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Multilateral banks are key to financing the fight against global warming. Here is how they work

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Multilateral banks are key to financing the fight against global warming. Here is how they work

As climate change leads to a seemingly endless stream of weather disasters around the world, countries are struggling to adapt to the new reality. Preparing to better withstand hurricanes, floods, heat waves, droughts and wildfires will take hundreds of billions of dollars.

And then there is confronting the root cause of climate change—the burning of fossil fuels like coal, gasoline and oil—by transitioning to clean energies like wind and solar.

That will take trillions of dollars.

Enter climate finance, a general term that means different things to different people but boils down to: paying for projects to adapt to and combat the cause of climate change. Financing related to climate change is especially important for developing countries, which don’t have the same resources or access to credit that rich countries do.

International mega banks, funded by taxpayer dollars, are the biggest, fastest-growing source of climate finance for the developing world. Called multilateral development banks because they get contributions from various countries, there are only a handful of these banks in the world, the World Bank the largest among them.

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How these banks allocate resources are some of the weightiest decisions made in defining how poorer nations can respond to climate change. They were a key reason why, in 2022, the world met a goal countries had set in 2009 to supply developing nations with $100 billion annually to address climate change.

At the annual U.N. climate conference that opens Monday in Azerbaijan, global leaders are expected to discuss how to generate trillions of dollars for climate finance in the years to come. The nonprofit research group Climate Policy Initiative estimates the world needs about five times the current annual amount of climate financing to limit warming to 1.5 C (2.7 degrees F) since the late 1800s. Currently, global average temperatures are about 1.3 C (2.3 degrees F) higher.

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A new goal needs to reach higher and hold institutions and governments accountable to their promises, said Tim Hirschel-Burns, an expert at Boston University’s Global Development Policy Center.

“The core of it is getting a goal that is going to catalyze the actions that fills the really significant climate finance gap that developing countries face, which is much bigger than $100 billion,” he said.

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As the international community has come to accept the reality of climate change, the debate has shifted to the question of where the money to fund the energy transition will come from, said Dharshan Wignarajah, director of Climate Policy Initiative’s London-based office.

“The question is not ‘are we going to transition?’, but ‘how quickly can we engineer the transition?’” said Wignarajah, who helped lead the climate talks, called the Conference of Parties, when the United Kingdom was host in 2021. “That has forced finance to be ever-more prominent at the COP discussions, because ultimately it comes down to who pays.”

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FILE – People examine the damage at an area badly affected by a flash flood in Tanah Datar, West Sumatra, Indonesia, May 13, 2024. (AP Photo/Ali Nayaka, File)

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Developing countries most dependent on multilateral banks

Developing nations are much more reliant on these banks for financing climate projects than industrialized countries.

In the U.S. and Canada, commercial banks and corporations provided funding for more than half of climate-friendly projects in 2022, according to Climate Policy Initiative. In sub-Saharan Africa, those private lenders only accounted for 7%.

This is because it is harder for developing countries to get low interest rates.

“If you’re Kenya, and you want to borrow from private lenders, they might charge you 10% interest rates because your credit rating isn’t very good,” Hirschel-Burns said.

But the multilateral banks have better credit ratings than many countries do. For example, the International Development Association — an arm of the World Bank and the top international aid provider to Kenya — has the highest possible rating from Moody’s Investor Service, while Kenya itself has a junk rating.

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The banks borrow money with that better rating, then lend to developing countries in turn, offering a more reasonable rate than governments could get if they borrowed directly from private lenders.

Some bank projects work against climate goals

The multilateral banks’ development goals are wide-ranging. They seek to improve people’s health and the environment, expand energy access and end poverty. Addressing energy access has meant the banks have provided billions of dollars for fossil fuel power plants, according to an AP analysis, though their policies have improved and fewer such projects have been funded in recent years.

Investment in fossil fuels continues to rise worldwide, reaching $1.1 trillion in 2024, according to the International Energy Agency. And multilateral banks continue to rank among the biggest funders of fossil fuel-prolonging projects, helping to “lock in a high-carbon pathway” for countries, according to a report by the Clean Air Fund, which lobbies for the funding of projects to improve air quality.

“This is development aid we’re talking about, and it should be assisting countries to leapfrog,” said Jane Burston, CEO of the Clean Air Fund, referring to the idea that developing countries could industrialize with renewable energies and skip over development that rich nations historically made with fossil fuels.

“It’s baffling why development assistance is being given to something that continues to make people unhealthy as well as harms the planet,” she added.

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FILE – James Tshuma, a farmer in Mangwe district in southwestern Zimbabwe, stands in the middle of his dried up crop field amid a drought, in Zimbabwe, March, 22, 2024. (AP Photo/Tsvangirayi Mukwazhi, File)

Seemingly contradictory actions can be seen in a loan made by an arm of the World Bank, the International Bank for Reconstruction and Development. It loaned $105 million toward rehabilitating coal plants in India, with their last loans toward the project going out in 2018, according to an Associated Press analysis of data from the Organization for Economic Cooperation and Development.

Coal spews carbon pollution, contributing to climate change and creating breathing problems for people who are exposed. However, the improvements made coal plants more efficient and reduced their greenhouse gas emissions, according to project documents.

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The Clean Air Fund’s report estimated the World Bank provided $2.7 billion in “fossil fuel prolonging finance” between 2018 and 2022. During that time, the bank also loaned about 32 times the amount for renewables as they did for non-renewables in India, including $120 million for rooftop solar.

“Renewable energy support is always our first choice as we work to provide access to electricity to the nearly 700 million people who still cannot power their homes, schools, hospitals, and businesses,” a World Bank spokesperson said in a statement.

The bank’s policies still “selectively support natural gas as a transition fuel” if its research shows the project is low risk to the climate, the spokesperson said. The bank’s recent policies require rigorous vetting for every project to make sure its investments reduce climate impacts.

The World Bank delivered $42.6 billion in climate finance in its most recent fiscal year, a 10% increase from the year before. And at the most recent COP, the bank promised nearly half of its lending will soon go toward climate finance.

In Vietnam, about half of power generation comes from fossil fuels, primarily coal power. The Asian Development Bank loaned about $900 million on coal in Vietnam, with their spending on the fossil fuel in the country ending in 2017. The bank’s updated climate policies “will not support coal mining, processing, storage, and transportation, nor any new coal-fired power generation,” the bank said in a statement. The bank put $9.8 billion toward climate finance in 2023, and aims to finance $100 billion in climate-friendly projects between 2019 and 2030.

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The country’s biggest growth area for energy is in wind. The Global Energy Monitor ranks Vietnam seventh in the world in planned wind power. And the Asian Development Bank committed about $60 million in loans toward wind energy in Vietnam between 2021 and 2022.

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FILE – Residents rescue kittens from the roof of a flooded home in Cobija, Bolivia, Feb. 28, 2024. (AP Photo/Juan Karita, File)

The banks have made broad commitments in recent years to align with the landmark 2015 Paris Agreement. But those promises leave pathways open to continue funding fossil fuels, said Bronwen Tucker, global public finance co-manager at Oil Change International.

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According to the green group’s monitoring of the banks’ commitments, all nine of the major banks tracked can fund gas projects in at least some cases. Rich countries should step in and fill the trillions of dollars in need for climate action with donations to less developed countries “to avoid climate breakdown and save lives,” Tucker said.

“The MDBs can’t be climate bankers if they are still fossil bankers,” she said. “Relying on banks that are locking in fossil fuels and the worst-ever debt crisis is not working.”

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The Associated Press’ climate and environmental coverage receives financial support from multiple private foundations. AP is solely responsible for all content. Find AP’s standards for working with philanthropies, a list of supporters and funded coverage areas at AP.org.

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4 Smart Ways to Use Your Tax Return for Financial Planning

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4 Smart Ways to Use Your Tax Return for Financial Planning

(Image credit: Getty Images)

In my work helping people think through retirement planning decisions, I often see people focus heavily on preparing their tax return but spend very little time reviewing it afterward.

By the time tax season ends, most people treat the document like a receipt: They file it, save a copy somewhere and move on.

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The CFO who turned Adobe’s finance department into an AI lab | Fortune

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The CFO who turned Adobe’s finance department into an AI lab | Fortune

Finance chief Dan Durn is turning Adobe’s finance organization into an early proving ground for agentic AI—using autonomous software agents to forecast results, scan contracts, and even answer hundreds of thousands of emails.

The push mirrors Adobe’s broader strategy around agentic AI. For customers, the company lets them choose models, combine them with their own data and Adobe’s, and point agents at specific business outcomes.

Internally, Durn, who is also in charge of technology, security and operations, has taken a similar approach to finance: pairing a rules-based, data-heavy function with AI, within a structure where finance, IT, and security report to one leader so pilots can move to production quickly. “Accuracy is non-negotiable,” he adds; that’s why Adobe is investing in structured data and governance so it can move fast without sacrificing precision, he says. 

The rise of AI is rapidly reshaping corporate leadership, accelerating turnover and elevating executives who can deliver fast, tangible results. Even long-tenured leaders face increasing pressure from investors to move aggressively on AI. Recent leadership changes, including the announced retirement of Adobe CEO Shantanu Narayen, highlight how little patience markets now have for perceived hesitation. At the same time, Adobe reported that annualized revenue from its AI-first products more than tripled year over year in its first quarter of fiscal 2026, which ended Feb. 27. Across Fortune 500 companies, this dynamic is creating a new internal proving ground where executives are judged by how effectively, and how quickly, they deploy AI to drive growth, efficiency, and innovation.

Using AI in finance

Inside finance, Durn groups AI use into three buckets: forecasting, anomaly detection, and general productivity.

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For forecasting, AI uncovers patterns and signals in data that would be difficult for humans to detect quickly, he explains. Anomaly-detection agents flag performance that’s unexpectedly strong or weak—“things that can get lost in the sea of data”—so finance can intervene faster, he says.

However, Durn says the best examples now sit in productivity, citing three use cases:

1. Extracting information from PDFs

One of the most developed use cases involves “containers” of information—collections of PDFs such as investor transcripts, quarterly reports, and analyst research. Finance teams use Adobe’s PDF Spaces to load documents into a shared digital workspace and use an agentic AI assistant to surface themes, insights, and messaging cues in minutes rather than hours.

A recent Forrester TEI study found Acrobat’s agentic AI Assistant increases efficiencies in document summarization and analysis by 45%. Durn says that matters because “the world’s information lives in PDF,” and AI that turns static content into insights that can be used.

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2. Cutting contract review time in half

Adobe is also using agentic AI to overhaul contract reviews across finance and procurement functions including revenue assurance, contract operations, product fulfillment, and vendor management. Instead of finance professionals combing through every clause, an AI assistant scans thousands of contracts, highlights provisions relevant to each function, and flags non-standard terms.

The system has cut review time roughly in half, speeding individual reviews and allowing teams to query the entire contract repository—for example, identifying which contracts include auto-cancellation features or foreign-exchange adjustment windows, Durn says. Adobe built its first prototype by April 2024 and began onboarding teams in January 2025.

3. Automating “common” inboxes

A third area is the “common inboxes” that handle high-volume internal and external email—shared addresses for sales, treasury, finance, and supplier questions. Adobe deployed an agentic AI assistant that auto-tags, prioritizes, routes, and, when criteria are met, auto-responds to emails. Typical queries include supplier billing issues or standard credit-quality questions coming into the treasury from Salesforce.

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“In 2025 alone, the system auto-responded to about 300,000 emails across 19 inboxes, saving more than 5,000 hours of manual work and freeing teams to focus on more complex issues,” he says. The tool took about six months to build; beta teams began using it around August 2024, with full rollout in January 2025.

The payoff, he stresses, isn’t headcount cuts but the ability to scale more efficiently as Adobe grows.

Grassroots ideas, decade-long build

Durn traces these finance use cases to Adobe’s long AI journey and a bottom-up idea pipeline. The company has invested in machine learning and AI for more than a decade, initially to understand customer usage patterns and embed intelligence into products—work that laid the groundwork for generative and agentic AI.

Many of the best applications come from “reaching down into the organization” and asking employees where AI could remove friction or make their jobs easier, he says. There are more ideas than capacity, so the team prioritizes those with the greatest impact.

When deciding whether to green-light AI investments, Durn focuses on organizational velocity—the ability of back-office functions to keep pace with faster product innovation. If finance doesn’t adopt AI, he argues, it risks becoming a “rate limiter of growth.”

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The actual spend is modest, he adds; much of the work involves change management and process redesign layered onto Adobe’s technology.

Durn’s perspective on change management coincides with new research from McKinsey. To capture the full value of AI, organizations need to go beyond “a piecemeal approach and push for a double transformation—both technical and organizational—that includes reimagining how work gets done across functions and workflows,” according to the report. While 88% of organizations surveyed are now experimenting with AI, fewer than 20% report tangible bottom-line results,, the research finds.

How AI is changing his own job

For his own workflow, Durn relies on AI primarily for insight generation. Ahead of earnings, his team loads pre-earnings research reports, Adobe filings, and peer transcripts into an AI-powered workspace to surface themes and likely investor questions.

Scripts and Q&A preparation are then run through models with guardrails to test whether messaging addresses those themes and to ask, “If I were an investor, what are my key takeaways?”

He sees it as a useful check on clarity and consistency—using AI to validate instincts and sharpen how Adobe communicates with the market.

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UST Finance Students Compete on Global Stage in CFA Research Challenge

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UST Finance Students Compete on Global Stage in CFA Research Challenge

A select team of students from the University of St. Thomas’ Cameron School of Business has officially launched its bid for the FY 2025–2026 Texas Region CFA (Certified Financial Analyst) Institute Research Challenge, a prestigious competition often referred to as the “Investment Olympics” for university students. 

The CFA Institute Research Challenge is an annual competition that provides university students with hands-on mentoring and intensive training in financial analysis. The competition tests students’ analytical, valuation, report writing and presentation skills, challenging them to take on the role of real-world research analysts. The 2025–2026 cycle involves more than 6,000 students from more than1,000 universities worldwide. 

Representing UST, the team is comprised of Team Captain Chih Jung Ting, MSF; Vice-Captain Daria Kostyukova, BBA/MSF; Reginald Paolo Laudato, BBA/MSF; Simon Wong, BBA in Finance; and Anjali Sebastian, BBA in Finance. 

Anjali Sebastian

The team of five students has been selected to conduct an exhaustive equity analysis of a target company, competing against top-tier universities from around the Texas area. 

“Taking part in the CFA Research Challenge has been the most intense and rewarding experience of my academic career,” said Chih Jung Ting, team captain. “We aren’t just reading case studies anymore—we are digging into real balance sheets, forecasting real economic shifts, and learning how to defend our ideas under pressure. It’s given us a true taste of what it means to be an analyst.” 

The team is supported by Department Chair of Economics and Finance Dr. Joe Ueng, CFA, and faculty advisor Dr. Dan Hu. Assisting the team was industry mentor Matt Caire, CFA, CFP®, CMT from Vaughan Nelson, a seasoned professional who provides guidance on the intricacies of equity research. 

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“Our participation in the CFA Research Challenge is a testament to the caliber of our students and the strength of our curriculum,” said Dr. Ueng. “By applying advanced financial theory to a live market scenario, our students demonstrate that they are not just learners, but emerging professionals ready to contribute to the global financial community. We are incredibly proud of their dedication to academic excellence.” 

Dr. Sidika Gülfem Bayram, the Cullen Foundation Endowed Chair of Finance and UST associate professor of Finance said participating in the CFA Research Challenge this year creates a pivotal moment for UST students.  

“I’m impressed to see our students apply their curriculum knowledge to meet the depth and vast nature of the analysis required in such a fierce competition,” Dr. Bayram said. “I’m so proud of the effort the students put into the challenge.” 

This year, the team has been tasked with analyzing Green Brick Partners, a publicly traded company in the consumer cyclical sector. During the past several months, the students have dedicated more than 150 hours to conducting a deep-dive analysis of the company’s business model and industry position, interviewing company management and financial experts, building complex financial models to determine the stock’s intrinsic value, and compiling an “Initiation of Coverage” report with a buy, sell or hold recommendation. 

“Participating in the CFA Research Challenge allows our students to bridge the gap between classroom theory and the fast-paced world of investment management,” said Dr. Hu. “It demands a level of rigor and professional ethics that prepares them for the highest levels of the finance industry.” 

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The team will presented its findings and defended its recommendation before a panel of judges from leading investment firms at the CFA Society local final in late February. Winners of the local competition will advance to the subregional and regional rounds, with the goal of reaching the global finals in May 2026. 

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