintenance of equipment 1 089 396

Missions 318 750

Consultants 130 000

Sub-Total 8

1 538 146

9 Security Office security

350 000 350 000 1 100 000

Security

Sub-Total 9

Staff residences 125 000 800 000 250 000 400 000 500 000 350 000

Security vehicles

530 000

40 000

35 000

Security equipment 110 000

105,000

55,000

"Awareness Programme" 75 000

75 000

Missions 150 000 150 000

700 000 1 440 000 825 000 545 000 1 600 000 440 000

10 Legal issues Ivoir'Café 150 000

Legal issues

Sub-Total 10

SCI Aniaman 150 000

TRA 200 000

500 000

TOTAL 48 227 026 21 710 599 42 374 530 595 000 2 114 000 490 000

Contingencies 482 270

423 745

21 140

GRAND TOTAL 48 709 296 21 710 599 42 798 275 595 000 2 135 140 490 000


Page 1/1

Return Project Management

PRISA

TeamAdvance

Team

Change Management Unit

Cote d’Ivoire-AfDB

Bipartite Committee

Tunisia-AfDB

Bipartite Committee

Systems and Processes Rationalisation Team

Ivorian

Government

Support Office

Technical Team

of the Tunisia -AfDB

Bipartite Committee

Technical Team

of the Côte d’Ivoire -

AfDB Bipartite

Committee

Governance Structure of the Return Project

RESTRICTED DISTRIBUTION Annex 10

Page 1/2

DRAFT Roadmap Results Follow-up Matrix ISSUE RESULTS INDICATORS CURRENT STATUS CONDITIONS TO FULFILL RESPONSIBLE

1. Security i. Bank’s alert level according to BCP

and SECU.

i. Bank’s alert level 1.

i. Bank’s alert level maintained; security

situation under control.

Government

2. Headquarters building

renovation

i. Availability of HQ building.

i. Asbestos removal completed.

ii Contract signed and

renovation works on-going.

Building available in December 2013

AfDB

3. CCIA building renovation i. Availability of the CCIA building i. Site installation completed.

i. Delivery of the building in June 2013

ii. Removal of asbestos

Government

4. Additional space needs for

ORWA &ORWB

Lease of two levels of the CRRAE

building for 30 work stations

i. Negotiations on-going i. Outfitted office space available by

January 2013

AfDB

5. Educational establishments i. Ecole Mermoz available

ii. American School available

i. Commitment of school,

private sector and Government

officials to renovate

ii. Occupied by UNOCI

i. School available for the 2013-2014

academic year.

ii. School available for the 2014

academic year

Government

Government

6. Health establishments i. Improvement of quality of health care

in three major private clinics.

ii. Setting up of radiotherapy facilities.

i. On-going ISO 9001

certification process

ii. On-going studies of projects

by public and private sectors.

PISAM, Indenié and Centre Médical du

Plateau ISO 9001 certification before

June 2013.

Government

7. Housing i. Availability of 1,500 housing units Commitment of the

Government to provide 1,500

houses.

i. 500 housing units available before

June 2013 and;

ii. 1,000 housing units in June 2014.

Government

Government

8. Transport i. Direct bus routes between residential

areas and Plateau

i. Non-operational i. Entry into service of two direct bus

routes per zone

Government/AfDB


Page 2/2

ii. Shuttle bus between CCIA and

Headquarters.

iii. Re-design the Plateau traffic plan

ii. Non-operational

iii. On-going studies on the re-

designing of the Plateau traffic

plan.

ii. Shuttle bus every 30 minutes

iii. Set up one-way streets.

AfDB

Government

Other Strategic Issues

Ratification of the Revised

Headquarters Agreement

Ratification by the National Assembly Submission of the Revised

Agreement to the Parliament.

Ratification of the revised Agreement at

the opening of the Parliament during the

last quarter of 2012.

Government

Ivoir’Café case Resolution of the dispute. Consultations with the

Government

Government’s commitment Government

SCI Aniaman case Resolution of the dispute. Mediation on-going;

Government intervention if

necessary

Government assistance or

implementation of the arbitration clause

Government/AfDB


Page 1/6

INFORMATION NOTE ON THE DISPUTES WITH

IVOIR’CAFÉ AND SCI ANIAMAN

IVOIR’CAFÉ

I. Background

1.1 The Boards of Directors will recall the several proceedings instituted in Côte d’Ivoire and in

France, involving the Bank, on the one part, and Ivoir’ Café and its Managing Director, Mr. Thierry

Tan, on the other. Management has regularly kept the Boards informed of the developments in the

proceedings. As may be further recalled, the proceedings arose out of the cancellation by the Bank of a

loan to Ivoir’ Café in an amount of French Francs 38 million or approximately Euros 5.8 million, and

an equity participation in Ivoir’ Café in an amount not exceeding French Francs 5.8 million or

approximately Euros 882,000. This project involved the establishment of a local coffee-processing

plant. The decision to cancel both the loan and the Bank’s equity participation was taken by the Bank

in 1994 subsequent to the discovery of fraudulent representations made by Mr. Thierry TAN in order to

obtain the Bank’s financing and investment. As a result, the loan and equity participation were not

disbursed by the Bank.

1.2 Legal proceedings were initiated in France and in Cote d’Ivoire. The legal proceedings in

France have been suspended as a result of the criminal action instituted by Ivoir’ Café before the

French courts. In Côte d’Ivoire, on 6 April 2006, the Supreme Court dismissed the Bank’s appeal

against a judgment of the Abidjan Court of Appeal dated 30 November 2001. The Court of Appeal

decision had: (i) rejected the Bank’s request for dissolution of Ivoir’ Café, and (ii) ordered the Bank to

pay to Ivoir’ Café, the sum of CFA Francs 1.2 billion as damages. The judgment of the Supreme Court

dated 6 April 2006 is the final judgement in the civil proceedings instituted in 1998 by the Bank.

1.3 The purpose of this Note is to: (i) present a brief summary and current status of the different

proceedings; (ii) inform the Boards about the implications of the decision of 6 April 2006 and the

options available to the Bank; and (iii) submit the action proposed by the Ivorian authorities to resolve

the litigious dispute between the Bank and Ivoir' Café and Mr. Thierry TAN permanently.

II. The various legal proceedings

Arbitration proceedings in France

2.1 It should be recalled that the arbitration proceedings were initiated in September 1995 by

Ivoir’Café, in Paris, in accordance with the dispute settlement provision of the loan agreement

concluded between Ivoir’ Café and the Bank. After several sittings, the Arbitral Tribunal made a final

arbitration award on 15 December 1997 pursuant to which Mr. Thierry TAN was declared responsible

for 90% of the damages allegedly suffered by Ivoir’ Café as a result of the cancellation of the loan

and equity participation by the Bank. The Arbitration Tribunal was of the view that, although it

considered the Bank’s decision to cancel the loan and equity participation harsh, the cancellation was

caused by the fraudulent action of Mr. Thierry TAN The Court, therefore, only found the Bank

marginally responsible in the light of the potential economic importance of the project for Côte

d’Ivoire and ordered the Bank to pay Ivoir’Café 10% of the damages claimed, which amounts to

French Francs 1 million (Euros 152,449.02). Ivoir’Café thereafter filed an appeal before the Paris

Court of Appeal.


Page 2/6

2.2 While appealing before the Paris Court of Appeal against the arbitral award, Ivoir’Café

instituted criminal proceedings in Paris against unidentified persons for having forged documents with

the complicity of the Bank. In its judgment of 9 March 2000, the Paris Court of Appeal ordered a stay

of proceedings of the appeal pending a final decision of the criminal Court. Since the order of a stay of

proceedings of the Paris Court of Appeal there has been no new development in the French Courts.

Upon the advice of its external counsel, the Bank has not taken any action on the pending proceedings

in France.

Criminal proceedings in Côte d’Ivoire

2.3 Given the conclusions of the report of Deloitte & Touche, in October 1995, the Bank initiated

criminal action against Mr. Thierry TAN before the Criminal Court of Abidjan, for forgery, false

pretences and attempted fraud. Mr. Thierry TAN did not attend any of the hearings alleging ill health.

Ivoir’ Café intervened in the proceedings in its capacity as Mr. Thierry TAN’s employer. Other

proceedings followed as a result of this intervention24

.

2.4 On 4 April 1996, the Abidjan Criminal Court sentenced Mr. Thierry TAN, in absentia, to 5

years imprisonment and a F.CFA 3,000,000 (approximately Euros 4,500) fine and awarded F.CFA

150,000,000 (approximately Euros 228,000) in damages in favour of the Bank. Mr. Thierry TAN

challenged this judgment and requested a stay of execution of the judgment pronounced against him by

the Criminal Court, which maintained its decision. Mr. Thierry TAN and Ivoir’ Café both appealed

against this decision.

2.5 Following several adjournments, the Abidjan Court of Appeal finally heard the parties on 12

March 2002, at which hearing Mr. Thierry TAN was present. By a judgment handed down on 2 April

2002, the Court of Appeal cleared Mr. Thierry TAN of the charges levelled against him; in addition,

the Court ordered the Bank to pay Mr. Thierry TAN the sum of F.CFA 100 million (approximately

Euros 152,000) in damages. The Bank filed an appeal against the Court of Appeal’s judgment and, at

the same time, requested the Supreme Court to order a stay of execution of the said decision25

. On 31

October 2002, the Supreme Court granted the stay of execution for half of the amount, being F.CFA 50

million (approximately Euros 76,100). It should be noted however, that, pursuant to Article 52 of the

Bank Agreement the Government of Côte d’Ivoire, as well as other member states, have accorded the

Bank immunity from execution, and the Bank has not waived this immunity.

The Supreme Court has not yet ruled on the substantive appeal filed by the Bank against the Court of

Appeal’s decision of 2 April 2002, awarding the amount of CFA Francs 100 million to Mr. Thierry

TAN.

24 By a provisional decision of 26 October 1995 the Criminal Court dismissed the application for intervention of Ivoir’ Café. Ivoir’ Café

filed an appeal against this decision. The Court of Appeal sustained the decision, and Ivoir’ Café filed an appeal with the Supreme Court.

25 Unless a contrary determination is made by the Supreme Court, the submission of the matter to this Court does not suspend the

execution of the decision rendered by the Court of Appeals.


Page 3/6

2.6 It is worth noting that on 18 November 2002 Mr. Thierry TAN instituted a criminal action in

Cote d’Ivoire against Deloitte & Touche and its employee, Mr. Steven FAST, alleging fraud. The Court

dismissed Mr. TAN’s complaint on the ground that he failed to adduce evidence of the alleged fraud by

Deloitte & Touche and its employee. This decision proves that Ivorian Courts are not unanimous on the

question of the culpability or otherwise of Mr. Thierry TAN.

Commercial proceedings in Côte d’Ivoire

2.7 These proceedings were instituted by the Bank on 8 September 1997 seeking the dissolution

of Ivoir’ Café for the following reasons : (i) the irregularity in the incorporation of the company ; (ii)

its fictitious capital contribution; (iii) the non-compliance with the regulations concerning the public

issue of stocks resulting in the impoverishment of thousands of small Ivorian shareholders who lost

their savings ; (iv) the failure to convene meetings of the statutory organs of the company (Board of

Directors and Shareholders’ Meetings and (v) the absence of any business activity.

2.8 In its judgement of 14 March 2001, the Abidjan Court of First Instance dismissed the Bank’s

legal action for the dissolution of Ivoir’ Café on the ground that Ivoir’ Café had provided sufficient

evidence of the subscription and payment of its initial capital, as well as subsequent increases of its

capital. This decision of the Abidjan Court of First Instance directly contradicts the conviction of Mr.

Thierry TAN for presenting to the Bank forged evidence of the increases of the capital of Ivoir’ Café.

However, the Court of First Instance rejected the claim of Ivoir’ Café for compensation in the sum of

CFA Francs 1 million (Euros 152,000). On 6 June 2001, the Bank lodged an appeal against the

decision of the Court of First Instance. By a judgement issued on 30 November 2001, the Abidjan

Court of Appeals upheld the decision not to dissolve Ivoir’ Café and ordered the Bank to pay punitive

damages to Ivoir’ Café in the sum of CFA Francs 1.2 billion, which is approximately Euros 1.9

million.

2.9 The decisions of the Court of First Instance and the Court of Appeals in Abidjan call into

question the findings which formed the basis for the Criminal Court’s conviction of Mr. Thierry TAN

on 4 April 1996 and 10 February 2000 of fraud, forgery and false pretences. It is a generally accepted

principle of law that civil courts may not call into question the conclusions of criminal courts on the

question whether a crime has been committed or not, and by whom.

2.10 On 6 February 2002, the Bank appealed to the Ivorian Supreme Court, and on 7 February

2002 it applied for a stay of execution of the decision of the Abidjan Court of Appeals26

. The

Supreme Court suspended the execution of the Court of Appeal’s decision of 30 November 2001 and

referred the dispute to the Common Court of Justice and Arbitration (CCJA) of the Organization for

Harmonization of Commercial Law in Africa (OHADA). In doing so, the Supreme Court approved

the contention of Ivoir’Café that a dissolution winding-up of the company can only be made on the

basis of the OHADA Uniform Act on commercial corporations.

2.11 On 26 May 2005, the CCJA ruled that it has no jurisdiction over the matter and referred it back

to the Supreme Court of Côte d’Ivoire. This is the context in which the Supreme Court rendered its

judgment on 6 April 2006. The Supreme Court dismissed the appeal filed by the Bank against the

Abidjan Court of Appeal decision of 30 November 2001 mainly for the following reasons:

26

Unless a contrary decision is taken by the Supreme Court, the submission of the matter to this Court does not suspend the

execution of the decision of the Court of Appeals.


Page 4/6

(i) The Court of Appeal applied the law correctly in deciding that the Bank, which is neither a

shareholder nor a creditor of Ivoir’ Café, does not possess a legitimate interest allowing it to

seek the dissolution up of the company;

(ii) The Bank’s request for a stay of proceedings pending a final decision on the criminal

proceedings constitutes a new claim, and is therefore not admissible before the Supreme

Court;

(iii) The Bank’s request that the Supreme Court declare that Ivoir’ Café’s claim for CFA Francs

1.2 billion as damages was a new claim and therefore inadmissible in the appeal process, is

vaguely formulated and does not enable the Supreme Court to determine whether the

impugned decision lacks a legal basis;

(iv) Having determined that the Bank’s application for the dissolution of Ivoir’ Café was

inadmissible and found that the Bank had used all means to prevent the functioning of Ivoir’

Café, the decision of the Court of Appeal is legally justified.

Thus, regrettably the Supreme Court’s judgement confirmed the decision of the Abidjan Court of

Appeal, the legal basis of which is subject to strong legal challenge.

III. The legal implications of the judgement of 6 April 2006

3.1 In accordance with the rules of procedure applicable for civil proceedings, when the Supreme

Court, which is the highest Court of the judicial system in Côte d’Ivoire, rejects an appeal, such a

decision is the final decision on, and the end of, such litigation. Consequently, the decision referred to

above, which the Supreme Court upheld would, in the ordinary course of events, be executed.

3.2 In the light of the above, the Bank has two options:

(i) to comply with the Court of Appeal decision of 30 November 2001 by paying to Ivoir’Café

the sum of CFA Francs 1.2 billion, or

(ii) to rely on its immunity from execution..

3.3 Under the Bank Agreement, the Bank is accorded immunity from execution, and accordingly

Management has taken all necessary measures to protect the Bank’s interests given that there is strong

likelihood that Ivoir’ Café will attempt to enforce the decision in any of the 16 other member countries

of the OHADA Treaty and not only in Côte d’Ivoire (Côte d’Ivoire is also a member of OHADA). The

Government of Côte d’Ivoire has always assured the Bank that it will not allow the enforcement of this

decision on its territory.

3.4 It should be noted that in addition to the civil proceedings, the following proceedings are pending:

(i) In Côte d’Ivoire - Criminal proceedings instituted by the Bank against Mr. Thierry TAN in

which the Abidjan Court of Appeal ordered the Bank to pay Mr. Thierry TAN the sum of

FCFA 100 million. A final decision of the Supreme Court is awaited ;


Page 5/6

(ii) In France – Ivoir’ Café’s appeal to the Paris Court of Appeal against the award of the

Arbitral Tribunal, that is to say, 10% of the damage alleged by Ivoir’ Café, which amounts to

French Francs 1 million (Euros 152,449.02).

(iii) In France - Criminal proceedings initiated by Ivoir’ Café in Paris against X, but in reality

targeting Deloitte & Touche and the Bank.

IV. Position of the Ivorian Government

4.1 In October 2009, the Government of Côte d’Ivoire decided, in accordance with its national

legislation27

to refer the Court of Appeal judgment of 30 November 2001 to the Supreme Court on the

ground that the execution of that decision against the Bank would be contrary to the economic interests

of Côte d’Ivoire. Accordingly, in October 2009, the Attorney-General of Cote d’Ivoire instituted

proceedings before the Supreme Court, requesting the Court to review the judgment in light of its

consequences on the country’s economy. The Attorney General specifically requested the Supreme

Court to block the execution of the judgment of the Court of Appeal and to review the matter in light of

its consequences on the country’s economy. The Supreme Court decision is still pending.

4.2 However, the Government of Cote d’Ivoire recently changed its position on the ground that this

request before the highest Court would be regarded as an interference of the Executive in the activities

of the Judiciary. In keeping with its expressed desire to protect the privileges and immunities of the

Bank, the Government has therefore proposed to settle the amount awarded to Ivoir’ Café by the Court

of Appeal, and to this end, to enter into negotiation with Ivoir’ Café directly. Under this arrangement,

the Bank will not be a party to the negotiation and resultant settlement agreement. The legal instrument

that will contain the agreement of the Government and Ivoir' Café and Mr. Thierry TAN is currently

being prepared by the Government and should be ready before the next meeting of the GCC in October

2012, Tokyo. V. CONCLUSION

In view of its importance and impact of this case on the return of the operations of the Bank to its

Headquarters, Management is of the view that this case should be resolved before the return of the

Bank to Cote d’Ivoire. For this reason, it is proposed in the Roadmap to make the final resolution of

Ivoir’ Café a precondition of the return of the Bank’s operations to Abidjan.

SCI ANIAMAN

I. Background

1.1 The Bank had entered into two contracts with SCI Aniaman, a real estate company in Abidjan,

for the lease of office space. The two contracts were renewed successively for a period of 3 years from

January 1997 to January 2003. The Aniaman building is located behind the Bank’s headquarters

building. The Landlord had authorized the Bank to perform outfitting works provided that upon expiry

or termination of the contracts, the Bank will remove its works and undertake repairs to hand over the

premises in their original state.

27 Section 32 of the law n° 97-243 of 25 August 1997 determining the composition, organization and functioning of the Supreme Court

provides that the Attorney General may appeal to the Supreme Court for settlement when a judgment is contrary to the public interest.


Page 6/6

1.2 In 2003, the Bank approached the Landlord to negotiate an amicable early termination of the

contracts due to its relocation. When this approach failed, the Bank proposed to sublet the premises to

an international organization with the consent of the landlord. This proposal did not succeed either.

1.3 In 2005, the Bank and the Landlord finally agreed on the scope of the repairs to be performed

by the Bank in the premises. Following a competitive bidding process, the Bank recruited a local

construction company to perform the works, which started on 1st October 2005 and could not be

completed due to constant interruptions caused by the Landlord who denied the construction company

access to the building and the premises leased by the Bank. After serving a notice to the Landlord

requesting it to facilitate the execution of the works, the Bank decided to terminate the contracts and

vacate the premises. The Bank also hired an expert to assess the works completed at the time of

termination of the two contracts.

II. Mediation by the Ivorian Government

2.1 In 2006, the Governor of the Bank for Côte d’Ivoire was designated as a Mediator with the

consent of both parties. Following several attempts to convene a meeting of the parties, the Mediator

proposed to nominate an expert to assess the works to be performed on the premises. The expert

submitted its report, which was finally accepted by both parties. However, SCI Aniaman requested

additional payments on the basis that the Bank did not complete the works and the premises could not

be leased to another tenant. The Bank’s position is that the landlord is responsible for the situation and

cannot legally claim compensation.

2.2 In 2011, when the new Ivorian Government came into power the current Governor of the Bank

for Côte d’Ivoire resumed the mediation. The Governor did not succeed in his endeavor.

III. Current situation

The Bank and SCI Aniaman agreed recently to resolve their dispute through conciliation by external

parties. If this conciliation process fails, the Bank will request the Ivorian Authorities to assist, given

that SCI Aniaman is owned by a politically exposed person.


Page 1/4

AFRICAN DEVELOPMENT BANK

BOARD OF GOVERNORS

Resolution B/BG/2011/03

Adopted at the First Sitting of the Forty-Sixth Annual Meeting

of the African Development Bank, on 9 June 2011

Temporary Relocation of the Operations of the African Development Bank

to the Temporary Relocation Agency in Tunis, Tunisia:

Renewal of the Temporary Relocation Period for a Fixed Duration

THE BOARD OF GOVERNORS,

HAVING REGARD to: (i) the Agreement Establishing the African Development Bank, in particular

Articles 1 (Purpose), 2 (Functions), 29 (Board of Governors: Powers); 32 (Board of Directors: Powers),

37 (The Office of the President), and 39 (Office of the Bank); (ii) the General Regulations of the Bank,

in particular Article 4 (Powers, Functions and Responsibilities of the Board of Directors and the

President); and (iii) the Terms of Reference of the Governors’ Consultative Committee (GCC);

RECALLING:

(i) Resolution B/BD/2002/09-F/BD/2002/08, adopted on 27 February 2002 by the Boards of

Directors of the African Development Bank (the "Bank"), and the African Development Fund

(the "Fund"), confirming the selection of Tunisia as the Regional Member Country to host the

Temporary Relocation Agency for the African Development Bank Group (TRA);

(ii) Resolution B/BD/2003/03-F/BD/2003/02, adopted on 19 February 2003 by the Boards of

Directors of the Bank and the Fund, authorizing the temporary relocation of operations of the

Bank to the TRA;

(iii) Resolution B/BG/2003/02-F/BG/2003/02, adopted on 30 April 2003 by the Boards of

Governors of the Bank and the Fund, authorizing the temporary relocation of the Boards of

Directors of the Bank and the Fund to the TRA; and

(iv) Resolution B/BG/2003/04, adopted by this Board on 3 June 2003, fixing the timeframe of the

temporary relocation of operations to the TRA as twenty-four (24) months from 3 June 2003

(the "Temporary Relocation Period"), and providing the related review process of the

Temporary Relocation Period as well as the required notice period for an orderly and planned

return of the Bank’s operations to its Headquarters;

FURTHER RECALLING the decisions of this Board since 2005 with the most recent being

Resolution B/BG/2010/07 adopted on 27 May 2010, by which this Board resolved, inter alia, that the

situation in the Host Country of the Headquarters was not yet conducive for a return of the operations

of the Bank to its Headquarters, and therefore extended the Temporary Relocation Period for another

twelve (12)-month period;


Page 2/4

HAVING CONSIDERED:

(i) The Report of the thirteenth meeting of the GCC, in particular the recommendations contained

therein regarding the renewal of the Temporary Relocation Period; and

(ii) The importance of ensuring the safety and welfare of the Officers and Staff of the Bank, as well

as preserving the effective functioning of the Bank while consolidating the gains accomplished

by the Bank following the Sixth General Capital Increase and the Twelfth Replenishment of the

Resources of the African Development Fund;

HEREBY:

(i) Reaffirms that the Headquarters of the Bank shall remain in Abidjan, Côte d’Ivoire;

(ii) Directs the Board of Directors to continue to closely monitor the situation in the Host Country

on the basis of the following criteria: (a) the normalization of the political and security situation;

(b) the existence of the facilities and infrastructure necessary for the effective operations of the

Bank; and (c) other relevant matters;

(iii) Decides that the Temporary Relocation Period shall be three (3) years; provided, however, that

in the event of a significant change in the situation any Governor may seek to place the issue on

the agenda of a meeting of the Board of Governors or the Governors’ Consultative Committee

at an earlier date;

(iv) Decides that, after the Board of Governors shall have taken a final decision to return, there shall

be a twelve (12)-month notice period to ensure proper planning and an orderly return of the

operations of the Bank to its Headquarters; and

(v) Authorizes the Boards of Directors and the President to take such administrative measures as

may be necessary or expedient for the implementation of the issues decided upon in this

Resolution, in particular the commencement, as soon as practicable, of appropriate real estate

investments and/or renovation works of the Bank’s facilities in Côte d’Ivoire.


Page 3/4

AFRICAN DEVELOPMENT FUND

BOARD OF GOVERNORS

Resolution F/BG/2011/04

Adopted at the First Sitting of the Thirty-Seventh Annual Meeting

of the African Development Fund , on 9 June 2011

Temporary Relocation of the Operations of the African Development Bank

to the Temporary Relocation Agency in Tunis, Tunisia:

Renewal of the Temporary Relocation Period for a Fixed Duration

THE BOARD OF GOVERNORS,

HAVING REGARD to: (i) the Agreement Establishing the African Development Fund in particular

Articles 2 (Purpose), 23 (Board of Governors: Powers); 26 (Board of Directors: Functions), 30 (The

President), 31 (Relationship to the Bank); and 32 (Office of the Fund); and (ii) the General Regulations

of the Fund, in particular Article 4 (Delegation of Powers);

RECALLING:

(i) Resolution B/BD/2002/09-F/BD/2002/08, adopted on 27 February 2002 by the Boards of

Directors of the African Development Bank (the "Bank") and the African Development Fund

(the "Fund"), confirming the selection of Tunisia as the Regional Member Country to host the

Temporary Relocation Agency for the African Development Bank Group (TRA);

(ii) Resolution B/BD/2003/03-F/BD/2003/02, adopted on 19 February 2003 by the Boards of

Directors of the Bank and the Fund, authorizing the temporary relocation of operations of the

Bank to the TRA;

(iii) Resolution B/BG/2003/02-F/BG/2003/02, adopted on 30 April 2003 by the Boards of

Governors of the Bank and the Fund, authorizing the temporary relocation of the Boards of

Directors of the Bank and the Fund to the TRA; and

(iv) Resolution B/BG/2003/04, adopted by the Board of Governors of the Bank on 3 June 2003,

during the 2003 Annual Meetings, fixing the timeframe for the temporary relocation of

operations of the Bank as twenty-four (24) months from 3 June 2003 (the "Temporary

Relocation Period"), and the concurrence of this Board, with the decisions contained in that

Resolution, as indicated in its Resolution F/BG/2003/04, adopted on 3 June 2003;

FURTHER RECALLING:

(i) The decisions of the Board of Governors of the Bank, since 2005 with the most recent being

Resolution B/BG/2010/07 adopted on 27 May 2010, by which that Board resolved, inter alia,

that the situation in the Host Country of the Headquarters was not yet conducive for a return of

the operations of the Bank to its Headquarters, and therefore extended the Temporary

Relocation Period for another twelve (12)-month period; and the concurrence of this Board,

with such decisions; and


Page 4/4

(ii) Resolution B/BG/2011/03 adopted on 9 June 2011 by the Board of Governors of the Bank

concerning the Temporary Relocation of the Operations of the African Development Bank to

the Temporary Relocation Agency in Tunis, Tunisia: Renewal of the Temporary Relocation

Period for a Fixed Duration (the "2011 Temporary Relocation Period Resolution");

HAVING DULY NOTED:

(i) The Report of the thirteenth meeting of the Governors’ Consultative Committee of the Bank, in

particular the recommendations contained therein regarding the Temporary Relocation Period;

and

(ii) The importance of ensuring the safety and welfare of the Officers and Staff of the Bank, as well

as preserving the effective functioning of the Bank while consolidating the gains accomplished

by the Bank following the Sixth General Capital Increase and the Twelfth Replenishment of the

Resources of the African Development Fund;

CONCURS with the decision of the Board of Governors of the Bank, as set out in the 2011 Temporary

Relocation Period Resolution; and

AUTHORIZES the Board of Directors and the President to take such administrative measures, as may

be necessary or expedient for the implementation of this Resolution, having regard to the functions and

powers of the Board of Directors and the President, as set out in the Agreement establishing the Fund,

the General Regulations, other subsidiary instruments of the Fund and the conditions defined in

Resolution B/BG/2011/03.


Page 1/3

AFRICAN DEVELOPMENT BANK ADB/BG/GCC/2012/14

29 May 2012

Original: English/French

REPORT OF THE FOURTEENTH MEETING OF THE GOVERNORS’

CONSULTATIVE COMMITTEE (GCC), ARUSHA, TANZANIA

1 The Governors’ Consultative Committee (GCC) held its fourteenth meeting at the Ngorongoro

Block – Mbayuwayu – Arusha International Conference Centre, Arusha, Tanzania on 29 May

2012, under the chairmanship of His Excellency Mr. William Augustao MGIMWA, Minister of

Finance as well as Governor for Tanzania and Chairperson of the Boards of Governors. The meeting

took place in the presence of Mr. Donald KABERUKA, President of the African Development

Bank Group. Members of the Committee present were Algeria, Angola, Canada, Central African

Republic, Côte d'Ivoire, Denmark, Egypt, France, Germany, Italy, Japan, Libya, Mauritius, Morocco

represented by Tunisia, Nigeria, Senegal, South Africa, Sudan, Uganda and the United States of

America.

Opening Statement by the Chairperson of the Governors’ Consultative Committee

2 In his capacity as Chairperson of the Board of Governors of the Bank as well as the GCC, His

Excellency Mr. William Augustao MGIMWA welcomed his colleagues to Arusha and the meeting.

He underscored the importance of the items on the agenda of the meeting and solicited the

cooperation of his colleagues to ensure an efficient and fruitful meeting. He, then, commended the

President, Management and staff of the Bank and the organising committee for the facilities secured

to ensure the smooth conduct of the deliberations.

Adoption of the Agenda

3 Members of the GCC approved the agenda, attached to this report as Annex I.

Statement by the President of the African Development Bank

4 In his opening remarks, the President of the Bank, Mr. Donald KABERUKA, welcomed GCC

members to Arusha and expressed his gratitude to Governors for attending the meeting. He also

thanked the Government and people of Tanzania for their hospitality and congratulated the

Chairperson of the Boards of Governors, His Excellency Mr. William Augustao MGIMWA on his

appointment as the new Minister of Finance of Tanzania.

4.1 With regard to the items of the agenda, especially the proposal on the Bank’s return to its

Headquarters, he expressed the hope that the GCC will reach a consensus that will be acceptable to

all members.

Presentation by Vice President, Chief Economist

5 The Chief Economist presented the African Economic Outlook for 2012 (AEO) which focused on

promoting youth employment. The Chief Economist gave an overview of Africa’s economic

performance, highlighting generally the resilience of the economies and the maintenance of the

growth momentum in the face of various crises. He however underscored that there were risks. On

the theme of the AEO, he recalled that employment creation, including for the youth, was always

taken into consideration by the Bank in its support to member countries. He emphasised the need to

promote youth employment, and in this connection taking into account the specificities of the supply

and demand in each country as well as the need for gender balance.


Page 2/3

5.1 He further argued that in the medium to long term, the most important source of employment

will be the informal and rural sectors, as the public sector which hitherto had been the main

employer of young and educated job seekers has limited prospect for expansion.

5.2 To expand the private sector and increase employment opportunities, he emphasised the need

for Governments to create a conducive business environment for the private sector by providing

infrastructure and access to finance, tailoring youth education and training to the needs of the private

sector, relaxing the stringent regulation of the labour market and providing reliable statistics to

underpin youth employment policy action.

Deliberations

6 The GCC thanked Management for the presentation and re-affirmed the importance of promoting

youth employment so as to ensure inclusive growth and development. It commended the Bank for

the work already done to support member countries in promoting youth employment. However,

GCC members emphasised the need for the Bank to reflect on how to assist member countries to

develop capacity, harmonise qualifications and facilitate labour mobility across countries. They also

emphasised the need to give more visibility, support and training to upcoming entrepreneurs, and

encourage venture capital funds.

6.1 The GCC also invited the Bank to develop and communicate short to medium term measures

that can assist member countries promote youth employment, pending the long-term structural

responses to address youth unemployment.

6.2 The Governors’ Consultative Committee (GCC) called on the Bank to study and collate best

practices in youth employment and share them with Regional Member Countries.

Presentation by the Governor for Côte d’Ivoire

7 In his presentation on the Bank’s return to its Headquarters, the Governor for Côte d’Ivoire

proposed the rapid return of the Bank to its Headquarters given the improvement in the security and

political situation and the determination of the Authorities of Côte d’Ivoire to provide adequate

accommodation, school and health facilities to enable staff to become operational as soon as

possible following the return.

Deliberations

8 The Governors’ Consultative Committee commended the Republic of Côte d’Ivoire for the

significant improvement in the situation of the country, in particular the security and political

situation, and the effort made by the Authorities of that country to provide adequate

accommodation, school and health facilities to enable the Bank return to its Headquarters. The GCC

also expressed appreciation to the Republic of Tunisia for effectively hosting the Bank, its staff and

their families during the years of its temporary relocation.

8.1 The GCC reaffirmed that Abidjan remains the location of the Headquarters of the Bank, and

noted the considerable progress made by the Government of Côte d’Ivoire not only in achieving

normalization of the security situation but also restoring democracy and maintaining a sure path

towards reconciliation. The GCC noted that the security and political situation in the country was

now more conducive for the Bank to operate, in contrast with the situation that existed at the time of

the Bank’s temporary relocation of its operations from Côte d’Ivoire. The GCC therefore agreed in

principle for the return of the Bank’s operations to its headquarters.


Page 3/3

8.2 Members of the GCC reiterated that the issue had never been whether the Bank should return to

its Headquarters, but the conditions and the timing of such return. In this connection, the GCC

clarified that the return to Côte d’Ivoire should be predicated upon the approval by the Board of

Governors of a detailed Roadmap for the return of the Bank to its headquarters. The Roadmap

should be developed by the President, working with the Board of Directors and in consultation with

the Ivorian authorities. The Roadmap should provide for an orderly and phased return, taking into

consideration the stability of the institution and the well-being of its staff members, the financial

implications of the return as well as the risks and the measures to mitigate such risks. The Roadmap

should also include specific timelines and benchmarks, and provide for the monitoring of its

implementation by the Board of Directors, with periodic reports to the Board of Governors.

8.3 The Roadmap, following its endorsement by the Board of Directors, should be submitted for

consideration by the Board of Governors through the GCC. The GCC intends to consider the

Roadmap at its next meeting in Tokyo in October 2012.

Next Step

9 The GCC will submit its Report to the Board of Governors during the Annual Meetings scheduled

on 31 May and 1 June 2012 in Arusha, Tanzania.

Any Other Business

10 No matter was raised under “Any Other Business”.

Closing Remarks by the President of the Bank

11 Mr. Kaberuka, in his closing remarks, expressed his appreciation to the Chairperson for the wise

and consensual manner in which he guided the meeting, and his deep appreciation to Governors, for

their commitment to the success of the Bank which was evident at all times during the meeting. He

assured the GCC that Management will give the greatest priority to the preparation of the Roadmap.

He noted that the proposed Roadmap would serve an insurance for clarity and a communication

document both internally within the Bank and externally with the Bank’s stakeholders.

Closing Remarks by the Chairperson of the GCC

12 The Chairperson of the Boards of Governors of the Bank as well as the GCC, His Excellency Mr.

William Augustao MGIMWA, thanked his colleagues for their active participation and invaluable

contribution to the success of this meeting and reiterated his appreciation to the Management and

staff of the Bank for the arrangements made to ensure the smooth conduct of the deliberations.

His Excellency Mr. William Augustao MGIMWA

Minister of Finance of Tanzania

Chairperson of the Boards of Governors and the Governors’ Consultative Committee (GCC)

Roadmap for the Return to Headquarters · 4. Anticipated Schedule for Renovation of the Bank’s...

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