Eurasia Regional Meeting 16 April 2012 Istanbul Social Performance Audit Committee.

Eurasia Regional Meeting16 April 2012Istanbul

Social Performance Audit Committee

Agenda

1. Definition and Measurement of Social Performance2. Reporting Requirements3. Setting Social Performance Targets

4. Defining and measuring urban and rural outreach5. Corporate Social Responsibility6. Pilot Test of New Reporting System7. Empowerment and Aspirations

Action

Information

3

Expanded access to financial services, primarily among underserved, low-income communities.

Increased employment and incomes

Improved living standards

Empowerment and the acheivement of personal aspirations among our clients and their families.

Acting responsibly and equitably towards all stakeholders and the communities of which we are a part.

FINCA’s Definition of Social Performance

Outreach

• % of Poor Clients

• Female• Rural

Employment and Incomes

• Wages paid• Net Business

revenues

Living Standards

• Health, • Food

Security, • Housing, etc.

Aspirations and

Empowerment

• Achievement of personal goals,

• Self-esteem• Decision-

making power

• Social Status

Corporate Social

Responsibility

• Client Protection,

• Governance, • HR• Community

Engagement

Measurement and Reporting

4

Reporting Tools - Finstats - FCAT (to be modified in 2012) - Pilot Countries: Ongoing SP Data Collection and Reporting

Social Performance Reporting Requirements

Roles and Responsibilities

SubsidiaryManagement

• Staff social performance efforts• Collect and submit valid data• Reach targeted % of poor clients

NBD

• Communicate SP objectives and strategies• Review and validate data from subsidiaries• Prepare reports for SPAC

Corporate Audit

• Include SP reporting in routine audit program (loan forms, survey data, etc.), weighting by risk

• Mission Audit (client segments vs. target)

Social Performance Bonus

• Criteria updated to reflect new SP requirements related to • Staffing assignments to fulfill SP SOW• Reporting (standard, ongoing)• Research and data quality

In order to qualify for the bonus, Management Boards need to meet the following criteria for the Social Performance. The eligibility criteria focus on social performance reporting and fulfillment of client protection obligations.

1. Staffing. The subsidiary has designated Social Performance Officer, who collaborates with HQ on the collection and reporting of social performance data. Loan officers are not used as surveyors. Acceptable options include: designated marketing or research staff, professional researchers/interviewers, trained students, or junior/trainee credit officers who do not have an assigned portfolio.

2. Reporting Schedule. The subsidiary complies with routine social performance indicators as per reporting tools and schedule summarized below.

Topic Reporting Tools Frequency Notes

Outreach and Access

Finstats Monthly As modified to include key metrics, such as urban/rural

Product Survey Annual To be conducted by Exec or COO.

Income And Employment

SPI System (see below) or Ongoing See note. FCAT / SLT Annual

Living Standards Specialized Survey or Every 3 years Specialized topics and tools to be defined at discretion of BOD. FCAT

Empowerment and Aspirations

Specialized Research Protocol Every 3 years

Tool being developed in 2012. Reporting requirement to take effect 2013.

Corporate Responsibility CSR Survey Annual

CSR Survey to be completed annually. For WIP survey, go to: https://docs.google.com/spreadsheet/viewform?formkey=dDNOemYyV24zclhqcElTdVo3VDR6VFE6MQ

Note, Incomes and Employment: In 2012, FINCA will pilot-test a set of Social Performance Indicators (SPIs) collected from clients during the account opening process. Those subsidiaries participating in the pilot test (two per region) are exempt from FCAT/SLT.

3. Research and Data Standards. Client-level data conforms to required standards as follow a) Survey data is collected by approved personnel (Social Performance Officer, specialized

surveyors, etc.) b) Random and representative sampling is apportioned according to region and products. A

minimum of 350 clients are surveyed. c) Client ID numbers are captured. d) Data is cleaned and submitted in an acceptable format to HQ. At least 90% of information is

valid (complete and accurate).

Bon

us C

riter

ia

Preparation for 2012 Implementation

Staffing and Incentives: All subsidiaries informed and prepared to fulfill SP reporting

requirements (SOW) in 2012. Revised Social Performance Bonus

Finalization of Outstanding Definitions Revise FCAT Develop Empowerment and Aspirations Tool Implement Rural / urban reporting Develop Poverty Baselines and Targets

Pilot Countries (Nic, Ecuador, Zambia, Tz, Ge, and Kyrg) Test new reporting elements (rural/urban, poverty) Test new data collection approach in lieu of FCAT

Pilots First

Social Performance Targets

Poverty Outreach by Region (All Clients)

Daily Per Capita Expenditures, converted to PPP$.

FootprintServices Offered

OutreachClient Expenditure -- Eurasia2011 ACCESS AND OUTREACH REPORT

Source: 2011 FCAT survey data except Afghanistan (2006) Haiti (2007) Nicaragua (2009) and Uganda (2010.)

Social Performance Plan

1 Assess current depth of outreach- standard poverty measures- loan sizes- unique local factors and other poverty

measures

2 Develop Targets- gradual change- Control for adverse effects

3 Management Plan

Standard Poverty Measures

National Poverty Lines DPCE Local Currency National FINCA

Extreme Poverty 3.31 25% 24.2% Vulnerable (200% of NPL) 6.62 n/a 63.7%

International Poverty Lines DPCE $PPP National FINCA Extreme Poverty $1.25 15.3% 1.1% Poverty $2.00 32.2% 6.6% Vulnerable (200% of poverty) $4.00 n/a 32.0%

= Comprehensive Assessment of Current Outreach

Loan Sizes

Income Level Comparison Value % of Loans Disbursed

GNI Per Capita, Atlas Method $2,690 66%

GNI Per Capita of Poorest 40% of the Population $1,049 30%

National Poverty Line $717 14%

Local Considerations

- Alternative Poverty Measures (PPI, etc.)- Unique local factors or information- Vulnerable groups- Geographic Areas where poverty is concentrated

• 6%<$2, but 24% are extremely poor by local definition

• Up to 64% are vulnerable (2x poverty line)

• Poorest borrowers concentrated in the $600 range

Targets and Management Plan

Poverty Measures 2011* 2013 2014 2015 2016

Poverty ($2.00 PPP DPCE) 6.6% 7% 8% 9% 10% National Poverty Line 3.3% 5% 7% 9% 10% Other

Conduct a portfolio review of loans under $600 to assess the potential impact of growing this segment within FINCA’s loan book.

Identify client characteristics that would enable more targeted outreach to that segment. Routinely monitor the PAR of loans under $600 in order to control any adverse

consequences that might arise from growing that segment. Implement special promotions and outreach to recruit incoming clients who borrow $600

or less. Offer special CO incentives for recruiting successful clients in the $600 category. Expand in X regions or X economic sectors, which are known to have higher

concentrations of poverty. Other actions as presented by management

Optimization Path - Sample

Inputs Affiliate Zambia # of existing clients in 2010 13,669 % Clients below International Poverty Line of 2 PPP/per day (2010)* 64% Target Period (Years) 5 Target % of incoming clients below the poverty line 84%

Optimization Path 2011 2012 2013 2014 2015Total # of Clients Projected** 17,322 19,380 21,490 23,092 24,766Net New Clients Projected** 3,653 2,058 2,110 1,602 1,675 Current Depth of Outreach # New Clients Below Poverty Line 2,345 1,321 1,354 1,028 1,075 % New Clients Below Poverty Line 64% 64% 64% 64% 64% Targeted Depth of Outreach# New Clients Below Poverty Line 2,339 1,421 1,562 1,266 1,407 % New Clients Above Poverty Line 64% 69% 74% 79% 84% *assumes random and representative sample for FCAT study with results thus applicable to total FINCA clientele

** per 2010 Finstat

18

Access and Outreach ReportFootprint

Services OfferedOutreach

FINCA Clients Are Below National GDP Per Capita

$0 $5 $10 $15 $20 $25 $30 $35 $40 $45 $50$0

$5

$10

$15

$20

$25

Ar

Az

Ec

ESGe

GuaHon

JorMw

Mx

Ru

Taj

Tz

Zam

Daily GDP per capita

AverageDPCE

Of FINCAClients



Source: 2011 FCAT survey data.

Defining and Reporting on FINCA’s Rural outreach

Rural Penetration is Highest in Latin America

URBAN (NATIONAL OR REGIONAL CAPITAL, DAILY MARKETS, LIMITED OR NO LAND AVAILABLE FOR GROWING OR RAISING LIVESTOCK)

PERI-URBAN (OUTSKIRTS OF NATIONAL OR REGIONAL CAPITAL, LIMITED GARDENING AND LIVESTOCK ACTIVITIES)

RURAL (WEEKLY MARKETS, MAJOR DEPENDENCE ON HOME-GROWN FOOD AND LIVESTOCK


Outreach2011 ACCESS AND OUTREACH REPORT


Our Proposed Approach

Collect Urban Designations• National Capital• Provincial Capitals• Other Urban Areas

Apply to Clients• Review urban

locations against client residences

• Tally clients by operating unit

• Document client numbers

• Enter into MIS

Report & Verify• Produce Sample

Report• Report in FinTracks

or SPI submissions• Re-assess annually

KEY DEFINITIONS FootprintServices Offered

Outreach

http://sedac.ciesin.columbia.edu/Mapping ProjectKEY DEFINITIONS Footprint


http://sedac.ciesin.columbia.edu/



Corporate Social Responsibility

Proposed StandardsCORPORATE SOCIAL RESPONSIBILITY

SOCIAL PERFORMANCE REPORTING SOCIAL RESPONSIBILITY TO STAFF 1 Collection of Indicators 9 Employment Practices 2 Reporting Systems 10 Training & Development

GOVERNANCE RESPONSIBLE FINANCIAL PERFORMANCE 3 BOD Composition & Conduct 11 Growth Rates 4 Oversight of Mission 12 Appropriate Financial Structure

13 Competitive Pricing

CLIENT PROTECTION 14 Management Compensation

5 Advocacy

6 Board Oversight COMMUNITY RESPONSIBILITY7 Subsidiary Operations 15 Environmental Sustainability8 Product Design 16 Community Engagement

Pilot Test:Ongoing Data Collection with use of Loan Information

27

28

Size

Country

Sou

rce

Not

e

Sou

rce

Not

e

Sou

rce

Not

e

Sou

rce

Not

e

Sou

rce

Not

e

Sou

rce

Not

e

Sou

rce

Not

e

PersonalClient ID D1 6 Z3 1 EL3 17 GT3 19Gender D1 Z3 EL3 HN2 ME3 KY2, KY3Marital Status Z4 EL3 GT3 HN2 ME3 KY2, KY3Date of Birth D1 Z3 EL3 HN2 ME3 KY2, KY3

Household Composition# Adults EL3 ME3 KY4 12# Dependents Z4 EL3 GT3 HN2 KY3, KY4 12# Wage-Earners KY4 12

Monthly HH IncomeSource 1 Type EL3 GT3 HN2 KY3, KY4, KY5, KY6Source 1 Amount Z4 2 EL3 GT3 HN2 KY3, KY4, KY5, KY6Source 2 Type EL3 GT3 HN2 KY4Source 2 Amount EL3 GT3 HN2 KY4Source 3 TypeSource 3 Amount

Monthly HH Expenses Total HH Expenses D1 8 Z4 3 EL3 10 GT3 HN2 20 KY4, KY5, KY6 11Enterprise Characteristics Total Monthly Revenues D1 Z4 5 EL3 GT3 HN2 ME3 KY4, KY5, KY6

Total Monthly Expenses D1 3 Z4 6 EL3 GT3 HN2 ME3 KY4, KY5, KY6Monthly Wages Paid D1 4 Z4 4 EL3 18 KY5, KY6 13# People Employed EL3 HN2Existing Data Points 7 10 15 10 12 6 14Missing Data Points MINMissing Data Points MAX

up to 40,000

Congo Zambia El Salv Guatemala Honduras KyrgyzstanMexico

Data Inventory - Village Bank

29

Data Inventory - IndividualSize

Country

Sou

rce

Not

e

Sou

rce

Not

e

Sou

rce

Not

e

Sou

rce

Not

e

Sou

rce

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e

Sou

rce

Not

e

PersonalClient ID T2 28 Z5 19 EC1 19 16 14 TJ1 21Gender T2 Z5 EC1 N1 G1Marital Status T2 Z5 EC1 N1 G1 TJ1Date of Birth T2 Z5 EC1 N1 7 G1 TJ1

Household Composition# Adults Z5 G1# Dependents Z5 EC1 N1 G1# Wage-Earners G1 TJ1

Monthly HH IncomeSource 1 Type T2 Z5 1 EC1 TJ3Source 1 Amount T2 Z5 TJ2, TJ3Source 2 Type T2 Z5 TJ3Source 2 Amount T2 Z5 10 TJ3Source 3 Type T2 Z5Source 3 Amount T2 Z5

Monthly HH Expenses Total HH Expenses T2 29 Z5 2 G1 15 TJ2 24Enterprise Characteristics Total Monthly Revenues T2 Z5 3 TJ2

Total Monthly Expenses T2 Z5 4 TJ2Monthly Wages Paid T2 8 Z5 8 TJ2 8# People Employed T2 Z5 TJ1Existing Data Points 15 17 6 4 7 13Missing Data Points MINMissing Data Points MAX

up to 40,000 41K-100K 100K+

TajikistanNicaraguaTanzania Zambia Ecuador Georgia

Loan Form Data: Azerbaijan

SP Indicators Loan TypeIndividual Group -- SCG SCG CAL RLP FEX SME

Personal Client ID MIS MIS MIS MIS MIS MIS MIS Gender male male female MIS male male male Marital Status MIS MIS MIS MIS MIS married MIS Date of Birth MIS MIS MIS MIS MIS MIS MIsHousehold Composition # Adults 3 2 MIS MIS 4 3 MIS # Children n/a MIS inferred (1) MIS 2 - MIS # Wage-Earners 3 2 n/a 3 inferred (4) 2 n/aMonthly HH Income Main HH Income $465 $534 $879 $618 $1,258 n/a $3,310 Other HH Income $266 $108 - $1,112 - $146 -Monthly HH Expenses Total HH Expenses $215 $381 $375 $762 $508 $187 $373Enterprise Characteristics Total Monthly Revenues $730 $783 $3,498 $699 $318 $721 $19,173 Total Monthly Expenses $215 $249 $2,821 $81 $140 $323 $15,863 Monthly Wages Paid n/a n/a - n/a n/a - $995 # People Employed n/a n/a n/a n/a n/a n/a 2

Employment and Incomes

Empowerment & Aspirations

31

Conceptual Framework

32

Com

mun

ity

Fam

ily

Pers

onal

Busi

ness

Fina

ncia

l

Decision-making

Relationships With Others

Choices/Control of Destiny

Perception of Self

Empowerment

Achievement of Aspirations

EMPOWERMENT AND ASPIRATIONS

Nicaragua Field Work

Initial assessment to explore process and tools

• 3 Loan officer focus groups • 5 client focus groups• 6 in-depth client interviews to test tools• Interviews with operations and IS


Main Findings

• Some aspects of empowerment may not be easily observed• Measurement systems must be simple• Some data points on achievements may already exist in loan

documentation or MIS• Due to their unique relationship with clients, loan officers will need

to be involved in measurement• Survey data will be needed to fill gaps in MIS, loan documentation

and loan officer information/data• Client selection for review presents challenges• Tracking empowerment and personal aspirations may lead to a

greater focus on FINCA’s mission if the indicators become part of front line staff job descriptions or job requirements.


Methodology Pre-tested

• Client voices need a simple visual tool to assist clients. • Nicaragua field tested emotions using this framework.

Clients are not always comfortable expressing emotions.


Observations: Client VoicesFocus group with young women: who makes us feel

big, the same, or small?

Who or what makes you feel more or less empowered?


Life Event Questionnaire

What changes have you made in the last loan cycle?


Appendix

38

International Definitions of “Rural”

• No standard international definition. UNDP, World Bank, others rely on national definitions

• Wide variation in national definitions

• Common characteristics for national definitionsSettlement population (ranging from 500 to 10,000)Existence of infrastructure and utilitiesPrevalence of agricultural activityMarket structures (daily or weekly markets)


Outreach

Next Steps with Subsidiaries

1. Identify Subsidiary counterparts.2. Compile list of capitals, major cities and urban centers and

ID all localities within those designations.3. Using client residence data, map clients to urban areas and

branches. By subtraction, remaining are rural.4. Document percentage of rural clients served by branch.5. Submit outreach data by branch through FINSTATS.6. Twice per year, evaluate if branch percentages have

changed.


Outreach

Responsible

1 Collection of Social Performance Indicators 1 2

1a Client outreach indicators are routinely collected and reported. COO NBD

1b Client demographic and socio-economic data is collected and reported. COO NBD

2 Reporting Systems

2a Internal systems record and store social performance data. NBD IS

2b Documentation maintained covers collection, verification and reporting. NBD IS

2c Staff are trained in the purpose and use of SP data and collection processes. NBD COO

Social Performance Reporting

CORPORATE SOCIAL RESPONSIBILITY: Proposed Standards

Responsible

3 Board Composition 1 23a Boards reflect the national and ethnic diversity of FINCA. OGC Exec3b Women participate as Directors on FINCA Boards. OGC Exec3c Boards contain independent members. 3d Board members are selected based on their suitability for FINCA's mission and business. OGC Exec

4 Oversight of Mission 4a FINCA's mission is codified into corporate foundational documents. OGC Exec

4b The role in overseeing FINCA's mission is clearly articulated in Board Charters and Governance Manuals. OGC Exec

4c Boards exercise due oversight over mission (outreach, impact, client protection) through their ordinary proceedings. OGC Exec

4d FINCA Boards obtain independent verification of their entity's social performance. Exec COO4e Mission is disseminated and orientation/training provided. COO HR4f Board and Management regularly monitor and manage social performance. Exec HR4g Management utilizes client level data to make operational enhancements. COO 4h Social Performance is integrated into job descriptions & appraisals. HR COO

Governance


Responsible

5 Advocacy 1 2

5a FINCA supports global efforts to promote client protection Exec NBD5b All FINCA subs have endorsed the Smart Campaign COO Exec

6 Board Oversight 6c Client protection is embedded as a responsibility of global and subsidiary BoDs OGC COO6d Client protection is an active agenda item of subsidiary BoDs OGC COO

7 Subsidiary Operations

7a Subsidiaries take reasonable measures to avoid over-indebtedness COO 7b Pricing information is provided in a clear and transparent manner to clients. COO OGC7c Subsidiaries use appropriate and respectful collection practices. COO OGC

7d Client protections are embedded in the Code of Conduct and training is provided to all staff. HR OGC

7e Employees are provided clear, specific examples of acceptable and unacceptable practices and behaviors. COO HR

7f Mechanisms are in place to hear and address client complaints. COO 7g FINCA protects the privacy of all client data. COO IS

7h Subsidiaries use customer research to identify the needs of potential clients and design products accordingly. COO NBD

7i Subsidiaries implement means to to measure and improve client retention. COO NBD8 Product Design

8a On an annual basis, institution conducts qualitative research to better measure client needs. COO 8b Client satisfaction & retention are monitored and evaluated. COO 8c Client level data and feedback are utilized to develop or improve products. COO

Client Protection


IV. SOCIAL RESPONSIBILITY TO STAFF Responsible

9 Employment Practices 1 2

9a Non-discrimination policies and practices are enforced at HQ HR

9b Non-discrimination policies and practices are enforced in Subsidiaries. COO HR

9c Code of Conduct creates a safe and controlled environment for staff to execute their functions. COO HR

9d Global wages are competitive with market rates HR HR

9e Staff assessments and performance incentives include social performance criteria HR COO

9f Subsidiary wages are competitive with market rates COO HR

9g Subsidiaries comply with or exceed local benefit requirements. COO HR

9h Women participate in senior management at HQ. Exec HR

9i Women participate in subsidiary management positions. COO HR

9j FINCA (Global and Subsidiaries) undertake active efforts to advance women to leadership positions. HR COO

9k Subsidiary management positions are filled with internal candidates. HR COO

9l Subsidiary and global staff turnover is monitored and minimized. HR COO

9m A global staff climate survey is conducted and acted upon. HR Exec

9n FINCA undertakes reasonable measures to support staff who are under duress in their personal lives. HR COO

9o Staff productivity targets are set to allow for reasonable work/life balance. COO HR

9p Mechanisms are in place to hear and address staff complaints. HR COO

10 Training & Development

10a FINCA provides inexperienced staff with on-the-job training HR COO

10b FINCA provides opportunities for professional development of committed staff members. HR COO

10c Staff receive adequate training on FINCA's mission and social performance. COO HR

Social Responsibility to Staff


V. RESPONSIBLE FINANCIAL PERFORMANCE Responsible

11 Growth Rates 1 2

11a Growth rates are managed to minimize client and institutional risk. COO 11b Risk management strategies and tools are in place and utilized. COO

12 Financial Structure and Risk Management

12a FINCA and investor expectations are explicit, realistic and in line with social mission. COO OGC

12b Financial structure and risks are managed and do not compromise social mission. COO OGC

13 Level and Use of Profits

13a Profit levels are monitored and managed to balance social and financial goals. COO 13b Profits are utilized in ways that balance long-term social and financial returns. COO

14 Pricing 14a Pricing, loan size, term and other conditions are in line with competitors. COO 14b Costs and risks are managed to ensure that client's interests are protected. COO

15 Management Compensation

15c Management compensation is reviewed and managed according to institutional policies and industry best practices. HR COO

15d Management compensation is publicly disclosed. CFO HR

Responsible Financial Performance


VII. COMMUNITY RESPONSIBILITY Responsible

16 Environmental Sustainability 1 2

16a FINCA implements reasonable efforts to recycle its waste, where the necessary facilities exist. Exec COO

16b FINCA pursues energy-efficient solutions to lighting and heating/cooling. Exec COO16c FINCA undertakes reasonable measures to reduce its carbon footprint by

limiting unnecessary travel. Exec COO16d All subsidiaries have a designated social and environmental officer Exec COO

17 Community Engagement

17e All FINCA entities are legally registered and compliant in their respective jurisdictions. OGC COO

17f Financial and social performance data are made publicly available through MIX or other reports. COO FIN

17g FINCA participates actively in local MFI networks and other groupings with the aim of advancing its mission. Exec COO

17h FINCA undertakes charitable or other activities to support community development. Exec COO

Community Responsibility


2011 HighlightsFootprint• FINCA footprint grew by 131% in 2010 and 12% in 2011, with a big increase in sub-branches.• Point of Sale cards expanded to 20,000 customers in Uganda.• Ecuador increased its outreach through expansion in low-cost service points.

Services• Loan sizes continue to trend upwards, except in Africa.• Africa piloting financial services for youth.• Relative growth in savings services, especially in Ecuador and DRC.

Outreach• The balance of group and individual clients, globally, is unchanged from last year.• Percentage of female clients continues a steady decline• Rural outreach (per FCAT definition) is highest in LA (37%) and lowest in Africa (23%)• The vast majority of FINCA clients are between the ages of 26-55, split between the 26-40 and

41-55 age groups (39% and 34% respectively).

2011 ACCESS AND OUTREACH REPORT

SEE APPENDIX FOR MORE INFORMATION



Appendix

2011 FINANCIAL ACCESS REPORT

2011 HighlightsFootprint• FINCA footprint grew by 131% in 2010 and 12% in 2011, with a big increase in sub-branches.• Point of Sale cards expanded to 20,000 customers in Uganda.• Ecuador increased its outreach through expansion in low-cost service points.

Services• Loan sizes continue to trend upwards, except in Africa.• Africa piloting financial services for youth.• Relative growth in savings services, especially in Ecuador and DRC.

Outreach• The balance of group and individual clients, globally, is unchanged from last year.• Percentage of female clients continues a steady decline• Rural outreach (per FCAT definition) is highest in LA (37%) and lowest in Africa (23%)• The vast majority of FINCA clients are between the ages of 26-55, split between the 26-40 and

41-55 age groups (39% and 34% respectively).


A Growing Footprint

51Notes: Sub-offices include sub-branches, collection centers and market offices.

Sub-office detail not available for 2009.



Client Density Per Office

52Source: 2011 FinTracks Outreach report.



Alternative Delivery Channels

Key 2011 Changes:• Mexico suspended card operations due to operational challenges.• Uganda expanded Point of Sale Cards by over 20,000• DR Congo issued 76 POS cards and established 4 POS terminals.• Ecuador opened 2 additional “Punto FINCA’ low cost branches,

bringing total to 12.

Key 2012 Plans:• Georgia and Tanzania Planning Mobile Banking Launches.• Uganda may also launch mobile banking in 2012.• Uganda to link to Interswitch ATM network. Two key ADC positions

created to support implementation (one funded by FI).

53



Africa + GME: Product and Service Overview

54No product or service changes during 2011.



DRC MAL TAN UGA ZAM JOR AFG

Village Banking Ö Ö Ö Ö Ö Ö Ö

Solidarity Group Ö Ö Ö Ö Ö Ö Ö

Individual Ö Ö Ö Ö Ö Ö Ö

Voluntary Savings Ö Ö

Local Currency Loans Ö Ö Ö Ö Ö Ö

Money Transfers Ö ÖInsurance (compulsory) Ö Ö Ö Ö

Eurasia: Product and Service Overview

55



ARM AZE GEO KOS KYR RUS TAJ

Village Banking

Solidarity Group Ö Ö Ö Ö Ö Ö Ö


Voluntary Savings Ö

Local Currency Loans Ö Ö Ö Ö Ö Ö Ö

Money Transfers Ö

Insurance

Tajikistan launched money transfer services.

Latin America: Product and Service Overview

56



ECU ELS GUA HAI HON MEX NIC

Village Banking Ö Ö Ö Ö Ö Ö Ö

Solidarity Group Ö


Voluntary Savings Ö Ö

Local Currency Loans Ö Ö Ö Ö Ö Ö Ö

Money Transfers Ö ÖInsurance (Compulsory) Ö Ö Ö Ö

Youth Financial Inclusion

• Youth Start & Star Girls Programs• Targeting 12 – 24 year olds• Savings, borrowings and financial education• Pilot testing Point of Sale (POS) terminals for

deposits and withdrawals (see photo)• POS terminals located 10 – 60 km from

branch, saving clients time and money.

57


Outreach

DR Congo Uganda Total

Clients 1,858 5,838 7,696

Savers 1,308 4,978 6,286

Source: Donor reports as of 30 December 2011.


Loan Sizes Trending Upward

58


Outreach


Ratio of Savers to Borrowers

Globally, savers constitute a small portion of overall customers, however three countries are leading the way in creating access to savings services.



Source: Gates Project Report as of 30 December 2011.



OutreachClient Expenditure -- Africa2011 ACCESS AND OUTREACH REPORT




OutreachClient Expenditure – Latin America2011 ACCESS AND OUTREACH REPORT


Savings & Loan Growth

63


Outreach

Percentage change in number and value of voluntary savings compared to gross loan portfolios. Sources: Gates Project report as of 30 December 2011, FinTracks Outreach and Balance Sheet reports.

Savers are growing faster than borrowers in most subsidiaries.


Total Outreach, Percent Female

64


Outreach

Percentage of women borrowers.


Source: FinTracks Outreach reports.

Client Age Distributions

Less than 2% of all FINCA clients are over age 65.


Outreach


Eurasia Regional Meeting 16 April 2012 Istanbul Social Performance Audit Committee.

Documents

Transcript of Eurasia Regional Meeting 16 April 2012 Istanbul Social Performance Audit Committee.