Annual and interim reports

Higher impact

We believe in a world in which, in 2050, more than 9 billion people live well and within the means of the planet’s resources. To achieve this vision, many challenges, highlighted by the SDGs, need to be addressed.

Deeper relationships

With a portfolio of €9.6 billion, FMO is a relatively small investor and the SDG challenges we tackle are incredibly large and complex.

Higher productivity

In order to maximise our impact, we believe we should maximise our productivity. In 2017, FMO embarked on an ambitious and comprehensive process of organisational change.

Reducing inequalities vs financial sustainability

In many countries around the world, women, youth and rural communities are not seen as equal to men, adults and urban communities.

Read more ›Reducing inequalities vs financial sustainability

Bringing cocoa home to Ghana with Niche

Ghana produces the world’s highest-quality bulk cocoa beans and is the world’s second largest producer of cocoa, accounting for 20% of global production. But a great deal of the actual cocoa processing does not take place in Ghana.

Read more ›Bringing cocoa home to Ghana with Niche

Financing India’s solar energy revolution

India faced demand for electricity that outstripped its generation capacity; the country relied heavily on imported coal, and industry and consumers still suffered from frequent power outages.

Read more ›Financing India’s solar energy revolution

Our performance

FMO's strategy builds on three pillars, which are a higher impact portfolio in our chosen industries (Agribusiness, Food & Water, Energy and Financial Institutions) deeper relations and higher productivity.

Higher impact portfolio

In 2018, FMO invested €2.6 billion (2017: €3.1 billion) in projects and products that support SDG 8, in line with our target. This amount includes €0.7 billion invested on behalf of other parties.

Deeper relationships

FMO attaches strategic importance to deepening relations with our stakeholders, because by pooling resources and partnering we can significantly increase our impact.

Higher productivity

In 2018, FMO continued to build a robust, effective and efficient organisation that frees up employees to add more value to clients.