Annual Report 2015



“PIDG is not aid in its traditional form. Instead, it is a departure that is exciting and different, with some of the characteristics of a disruptive innovation.”

Lisa Scenna, Deputy Chair, PIDG Supervisory Board

Member and other donor funding disbursed to PIDG – yearly ($m)

PIDG’s donors can make bespoke investments in one or more of PIDG’s Facilities to best suit their development objectives

Member funding disbursed to PIDG by Facility – cumulative ($m)

Cumulative disbursements by Members to PIDG, 2002-2015 $1.2bn

Governance, leadership and management changes in 2015


In 2015 there were important changes to the way PIDG is governed, led and managed


2015's governance, leadership and management changes reflect that, from small beginnings, PIDG has become a sizeable organisation, ambitious to achieve greater development impact via future growth.

Governance Supervisory Board

A Supervisory Board replaced the former Chair’s Office.

During 2015 Switzerland took the role of Chair. For 2016 Australia will chair.

The role of Deputy Chair is an external appointment – a business leader with private sector infrastructure finance experience, currently Lisa Scenna.

The Supervisory Board also has two Special Advisors. These roles are currently fulfilled by John Hodges and Keith Palmer, with recruitment of their replacements to be undertaken in 2016.

Leadership CEO

In autumn 2015 Philippe Valahu took up the new post of CEO, reporting directly to the Supervisory Board and overseeing the work of the Central Management Office. The CEO is responsible for PIDG’s strategy and external relationships.

The new CEO post is retained directly by the PIDG Trust. Replacing the previous lesser role of Executive Director, the strengthened leadership role has full oversight of activities PIDG-wide.

Administration Central Management Office

Members approved an increase in the resource for PIDG’s Central Management Office, previously known as the Programme Management Unit. The extra resource – in finance, operations, strategy, compliance and risk management, results and impact monitoring, and communications – means that the CMO can support more work in some areas and new work in others.