Integrated Company Report 2016


We want to make our vision a reality. That is why we are making the company fit for the future. Our Corporate Strategy is helping us manage our project activities, and our structures and processes, so that they make a positive contribution towards a future worth living around the world.

GIZ’s Corporate Strategy brings together our strategic objectives and measures for the period 2017 to 2019. The Strategy Architecture pinpoints the strategic orientation of the company:

  • Our vision forms the ‘roof’ of the building.
  • Cross-cutting strategies and programmes on themes such as sustainability, gender and digital change form the foundations of the building.
  • The four areas of action – Effectiveness, Business development, Expertise and alliances, and Cost-efficiency – help us move closer towards our goal. Through our actions we achieve effective results, with the emphasis on quality. This is the foundation on which we develop our future-proof business together with our commissioning parties. To this end we mobilise the professional expertise of our staff and draw on the powerful network of cooperation partners. At the same time we never lose sight of the need to work cost-efficiently and responsibly.

With this integrated objectives system, GIZ is providing its staff with clear guidance.


The four areas of action of our strategy are key to making our company fit for the future. They are helping us move closer towards our goal.


To make the results of our work more verifiable and visible, we are increasing our focus on indicators that can be measured and compared.

Measuring and reporting on results using standardised and comparable indicators is also an important way of substantiating the contribution made by the German Government through our work towards implementing international agreements – chief among which is the 2030 Agenda – and other frameworks. It is also our declared aim to continuously review the effectiveness of our work from a critical perspective, and on that basis to scale up proven approaches and good practices and to make use of lessons learned.

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At GIZ, our business development always takes place within the framework of our corporate purpose – supporting the German Government and others in achieving their development-policy goals. In this context, we see displacement and migration, climate and energy, and security and stabilisation as key themes that we will continue to address through innovative approaches over the coming years.

The focus on these three themes reflects the policy priorities of our commissioning parties. To enable us to offer effective solutions in these areas in response to the growing demand and funding among commissioning parties, GIZ will focus on managing large-volume and complex projects as well as developing innovative approaches.


    GIZ will expand its activities in countries where people are forced to flee their homes, and in countries that host them if they become refugees. We also plan to provide more support for migrants and increase our contribution to addressing the structural causes of displacement


    Much more emphasis will be placed on GIZ’s support for partner countries in the field of climate change mitigation and adaptation in future. At the end of 2015, the global community for the first time adopted an international accord to limit global warming and tackle the impacts of climate change – the Paris Agreement. Over the last few years, the German Government has increased its funding for international climate action, and will continue to make this a priority in the future. During that same period, new climate finance instruments, such as the Green Climate Fund, have emerged. GIZ can also implement projects on their behalf.


    Creating a secure environment and maintaining or restoring stability are becoming increasingly important as an absolute precondition for continued development. GIZ is helping partner countries address these challenges. Together with its commissioning parties and partners, it focuses on precautionary approaches designed to prevent conflict erupting in the first place – so that it can help put in place lasting, stable structures and create livelihoods.

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Developments in international and national policy and cooperation, in society and in markets are continuously changing the broader context in which we work. Now more than ever before, our commissioning parties are turning to us for effective, rapid and flexible solutions. They have high expectations of our ability.

We have to be able to put together professional teams and deliver solutions worldwide. This is why we invest in the human resources development of our staff as well as in new, flexible assignment opportunities for all our workforce. The objectives and measures for our strategic human resources work are laid down in our Human Resources Strategy, which forms part of our Corporate Strategy. At the same time, strategic alliances and cooperation arrangements are becoming increasingly important for us. They enable us to provide our partners in project countries with appropriate solutions – together with the private sector, civil society, the scientific and academic community, and international organisations. This can further boost efforts for global sustainable development that individual countries or even individual actors are no longer able to manage on their own.

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Alongside the results we achieve, the quality of our work is also measured in terms of the cost-efficient use of the public funds entrusted to us. This is why over the next few years we will be implementing a number of measures to further raise the efficiency of our structures and processes.

When we use funds, our aim is to strike an optimal balance between effectiveness and economic efficiency. In other words, cost-efficiency for us means achieving the most favourable and sustainable cost-benefit ratio in our work.

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