The most important result of a development project is what a country can keep doing after the project ends.
Bangladesh shows why financing helped build a solar market that reached millions of households. Simpler business procedures opened routes for entrepreneurs. Stronger standards improved conditions inside factories. Behind these results lies a larger achievement: the capacity to keep delivering.
That capacity is being tested. Inflation squeezes incomes. Banking weaknesses and subdued investment constrain businesses. The World Bank’s October 2026 development update indicates that poverty and inequality had rose for a fourth consecutive year. In FY26, 2.1 million more people fell below the $3-a-day poverty line.. Progress is real. So is the risk of reversal. Every scarce development dollar must help make those gains harder to lose.
Our ongoing Country Partnership Framework for FY2023–2027 sets a clear direction: more private-sector jobs, broader socioeconomic inclusion, and greater climate resilience. These priorities meet in people’s lives. A business needs power and finance. A woman needs safe work and care arrangements that allow her to pursue it. A farming household needs a route to market that survives the next flood.
This is what our latest Scorecard numbers tell us: development is reaching people at scale. Across South Asia, the FY26 Scorecard reports 82.5 million people provided with electricity access and 32.7 million people and businesses using financial services. These are achieved regional portfolio results accumulated over time. Bangladesh shows how institutions, policies and markets help sustain that reach.
Between 2003 and 2018, Bangladesh’s Solar Home Systems Program installed more than 4.1 million systems, bringing electricity services to approximately 20 million people. Remote households gained opportunities that might otherwise have waited years for the grid.
With World Bank support, the government-owned Infrastructure Development Company Limited, IDCOL, connected financing with local entrepreneurs, microfinance institutions and solar suppliers. Quality standards, affordable financing and servicing capacity made that reach possible. Public finance helped a market take shape.
As the grid expanded, the market for solar home systems changed. Better coordination between grid and off-grid expansion could have avoided difficulties late in the program. The lesson matters: a successful approach must evolve as people’s needs and options change.
Today, reliable, affordable power must support productive use. IFC’s proposed risk-sharing facility with IDCOL aims to expand rooftop solar for commercial and industrial users. MIGA’s guarantees, including for the Bhola plant, have helped bring commercial lenders into the power sector. Their value must ultimately show in the service firms and households receive.
Business reform follows the same logic. World Bank policy support and IFC advice have helped tackle costly registration, complex customs procedures and fragmented services. IFC advisory work helped develop a digital one-stop platform integrating more than 50 services across 17 agencies. Every needless administrative step consumes resources an entrepreneur could use to grow.
