{"id":494380,"date":"2026-09-01T10:54:09","date_gmt":"2026-09-01T10:54:09","guid":{"rendered":"https:\/\/www.financialafrik.com\/en\/?p=494380"},"modified":"2026-09-01T10:54:09","modified_gmt":"2026-09-01T10:54:09","slug":"what-would-make-sidi-ould-tah-smille","status":"publish","type":"post","link":"https:\/\/www.financialafrik.com\/en\/2026\/09\/01\/what-would-make-sidi-ould-tah-smille\/","title":{"rendered":"What would make Sidi Ould Tah smille ?"},"content":{"rendered":"
<\/div>

By Chinedu Moghalu<\/span><\/span><\/strong><\/p>\n

After a year in office, Sidi Ould Tah has begun to reshape how the African Development Bank raises money and prepares projects. Delivery, however, is the harder test.<\/span><\/span><\/p>\n

On 29 May 2025, shortly after his <\/span><\/span>election as the ninth president of the African Development Bank Group<\/span><\/span><\/a>, Tah stood before the Bank\u2019s governors and guests at the Sofitel Abidjan H\u00f4tel Ivoire. His expression gave little away. Stoic, almost solemn, he thanked Africa, the Bank\u2019s partners and those gathered in the room, then said simply:<\/span><\/span><\/p>\n

\u201cLet\u2019s go to work now, I\u2019m ready!\u201d<\/span><\/span><\/p>\n

Three months later, on 1 September, he took office. A year on, the question is whether the initiatives of his first 12 months amount to a coherent architecture for finance and delivery, and whether that architecture can produce results.<\/span><\/span><\/p>\n

Tah inherited a financially strong institution, with <\/span><\/span>$318bn in authorised capital<\/span><\/span><\/a> and triple-A credit ratings. Much of that capital is callable, underpinning the Bank\u2019s creditworthiness and lending capacity rather than representing cash available for projects. The setting beyond the Bank is much less forgiving. The Bank puts the <\/span><\/span>annual shortfall through 2030<\/span><\/span><\/a> in transport, education, energy and productivity-enhancing technology at $402.2bn; the wider gap in financing the Sustainable Development Goals is greater still. S&P Global Ratings estimates that rated African sovereigns face <\/span><\/span>about $90bn in principal repayments on external debt in 2026<\/span><\/span><\/a>.<\/span><\/span><\/p>\n

The Four Cardinal Points<\/span><\/span><\/p>\n

The Bank\u2019s <\/span><\/span>Ten-Year Strategy for 2024\u201333<\/span><\/span><\/a> remains its strategic horizon. Within it, <\/span><\/span>Tah\u2019s Four Cardinal Points<\/span><\/span><\/a> \u2013 unlocking Africa\u2019s capital power; rebuilding its financial sovereignty; turning demographics into a dividend; and building resilient infrastructure and competitive value chains \u2013 set the immediate order of work and the basis for greater selectivity.<\/span><\/span> The Bank<\/span><\/span> Governors endorsed them in May 2026<\/span><\/span><\/a>.<\/span><\/span><\/p>\n

The first-year record is strongest on capital mobilisation and financial sovereignty; demographics and infrastructure present the sterner test. <\/span><\/span>Between 12 million and 15 million young Africans enter the labour market each year, while only about 3 million formal jobs are created<\/span><\/span><\/a>. The demographic dividend will be earned not by counting beneficiaries but by raising productivity and creating secure, productive work. The same discipline applies to infrastructure, where resilience lies not in isolated assets but in corridors connecting energy, transport and digital systems to production zones and markets, and in the regional value chains those corridors can sustain.<\/span><\/span><\/p>\n

Credit, with continuity<\/span><\/span><\/p>\n

Little more than 100 days into Tah\u2019s presidency, the seventeenth replenishment of the African Development Fund was completed. The Fund, which provides grants and concessional loans to 37 low-income and fragile countries, <\/span><\/span>secured a record $11bn<\/span><\/span><\/a> for 2026\u201328 <\/span><\/span>representing <\/span><\/span>23% above the previous round, though still well short of the earlier <\/span><\/span>$25bn ambition<\/span><\/span><\/a> and without a pledge from the US.<\/span><\/span><\/p>\n

The replenishment was an important early success, rooted in work by governors, the Board, Bank staff, eligible countries and partners that began before Tah\u2019s term and continued through 2025, with Tah steering its difficult final phase to a strong close. At the London meeting, <\/span><\/span>23 African countries pledged $182.7m<\/span><\/span><\/a>, 19 of them contributing for the first time; by May 2026, further pledges had brought the number to 25 and the total to <\/span><\/span>more than $190m<\/span><\/span><\/a>.<\/span><\/span><\/p>\n

Those pledges will finance the Fund\u2019s grants and concessional loans in 2026\u201328. Alongside them, but outside the $11bn replenishment, are offers of <\/span><\/span>up to $2bn in co-financing from the OPEC Fund and up to $800m from the Arab Bank for Economic Development in Africa<\/span><\/span><\/a>.<\/span><\/span><\/p>\n

Africa\u2019s own capital<\/span><\/span><\/p>\n

The <\/span><\/span>2026 African Economic Outlook<\/span><\/span><\/a> estimates that Africa\u2019s commercial banks, pension funds, insurers, sovereign wealth funds and central banks hold assets worth more than $4tn. Yet institutional investors allocate <\/span><\/span>less than 2.7% of their assets to infrastructure and other productive sectors on the continent<\/span><\/span><\/a>.<\/span><\/span><\/p>\n

Those assets belong to pensioners, policyholders, depositors, governments and other investors, and their managers answer to rules on risk, return, liquidity and permitted holdings. Political exhortation will not <\/span><\/span>unlock <\/span><\/span>them <\/span><\/span>to finance <\/span><\/span>roads, power plants or factories. Projects must be well prepared, commercially sound and protected against risks that investors cannot reasonably bear; smaller ones must often be pooled before they are large enough to attract institutional money.<\/span><\/span><\/p>\n

Tah\u2019s <\/span><\/span>New African Financial Architecture for Development<\/span><\/span><\/a> is an attempt to turn that diagnosis into policy. It has brought the continent\u2019s leading financial institutions together around an <\/span><\/span>11-point Abidjan Consensus<\/span><\/span><\/a>, adopted in April, covering project preparation, domestic capital mobilisation, risk-sharing and institutional coordination. The <\/span><\/span>first implementation report<\/span><\/span><\/a>, due at the <\/span><\/span>African Union\u2019s coordination meeting in October<\/span><\/span><\/a>, will show whether agreement is beginning to yield transactions.<\/span><\/span><\/p>\n

The Bank\u2019s investment in African Trade and Investment Development Insurance, or ATIDI, gives the architecture its clearest institutional expression. On 22 May, the Board approved up to <\/span><\/span>$125m in equity<\/span><\/span><\/a>. By July, <\/span><\/span>ATIDI reported that the Bank\u2019s participation had increased fivefold<\/span><\/span><\/a>, making it the insurer\u2019s largest institutional shareholder. Tah wants that backing to help lift <\/span><\/span>ATIDI\u2019s annual guarantee capacity from about $3bn to $10bn<\/span><\/span><\/a>.<\/span><\/span><\/p>\n

Guarantees are central because they cover an agreed share of losses arising from political or credit risks that investors cannot carry alone. They cannot rescue a poor project, but they can make a sound one investable \u2013 enabling a bank to lend, a pension fund to participate and a transaction to reach financial close. The Bank\u2019s larger stake in ATIDI is established; its worth will be measured in additional guarantees written, private capital mobilised and viable projects financed.<\/span><\/span><\/p>\n

From pipeline to production<\/span><\/span><\/p>\n

Africa50 illustrates the less visible work required before capital can be deployed. The Alliance for Green Infrastructure in Africa Project Development Fund predates Tah\u2019s presidency and <\/span><\/span>reached its first close in August 2025<\/span><\/span><\/a>. A year later, <\/span><\/span>Italy\u2019s Cassa Depositi e Prestiti and France\u2019s Proparco committed a further $50m<\/span><\/span><\/a>. The fund is seeking <\/span><\/span>$400m for feasibility studies, design and transaction structuring<\/span><\/span><\/a>, and hopes thereby to build a prospective pipeline of up to $10bn in bankable green-infrastructure projects.<\/span><\/span><\/p>\n

Elsewhere, three recent approvals range across skills, digital connectivity and industrial production. In Ghana, a <\/span><\/span>$71.55m grant<\/span><\/span><\/a>is expected to train 28,000 people and create about the same number of direct and indirect jobs over four years. In Nigeria, a <\/span><\/span>$200m Bank loan for Project BRIDGE<\/span><\/span><\/a> forms part of an $800m sovereign package within a wider public-private financing plan estimated at $2bn. The project would lay 90,000km of open-access fibre, connect all 774 local government areas and establish cross-border links with Benin, Cameroon, Niger and Chad. In Morocco, the Bank has approved a <\/span><\/span>\u20ac100m loan for an integrated battery plant<\/span><\/span><\/a> and will seek to arrange up to \u20ac141m more. Their worth will be decided by the training, connections, local production and jobs they eventually deliver.<\/span><\/span><\/p>\n

The Bank at work<\/span><\/span><\/p>\n

The same test applies inside the Bank, where Tah\u2019s <\/span><\/span>proposed reform of the operating model<\/span><\/span><\/a> is more than an administrative exercise. The promise of a more agile institution, closer to member countries and the people it serves, will count for little unless authority and responsibility for delivery move with it. Decisions need to be taken closer to countries, while the mobilisation of private capital must begin in project design rather than after approval.<\/span><\/span><\/p>\n

The Bank\u2019s own evaluations show why this matters. <\/span><\/span>A 2025 review found that a decade of decentralisation<\/span><\/span><\/a> had delivered only 53% of its intended outcomes, with shortfalls in authority, staffing and process. <\/span><\/span>A later study reached an equally uncomfortable conclusion<\/span><\/span><\/a>: the selectivity framework had changed how projects were described more than what the Bank financed, in part because staff were still rewarded for volume and approvals.<\/span><\/span><\/p>\n

Reform will count only if projects are prepared and procured more quickly, first disbursements come sooner, portfolio performance improves and every dollar of Bank exposure draws in more outside capital. Publishing those measures consistently would allow governors, investors and citizens to judge reform by evidence rather than intent<\/span><\/span> or announcements<\/span><\/span>.<\/span><\/span><\/p>\n

The measure<\/span><\/span><\/p>\n

The achievement will be measured when electricity reaches a home and keeps a factory running; when fibre carries a small business into a larger market; when an African mineral is processed on the continent before export; when a pension fund earns a sound return from an African asset; and when a young person finds dependable work in the industries these investments make possible.<\/span><\/span><\/p>\n

One year is too soon <\/span><\/span>to <\/span><\/span>gauge<\/span><\/span> satisfaction, but long enough to judge the direction. Tah has begun to connect capital mobilisation, risk-sharing, project preparation and internal reform. The record may justify a cautious smile, but satisfaction must await delivery.<\/span><\/span><\/p>\n

\n

Chinedu Moghalu<\/span><\/span><\/a>\u00a0is a lawyer, strategic communications expert, and public policy adviser with over two decades of leadership across government, international <\/span><\/span>organisations<\/span><\/span>, and development institutions.<\/span><\/span><\/p>\n

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