a 2 ben simmes social environmental impact.ppt
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A-2 Ben Simmes social environmental impactTRANSCRIPT
Social impact
Ben Simmes, Managing Director Oikocredit
Tokyo 6th
HOW TO ACHIEVE SOCIAL IMPACT?
THE EFFECTIVE
TRANSLATION OF OUR
MISSION INTO PRACTICE
Mission of Oikocredit
Oikocredit promotes global justice by
challenging people, churches and others to
share their resources through socially
responsible investments and by empowering
disadavanged people with credit
Two objectives
Social investments
Empowering disadvantaged people
with credit
Support Associations providing capital
Latin America MexicoUruguay
Asia: Philippines JapanKorea
Europe:Germany France Spain Netherlands Belgium Switzerland
Austria Denmark SwedenItaly United Kingdom
North America: Canada USA
Key activities
• Discuss role of money and use of financial reserves
• Develop and offer alternatives
• Enable investing/offer investment products
• Share experiences
• Positive examples of scalable business models that create
social and environmental value
Two objectives
Social investments
Empowering disadvantaged people
with credit
SOCIAL IMPACT STRATEGY: 5 PILLARS
• OIKOCREDIT ITSELF
• PROJECT PARTNERS
• END-BENEFICIARIES
• MICROFINANCE SECTOR
• INVESTORS
OIKOCREDIT
SPECIALISED DEPARTMENT
INTERNATIONAL, REGIONAL, COUNTRY SPM STRATEGIES
INTERNAL CAPACITY BUILDING; BOARD, STAFF, SA’S INVESTORS
IMPROVEMENT OF SYSTEMS AND TOOLS
REVIEWING POLICIES (CAPACITY BUILDING, DISCOUNTS..)
Oikocredit in Microfinance
Oikocredit CGAP MIV Survey Results (2009)
MF Portfolio in Africa
15% 7%
MF Portfolio in Asia & Pacific
27% 11%
MF Portfolio CEE & CA
18% 47%
Portfolio in top 5 countries
34%
(47% in top 10)
58%
% of MFI borrowers - women
79% 63%
1/3 of our 890 partners are cooperativesAt 31 December 2011
Githunguri Dairy Farmers Cooperative
Small scale dairy farmerAverage 3 acres, 5 cows
BULLOCK WORKERS, MFI OWNERS
71% owned by clients
• Savings and credit
• Health and sanitation
• Gender empowerment
• Business development skills
• Marketing support
• Dividends in each of past 5 years to clients
CHOOSE RIGHT PROJECT PARTNERS
FINANCIAL SCORE CARD
ESG SCORE CARD
Scorecard contents
Five dimensions:1. Outreach and targeting (20%)2. Client benefit and welfare (40%)3. Governance (25%)4. Environment (5%)5. Responsibility to community & staff (10%)
CLIENT WELFARE & BENEFIT (40%)
B. Client Benefit and Welfare
• Avoiding overindebtedness• Transparency• Feedback from clients• Code of ethics• Interest rates• Non-financial products & services
Universal standards are organised into six categories
1. Define and monitor social goals
2. Ensure board, management and employee commitment to social
goals
3. Treat clients responsibly
4. Design products, services, delivery models and channels that meet
clients’ needs and preferences
5. Treat employees responsibly
6. Balance financial and social performance
Example
Standard
2a Members of the Board of Directors are committed to the institution’s social mission
Essential Practices
2a.1 The institution provides Board members with an orientation on the social mission and goals, and the Board’s responsibilities related to the social performance management of the institution and confirms that each member agrees.
2a.2 The institution requires Board members to adhere to the institution’s code of ethics.
Standard: statement of what should be achievedEssential practices: individual practices towards meeting the standard
ExampleStandard
3a The institution determines that clients have the capacity to repay without becoming over-indebted and will participate in efforts to improve market level credit risk management.
Essential Practices
3a.1 The Institution’s loan approval process requires evaluation of borrower repayment capacity and loan affordability. Loan approval does not rely solely on guarantees – whether peer guarantees, co-signers or collateral – as a substitute for good capacity analysis.
3a.2 The institution’s credit approval policies give explicit guidance regarding borrower debt thresholds and acceptable levels of debt from other sources.
3a.3 When available, the institution checks a Credit Registry or Credit Bureau..
3a.4 The institution’s internal audit verifies employee compliance with policies and systems to prevent risk of client over-indebtedness
Go to: http://sptf.info/spstandards1
OIKOCREDIT PARTNERS
ASSISTANCE TO STRENGTHEN
SOCIAL PERFORMANCE
- SOCIAL PERFORMANCE AUDITS
- TARGETTING POOR
- PROMOTE TRANSPARENCY
- CAPACITY BUILDING
CERISE SPI (social audit) Tool
FUNDACION MUJER - COSTA RICA
Exercise par Dimension
20%67%
50%
75%
63%
50%
50%33%
100%
78%
75%
70%
0%
25%
50%
75%
100%Geographical Targeting
Individual Targeting
Methodological Targeting
Diversity of Products, Services
Quality of Services
Services Plus
Transparency
Client Representation
Enhancement of social capital
HR Policy
Social Responsibility- Clients
Social Responsibility
Community
AUDITS IN LATIN AND CENTRAL AMERICA Number of SPI audits Number of MFIs Bolivia 26 14 Honduras 14 9 El Salvador 11 11 Guatemala 11 7 Costa Rica 7 7 Ecuador 7 5 Nicaragua 7 6 Dominican Republic 6 6 Argentina 5 4 Peru 5 5 Brazil 2 2 Paraguay 2 2 Uruguay 1 1 Total 104 79
44 – Costa Rica RDC
15 – Uruguay RDC
CAPACITY BUILDING PARTNERS
Donors:
- Dutch Ministry of Development Cooperation
- IFC
- Rabobank
- ICCO
- Church of Sweden
- Members
- USAID
Around 2.5 million Euro up till 2015
HIGHLIGHTS INTERNATIONALActive participation in boards, debate and developments:
Smart Campaign:
- fine tuning of the client protection principles (CPP)
- adherence to principles
Social Performance Task Force
- developing general standards for social performance
Investor Principles
- reporting on principles/adherence
- promoting the principles
Development tools
- standardizing SPI (Cerise)
- critical review PPI with Grameen
CLIENTS
Client protection principles
• Appropriate product design and delivery
• Prevention of over-indebtedness
• Transparency
• Responsible pricing
• Fair and respectful treatment of clients
• Privacy of client data
• Mechanisms for complaint resolution
MONITORING DATABASE
Data collected:
• Number of clients
• Average loan size
• % Rural clients
• Gender policy
• Monitoring changes
• ….
Sharing information with investors
CHALLENGE
YOU HAVE TO BE JUST AS PROFESSIONAL TO
ACHIEVE SOCIAL RETURN AS TO ACHIEVE
FINANCIAL RETURN
Thank you