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Annual Report 2013 2013 Key Figure Microfinance Institution “Amret” Annual Report Annual Report 2013 2013 Key Figure 2013 in Million KHR 2012 in Million KHR 2011 in Million KHR Number of Borrowers 309,458 299,507 266,914 Operating Provinces 21 18 16 Operating Districts 143 133 112 Operating Villages 9,758 8,795 6,766 % of Woman Borrowers 80.1% 80.9% 82.5% Total Staff 2,911 2,425 1,693 KHR1,001,964 Million KHR 705,542 Million KHR 481,272 Million Total Assets (US$ 250,804 Thousand) (US$ 176,606 Thousand) (US$ 119,156 Thousand) KHR 814,112 Million KHR 594,579 Million KHR 399,065 Million Loan Portfolio1 (US$ 203,783 Thousand) (US$ 148,831 Thousand) (US$ 98,803 Thousand) KHR 174,951 Million KHR 137,244 Million KHR 111,801 Million Equity plus Quasi Equity2 (US$ 43,793 Thousand) (US$ 34,354 Thousand) (US$ 27,680 Thousand) Net Income / Average Total Assets 5.0% 4.9% 6.1% Net Income / Net Financial Income 27.7% 25.3% 29.3% Operational Self-Sufficiency3 135.8% 133% 139% Financial Self-Sufficiency4 129.3% 126% 132% KHR 152,165 Million KHR 115,193 Million KHR 83,718 Million Net Financial Income (US$ 38,089 Thousand) (US$ 28,834 Thousand) (US$ 20,727 Thousand) Salary / Net Financial Income 22.8% 24.1% 24.3% Borrowers per Credit Officer 274 302 332 KHR 617.61 Million KHR 4 90.67 M illion KHR 4 00.43 M illion Average Loans Portfolio Per Credit Officer (US$ 155 Thousand) (US$ 123 Thousand) (US$ 99 Thousand) Portfolio-at-Risk > 30 days5 0.07% 0.11% 0.07% KHR 1.02 Million KHR 0 .93 M illion KHR 0 .81 M illion Average Amount Per Group Loan (US$ 0.26 Thousand) (US$ 0.23 Thousand) (US$ 0.20 Thousand) KHR 6.17 Million KHR 4 .84 M illion KHR 3 .74 M illion Average Amount Per Individual Loan (US$ 1.54 Thousand) (US$ 1.21 Thousand) (US$ 0.93 Thousand) Exchange rate KHR 3,995 per US$ KHR 3,995 per US$ KHR 4,039 per US$ NOTE: 1 Loan Portfolio: Gross loan outstanding. 2 Equity Plus Quasi Equity: Total equity includes subordinated debt. 3 Operational Self-Sufficiency: Measures how well an MFI covers its costs through operating revenues. Formula: Financial Income / (Financial expense + Operational expense + Loan loss provision) 4 Financial Self-Sufficiency: Measures how well an MFI can cover its cost, taking into account a number of adjustments to operating revenues and expense. The purpose of most of these adjustments is to model how well the MFI could cover its costs if its operations were unsubsidized and it was funding its expansion with commercial-cost liabilities. Formula: Financial Income/ (Financial expense + Operational expense + Loan loss provision + (Average Equity-Average Fixed Asset)*Inflation Rate 5 Portfolio-at-Risk > 30 days: (Portfolio at risk >30 days to 365 days (of overdue principle) + Restructure loan) / gross loan portfolio. Annual Report 2013 B Microfinance Institution “Amret” Content Vision And Mission 01 Milestones 02 Message from Our Chairperson 03 Shareholders 04 Board Of Directors 05 Notes From CEO 09 Management Team 11 Organizational Chart 16 Business Performance Review 18 Risk Management 26 Client Testimonials 31 Branch Network 32 Staff, Staff Development & International Visiting Program (IVP) 33 Social & Environmental Responsibility 36 Financial Statements For The Year Ended 42 Appendix: Notes On Compliance With The Central Bank’s Prakas 96 Contact Details 105 Annual Report 2013 Microfinance Institution “Amret” C Vision and Mission VISION To be an outstanding financial institution that improves the living standards of the population and contributes to the economic and social development of Cambodia. MISSION To provide a wide range of financial services for low income people as well as micro, small and medium enterprises - while at the same time achieving a high level of financial and social performance. Annual Report 2013 01 Microfinance Institution “Amret” Milestones Historical milestones of the evolution of Amret are presented below: GRET, a French NGO, sets up an experimental project to deliver microcredit to the rural population of Cambodia. The first experi- 1991: mental phase (EXPE I) is launched, with a single financial product known as Solidarity Credit (SC). Initialization of a second experimentation phase (EXPE II). Solidarity Credit is modified under new procedures while an Individual 1995: Credit (IC) product is launched. Meanwhile, GRET plans to transform the project into a microfinance institution. 1996: Conception of the name Ennatien Moulethan Tchonnebat (EMT). End of EXPE I. All activities transfer to EXPE II. As EMT becomes operationally self-sufficient, a new organizational chart is de- 1998: signed that transfers management responsibilities from technical assistants to local staff. 1999: EMT borrows from commercial banks for the first time. EMT becomes a private limited company, “Ennatien Moulethan Tchonnebat Ltd.”, with a registered share capital of KHR 330 mil- 2000: lion from 2 shareholders of GRET and SIDI. 2001: EMT receives its MFI license from the National Bank of Cambodia. EMT legally admits two new shareholders, Proparco and La Fayette Participations and considers investing in a new Management 2002: Information System (MIS). EMT launches a Certificate Deposit (CD) product in two branches. EMT redesigns Individual Business Loans to meet market needs, and lowers the interest rate from 4% to between 3.5% and 3.0%, according to loan amounts. 2003: Conclusion of permanent expatriate technical support. I&P joins EMT as a new shareholder 2004: EMT is renamed as “Amret” on June 14, 2004. Amret rolls out a new MIS “Microbanker Windows Version”. Amret diversifies individual loans into (1) Business Loan, (2) Educational Loan, (3) Home Improvement Loan and (4) Household 2005: Consumption Loan. Amret introduces the front-office operations - the conventional banking operations whereby the borrowing clients come to institu- tional branches. 2006: Advans S.A becomes a shareholder. 2007: Botta - the staff investment company- becomes a shareholder. 2008: SIDI and I & P exit, but three new shareholders come in: Proparco, FMO and Oikocredit Amret obtained the license of deposit taking from public in January 2009 2009: By end of the year, all branches of Amret are ready to collect savings from the public. 1. Exit of Oikocredit, and Advans SA taking over its shares. 2012: 2. Go live of new Core Banking System (T24 MCB) and starting the roll out phase. Annual Report 2013 Microfinance Institution “Amret” 02 Message from Our Chairperson continuously good portfolio quality. These accomplishments resulted in enhanced profitability in 2013, with net income at the end of the year up 44.48% over 2012 figures. Moreover, Amret continued to introduce new products to better serve its target clientele. The wide range of credit products on offer ranges from solidarity loans for low-income rural populations to business loans for SMEs; the institution offers credit for agribusinesses and commercial farmers as well as individual short- and medium-term loans for microenterprises. On the deposits side, Amret offers current accounts, savings accounts and term deposits, enabling its clients to optimize their liquidity management. In addition, the institution has continued to develop a number of financial services including bill payment and cash collection services. Mobile banking is slated for introduction in 2014. Amret is progressively improving its organization and practices in preparation for its transformation into a bank. The MFI is especially focused on strengthening its internal audit and risk management, and developing dynamic human resources policies to become a lead employer. In 2014, it will pursue its mission to Amret’s operational and financial performance in 2013 was become a market frontrunner in serving MSMEs and the low- and excellent, and this success was complemented by the further middle-income inhabitants of Cambodia with a focus on rural evolution and consolidation of the institution. The MFI continued areas, agriculture and district and provincial cities. its mission to serve its clientele responsibly and sustainably, In closing, on behalf of the Board of Directors, I would like to increasing its outreach to 116 branches and more than 335,000 thank Amret’s management and staff; without their commitment clients by the end of December 2013. and loyalty, the institution would not have been able to succeed The loan portfolio recorded strong but cautious growth over and progress in 2013. the year, with a 37% increase in the outstanding portfolio and Dr. Claude FALGON, Chairperson Annual Report 2013 03 Microfinance Institution “Amret” Shareholders ADVANS SA SICAR (Advans SA) is a Venture Capital Investment GRET (Groupe de Recherche et d’Echanges Technologiques) is Company with registered office in Luxembourg, whose mission is to a non-profit private organization based in France. Its objective build a network of microfinance institutions (MFIs) in developing is to contribute to sustainable and fair development, and to the and emerging countries. Advans SA’s investment strategy consists alleviation of poverty and structural inequalities. GRET supports in setting up green field MFIs and, as in the case of Amret, invest social and economic development projects in about 30 developing equity in existing MFIs, provided such MFIs share Advans SA countries. vision and understand the strategic and operational benefits of joining an international network. LFP (La Fayette Participations) is an investment company registered in France as a “Société Anonyme” and created by BOTTA, which is a staff company, is registered as a private Horus for the purpose of subscribing to shares in microfinance limited company and under Cambodian law; its registered office institutions. In creating LFP, Horus aimed to combine its technical is in Phnom Penh, Cambodia. The company was created to invest expertise with shareholder status. The experience acquired by in Amret only, and approved as a new shareholder by current Horus in setting up LFP laid the corner stone of the creation of shareholders due to attracting a long-term commitment from staff.
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