We measure our financial impact not only through our revenue, but also through our social and environmental initiatives.
Our total number of clients exceeds 10,000.
Partnering with NGOs and private sector industry leaders – by partnering with Prima Ceylon (Pvt) Ltd, Fonterra Brands Lanka and Link Natural Products (Pvt) Ltd, Mahima Plant Nursery, Aqua Pets, the Sri Lanka Export Development Board, Haritha Hetak, and People in Need – to name a few – we are able to operate sustainably and create a direct market for our clients. We are also receiving support from the Presidential Secretariat for our home gardening programme.
Domestic financial management – as explained on page x under our first social objective, we provide our clients personalized financial advise on how to grow their wealth and manage their finances on a daily basis.
Identification of customer needs – we carry out a socioeconomic survey in our target areas and identify those who are somewhat financially independent, and have less loans. We organize a meeting with these individuals and brief them on our programme and if they wish to participate, we hold another meeting with them in a week’s time, sharing details of the loaning process. We set them up as a women’s investment society with at least 20 members (based on the ‘grameen’ model and Asa framework). They appoint a president and split into five groups of four. Each group has a leader who is responsible for ensuring group members repay their loan according to the commitment made.
How we set up women’s investment societies
Loan eligibility – we assess client’s eligibility by checking their repayment capacity based on factors such as their total monthly income, house rent (if any), and other expenses such as food, school fees, transport, amenities, and health. We also analyse where they stand on the poverty index scale. We also collect their social and economic information to provide them support in these areas. This accords with our compliance with the universal standards for Social Performance Management.
Maintaining an internal audit system – we have an internal audit department overseen by an audit committee that reports to the Board. The audit department carries out random and quarterly audits.
Our revenue growth – Our journey started small in 2013. We were able to break even with a small number of staff. Despite a minimal increase in our head count from 2015 to 2016, revenue grew steadily with more loans being disbursed as a result of optimal productivity and an increase in the number of branches. We increased our head count over 2016-2017, and we have seen our revenue continue to increase, albeit at a slow pace. However, having recruited more staff and opening a branch in Jaffna and in Thalawa at the end of 2016, we are confident revenue growth will accelerate.