FY 2025 Peru Country Opinion Survey Report ECR Business Intelligence Team | November 2025 Acknowledgements The Peru Country Opinion Survey is part of the Country Opinion Survey Program series of the World Bank Group. This report was prepared by the Business Intelligence (BI) team, led by José De Buerba (Senior External Affairs Officer) and Svetlana Markova (Senior External Affairs Officer). Yulia Danilina, Jessica Cameron, Qi Xue, and Sofya Gubaydullina oversaw the design, reporting, and analysis of the survey results. Irina Popova and Noreen Wambui provided data support. BI acknowledges the significant contribution from the Peru country team and the independent field agency, IPSOS Peru. In particular, BI is grateful for the support from Pablo Andres Rivero Morales (Senior External Affairs Officer) and Alexandra Sears (Program Assistant), who coordinated the survey-related activities from Lima, Peru. Contents Objectives Methodology Overview Executive Summary Overall Views of the World Bank Group (WBG) The WBG’s Work on Development Priorities The WBG’s Instruments The WBG’s Engagement and Collaboration Communication and Outreach Sample Demographics and Detailed Methodology 3 Objectives This survey was designed to assist the World Bank Group (WBG) in gaining a better understanding of how stakeholders in Peru perceive the WBG. The survey explored the following questions: 1. Overall Views of the WBG: How familiar are stakeholders with the WBG? How much do they trust the WBG? What opinions do stakeholders have of the WBG regarding its effectiveness and relevance to development in Peru? Are these perceptions improving or declining? Do stakeholders feel that the WBG has changed for the better or the worse in the last two years? 2. The WBG’s Work on Development Priorities: What areas of development are perceived to be the most important? Has the WBG helped achieve the goals of its projects in these areas? How do respondents perceive its operational effectiveness? How did these projects impact the people of Peru, and what could the WBG have done to be more helpful? 3. WBG Instruments: What do key stakeholders value the most regarding the WBG’s work in Peru? What opinion do key stakeholders have of WBG’s financial instruments and knowledge products? How are stakeholders using WBG knowledge work, and has it influenced government policy in Peru? 4. The WBG’s Engagement and Collaboration: How is the WBG perceived as a development partner in Peru? Are opinions improving or declining? How effective has the WBG been in facilitating the Government’s engagement with civil society? 5. Communications: What are the preferred communication channels, and do they differ between stakeholder groups? Do stakeholders recall any WBG messaging? What key topics do stakeholders recall? What information do stakeholders want from the WBG? 4 Methodology Overview Stakeholders in FY25 COS Sample Fielded in April – June 2025 ▪ 1351 potential participants were asked to complete the survey Government Institutions 26% ▪ Respondents completed the questionnaire online ▪ List of names provided by the WBG country team and Private Sector 19% supplemented by the field firm ▪ Data collection conducted by an independent field firm Media 15% 426 participants (32% response rate) ▪ 88% from Lima Civil Society 14% ▪ 35% have collaborated with the WBG within the past 3 years Academia/Research Center 13% Compared to the FY22 Country Survey Results ▪ 356 participants (22% response rate) Bilateral/Multilateral Agency 7% ▪ 90% from Lima ▪ 18% collaborated with the WBG Local Government 4% Click here for details of the Respondent Sample and Methodology. Office of the President, Prime 2% Minister, Minister Q What is your primary professional affiliation? (Select only 1 response) (Percentage of Respondents, N=426) 5 Executive Summary 1. Overall Views of the WBG: 2. The WBG’s Work on Development Priorities: This year, stakeholders in Peru reported similar levels of familiarity Education, public sector governance, health, water/sanitation, and with the WBG’s work to those observed in FY22. At the same time, transport infrastructure were identified as the top priorities for the their levels of trust in the WBG have increased significantly, resulting WBG’s support in FY25. While most development priorities remained in the Bank taking the top place on the list with trust ratings consistent with the FY22 survey results, this year there was a greater exceeding those of other development institutions in the country, emphasis on the transport and water sectors, with twice as many including regional development banks (CAF, IDB), the UN, and the respondents selecting them compared to the previous survey. IMF. In addition, ratings for the WBG’s relevance to Peru’s In their open-ended comments, respondents urged the WBG to development and its effectiveness in helping the country achieve strengthen public institutions and governance—modernizing the results have improved significantly since the FY22 Country Survey. state, building subnational capacities, improving public financial Peru’s trust in the WBG was on par with the average in other IBRD management, and fighting corruption through transparency and countries surveyed in FY25 and above the FY25 regional mean. citizen oversight. They also stressed closing gaps in basic services Peru’s ratings of the WBG’s relevance were slightly lower than those (health, education, water and sanitation) with better infrastructure and in other IBRD countries and the regional average, while effectiveness digital tools and supporting family agriculture and rural development ratings were comparable to both comparator groups. via technological irrigation, value-chain development, and productive innovation. Education 58% 6.7 Familiarity with the WBG 6.4 Public sector governance 45% Health 42% 7.4 Trust in the WBG to do what is right* 7.1 Water / sanitation 41% Transport infrastructure 35% 7.3 Relevance to Peru's development* Agriculture / food security 30% 6.6 Environment / natural resource management 30% Effectiveness in helping Peru achieve 7.1 FY25 development results* Climate change 27% 6.7 FY22 Digital infrastructure development 25% 1 2 3 4 5 6 7 8 9 10 Mean Rating Jobs 22% 6 Executive Summary (continued) 3. WBG’s Operational Effectiveness: misuse of resources undermine effectiveness, requiring tighter integrity controls and better targeting to reach intended beneficiaries. When asked about the WBG reform efforts over the past two years, about 40% of the stakeholders indicated that the WBG had become 4. WBG’s Instruments: somewhat or significantly better at fulfilling its core mission of improving people’s lives in Peru and improving the country’s overall Financial resources were viewed as the WBG’s greatest value to Peru business environment. (63%), competitive with market alternatives. However, perceptions of the timeliness of the Bank’s financial support and its effectiveness in WBG clients and partners identified the most notable reform-related meeting the country’s needs were somewhat more moderate. In improvements in the technical quality of WBG-supported projects and qualitative comments, respondents emphasized that financing its partnering with others to increase development finance, with over should be accompanied by technical assistance and capacity 50% of respondents recognizing positive change in these areas. building for subnational governments, SMEs, and local actors to Another 48% saw improvements in the overall ease of working with design, implement, and monitor projects effectively. Many also the Bank, but views on the speed of project approval were more stressed the need for more agile and accessible funding moderate, with only 35% of clients reporting improvements, and over a instruments, clearer communication about financing options, and third reporting no change or a decline. strong governance, transparency, and anti-corruption measures. In their written responses regarding how to make the WBG more More than 85% of respondents reported using the WBG’s effective in Peru, respondents most often emphasized that the WBG knowledge work, primarily research and analytical reports. should better tailor projects to Peru’s territorial realities and needs, Stakeholders expressed positive views of the Bank’s knowledge, with prioritizing high-impact, viable interventions over pre-conceived significant improvements in ratings for its contribution to strengthening solutions. They called for stronger citizen participation and institutional capacity and supporting development results in the accountability, with formal dialogue spaces, citizen oversight, and country. transparent monitoring of physical and financial progress. A recurring Financial resources 63% concern was the limited capacity of public officials and institutions, prompting demands for specialized technical assistance, training, and Advisory services 51% clearer guidance to ensure projects are well-prepared, implemented on time, and sustained. Many also pointed to coordination gaps and slow Convening power 38% internal procedures—especially multiple reviews, “no-objection” steps, procurement, and disbursement—as major obstacles, and warned that Data and research 36% corruption and 7 Executive Summary (continued) 58% reported that WBG’s policy advice helped shape culturally relevant and inclusive solutions, strengthen institutional government policies in Peru. In qualitative comments, respondents and citizen capacities, improve coordination and transparency, and called for more training, workshops, and advisory support on new ultimately enhance the legitimacy, sustainability, and impact of its technologies, project management, climate and circular economy support. policies, and enterprise development, tailored to local realities and 7.2 Being a long-term partner to Peru territories. Respondents also highlighted the importance of research, 7.0 data generation, and knowledge sharing—including policy notes, Openness (sharing data and other 7.2 impact indicators, international exchanges, and accessible guides—so information) 7.1 that government policies and WBG-funded projects would be more Convening diverse stakeholders to tackle 7.1 development challenges evidence-based, better targeted, and more sustainable. Responsiveness to needs in Peru* 6.9 6.6 5. The WBG’s Engagement and Collaboration: 6.8 FY25 Stakeholders perceived the WBG as a long-term development Access to WBG staff and experts 6.9 FY22 partner, with significantly more positive, although still relatively 1 2 3 4 5 6 7 8 9 10 moderate, views of the Bank’s responsiveness. Mean Rating 6. Communications: Respondents gave the highest ratings to the Bank’s collaboration with 62 % of respondents recalled seeing or hearing about the WBG the country’s central bank, followed by its collaboration with the recently, most often regarding the WBG's poverty and equity national government. Engagement with other stakeholder groups was assessment, economic forecasts, and its work related to climate viewed moderately positively, while stakeholders gave the lowest change. Stakeholders most often reported obtaining this information ratings to the WBG’s collaboration with Congress and the media, both through WBG events, social media, direct contact with WBG staff, of which received average scores below 6.0. Looking forward, and WBG publications. Respondents reported that they prefer to respondents expressed a desire for more collaboration with obtain communication from the WBG via its newsletters and at its academia, civil society, and regional governments. events (in person or online). Most stakeholders listed impact In open-ended comments, respondents pointed out that the WBG assessments and evaluations and case studies of WBG projects should engage more with a broad range of stakeholders—local and as the most helpful information types for better understanding the regional governments, civil society, communities, the private sector, Bank’s role in Peru, and several stakeholder groups were also academia, and media—to better understand territorial needs, design interested in sector-specific strategies. 8 Overall Views of the World Bank Group 9 Familiarity with the WBG has Increased since FY22, the Highest Among Civil Society and Bilateral/Multilateral Agencies All Respondents 6.7 Comparison of FY22 and FY25 Mean familiarity: FY25 = 6.7 Civil Society 7.2 FY22 = 6.4 Bilateral/Multilateral Agency 6.9 Collaboration with the WBG Government Institutions 6.9 Mean familiarity: Collaborate with WBG = 7.8* Academia/Research Center 6.8 Do not collaborate = 6.2 Stakeholder groups Private Sector 6.5 Respondents from civil society and bilateral/multilateral agencies were most familiar with the WBG, whereas Media 6.2 respondents from media and local government were less familiar. Local Government 6.2 1 2 3 4 5 6 7 8 9 10 Mean Rating How familiar are you with the World Bank Group’s work in Peru? Scale: 1 = Not at all, 10 = Very much. Q *Denotes significant difference between groups 10 Trust in the WBG is The Central Reserve Bank of Peru 8.3 (BCRP)* 7.9 Among the Highest and World Bank Group* 7.4 7.1 has Improved since Regional development banks (e.g., CAF, IDB)* 7.1 6.6 FY22 Academia / research centers 6.9 6.8 International Monetary Fund 6.6 6.6 United Nations* 7.1 6.5 Civil society* 6.1 6.5 FY25 Private sector companies* 5.8 FY22 Organizations of private sector 6.3 leaders 6.2 Business associations 5.2 Media* 5.5 4.2 Local government 4.2 National government* 3.1 4.0 Regional government 2.6 National Congress 2.8 1 2 3 4 5 6 7 8 9 10 How much do you trust each of the following institutions to do what is right for Peru? Scale: 1 = Not at all, 10 = Very much. Mean Rating Q *Denotes statistically significant difference between FY22 and FY25. 11 Perceptions of WBG Relevance and Effectiveness Have Increased Respondents rated the WBG’s relevance to Peru’s development and its effectiveness in helping Peru achieve development results notably higher than the previous year's results. RELEVANCE to Peru’s development EFFECTIVENESS in helping Peru achieving development results 7.3 7.1 World Bank Group* World Bank Group* FY25 6.7 6.6 FY22 7.0 Regional development banks 1 2 3 4 5 6 7 8 9 10 Mean Rating FY25 6.7 FY22 United Nations agencies 6.6 International Monetary Fund 1 2 3 4 5 6 7 8 9 10 Mean Rating How relevant is the World Bank Group to Peru’s development? (Scale: 1=Not at all, 10=Very relevant) Q How effective is each of the following organizations in helping Peru achieve development results?(Scale: 1=Not at all, 10=Very much) *Denotes statistically significant difference between FY22 and FY25. 12 Stable KPI Ratings Across Groups 7.6 The perception of key performance 7.4 indicators was largely consistent 7.5 across stakeholder groups. Trust the WBG to do what is 7.2 right for Peru 7.5 Government Institutions 7.3 7.3 Local Government 7.5 6.5 Bilateral/Multilateral 7.1 Agency Relevant role in Peru's 7.2 development Civil Society 7.4 7.3 7.3 Private Sector 7.3 6.4 Academia/Research 7.0 Center Effectiveness in helping Peru 6.8 achieve development results Media 7.0 7.0 7.4 1 2 3 4 5 6 7 8 9 10 Mean Rating Q For question wording and scales, please see previous slides. 13 Peru Outperforms Regional Peers in Trust Ratings for FY25, While Relevance Remains Below Average 7.4 Trust the WBG to do what is right 7.1 Peru FY25 7.3 7.3 Other LAC Relevant role in development 7.7 Countries 7.5 Other IBRD 7.1 Countries Effectiveness in helping achieve 7.1 development results 7.3 1 2 3 4 5 6 7 8 9 10 Mean Rating Other Latin America and the Caribbean (LAC) FY25: Argentina, Colombia, Guatemala, Panama, Bolivia, Mexico, Ecuador, Grenada, Saint Lucia, Sint Maarten Q Other IBRD FY25 countries included: Angola, Mauritius, China, Indonesia, Argentina, India, Botswana, Colombia, Guatemala, Jordan, Panama, Philippines, 14 Thailand, Bolivia, Gabon, Kazakhstan, Mexico, Ecuador, Iraq At Least 40% of Stakeholders See Positive Change in WBG’s Work on Improving People’s Lives and the Business Environment in Peru; Another Third Reports No Change Based on your experience, in the past two years, how has the WBG changed in terms of… Its work to improve people’s lives in Peru 10% 34% 36% 6% 13% Perceived WBG Improvement Its work to improve the overall business environment in 8% 32% 38% 6% 15% Peru Significantly Better Somewhat Better Stayed the Same Somewhat Worse Significantly Worse Don’t know Q Based on your experience, in the past two years, how has the WBG changed in terms of…(Percentage of Respondents, N≈426) 15 More than Half of WBG Stakeholders Saw Improvement in the Technical Quality of WBG-Supported Projects Based on your experience, in the past two years, how has the WBG changed in terms of… Improving the technical quality of WBG-supported 17% 37% 29% 4% 11% projects in Peru Perceived WBG Improvement Partnering with others to increase development finance 13% 37% 29% 6% 14% Being easy to work with 14% 34% 32% 6% 13% The speed of WBG project approval 7% 28% 37% 6% 20% Significantly Better Somewhat Better Stayed the Same Somewhat Worse Significantly Worse Don’t know Based on your experience, in the past two years, how has the WBG changed in terms of… (Asked only of respondents in Government Institutions, Q Bilateral/Multilateral Agencies, and those who indicated that they have collaborated with the WBG in the past 3 years. Percentage of Respondents, N≈231) 16 The WBG’s Work on Development Priorities 17 WBG: Focal Development Education 58% Areas Public sector governance 45% Health 42% In FY25, stakeholders identified education, public sector Water / sanitation 41% governance, health, and water/sanitation as their top priorities. Transport infrastructure 35% Compared to previous survey findings, transport Agriculture / food security 30% infrastructure rose significantly in preference (increasing Environment / natural resource from 12% in FY22 to 35% in FY25). Similarly, water and 30% management sanitation — ranked as the #4 priority in FY25 — was Climate change 27% selected by only 17% of stakeholders in FY22. Digital infrastructure 25% development In open-ended responses on how the WBG could increase its Jobs 22% effectiveness in Peru, stakeholders suggested to: Private sector development 18% ▪ Prioritize financing for health, education, water/sanitation, and social protection, with an emphasis on rural and vulnerable regions, Social protection 17% digital inclusion, and capacity building for public officials. ▪ Support family farming, circular economy, renewable energy, and Energy 16% climate change adaptation through territorial approaches, local innovation, and direct support to indigenous communities. Gender equity 15% ▪ Provide technical assistance for state modernization, decentralization, transparency, and anti-corruption efforts, while Migration 7% fostering citizen participation and participatory monitoring of projects Debt management 2% Which areas should the WBG prioritize to have the most impact on development results in Peru? (Select up to 5) (Percentage of Respondents, N = 364) Q ^What is the most important thing the WBG could do to increase its effectiveness in these priority areas in Peru? (Please be specific) (N = 261) 18 WBG Projects Recall Public sector governance 29% Social protection and inclusion 27% Respondents were most likely to recall projects related to public sector governance, social Water / sanitation 27% protection and inclusion, water and Climate change / environmental 26% sanitation, and climate change. sustainability Education 18% Transport infrastructure 17% Digital infrastructure and services 16% Agriculture / food security 14% Health 14% In open-ended responses on how the WBG could be more helpful in project implementation, stakeholders Private sector development 13% emphasized: Financial inclusion and small business 12% development Top Three • The importance of close monitoring of project implementation. Tax policy 11% Development Areas for the • The need for more transparent procedures in project Gender equity 10% WBG’s Focus financing. Energy / electricity 8% • Greater agility in project financing and approval. Financial / micro-economic 8% management Migration 5% Please think about a specific WBG-supported project or initiative that you are most familiar with. Q Please select the development area that this WBG-supported project or initiative supported. (Select all that apply) ^Asked only those who said that they collaborate with the WBG. (Percentage of Respondents, N = 146) 19 How could the WBG be more helpful? (Percentage of Respondents, N = 10) Nearly All WBG Clients Said the WBG Was Helpful in Achieving Project Goals, With Majority Saying “Very Helpful” Helpfulness 68% 26% Mean = 7.9 Very Helpful (8–10) Somewhat Helpful (5–7) Not That Helpful (1–4) In Open-Ended Comments, Clients Discussed the Impact the WBG-Supported Project Had on the People of Peru “The northern expansion of the Metropolitano (Metropolitan Expressway), supported by the World Bank Group, has had a direct, “The investments made by the sanitation service providers positive impact on the quality of life of more than 350,000 residents of involved in the program are enabling them to improve their northern Lima, significantly reducing travel times and costs to operational response capacity to users in the short, medium, and downtown Lima. This project has improved accessibility to reliable, long term. The capacity of the drinking water and sewage high-quality public transportation, particularly benefiting low-income infrastructure has been improved to ensure quality and long-term groups who previously faced long daily commutes. It has also sustainability....” (Government Institution Respondent, discussing contributed to reducing polluting emissions and easing traffic water and sanitation program) congestion, promoting more sustainable and inclusive urban mobility.” (Local Government Respondent) How helpful was the WBG in achieving the goals of this project or initiative? Scale: 1 Not helpful at all – 10 Very helpful (Asked only those who said that Q they collaborate with the WBG, Percentage of Respondents, N=145) [If helpful rating > 4] How did this project impact the people? [open-ended] (N=89) 20 Key Actions to Enhance the WBG’s Operational Effectiveness in Peru: Strengthen Implementation Capacity, Contextualize and Target Projects, and Improving WBG Procedures and M&E What is the most important thing the WBG could do to increase its effectiveness in these priority areas in Peru? Strengthen Project ▪ Provide more, better-targeted technical assistance, mentoring, and internships—especially for subnational entities and Implementation and WBG key project teams—both prior to and during financing. Staffing ▪ Ensure that World Bank and implementing staff are highly qualified, merit-based, less “elitist,” and familiar with local realities, with a stronger presence in the field and in interior regions. ▪ Use true specialists or suitable implementing partners (e.g., UN agencies) where needed to ensure high-quality debt and project management and proper use of financed resources. Make Projects More ▪ Base project design on real territorial and sectoral needs, avoiding one-size-fits-all solutions. Contextualized, Inclusive, ▪ Involve diverse stakeholders—local governments, civil society, indigenous groups, women, youth, private sector—from and Well-Targeted design through implementation. ▪ Apply territorial, intercultural, gender, and age lenses so projects reach vulnerable regions and groups. ▪ Simplify and speed up WBG procedures (prior reviews, no-objection, procurement, disbursement) to accelerate execution. Improving Procedures, Coordination, ▪ Strengthen coordination across sectors and levels of government, and with the private sector, to reduce overlaps and waste. Monitoring, and Governance ▪ Improve monitoring and results management with clear indicators, better data, field missions, and systematic learning. ▪ Reinforce transparency and anti-corruption through citizen oversight, public tracking platforms, and real-time audits. Q What is the most important thing the WBG could do to increase its effectiveness in these priority areas in Peru? (Please be specific) (N=261) 21 The WBG’s Instruments 22 Financial Resources Considered the WBG’s Greatest Value to Peru Significantly more valued by media Financial resources 63% respondents (79%) Advisory services 51% Convening power 38% Significantly more valued by local Data and research 36% government (56%) and academia respondents (50%) Q Which WBG instruments do you value the most in Peru? (Select up to 2) (Percentage of Respondents, N=378) 23 WBG’s Financial Instruments are Viewed as Competitive to Markets Perceptions of the WBG’s financial The conditions of the WBG’s financing are 7.3 instruments have improved over competitive compared to markets (private time, although the increase in ratings sector or other development banks) remains statistically insignificant. 6.9 The standards and requirements for the WBG’s financing are reasonable 6.5 The WBG’s financial instruments (i.e., 6.9 FY25 budget support, loans, grants, trust funds) FY22 meet the needs of Peru 6.5 6.9 The WBG provides financial support in a timely manner 6.4 1 2 3 4 5 6 7 8 9 10 Mean Rating To what extent do you agree with the following statements about the WBG’s financial support to Peru? Q Scale: 1 = Not at all, 10 = Very much. ^Asked only to those in government institutions or who said that they collaborate with the WBG. 24 Key Messages on WBG Financing: Summary of Comments What is the most important thing the WBG could do to increase its effectiveness in these priority areas in Peru? Increase and Broaden Access to Financing ▪ Respondents emphasized the need for greater investment and co-financing, particularly for rural infrastructure, agriculture, education, and sanitation projects. ▪ Stakeholders urged the WBG to expand financial support to subnational governments and local actors, ensuring funds reach vulnerable regions such as the jungle, highlands, and the Amazon. ▪ Several called for direct financing for small and medium-sized farmers, micro and small enterprises, and Indigenous communities to reduce barriers to credit and participation in development programs. Improve Financial Delivery, Timeliness, and Oversight ▪ Stakeholders noted the need for timely disbursement of funds, urging the WBG to ensure financing is delivered when sectors demand it and to close gaps in project execution. ▪ Respondents asked the Bank to monitor and supervise financing more effectively, ensuring that resources are used transparently and reach their intended beneficiaries. ▪ Some recommended creating or strengthening trust funds and co-investment mechanisms to promote efficient, corruption-free financial flows. Align Financing with Development Priorities and Ensure Equity ▪ Respondents encouraged the WBG to target financing toward high-impact areas such as health networks, climate adaptation, and water and sanitation projects. ▪ They stressed that financing should prioritize inclusion and territorial balance, directing resources to marginalized regions and actors with limited access to credit. Q What is the most important thing the WBG could do to increase its effectiveness in these priority areas in Peru? (Please be specific) (N=261) 25 Most Respondents (86%) Used WBG Knowledge Work in the Past 3 Years; Primarily in the Form of Research and Analytical Reports Research and analytical 63% Different stakeholder groups used different types of reports WBG knowledge work: ▪ Policy notes were most frequently recalled by Policy notes 38% respondents from bilateral/multilateral agencies (53%) and academia (55%). Data resources 34% ▪ Data resources were primarily used by civil society (53%) and academia respondents (42%). Workshops or training 32% courses (in-person or online) Advisory services 18% Online collaboration platforms 11% I have not used WBG 14% knowledge work Q In the past 3 years, what WBG knowledge work have you used? (Select all that apply) (Percentage of Respondents, N=377) 26 Stakeholders Used WBG Knowledge Work for a Variety of Purposes, including Academic Work and Policy Support For what purpose did you use this WBG knowledge activity/analytical work? Academic and Research Use ▪ Extensively used as a credible reference in academic studies, theses, graduate teaching, and seminars. ▪ Provides data and analysis for journalistic content, opinion columns, and investigative reports. ▪ Supports comparative and international analysis, enriching research on poverty, inequality, climate, and development. Policy and Institutional Support ▪ Informs the design and evaluation of public policies and programs, including agriculture, education, infrastructure, and environmental management. ▪ Strengthens public sector practices such as procurement, investment planning, and regulatory frameworks. ▪ Offers evidence for political advocacy, policy proposals, and government dialogue at national and regional levels. Practical Application in Projects and Professional Work ▪ Applied directly in project formulation, management, and monitoring (e.g., sanitation, disaster prevention, cadaster, trade, and financing mechanisms). ▪ Provides tools and guidance for continuous improvement, capacity building, and business process innovation. ▪ Serves as a strategic reference for NGOs, private sector actors, and international organizations implementing development initiatives in Peru. Q For what purpose did you use this WBG knowledge activity/analytical work? (Please be specific) (N=199) 27 58% of Respondents Report WBG Policy Advice Shaped Government Policy and Influenced Key Development Areas Environmental and Sustainable Development Public Management and Social Policy ▪ “The World Bank Group has advised Peru on the creation of regulatory ▪ “In my opinion, the World Bank Group's policy advice has indeed influenced the frameworks to address climate change, including the promotion of green bonds formulation and improvement of government policies in Peru. For example, in the and the design of adaptation policies in vulnerable sectors such as agriculture area of public management and transparency, the World Bank Group's and water resources. Furthermore, the World Bank Group has provided technical recommendations have contributed to strengthening regulatory frameworks for and financial advice and influenced policies related to urban planning and combating corruption and improving efficiency in public administration.” sustainable transportation.” (Local Government Respondent) (Government Institution Respondent) ▪ “ […] In sectors such as environmental management and climate change, the ▪ “GBM's advice provided a better understanding of the existing needs of the World Bank Group has supported the incorporation of standards that promote various operators involved in the procurement processes for the areas required sustainability and adaptation, helping these policies align with international for the execution of infrastructure projects, which has helped close existing gaps. standards and better respond to local needs.” (Government Institutions This, in turn, has allowed for improvements in the government measures being Respondent) implemented to make these processes more efficient.” (Government Institution Respondent) ▪ “In the new Universal Drinking Water and Sanitation Service Law. Many of the problems identified in the report were addressed and are reflected in the law.” ▪ “In educational and employment policies, improving the skills of young people so (Academia Respondent) they can access new technological trends and economic improvements through personal development.” (Academia Respondent) In your opinion, has the WBG’s policy advice influenced a new or previous government policy in Peru? (Percentage of Responden ts, N=310) Q What government policy or action did the WBG’s advice influence and in what way? (N=125) Select comments corresponding to the top development priorities for the WBG’s focus, as identified by respondents, are shown here. 28 Stakeholders Are Significantly More Positive About the WBG’s Knowledge Work, Especially Its Impact on Institutional Capacity 7.6 In FY25, respondents who used the WBG’s knowledge Working with the WBG increases work gave significantly higher ratings to it, increasing Peru’s institutional capacity* 6.8 institutional capacity and its contribution to achieving development results in Peru. WBG's knowledge work makes a 7.3 significant contribution to To improve the quality of knowledge work, stakeholders development results* 6.8 felt that WBG should: FY25 • Make knowledge more transparent and accessible by publishing data sources with links, releasing research I am satisfied with the quality of 7.2 FY22 reports openly, and improving dissemination through the WBG’s knowledge work in bulletins, tutorials, and social media. Peru • Build dialogue with civil society, academia, businesses, and regional actors to ensure findings are contextualized and relevant to Peru’s realities. • Enhance staff and consultant selection, align work with 6.6 The WBG’s publications are Peru’s national agenda, and invest in training future adequately disseminated public servants while promoting integrity and anti- 6.4 corruption values. 1 2 3 4 5 6 7 8 9 10 Mean Rating How significant a contribution do you believe the WBG’s knowledge work makes to development results in Peru? Scale: 1 = Not at all, 10 = Very much. Q ^Only asked those who indicated that they had used WBG knowledge work in the past 3 years. 29 *Denotes statistically significant difference between FY22 and FY25. The WBG’s Engagement and Collaboration 30 Perceptions of the WBG as an Open Long-Term Partner in Peru Remain Positive; Views of the Bank’s Responsiveness to Needs Have Improved 7.2 Being a long-term partner to Peru 7.0 Openness (sharing data and other 7.2 information) 7.1 Convening diverse stakeholders to 7.1 tackle development challenges FY25 FY22 6.9 Responsiveness to needs in Peru* 6.6 6.8 Access to WBG staff and experts 6.9 1 2 3 4 5 6 7 8 9 10 Mean Rating To what extent is the WBG an effective development partner in terms of the following? Scale: 1 = Not at all, 10 = Very much. Q ^What is the most important thing the WBG could do to increase its effectiveness in these priority areas in Peru? (Please be specific) (N=261) 31 *Denotes statistically significant difference between FY22 and FY25. Perceptions of WBG Partnerships in Peru Are Strongest with the Central Reserve Bank and the National Government The Central Reserve Bank of Peru 7.4 (BCRP) National government 7.1 Perceptions of the WBG’s collaboration with the 7.0 private sector, other donors and development 6.8 Academia/research centers partners, and civil society remain moderate. Other donors and development 6.5 partners 6.8 Private sector companies 6.4 6.7 Civil society (e.g., NGOs, CBOs) 6.3 6.1 Organizations of private sector 6.3 FY25 leaders FY22 Business associations 6.3 Regional government 6.0 Local government 6.0 Media 5.7 Congress 4.5 1 2 3 4 5 6 7 8 9 10 Mean Rating To what extent is the WBG an effective development partner in Peru, in terms of collaborating with the following groups? Q Scale: 1 = Not at all, 10 = Very much. 32 Stakeholders Want the Bank to Collaborate More With Academia, Civil Society, and Regional Government Academia / research centers 31% Civil society (e.g., NGOs, 27% CBOs) In qualitative comments,^ respondents discussed the need for the Regional government 27% WBG to increase engagement and collaboration with stakeholders. Respondents suggested the WBG could do the following: Local government 20% • Coordinate with other development partners, especially the UN and multilaterals, to align strategies and address cross-cutting Private sector companies 17% priorities. Other donors and • Engage citizens and civil society through territorial dialogue development partners 13% platforms, participatory monitoring, and community feedback. Organizations of private • Build state and local capacity by supporting institutional 12% sector leaders modernization and territorial approaches. • Promote multisector alliances with academia, private sector, BCRP (Peru’s Central Bank) 11% NGOs, and media, and decentralize outreach beyond Lima. Media 11% Business associations 9% Congress 9% In addition to its partnership with the national government, which of the following should the WBG collaborate with more to have greater impact in Peru? Q (Select up to 2) (Percentage of Respondents, N = 389) 33 ^What is the most important thing the WBG could do to increase its effectiveness in these priority areas in Peru? (Please be specific) (N = 261) WBG Effectiveness in Facilitating Civil Society Participation Some Examples of the WBG’s Effective All Respondents 6.2 Facilitation of Civil Society Participation “Capacity building for local government decision-makers (online courses, ongoing assistance to local and regional governments organized by 1 2 3 4 5 6 7 8 9 10 Mean Rating of Effectiveness macro-regions, etc.). Ongoing training for local managers on performance-based budgeting, impact assessment, social development plans and policies, expenditure, and investment.” (Civil Society Respondents from bilateral/multilateral agencies Respondent) (mean = 5.5) and civil society (mean = 5.6) gave the “For several years, a stakeholder platform was established around the lowest ratings for the WBG’s effectiveness in facilitating issue of water, which supported the actions of various governments and civil society participation in development policy dialogue served as a space for dialogue. This platform lasted many years, and and implementation in Peru. Around 17% of despite no longer being supported by the World Bank, it remains active.” respondents rated the WBG’s effectiveness below (Academia Respondent) average (1-4). These respondents suggested the “In Lima, the World Bank Group has facilitated civil society participation in following could help to make the WBG more effective: consultations for the development of development strategies, including workshops and roundtable discussions with NGOs, academics, and ▪ Allocate more funding and capacity-building to grassroots community leaders. Participatory spaces were held to gather citizen input organizations during urban and transportation projects, such as the sustainable mobility ▪ Promote sustained dialogue and partnerships with civil project. Dialogues on climate change and urban resilience were also society and treat them as partners in local development promoted. These actions have strengthened inclusion in the planning and implementation of local public policies.” ▪ Raising awareness about the Bank’s activities for a larger (Local Government Respondent) audience How effective is the WBG in facilitating civil society participation in development policy dialogue and implementation in Peru? Scale: 1 Not effective at all – 10 Q Very effective [If effectiveness rating < 5] How could the WBG be more effective in facilitating civil society participation in development policy dialogue and implementation? (N=16) [If effectiveness rating > 4] Please share examples of the WBG’s effective facilitation of civil society participation in development policy dialogue and 34 implementation. (Please be specific) (N=115) The WBG Working With the Private Sector Based on your experience, in the past two years, how has the WBG changed in terms of… Perceived WBG Improvement Creating new investment opportunities in 12% 42% 24% 6% 16% To Make the WBG More Effective Peru in Private Sector Development, Significantly Better Somewhat Better Stayed the Same Respondents Discussed^: Somewhat Worse Significantly Worse Don’t know • Facilitate structured public–private dialogue to strengthen collaboration and What are the biggest challenges facing private sector development in Peru? align priorities. Insecurity (crime, violence, extorsion) 73% • Support the private sector with technical assistance and skills development Corruption 69% Political instability 59% • Expand the dissemination of information and communication about projects and Infrastructure gaps 28% services to ensure broader outreach and Regulatory environment 22% engagement across stakeholders. Access to finance 17% Skilled workforce availability 12% Externalities 7% Market size / demand 4% What are the biggest challenges facing private sector development in Peru? (Select up to 3) (Percentage of Respondents, N = 166) Q ^What is the most important thing the WBG could do to increase its effectiveness in these priority areas in Peru? (Please be specific) (N = 261) 35 Communication and Outreach 36 Greater Familiarity Through Engagement Builds More Positive Perceptions Strengthening engagement with the WBG not only 8.1 addresses stakeholders’ strong demand for closer Trust the WBG to do what is right* 7.3 collaboration but also helps build trust, deepen understanding of the WBG’s role, and enhance 5.8 perceptions of its relevance and impact. Survey results show that stakeholders who are 8.1 highly familiar with the WBG (ratings of 8–10) consistently rate its trustworthiness, relevance, and Relevant role in development* 7.1 effectiveness substantially higher than those with low 5.6 familiarity (ratings of 1–4), underscoring the positive link between engagement and perception. 7.9 Effectiveness in helping achieve 6.9 development results* *Denotes significant difference between 5.5 groups 1 2 3 4 5 6 7 8 9 10 Mean Rating How familiar are you with the work of the WBG in Peru? High Familiarity (8–10) Some Familiarity (5–7) Low Familiarity (1–4) How familiar are you with the World Bank Group's work in the country? Scale: 1 Not familiar at all – 10 Very familiar Trust the WBG to do what is right. Scale: 1 Not familiar at all – 10 Very familiar Q Relevant role in development Scale: 1 Not familiar at all – 10 Very familiar 37 Effectiveness in helping achieve development results Scale: 1 Not familiar at all – 10 Very familiar e-Newsletters and Events Are Stakeholders’ Top Choices for Receiving Information from the WBG Stakeholder preferences vary and should inform targeted outreach. While most respondents favor the WBG e-Newsletter and WBG events (both online and in person), stakeholders from the media expressed a stronger preference for direct contact. Academia respondents in addition to the top two channels, also value WBG publications Top Two Preferred WBG Channels Bilateral All Government Local /Multilateral Civil Society Private Sector Academia Media Respondents Institutions Government Agency WBG e-Newsletters 64% 61% 57% 59% 73% 70% 58% 62% WBG event / conference / 55% 59% 64% 48% 59% 60% 57% 40% workshop (in person or online) Direct contact with WBG staff (e.g., 41% 46% 50% 38% 39% 41% 26% 44% in person, virtually, phone, email) WBG publications* 31% 26% 29% 38% 27% 29% 57% 20% WBG social media channels (e.g., Facebook, LinkedIn, Instagram, 22% 26% 21% 10% 24% 13% 19% 33% Twitter/X) WBG direct messaging (e.g., 22% 26% 14% 17% 20% 24% 15% 27% WhatsApp, Telegram) WBG website (including blogs)* 16% 8% 36% 21% 18% 13% 26% 13% WBG podcasts 15% 18% 14% 21% 10% 17% 9% 16% How would you prefer to obtain information from the WBG? (Select up to 3) (Percentage of Respondents, N=362) Q *Significant difference between stakeholder groups 38 62% of Respondents Recalled Seeing or Hearing About the WBG Recently; Most Often through Events/Conferences/Workshops Events/ conferences/ workshops emerged Event / conference / workshop (in as the most popular source for WBG 48% person or online) information recall. This aligns with the finding that 55% of stakeholders prefer events as a Social media 28% channel of communication with the WBG. Notably, while 64% of respondents reported Direct contact with WBG staff 27% newsletters as their preferred method of obtaining information from the WBG, only 20% WBG publications 27% recalled receiving any information through this source recently. This gap suggests a potential WBG website (including blogs) 23% opportunity to strengthen outreach through newsletters. e-Newsletter 20% Media (television, radio, 18% newspapers) Direct messaging (e.g., WhatsApp) 10% Podcast 4% Do you recall seeing or hearing anything about the WBG recently? (N = 363) Q Where do you recall seeing or hearing this information? (Select all that apply) (Percentage of Respondents, N = 226) ^Only asked of respondents who 39 indicated that they recalled seeing/hearing about the WBG recently. WBG Poverty and Equality Assessment, Economic Forecasts, and Climate Change-Related Work Were the Most Frequently Recalled Topics WBG poverty and equity assessment 42% WBG economic forecasts 32% Climate change 32% Human capital (education, health) 25% Digital economy 16% Job creation / employment 16% Other 16% WBG mission to end poverty on a livable planet 15% Food security 15% Women empowerment 14% Development in the Amazonia 12% WBG water security diagnostic 11% WBG reforms to become a better bank 6% If you answered “Yes”, what do you recall seeing or hearing about the WBG? Q (Select all that apply) (Percentage of Respondents, N=225) 40 To Better Understand the WBG’s Role in Peru, Stakeholders Preferred Impact Assessments and Evaluations and Case Studies of the WBG Projects Top Two Types of Preferred Information About the WBG Bilateral All Government Local government /Multilateral Civil Society Private Sector Academia Media Respondents Institutions Agency Impact assessments and 39% 45% 57% 36% 35% 32% 43% 31% evaluations Case studies of WBG projects* 38% 44% 57% 46% 37% 43% 32% 18% WBG research and knowledge* 37% 29% 50% 39% 33% 22% 60% 47% Publications in collaboration with others (Media outlets, think tanks 37% 23% 14% 21% 39% 37% 51% 58% or Universities)* Sector-specific strategies 34% 30% 36% 43% 43% 41% 32% 20% Regular social media short 33% 39% 21% 25% 35% 33% 15% 44% videos* Information on how to work / 21% 24% 21% 18% 24% 21% 13% 24% partner with WBG Regular updates on WBG 21% 22% 14% 18% 27% 19% 19% 22% activities Overview of WBG financial 19% 26% 14% 25% 10% 24% 9% 15% products and services What information would be most helpful to you in understanding the WBG's role in Peru? (Select up to 3) (Percentage of Respondents, N=361) Q *Significant difference between stakeholder groups 41 Sample Demographics and Detailed Methodology 42 Sample Demographics Which of the following WBG agencies have you In the past 3 years, have worked or collaborated with in Peru? you worked or (N=147) collaborated with the Yes WBG in Peru? 35% (N=426) World Bank (IBRD) 91% No 65% International Finance 18% Corporation (IFC) Which best represents your geographic location? What is your (N=359) gender? (N=362) Lima 88% Female 36% Other urban areas 10% in regions Male 64% Rural areas 2% 43 Sample Demographics (continued) Within your organization, What’s your age? would you describe yourself as… (N=361) (N=360) 25 years or younger 1% Junior level 1% 26-35 years 9% Mid-level staff 12% 36-45 years 22% Mid-level decision- 24% maker / manager 46-55 years 35% Senior level 55% 56 years and above 32% Prefer not to specify 8% Prefer not to specify 1% 44 Detailed Methodology Percentage of Respondents FY 2022 FY 2025 Government Principals: Office of the President, Prime Minister, Minister, 13% 2% Parliamentarian From April to June 2025, a total of 1351 stakeholders in Peru were invited to provide their opinions on the WBG’s work by participating in a Country Opinion Survey (COS). A Government Institutions: Employee of a list of potential participants was compiled by the WBG country team and the field agency. Ministry, Department, Project Implementation 16% 26% Unit, Independent Government Institution, Participants were drawn from government institutions, local government, bilateral and Judiciary, State-Owned Enterprise multilateral agencies, civil society organizations, the private sector, academia and research centers, and the media. Local Government 2% 4% Of these stakeholders, 426 participated in the survey (32% response rate). Bilateral/Multilateral Agency: Embassy, Respondents received the questionnaire via courier and returned it, accordingly, or Development Organization, Development 8% 7% Bank, UN Agency completed it online, or completed it with a representative of the field agency. This year’s survey results were compared to the FY22 Country Opinion Survey, Civil Society Organization: Local and regional NGO, Community-Based which had a response rate of 22% (N = 356). Organization, Private Foundation, 20% 14% Philanthropy, Professional/Trade Association, Comparing responses across Country Opinion Surveys reflects changes in attitudes over Faith-Based Group, Youth Group time, as well as changes in respondent samples, methodology, and the survey instrument itself. To reduce the influence of the latter factor, only those questions with similar Private Sector: Private Company, Financial 12% 19% Sector Organization, Private Bank response scales/options were analyzed. However, the stakeholder compositions for both survey years should be taken into consideration when interpreting these comparisons. Academia / Research Center 18% 13% Key statistically significant findings (tested at the research standard of p < .05) are noted Media 12% 15% throughout the report with an asterisk. Total Number of Respondents 355 426 What is your primary professional affiliation? (Select only 1 response) Q *Not all respondents provided information about their professional affiliation. Therefore, the total number of respondents listed in the table is lower than the N reported in the methodology. 45 Detailed Methodology (continued) Breakdowns for individual questions by stakeholder group and by year can be found in the “Peru COS FY25 Appendices.xlsx” file published in the WBG Microdata Library, along with the survey microdata and this report. Please note that not all questions were asked of every respondent in FY25. Some questions—particularly those requiring more in-depth knowledge of WBG projects and operations—were only presented to a subset of stakeholders. Consequently, for year-over-year comparisons, some FY22 means shown in this report are based only on the subset of respondents who received the same questions in FY25, rather than the full FY22 sample. As a result, these means may differ from those published in the original FY22 report. Please refer to the questionnaire for details on question routing. The questionnaire is published in the WBG Microdata Library, along with the survey microdata, appendices, and this report. The open-ended comments to this survey were analyzed with ChatGPT, a generative AI tool, and reviewed by the World Bank staff for accuracy. 46 Thank you For more information about this report or the Country Opinion Survey program, please contact: countrysurveys@worldbankgroup.org