CORPORATE STRATEGY
EFFECTIVENESS
OUR OBJECTIVE: We meet the expectations of our partners, commissioning parties and Shareholder by producing tangible, sustainable and measurable results.
RESULTS: In 2018, we developed new and digital solutions to issues addressed in the 2030 Agenda. To be able to present and communicate the results of our work faster and more effectively, results data
was collected for the period from 2015 to 2017 in an IT-supported process involving more than 80 per cent of our projects worldwide. As a result, we now have access to facts and figures about our results at global and regional level, as
well as in individual countries that we can make available to our commissioning parties, partners and the public.
BUSINESS DEVELOPMENT
OUR OBJECTIVE: We develop economically viable business activities together with our commissioning parties.
RESULTS: The volume of our commissions in 2018 increased both in our core business and as a result of special initiatives and new donors. In 2018, we focused on economic transformation in Africa – with
an emphasis on job partnerships and strengthening small and medium-sized enterprises there – and on digitali- sation in addition to our existing priority areas of displacement and migration, security and stabilisation, and climate and energy.
Strategically, we are looking to the future to better prepare ourselves for future issues and challenges in our partner countries, and we are also working on improving the implementation of our ongoing projects.
EXPERTISE AND ALLIANCES
OUR OBJECTIVE: We mobilise expertise by harnessing the skills and motivation of our staff, working with strong cooperation partners and forming strategic alliances.
RESULTS: In fiscal 2018, we paved the way for enhancing our implementation expertise and for increasing our attractiveness as an employer. With the collective bargaining partner and staff representation
bodies, we negotiated and introduced flexible forms of assignment to make foreign assignments more attractive. We also worked on the role and development opportunities of national personnel in our partner countries. We reached new company-wide
agreements on mobile and flexible working that are now being implemented. We also further expanded our partnerships with other state, private sector and civil society actors in 2018.
VALUE FOR MONEY
OUR OBJECTIVE: We remain cost-effective and ensure compliance by using our resources efficiently and responsibl
RESULTS: GIZ’s activities are financed primarily by federal budget funds, i.e. by German taxpayers. This is another reason why it is extremely important to use these funds responsibly. With this in
mind, new billing rates have been agreed and implemented with our biggest commissioning parties in Germany. To increase transparency about how and for what purposes we use our funds, we are introducing a new cost-output monitoring system.
And to improve efficiency and value for money, we standardised and part-digitalised internal processes in 2018 and established virtual cooperation formats such as IDA (Integrated Digital Applications) – GIZ’s internal digital platform that
enables international teams to work together. We set up the DIGITS (Digital Transformation and IT Solutions) Department in 2018 to coordinate GIZ’s digital transformation and, among other things, further increase process efficiency.
