Abstract
Launched in 2003, the Equator Principles (EP) signaled a major shift by international banks in their approach and responsibility for environmental and social outcomes in the projects to which they were lending. Ten European, US and Australian banks originally adopted the EPs. Within the first year, this had grown to 25 financial institutions from 14 countries, including a Japanese bank and an export credit agency. Ten years later, there are 80 Equator Principles Financial Institutions (EPFIs) from countries as diverse as Mauritius, Mexico and Morocco. In 2006, the EP were revised to reflect changes in IFC's Performance Standards and needed modifications based on implementation experience. The update process took less than six months, expanded the scope of the EPs and introduced reporting requirements. In 2010, the EP Association embarked on another revision process (EP III), which took more than two-and-a-half years to complete. What changed to make the process so much slower? Were the EP Association’s aspirations for this revision higher, were the issues more complex, did the broad geographic scope of the EP membership make consensus more difficult or had the management of EP Association become less efficient? The management system of the EP Association with its rotating chair, 14-member steering committee and ten working groups is both a strength and a weakness. With its flat structure and lack of dedicated professional resources, the EP Association now has to work longer and harder to develop solutions, reach consensus and make decisions. This extended process provides some insight into the complexity of managing a voluntary global standard with a broad range of constituencies. Among the trade-offs that had to be navigated were the desire to introduce more robust and consistent reporting requirements while recognising that some countries have a culture of corporate privacy; and addressing climate change and promoting lower carbon outcomes while accommodating those countries actively developing carbon-intensive industries such as tar sands, hydraulic fracturing and coal reserves. EP III reflects breakthroughs including the expansion of the scope of the EPs to include Project-Related Corporate Loans and strengthened reporting requirements. The release of EP III at the Association’s 10-year anniversary provides the opportunity to reflect on what the EPs have achieved and where challenges remain.
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- 1.
About the Equator Principles Strategic Review—2010/2011, http://equator-principles.com/index.php/strategic-review-2010–2011
- 2.
ABN AMRO, Barclays, Citigroup and WestLB.
- 3.
The 10 original adopting banks were ABN AMRO (Netherlands), Barclays (UK), Citigroup (US), Crédit Lyonnais (France), Credit Suisse Group (Switzerland), HVB Group (Germany), Rabobank (Netherlands), Royal Bank of Scotland (UK), WestLB (Germany) and Westpac Banking Corporation (Australia).
- 4.
See World Bank Database, http://www.data.worldbank.org/income-level/OEC.
- 5.
The Equator Principles (June 2013), Preamble (2).
- 6.
Press Release: ‘Leading Banks Announce Adoption of Equator Principles’ (4 June 2003), http://www.equator-principles.com.
- 7.
See footnote 3 above.
- 8.
Press Release: ‘Leading Banks Announce Adoption of the Equator Principles’ (4 June 2003), http://www.equator-principles.com.
- 9.
Dealogic, 2003 mid-year ranking.
- 10.
The six additional banks were CIBC (Canada), HSBC (UK), ING (Netherlands), Mizuho (Japan), Royal Bank of Canada (Canada) and Standard Chartered (UK).
- 11.
Press Release: ‘Equator Principles Celebrate 5 Years of Positive Environmental Impact and Improved Business Practices’ (8 May 2008), http://www.equator-principles.com.
- 12.
Sources: 2003–2009 data: Project Finance International; 2010–2012 data: Thomson Reuters.
- 13.
‘RBS Places Troublesome Assets Worth £38bn in Internal “Bad Bank,” The Guardian (1 November 2013).
- 14.
Ibid.
- 15.
Sources: Thomson Reuters, Project Finance Review, Full Year 2012; Dealogic Full Year League Tables 2012.
- 16.
EBRD, Environmental and Social Policy (May 2008) (15).
- 17.
Working Party on Export Credits and Credit Guarantees, ‘Recommendation of the Council on Common Approaches for Officially Supported Export Credits and Environmental and Social Due Diligence (The “Common Approaches”)’ (28 June 2012) (9).
- 18.
- 19.
The Equator Principles (June 2013) (11).
- 20.
The Equator Principles Association Governance Rules (June 2010) (2).
- 21.
Ibid (7–10).
- 22.
BankTrack, ‘Principles, Profits or Just PR—Equator Principles Anniversary Report’ (June 2004).
- 23.
BankTrack, ‘Unproven Principles—The Equator Principles at Year Two’ (June 2005).
- 24.
- 25.
The Equator Principles (July 2006) (6).
- 26.
Guidance Note on Equator Principles Implementation Reporting (December 2007).
- 27.
The Equator Principles Association Governance Rules, Section 6(b) (June 2010) (10).
- 28.
The Equator Principles (June 2013) (3).
- 29.
EP Steering Committee letter to IFC Executive Vice President, Lars Thunell (8 February 2011), http://www.equator-principles.com.
- 30.
The Equator Principles (June 2013) (2).
- 31.
IFC Performance Standard 3 (1 January 2013) (2).
- 32.
The Equator Principles, Annex A (June 2013) (12).
- 33.
Ibid.
- 34.
Ibid.
- 35.
‘Guiding Principles on Business and Human Rights: Implementing the United Nations “Protect, Respect and Remedy” Framework’ (16 June 2011) http://www.ohchr.org
References
Lazarus, S., & Feldbaum, A. (2011a, February). Equator principles strategic review. Final Report, Executive Summary (i)
Lazarus, S., & Feldbaum, A. (2011b, February). Equator principles strategic review. Final Report, Executive Summary (5).
Lazarus, S., & Feldbaum, A. (2011c, February). Equator principles strategic review. Final Report, Executive Summary (9).
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Lambert Lazarus, S. (2015). The Equator Principles: Retaining the Gold Standard – A Strategic Vision at 10 Years. In: Wendt, K. (eds) Responsible Investment Banking. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-10311-2_7
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