ÑÎÒÐÓÄÍÈ×ÅÑÒÂÎ ÁÈÇÍÅÑ ÓÑÏÅÕ COOPERATION BUSINESS SUCCESS ANNUAL REPORT 2001 ÃÎÄÎÂÎÉ ÎÒ×ÅÒ Contents Ñîäåðæàíèå 2001 ANNUAL REPORT ÃÎÄÎÂÎÉ ÎÒ×ÅÒ Contents Ñîäåðæàíèå Mission Statement .................................. 1 ...................................................Ìèññèÿ Introductory Word.................................. 2 ...........................Âñòóïèòåëüíîå ñëîâî Founders and Donors ............................ 3 ..........................Ó÷ðåäèòåëè è äîíîðû 4 Ïðåäñòàâèòåëüñòâà ........................................................ÔÔÁÒ Lending Policies .................................................... 5 Ïîëèòèêà Óïðàâëåíèÿ Çàåìíîãî ................................................Ïîðòôåëÿ Board of Directors or the Supervisory Committee .................. 6 Ñîâåò Äèðåêòîðîâ èëè ......................Íàáëþäàòåëüíûé Ñîâåò Institutional Management & Management information system........ 7 Óïðàâëåíèå Ôîíäîì è Óïðàâëåí÷åñêàÿ .....................Èíôîðìàöèîííàÿ Ñèñòåìà Internal control system, audits, and supervision .......................... 8 Ñèñòåìà âíóòðåííåãî êîíòðîëÿ, ............................àóäèò è íàáëþäåíèå Human Resources and Training............ 9 ...............................Ïîäãîòîâêà êàäðîâ Impact - Creation of Employmen ........ 10 .....................Îáåñïå÷åíèå çàíÿòîñòè Bai Tushum and its Representative offices........................... Success Stories........................................ 11-13 ....................................Èñòîðèè Óñïåõà Safina Farm............................................ 11 ....Êðåñòüÿíñêîå õîçÿéñòâî "Ñàôèíà" Private entrepreneur Abdulhakim Sarikov.............................. 12 ×àñòíûé ïðåäïðèíèìàòåëü .......................... Àáäóëõàêèì Ñàðèêîâ Private entrepreneur Alexander Bodrov................................. 13 ×àñòíûé ïðåäïðèíèìàòåëü .............................. Àëåêñàíäð Áîäðîâ Future Plans............................................. 14 ...............................Ïëàíû íà áóäóùåå Independent auditor's report ............... 15-16 ...........Îò÷åò íåçàâèñèìûõ àóäèòîðîâ Financial statement report.................... 17-18 ........Îò÷åò î ôèíàíñîâîì ñîñòîÿíèè Income statement ................................. 19-20 ................Îò÷åò î ïðèáûëÿõ è óáûòêàõ Mission Statement Mission Statement Contribute to development of Kyrgyz economy, prosperity of society and improvement of living standards through provision of financial services to farmers and micro, small and medium entrepreneurs Ìèññèÿ 1 Ìèññèÿ Îñóùåñòâëåíèå âêëàäà â óñòîé÷èâîå ðàçâèòèå ýêîíîìèêè Êûðãûçñòàíà íà áëàãî ïðîöâåòàíèÿ îáùåñòâà, ïîâûøåíèÿ óðîâíÿ æèçíè, ïóòåì ïðåäîñòàâëåíèÿ ôèíàíñîâûõ óñëóã â ñåêòîðû ñåëüñêîãî õîçÿéñòâà, ìàëîãî è ñðåäíåãî áèçíåñà. Introductory Word 2 Dear Ladies and Gentlemen! Let us introduce to you the first annual report of the Bai Tushum Financial Foundation operations in the Kyrgyz market since 2000. During the first year of the Bai Tushum activities the employees of the Foundation jointly with its Founders completed substantial work on development and improvement of the lending activity and promoted the Bai Tushum in the financial market of Kyrgyzstan. BTFF contributed greatly to introduction of healthy credit culture among its target clientele and developed sound policies and procedures to control credit risk. From the very inception of its operations as a rural micro finance institution Bai Tushum applies advanced micro credit technologies that aspire to achieve financial sustainability and carry out its mission. In 2001 the Foundation achieved a high level of self-efficiency, ensured geographical expansion and attraction of a greater number of new clients. For the period from January 1st through December 31st 2001 the BTFF branches extended loans to fund projects targeted to develop sectors of agriculture, small and medium size businesses amounting to 61 million som. Bai Tushum considers contribution to reduction of unemployment and creation of employment opportunities for women and young people as one of its main achievements. Transparency, integrity and professionalism of Bai Tushum staff are corner stone of our successful development. For the future the Bai Tushum is ready to any market changes as we plan to develop new products and services applying advanced microfinance technologies thus contributing to development of the country. In conclusion, we want to express our gratitude to all our clients, and special thanks to our Founders that continue to provide valuable technical assistance and to all our partners. 2 500 Number of jobs created by loan product Êîëè÷åñòâî ñîçäàííûõ ðàáî÷èõ ìåñò ïî ðàçíûì îòðàñëÿì íàðîäíîãî õîçÿéñòâà Âñòóïèòåëüíîå ñëîâî Óâàæàåìûå äàìû è ãîñïîäà! Ïîçâîëüòå ïðåäñòàâèòü Âàì ïåðâûé ãîäîâîé îò÷åò Ôèíàíñîâîãî Ôîíäà Áàé Òóøóì çà ïåðèîä ðàáîòû íà ðûíêå Êûðãûçñòàíà ñ 2000 ãîäà.  òå÷åíèå ïåðâîãî ãîäà ôóíêöèîíèðîâàíèÿ Ôîíäà, ñîòðóäíèêàìè Ôîíäà ñîâìåñòíî ñ Ó÷ðåäèòåëÿìè ïðîäåëàíà îãðîìíàÿ ðàáîòà ïî ðàçâèòèþ è ñîâåðøåíñòâîâàíèþ äåÿòåëüíîñòè ïî ïðåäîñòàâëåíèþ çàéìîâ, ïî ïðîäâèæåíèþ Ôîíäà íà ôèíàíñîâîì ðûíêå Êûðãûçñêîé Ðåñïóáëèêè. Òàêæå çà ïðîøåäøèé ãîä Ôèíàíñîâûì Ôîíäîì Áàé Òóøóì áûëà ïðîäåëàíà áîëüøàÿ ðàáîòà ïî ðàçðàáîòêå êðåäèòíîé êóëüòóðû, âêëþ÷àþùåé â ñåáÿ ïîëèòèêè è ïðîöåäóðû äëÿ îñóùåñòâëåíèÿ êîíòðîëÿ êðåäèòíîãî ðèñêà. Ñ ñàìîãî íà÷àëà ñâîåé äåÿòåëüíîñòè â êà÷åñòâå ôèíàíñîâîãî èíñòèòóòà êðåäèòîâàíèÿ ñåëüñêîãî õîçÿéñòâà, ïðèìåíÿþùåãî ïåðåäîâûå òåõíîëîãèè ìèêðîôèíàíñèðîâàíèÿ, Ôîíä ñòðåìèòüñÿ ê äîñòèæåíèþ ôèíàíñîâîé óñòîé÷èâîñòè è ñòàáèëüíîñòè, íå çàáûâàÿ ïðè ýòîì î âûïîëíåíèè ñâîåé ìèññèè.  2001 ãîäó Ôîíä äîñòèã âûñîêîãî óðîâíÿ ñàìîîêóïàåìîñòè, îáåñïå÷åíî ðàñøèðåíèå â ãåîãðàôè÷åñêîì ïëàíå è ïðèâëå÷åíèå áîëüøåãî ÷èñëà íîâûõ êëèåíòîâ. Çà ïåðèîä ñ 1 ÿíâàðÿ ïî 31 äåêàáðÿ 2001 ãîäà ðåãèîíàëüíûìè îòäåëåíèÿìè Ôîíäà ïðåäîñòàâëåíî çàéìîâ íà ôèíàíñèðîâàíèå ïðîåêòîâ íàïðàâëåííûõ íà ðàçâèòèå ñåëüñêîãî õîçÿéñòâà, ìàëîãî è ñðåäíåãî áèçíåñà íà ñóììó ñâûøå 61 ìèëëèîíà ñîìîâ. Îäíèì èç âàæíûõ ñâîèõ äîñòèæåíèé Ôîíä ñ÷èòàåò âíåñåíèå ïîñèëüíîé ëåïòû â ñíèæåíèå óðîâíÿ áåçðàáîòèöû è ñîçäàíèÿ íîâûõ ðàáî÷èõ ìåñò, â îñîáåííîñòè äëÿ æåíùèí è ìîëîäåæè. Ïðîçðà÷íîñòü, ÷åñòíîñòü è âûñîêèé óðîâåíü ïðîôåññèîíàëèçìà ñîòðóäíèêîâ ÿâëÿþòñÿ êðàåóãîëüíûì êàìíåì íàøåãî óñïåøíîãî ðàçâèòèÿ.  ïëàíàõ íà áóäóùåå õîòåëîñü áû îòìåòèòü, ÷òî íàø Ôîíä ãîòîâ ê ëþáûì ðûíî÷íûì èçìåíåíèÿì, ìû áóäåì ðàçðàáàòûâàòü íîâûå ïðîäóêòû è óñëóãè, èñïîëüçóÿ íîâåéøèå òåõíîëîãèè ìèêðîôèíàíñèðîâàíèÿ íà áëàãî ðàçâèòèÿ íàøåé ðåñïóáëèêè.  çàêëþ÷åíèå, ìû õîòèì âûðàçèòü áëàãîäàðíîñòü âñåì íàøèì êëèåíòàì, îñîáóþ áëàãîäàðíîñòü ó÷ðåäèòåëÿì, êîòîðûå è ïî ñåé äåíü îêàçûâàþò íàì íåîöåíèìîå òåõíè÷åñêîå ñîäåéñòâèå, à òàêæå âñåì íàøèì ïàðòíåðàì. 2500 2 000 2000 1 500 1500 1 000 1000 500 500 0 Number of jobs created by regions Êîëè÷åñòâî ñîçäàííûõ ðàáî÷èõ ìåñò ïî ðåãèîíàì Êûðãûçñòàíà 0 Crop production Ðàñòåíèåâîäñòâî Livestock breeding Æèâîòíîâîäñòâî SME ÌÑÁ Chui Division ×óéñêîå îòäåëåíèå Jalalabad Division Äæàëàë-Àáàäñêîå îòäåëåíèå Osh Division Îøñêîå îòäåëåíèå Founders and Donors Ó÷ðåäèòåëè è Äîíîðû Bai Tushum Financial Foundation (BTFF) was established by ACDI/VOCA and Swiss Caritas by consolidating their independent credit programs in Osh, Jalalabad and Chui oblasts. At present, ACDI/VOCA also provides long-term and short term technical assistance to the BTFF. BTFF loan revolving fund and TA have been funded by the United States Department of Agriculture (USDA), United States Agency for International Development (USAID), and the Swiss Agency for Cooperation and Development (SDC). Ó÷ðåäèòåëè è Äîíîðû 3 Founders and Donors Ôèíàíñîâûé Ôîíä "Áàé Òóøóì" áûë ó÷ðåæäåí àìåðèêàíñêîé îðãàíèçàöèåé ACDI/VOCA è Øâåéöàðñêîé îðãàíèçàöèåé Caritas íà áàçå ñóùåñòâîâàâøèõ ðàíåå íåçàâèñèìûõ êðåäèòíûõ ïðîãðàìì â Îøñêîé, ÄæàëàëÀáàäñêîé è ×óéñêîé îáëàñòÿõ.  íàñòîÿùåå âðåìÿ ACDI/VOCA òàêæå ïðåäîñòàâëÿåò äîëãîñðî÷íîå è êðàòêîñðî÷íîå òåõíè÷åñêîå ñîäåéñòâèå ÔÔÁÒ. Ïîðòôåëü çàéìîâ è òåõíè÷åñêîå ñîäåéñòâèå Ôîíäà "Áàé Òóøóì" áûëè ïðîôèíàíñèðîâàíû Äåïàðòàìåíòîì Ñåëüñêîãî Õîçÿéñòâà ÑØÀ (USDA), Àãåíòñòâîì ïî Ìåæäóíàðîäíîìó Ðàçâèòèþ ÑØÀ (USAID), è Øâåéöàðñêèì Àãåíòñòâîì ïî Ñîòðóäíè÷åñòâó è Ðàçâèòèþ (SDC). 4 Bai Tushum Offices Bai Tushum and its Representative offices Currently the BTFF is chartered as a non profit public fund -one of the very few microfinance institutions to do so. Its activities are subject to local taxation, and in order to ensure complete transparency the accounts are audited every year by reputable bank auditing firm. BTFF functions out of three main branches in Bishkek, Osh, Djalal-abad , and three sub-branches or representative offices in Nookat, Kara-Suu and Aravan rayons. During the year 2002 Bai Tushum also plans to open a sub office in Cholpon-Ata, Issyk-Kul oblast and Bazar-Korgon rayon, Djalal-abad oblast. The Foundation head offices is located in Bishkek. Bai Tushum has a dedicated team of 50 staff members who take pride in the working with their customers and contributing in the development of Kyrgyz economy. Ïðåäñòàâèòåëüñòâà Ôèíàíñîâîãî Ôîíäà "Áàé Òóøóì" Ïðåäñòàâèòåëüñòâà Ôèíàíñîâîãî Ôîíäà "Áàé Òóøóì"  íàñòîÿùåå âðåìÿ Ôîíä "Áàé Òóøóì" îñóùåñòâëÿåò ñâîþ äåÿòåëüíîñòü êàê íåïðèáûëüíûé îáùåñòâåííûé ôîíä - íàðÿäó ñ íåìíîãèìè îðãàíèçàöèÿìè ïîäîáíîãî ðîäà. Äåÿòåëüíîñòü Ôîíäà ïîäëåæèò ìåñòíîìó íàëîãîîáëîæåíèþ è â öåëÿõ ñîáëþäåíèÿ ïðîçðà÷íîñòè ñâîåé äåÿòåëüíîñòè, Ôîíä ïðîâîäèò åæåãîäíûé àóäèò ñâîåé ôèíàíñîâîé îò÷åòíîñòè â àóäèòîðñêîé êîìïàíèè ñ îòëè÷íîé ðåïóòàöèåé. Ôîíä "Áàé Òóøóì" îñóùåñòâëÿåò ñâîþ äåÿòåëüíîñòü ïî ïðåäîñòàâëåíèþ çàéìîâ ÷åðåç ñâîè ðåãèîíàëüíûå îòäåëåíèÿ â Áèøêåêå, Îøå è Äæàëàë-Àáàäå è òðè ñóáîôèñà â Íîîêàòñêîì, Êàðà-Ñóéñêîì è Àðàâàíñêîì ðàéîíàõ.  2002 ãîäó Ôîíä "Áàé Òóøóì" ïëàíèðóåò îòêðûòü ñóá-îôèñ â ã. ×îëïîí-Àòà Èññûê-Êóëüñêîé îáëàñòè è â Áàçàð-Êîðãîíñêîì ðàéîíå ÄæàëàëÀáàäñêîé îáëàñòè. Ãîëîâíîå îòäåëåíèå Ôîíäà "Áàé Òóøóì" ðàñïîëîæåíî â ã. Áèøêåê.  Ôîíäå "Áàé Òóøóì" ðàáîòàþò 50 ñîòðóäíèêîâ, ïðåäàííûõ ñâîåìó äåëó, êëèåíòàì è âíîñÿùèõ ñâîé âêëàä â ðàçâèòèå ýêîíîìèêè Êûðãûçñòàíà. Lending Policies Lending Policies BTFF lends to farmers, and micro small and medium entrepreneurs to meet their financial needs for crop production, livestock breeding, dairy farmers, agro-processing units, trade, tourism and hospitality, and other eligible SMEs with loans ranging from US$400-20,000 in local currency. Loan term ranges between 6 and 18 months. With each successful loan repayment, the borrower can automatically obtain the next loan at lower interest rate. All loans are made at a market rate of interest and are secured by marketable collateral to cover both principal and interest. BTFF applies prudent portfolio management, and competitive market oriented pricing policies. Principal loan repayments and the founders' cash contributions are recycled through a revolving loan fund. Bai Tushum does not receive any operational subsidies from the donors. It covers all operational costs through interest income. Ïîëèòèêà Óïðàâëåíèÿ Çàåìíîãî Ïîðòôåëÿ 5 Ïîëèòèêà Óïðàâëåíèÿ Çàåìíîãî Ïîðòôåëÿ ÔÔÁÒ ïðåäîñòàâëÿåò çàéìû ôåðìåðàì, ïðåäïðèíèìàòåëÿì ìàëîãî è ñðåäíåãî áèçíåñà äëÿ óäîâëåòâîðåíèÿ èõ ôèíàíñîâûõ ïîòðåáíîñòåé â îáëàñòè ðàñòåíèåâîäñòâà, æèâîòíîâîäñòâà, ìÿñî - ìîëî÷íîé ïðîìûøëåííîñòè, ïåðåðàáîòêè ñåëüñêîõîçÿéñòâåííîé ïðîäóêöèè, â òîðãîâëå, òóðèçìå, äðóãèõ ïðåäïðèÿòèÿõ ìàëîãî è ñðåäíåãî áèçíåñà, êîòîðûå ñîîòâåòñòâóþò êðèòåðèÿì Ôîíäà. Ðàçìåð çàéìà âàðüèðóåòñÿ îò 400 äî 20,000 äîëëàðîâ ÑØÀ â íàöèîíàëüíîé âàëþòå ñðîêîì îò 6 äî 18 ìåñÿöåâ â çàâèñèìîñòè îò êðåäèòíîé èñòîðèè çàåìùèêà. Ñ êàæäûì óñïåøíûì ïîãàøåíèåì çàéìà, çàåìùèê àâòîìàòè÷åñêè ïîëó÷àåò ñëåäóþùèé çàåì ñ ïîíèæåííîé ïðîöåíòíîé ñòàâêîé. Íà âñå ïðåäîñòàâëÿåìûå çàéìû óñòàíàâëèâàåòñÿ ðûíî÷íàÿ ïðîöåíòíàÿ ñòàâêà. Çàéìû îáåñïå÷èâàþòñÿ ëèêâèäíûì çàëîãîì, êîòîðûé ãàðàíòèðóåò âîçâðàò îñíîâíîé ñóììû è ïðîöåíòîâ. ÔÔÁÒ îñóùåñòâëÿåò ïðóäåíöèàëüíîå óïðàâëåíèå ïîðòôåëåì çàéìîâ è ïðèìåíÿåò êîíêóðåíòîñïîñîáíóþ öåíîâóþ ïîëèòèêó. Âîçâðàò îñíîâíîé ñóììû ïî çàéìàì è äåíåæíûå ñðåäñòâà Ó÷ðåäèòåëåé íàïðàâëÿþòñÿ íà óâåëè÷åíèå çàåìíîãî êàïèòàëà. Ôîíä íå ïîëó÷àåò íèêàêèõ ñóáñèäèé îò äîíîðîâ íà îïåðàöèîííûå ðàñõîäû. Äîõîäû ïî ïðîöåíòàì ïîêðûâàþò âñå íàøè îïåðàöèîííûå ðàñõîäû. 6 Board of directors or the Supervisory Committee Ñîâåò Äèðåêòîðîâ èëè Íàáëþäàòåëüíûé Ñîâåò Board of directors or the Supervisory Committee The Committee is headed by Janice Stallard, ACDI/VOCA's senior advisor to the Kazakhstan Community Loan Fund (KCLF), a leading MFI in Kazakhstan. The other members include senior professionals from the financial, legal, and business communities, and donor representatives. The Supervisory Committee meets at least once a quarter to provide the strategic direction and the policy guidelines to the Foundation. The SC members are elected for two years and the Founders approve their names. Since the inception of the Foundation the Committee has provided valuable guidance and governance. These members include: * Mr. Stefan Bruni, Senior Economic Programs Officer, Swiss Coordination office -Bishkek * Ms.Natalia S. Galliamova, Director, "VERITAS" Legal Agency * Ms. Aziza Yuldashieva, General Manager of IFDC Kyrgyz Agroinput Enterprise Development Project * Mr. Muhammad Junaid, ACDI/VOCA Microfinance Consultant. Mr. Junaid is also a Long Term Technical Advisor to the BTFF. Ñîâåò Äèðåêòîðîâ èëè Íàáëþäàòåëüíûé Ñîâåò Ïðåäñåäàòåëåì Íàáëþäàòåëüíîãî Ñîâåòà ÿâëÿåòñÿ Äæåíèñ Ñòàëëàðä - còàðøèé ñîâåòíèê ACDI/VOCA â Êàçàõñòàíñêîì Ôîíäå Êðåäèòîâàíèÿ Îáùèí (ÊÔÊÎ), êîòîðûé ÿâëÿåòñÿ âåäóùèì ìèêðîôèíàíñîâûì ó÷ðåæäåíèåì â Êàçàõñòàíå. Îñòàëüíûìè ÷ëåíàìè Ñîâåòà ÿâëÿþòñÿ âûñîêîêâàëèôèöèðîâàííûå ïðåäñòàâèòåëè ôèíàíñîâûõ, þðèäè÷åñêèõ, áèçíåñ ñòðóêòóð è äîíîðñêèõ îðãàíèçàöèé. Çàñåäàíèå Íàáëþäàòåëüíîãî Ñîâåòà ïðîâîäèòñÿ íå ðåæå îäíîãî ðàçà â êâàðòàë äëÿ îïðåäåëåíèÿ ñòðàòåãè÷åñêèõ íàïðàâëåíèé è ïîëèòèêè Ôîíäà. ×ëåíû Íàáëþäàòåëüíîãî Ñîâåòà èçáèðàþòñÿ ñðîêîì íà 2 ãîäà è îäîáðÿþòñÿ Ó÷ðåäèòåëÿìè Ôîíäà. Ñ ìîìåíòà ñîçäàíèÿ ÔÔÁÒ ÷ëåíû Ñîâåòà îêàçûâàþò íåîöåíèìóþ ïîìîùü â ðóêîâîäñòâå è óïðàâëåíèè Áàé Òóøóìà. ×ëåíàìè Íàáëþäàòåëüíîãî Ñîâåòà ÿâëÿþòñÿ: * ã-í Áðóíè Øòåôàí, Ðóêîâîäèòåëü Ïðîãðàììû Øâåéöàðñêîãî Áþðî ïî Ñîòðóäíè÷åñòâó -Áèøêåê * ã-æà Ãàëëÿìîâà Íàòàëüÿ Ñèäîðîâíà, Äèðåêòîð Þðèäè÷åñêîãî Àãåíòñòâà "VERITAS" * ã-æà Þëäàøåâà Àçèçà Óçãåíîâíà, Ãåíåðàëüíûé Ìåíåäæåð Êûðãûçñêîãî ïðîåêòà ñíàáæåíèÿ è ðàçâèòèÿ àãðîáèçíåñà IFDC * ã-í Äæóíàèä Ìóõàììàä, Êîíñóëüòàíò ACDI\VOCA ïî ìèêðîôèíàñèðîâàíèþ. Ã-í Äæóíàèä òàêæå ÿâëÿåòñÿ Äîëãîñðî÷íûì Òåõíè÷åñêèì Ñîâåòíèêîì Ôèíàíñîâîãî Ôîíäà "Áàé Òóøóì". Institutional Management Management information system Institutional Management The Executive Board, or management team of the Foundation, comprises managers at the head office and branches. The Board is led by Ms. Gulnara Shamshieva, general manager of the Foundation. The chief accountant, credit manager, Foundation's in-house lawyer, and a senior branch manager are part of the Executive Board. The Board meets at least once a month and as needed to manage the day-to-day operations. Management information system BTFF has developed an in-house management information system that manages and tracks financial and loan information. The system comprises two separate programs for Financial Accounting and Loan Tracking, producing up-to-the-minute reports down to the branch level, and consolidating daily activities of the Foundation at the end of each day. The reports provide an immediate assessment of the performance of staff members and operating units and allow an immediate assessment of the status of every loan. The MIS has been tested and certified and currently the BTFF is developing a comprehensive user manual. Óïðàâëåíèå Ôîíäîì 7 Óïðàâëåí÷åñêàÿ Èíôîðìàöèîííàÿ Ñèñòåìà Óïðàâëåíèå Ôîíäîì  ñîñòàâ Ïðàâëåíèÿ Ôîíäà âõîäÿò ñòàðøèå ñîòðóäíèêè ãîëîâíîãî îôèñà è îòäåëåíèé. Ïðåäñåäàòåëåì Ïðàâëåíèÿ Ôîíäà ÿâëÿåòñÿ ã-æà Øàìøèåâà Ãóëüíàðà Æàìàíêóëîâíà.  ñîñòàâ Ïðàâëåíèÿ âõîäÿò: Ãëàâíûé Áóõãàëòåð, Þðèäè÷åñêèé Ñîâåòíèê, Îïåðàöèîííûé Êîîðäèíàòîð è ñòàðøèé ðåãèîíàëüíûé ìåíåäæåð. Çàñåäàíèÿ Ïðàâëåíèÿ ïðîâîäÿòñÿ íå ðåæå îäíîãî ðàçà â ìåñÿö è ïî ìåðå íåîáõîäèìîñòè äëÿ îñóùåñòâëåíèÿ ðóêîâîäñòâà òåêóùåé äåÿòåëüíîñòüþ íàøåé îðãàíèçàöèè. Óïðàâëåí÷åñêàÿ Èíôîðìàöèîííàÿ Ñèñòåìà ÔÔÁÒ ðàçðàáîòàë ñâîþ Óïðàâëåí÷åñêóþ Èíôîðìàöèîííóþ Ñèñòåìó (ÓÈÑ), êîòîðàÿ ó÷èòûâàåò è îòñëåæèâàåò èíôîðìàöèþ ïî ïîðòôåëþ çàéìîâ è ôèíàíñîâîé äåÿòåëüíîñòè. Äàííàÿ ïðîãðàììà ñîñòîèò èç äâóõ êîìïîíåíòîâ - îïåðàöèîííûé äåíü ìèêðîôèíàíñîâîãî ó÷ðåæäåíèÿ (äëÿ îñóùåñòâëåíèÿ ôèíàíñîâîãî ó÷åòà) è ïîðòôåëü çàéìîâ - êîòîðûå ïðåäîñòàâëÿþò îò÷åòû ïî îòäåëåíèÿì, à òàêæå êîíñîëèäèðóþò äàííûå ïî ôîíäó â êîíöå êàæäîãî äíÿ. Îò÷åòû äàþò âîçìîæíîñòü àíàëèçèðîâàòü ðåçóëüòàòû äåÿòåëüíîñòè ñîòðóäíèêîâ, ðåãèîíàëüíûõ îòäåëåíèé, à òàêæå ïðîâîäèòü îöåíêó êàæäîãî çàéìà. Óïðàâëåí÷åñêàÿ Èíôîðìàöèîííàÿ Ñèñòåìà ïðîâåðåíà è ñåðòèôèöèðîâàíà, à â íàñòîÿùåå âðåìÿ â ÔÔÁÒ ðàçðàáàòûâàåòñÿ ïîäðîáíîå ðóêîâîäñòâî ïîëüçîâàòåëÿ. 8 Internal control system, audits, and supervision Internal control system, audits, and supervision Ñèñòåìà âíóòðåííåãî êîíòðîëÿ, àóäèò è íàáëþäåíèå Ñèñòåìà âíóòðåííåãî êîíòðîëÿ, àóäèò è íàáëþäåíèå BTFF has established a stringent internal control system to protect the institution and reduce losses. All financial transactions in BTFF pass through a series of routine checks.  ÔÔÁÒ óñòàíîâëåíà ñòðîãàÿ ñèñòåìà âíóòðåííåãî êîíòðîëÿ äëÿ çàùèòû ó÷ðåæäåíèÿ è óìåíüøåíèÿ ïîòåðü. Âñå ôèíàíñîâûå îïåðàöèè Ôîíäà ïðîõîäÿò ñåðèþ îáû÷íûõ ïðîâåðîê. The Foundation also employs an internal auditor, reporting directly to the Supervisory Committee. An Internal Control Manual and Internal Audit manual have been developed and introduced throughout the organization.  Ôîíäå ðàáîòàåò âíóòðåííèé àóäèòîð, êîòîðûé íàïðÿìóþ ïîäîò÷åòåí Íàáëþäàòåëüíîìó Ñîâåòó. Áûëè ðàçðàáîòàíû è ââåäåíû â äåéñòâèå Ðóêîâîäñòâà ïî Âíóòðåííåìó Êîíòðîëþ è Àóäèòó. In addition, the Foundation has a zero tolerance policy for corrupt practices and values highly the integrity of the loan officers and staff members. Also, to mitigate corrupt practices, the Foundation uses a credit committee system in the branches to monitor loan disbursement. All loans are approved by the branch credit committees; though the loan officer is present at these meetings, he or she is not a part of the decision making.  Ôîíäå ïîääåðæèâàåòñÿ ïîëèòèêà àáñîëþòíîé íåòåðïèìîñòè ê êîððóïöèîííûì äåéñòâèÿì ñîòðóäíèêîâ è âûñîêî öåíèòñÿ ÷åñòíîñòü âñåõ ñîòðóäíèêîâ, â îñîáåííîñòè ñïåöèàëèñòîâ ïî çàéìàì. Ñ öåëüþ ïðåäîòâðàùåíèÿ ñëó÷àåâ êîððóïöèè, â îòäåëåíèÿõ Ôîíäà äåéñòâóþò Êîìèòåòû ïî Çàéìàì, îòñëåæèâàþùèå ïðîöåññ ïðåäîñòàâëåíèÿ çàéìîâ. Âñå çàéìû äîëæíû áûòü îäîáðåíû Êîìèòåòîì ïî Çàéìàì îòäåëåíèÿ. Ñïåöèàëèñòû ïî çàéìàì ó÷àñòâóþò íà ýòèõ çàñåäàíèÿõ , íî íå ïðèíèìàþò ðåøåíèÿ. Human Resources and Training Human Resources and Training Staff development is a high priority for the Foundation, and in support of this, it has developed various incentive systems, including promotion within the organization and cash bonuses; and an annual budget allocation exceeding 2% for staff development and training. It has established an excellent on-the-job training system so that if any key staff leaves there are internal candidates groomed to take on new responsibilities. BTFF has also developed a performancebased salary bonus system. This system has been designed to improve the portfolio performance, and uses different indicators to measure the loan officers' performance, and each business unit's performance. In addition to the in-house training, staff are also able to access o u t s i d e technical t r a i n i n g through links with the Microfinance Center in Poland and other sources. The Foundation has also put in place a strong training program for its newly recruited loan officers. This comprises both formal as well as on-the-job training modules. All new loan officers are hired as trainee officers, and they shadow the senior loan officers for onthe-job-training. Once every six months, a one week training program is conducted by the Foundation's management and ACDI\VOCA Ïîäãîòîâêà è îáó÷åíèå êàäðîâ 9 Ïîäãîòîâêà è îáó÷åíèå êàäðîâ Ïîäãîòîâêà è îáó÷åíèå êàäðîâ ÿâëÿåòñÿ âàæíûì íàïðàâëåíèåì äåÿòåëüíîñòè Ôîíäà. Äëÿ ýòîãî áûëè ðàçðàáîòàíû ðàçëè÷íûå ñèñòåìû ñòèìóëèðîâàíèÿ è ïîîùðåíèÿ ñîòðóäíèêîâ, âêëþ÷àÿ ïðîäâèæåíèå ïî ñëóæáå è ïðåìèè.  áþäæåòå Ôîíäà ïðåäóñìîòðåíà ñòàòüÿ ðàñõîäîâ ïî ïîäãîòîâêå è îáó÷åíèþ êàäðîâ, ïðåâûøàþùàÿ 2% îò ñóììû îáùèõ ðàñõîäîâ. Ïðîâîäèòñÿ îáó÷åíèå ïåðñîíàëà ñ öåëüþ èñïîëíåíèÿ èìè íîâûõ ôóíêöèîíàëüíûõ îáÿçàííîñòåé â ñëó÷àå óõîäà êëþ÷åâûõ ñîòðóäíèêîâ. Òàêæå â Ôîíäå ðàçðàáîòàíà ïðåìèàëüíàÿ ñèñòåìà, îñíîâàííàÿ íà ðåçóëüòàòàõ ðàáîòû. Ýòà ñèñòåìà íàïðàâëåíà íà óëó÷øåíèå êà÷åñòâà ïîðòôåëÿ ñ ïðèìåíåíèåì ðàçëè÷íûõ ïîêàçàòåëåé î ö å í ê è ðåçóëüòàòîâ ð à á î ò û ñïåöèàëèñòîâ ïî çàéìàì è ê à æ ä î ã î ñòðóêòóðíîãî ïîäðàçäåëåíèÿ.  äîïîëíåíèå ê ïîäãîòîâêå êàäðîâ íà ìåñòàõ, êîòîðîå ïðîâîäèòñÿ Äîëãîñðî÷íûì Òåõíè÷åñêèì Ñîâåòíèêîì, ñîòðóäíèêè ïðîõîäÿò îáó÷åíèå íà òðåíèíãàõ Ìèêðîôèíàíñîâîãî Öåíòðà (Ïîëüøà) è íà äðóãèõ îáðàçîâàòåëüíûõ êóðñàõ. Ôîíä âíåäðèë ïðîãðàììó îáó÷åíèÿ äëÿ íîâûõ ñïåöèàëèñòîâ ïî çàéìàì, êîòîðàÿ âêëþ÷àåò â ñåáÿ òåîðåòè÷åñêèé è ïðàêòè÷åñêèé êóðñû. Íîâûå ñïåöèàëèñòû ïðîõîäÿò ñòàæèðîâêó è îáó÷åíèå ó ñòàðøèõ ñïåöèàëèñòîâ ïî çàéìàì. Ðàç â øåñòü ìåñÿöåâ ðóêîâîäñòâîì Ôîíäà è êîíñóëüòàíòàìè ACDI\VOCA ïðîâîäèòñÿ íåäåëüíûé îáó÷àþùèé òðåíèíã. 10 Impact - Creation of Employment Impact - Creation of Employment Îáåñïå÷åíèå çàíÿòîñòè Îáåñïå÷åíèå çàíÿòîñòè BTFF, through its lending programs have been able to create a large number of employment opportunities in the rural areas, particularly in the southern region of Kyrgyzstan. It is estimated that for every US$250 invested in lending capital of BTFF by its Founders have provided (or helped maintain) employment to one person. Findings of this impact survey are tabulated below: In addition to creating permanent employment (in many cases for the young men and women of the family), these SMEs and farm enterprises also provide seasonal employment to a large number of people in planting, harvesting, and marketing seasons. For example it is estimated that in Osh oblast an average farm enterprise funded by the BTFF provides a seasonal employment to about 12 people during harvesting of cotton. ×åðåç ñâîè ðåãèîíàëüíûå îòäåëåíèÿ ÔÔÁÒ ñìîãëî ïðåäîñòàâèòü áîëüøå âîçìîæíîñòåé äëÿ îáåñïå÷åíèÿ çàíÿòîñòè íàñåëåíèÿ â ñåëüñêîé ìåñòíîñòè, îñîáåííî â þæíûõ ðåãèîíàõ Êûðãûçñòàíà. Ïî ïîäñ÷åòàì êàæäûå $250, èíâåñòèðîâàííûõ ó÷ðåäèòåëÿìè â çàåìíûé êàïèòàë ÔÔÁÒ îáåñïå÷èâàþò (èëè ïîìîãàþò ñîõðàíèòü) îäíî ðàáî÷åå ìåñòî. Êðîìå ñîçäàíèÿ ïîñòîÿííîé çàíÿòîñòè (âî ìíîãèõ ñëó÷àÿõ äëÿ ìîëîäûõ æåíùèí è ìóæ÷èí - ÷ëåíîâ ñåìüè), ýòè ìàëûå è ñðåäíèå ïðåäïðèÿòèÿ, êðåñòüÿíñêèå õîçÿéñòâà òàêæå îáåñïå÷èâàþò ñåçîííóþ çàíÿòîñòü äëÿ áîëüøîãî ÷èñëà ëþäåé äëÿ âûðàùèâàíèÿ ñåëüñêîõîçÿéñòâåííûõ êóëüòóð, ñáîðà óðîæàÿ, ïðè åãî ñáûòå. Íàïðèìåð, ïîäñ÷èòàíî, ÷òî â Îøñêîé îáëàñòè ñðåäíåå êðåñòüÿíñêîå õîçÿéñòâî, ôèíàíñèðóåìîå ÔÔÁÒ â ïåðèîä ñáîðà óðîæàÿ õëîïêà îáåñïå÷èâàåò ñåçîííîé ðàáîòîé îêîëî 12 ÷åëîâåê. Total Foundation Âñåãî ïî ôîíäó Osh Branch Îøñêîå îòäåëåíèå Djalal-Abad Branch Äæàëàë-Àáàäñêîå îòäåëåíèå Chui Branch ×óéñêîå îòäåëåíèå 2001 ã. 0 1000 2000 3000 4000 5000 6000 Jobs created; Êîëè÷åñòâî ñîçäàííûõ ðàáî÷èõ ìåñò Number of loans; Êîëè÷åñòâî ïðåäîñòàâëåííûõ çàéìîâ Success Stories Success Stories Èñòîðèè Óñïåõà 11 Èñòîðèè Óñïåõà Safina Farm Enterprise Êðåñòüÿíñêîå õîçÿéñòâî "ÑÀÔÈÍÀ" Safina farm enterprise was registered in 1998 as an independent union of persons targeted to provide family welfare through effective involvement of its members in production and commercial activities. At present, the farm is involved in wheat, barley, corn growing and owns 120 hectares of land, a mini-mill, machinery for making cereals and a bakery. There is a shop close to the bakery. Only one tenth of all baked products is sold in a shop, the largest portion of bread is daily delivered to the Ministry of Defense of KR, kindergartens and other shops in neighboring villages and Bishkek. Bai Tushum is happy to be part of and share this success with Safina farm. With the first loan amounting to 55 000 som disbursed by Chui Farm Credit Association, the members of the farm enterprise could carry out spring field works, purchased wheat seeds and fuel to make proper soil tillage. The results of first loan usage showed increase in wheat yield and plans to expand the farm's activities in the nearest future. In 2000 it was decided to apply for the third second loan that amounted to 350,000 som. In spring 2001 Safina farm applied for its next loan purposed to expand of scope of farm's activities. At that time the number of farm employees were 32. The new project was planned for 1,504,000 som, including 900,00 som - credit line was provided by the Bai Tushum Financial Foundation. Today Safina farm has up-to-date production machinery, agro processing equipment, trading network and, most importantly the possibility to create new job opportunities. Nice office space equipped with modern equipment and mobile telephone is now available in the farm owing to efforts of the farm members and timely financial assistance from Bai Tushum. Êðåñòüÿíñêîå õîçÿéñòâî "ÑÀÔÈÍÀ" çàðåãèñòðèðîâàíî â 1998 ãîäó êàê ñàìîñòîÿòåëüíîå òðóäîâîå îáúåäèíåíèå ëèö, öåëüþ êîòîðîãî ÿâëÿåòñÿ îáåñïå÷åíèå áëàãîñîñòîÿíèÿ ñåìüè, ïóòåì ýôôåêòèâíîãî òðóäà åå ÷ëåíîâ â ïðîèçâîäñòâåííîé, êîììåð÷åñêîé äåÿòåëüíîñòè.  äàííîå âðåìÿ õîçÿéñòâî çàíèìàåòñÿ âûðàùèâàíèåì ïøåíèöû, ÿ÷ìåíÿ, êóêóðóçû, â èõ âëàäåíèè íàõîäèòñÿ 120 ãà çåìåëüíûõ óãîäèé, åñòü ñâîÿ ìèíè- ìåëüíèöà, ñòàíîê äëÿ ïðîèçâåäåíèÿ êðóï, ïåêàðíÿ. Ðÿäîì ñ ïåêàðíåé ðàçìåùàåòñÿ ñîáñòâåííûé ìàãàçèí. Íàäî îòìåòèòü, ÷òî â ìàãàçèíå ðåàëèçóåòñÿ òîëüêî äåñÿòàÿ ÷àñòü âñåé âûïå÷êè, áîëüøàÿ ÷àñòü õëåáà åæåäíåâíî äîñòàâëÿåòñÿ â Ìèíèñòåðñòâî îáîðîíû Êûðãûçñêîé Ðåñïóáëèêè, äåòñêèå ñàäû, à òàêæå äðóãèå ìàãàçèíû áëèçëåæàùèõ ñåë, ã.Áèøêåêà. Íî â äîñòèæåíèå âñåãî ýòîãî åñòü íåìàëàÿ çàñëóãà Ôèíàíñîâîãî Ôîíäà "Áàé Òóøóì". Òàê èìåííî ñ ïîìîùüþ ïåðâîãî êðåäèòà â 55 000 ñîìîâ, ïðåäîñòàâëåííîãî ×ÔÊÀ, õîçÿéñòâî ñìîãëî ïðîèçâåñòè âåñåííå-ïîëåâûå ðàáîòû, çàêóïèëî ñåìåíà ïøåíèöû äëÿ âûðàùèâàíèÿ, ïðèîáðåëî äîñòàòî÷íîå êîëè÷åñòâî ÃÑÌ äëÿ íàäëåæàùåé îáðàáîòêè çåìåëü. Ïî ðåçóëüòàòàì èñïîëüçîâàíèÿ ïåðâîãî êðåäèòà óëó÷øèëèñü ïîêàçàòåëè ïî âûðàùèâàíèþ ïøåíèöû, è ìíîãèå ïðîáëåìû áûëè ÷àñòè÷íî ðåøåíû, áûëè íàìå÷åíû ïëàíû íà ðàñøèðåíèå ñôåðû äåÿòåëüíîñòè.  2000 ãîäó áûëî ðåøåíî îôîðìèòü çàÿâêó íà ïîëó÷åíèè âòîðîãî êðåäèòà, êðåäèò áûë ïîëó÷åí â ðàçìåðå 350 000 cîìîâ. Âåñíîé 2001 ãîäà "ÑÀÔÈÍÀ" âíîâü îáðàùàåòñÿ ñ áèçíåñ ïðîåêòîì íà ïîëó÷åíèå çàéìà äëÿ äàëüíåéøåãî ðàñøèðåíèÿ äåÿòåëüíîñòè õîçÿéñòâà. Êîëè÷åñòâî ðàáîòàþùèõ â õîçÿéñòâå ëþäåé ñîñòàâëÿåò óæå 32 ÷åëîâåêà. Íîâûé ïðîåêò çàïëàíèðîâàí íà îáùóþ ñóììó 1 504 000 ñîì èç íèõ 900 000 ñîì - ñóììà êðåäèòíîé ëèíèè, âûäàííàÿ Ôèíàíñîâûì Ôîíäîì. Íà ñåãîäíÿøíèé äåíü ê\õ "ÑÀÔÈÍÀ" èìååò ïðåêðàñíóþ ïðîèçâîäñòâåííóþ òåõíèêó, îáîðóäîâàíèå äëÿ ïåðåðàáîòêè ïðîäóêöèè, ñâîþ òîðãîâóþ ñåòü äëÿ ðåàëèçàöèè ïðîäóêöèè, è ñàìîå âàæíîå - âîçìîæíîñòü ñîçäàíèÿ ðàáî÷èõ ìåñò. Ïðåêðàñíûé îôèñ, îñíàùåííûé ñîâðåìåííîé îðãòåõíèêîé è ìîáèëüíîé ñâÿçüþ, - âñå ýòî ñòàëî âîçìîæíûì äëÿ äàííîãî õîçÿéñòâà òîëüêî áëàãîäàðÿ ñîâìåñòíûì óñèëèÿì ñàìîãî õîçÿéñòâà è ïðåäîñòàâëåíèþ çàéìîâ ôèíàíñîâîãî ôîíäà ÷åðåç ðåãèîíàëüíûå îòäåëåíèÿ. 12 Success Stories Private Entrepreneur Abdulhakim Sarikov Sarikov Djalal-Abad Branch of Bai Tushum Financial Foundation has a great number of clients that receive loans for the second, third and more time. One of our best borrowers in Jala-labad is private entrepreneur Abdulhakim Sarikov coming from Gulistan village of Tash-Bulak village council in Suzak rayon. He is engaged in livestock breeding. The first loan was disbursed by Swiss CARITAS in March 1996 amounting to 2,700 USD for 1 year term for livestock breeding. Loan, in accordance with Loan Agreement, was secured by collateralborrower's house. At that time borrower owned 2 cows and 5 sheep. Loan funds were used by the borrower Sarikov A. for purchasing 5 cows, 10 sheep and 2 mares. After one year his farm had 33 heads of cattle. After repayment of loan in 1997 Abdulhakim Sarikov applied for another loan in April. Considering his good credit history with the organization he obtained a loan for the amount of 2,000 USD that was used to purchase 20 sheep, 3 cows and 3 mares. After one year he gained profit and successfully repaid a loan without delays. For his next loan Abdulkahim Sarikov applied in April 2000. By that time due to his hard work and loan funds from Bai Tushum he owned a truck of type GAZ-53, mowing tractor, around 8 heads of cows, 8 horses and 120 sheep. The purpose of another loan was the same - livestock, the amount was 150,000 som. Loan funds were used to purchase 120 sheep. In a year Abdulkahim's business brought him much profit. In May 2001 Abdulkahim Sarikov received another loan from BTFF in the amount of 250,000 som for livestock breeding. He purchased 150 rams. Presently he pays all interests without delays and plans to continue cooperation with the Foundation after repayment of loan principal amount. We learn from this example that correct and rational use of funds always brings good results. Èñòîðèè Óñïåõà ×àñòíûé ïðåäïðèíèìàòåëü Ñàðèêîâ Àáäóëõàêèì  íàñòîÿùåå âðåìÿ ó Æàëàë-Àáàäñêîãî îòäåëåíèÿ "Áàé-Òóøóì" èìååòñÿ ìíîãî êëèåíòîâ, êîòîðûå ïîëó÷àþò çàéìû âî âòîðîé, òðåòèé è áîëåå ðàç. Îäíèì èç íàøèõ ëó÷øèõ çàåìùèêîâ ÿâëÿåòñÿ ÷àñòíûé ïðåäïðèíèìàòåëü Ñàðèêîâ Àáäóëõàêèì, ïðîæèâàþùèé â Ñóçàêñêîì ðàéîíå, Òàø-Áóëàêñêàÿ ñ\ó, ñåëî Ãóëèñòàí. Îñíîâíûì âèäîì äåÿòåëüíîñòè ÷àñòíîãî ïðåäïðèíèìàòåëÿ ÿâëÿåòñÿ æèâîòíîâîäñòâî. Ïåðâûé çàéì áûë ïîëó÷åí ïðåäøåñòâóþùåé "ÁàéÒóøóìó" îðãàíèçàöèåé â ìàðòå 1996 ãîäà â ñóììå 2700 äîëëàðîâ ÑØÀ íà îäèí ãîä. Öåëü ïîëó÷åíèÿ çàéìà æèâîòíîâîäñòâî. Çàåì ñîãëàñíî äîãîâîðó çàéìà áûë îáåñïå÷åí æèëûì äîìîì çàåìùèêà.  òî âðåìÿ çàåìùèê âëàäåë 2 êîðîâàìè, 5 îâöàìè. Íà ïîëó÷åííûé çàéì Ñàðèêîâ À. çàêóïèë 5 êîðîâ, 10 îâöåìàòîê è 2 êîáûëû. ×åðåç ãîä â åãî âëàäåíèè óæå áûëî 33 ãîëîâ ñêîòà. Ïîñëå ïîãàøåíèÿ çàéìà â 1997 ãîäó, Ñàðèêîâ Àáäóëõàêèì â àïðåëå ìåñÿöå ñíîâà îáðàòèëñÿ â ÊÀÐÈÒÀÑ äëÿ ïîëó÷åíèÿ çàéìà. Âñëåäñòâèå åãî õîðîøåé êðåäèòíîé èñòîðèè ïåðåä íàøåé îðãàíèçàöèåé åìó áûëî âûäàí çàéì â ñóììå 2 000 äîëëàðîâ ÑØÀ, íà êîòîðûå îí êóïèë 20 îâöåìàòîê, 3 êîðîâû è 3 êîáûëû. ×åðåç ãîä îí ïîëó÷èë ïðèáûëü è óñïåøíî ïîãàñèë çàéì áåç çàäåðæåê, à òàêæå óëó÷øèë ñâîè æèëèùíûå óñëîâèÿ.  ñëåäóþùèé ðàç Ñàðèêîâ îáðàòèëñÿ ê íàì â àïðåëå 2000 ãîäà äëÿ ïîëó÷åíèÿ î÷åðåäíîãî çàéìà. Íà òîò ìîìåíò â åãî âëàäåíèè, áëàãîäàðÿ åãî òðóäîëþáèþ è ïðåäîñòàâëåííûì çàéìàì áûë ãðóçîâîé òðàíñïîðò ÃÀÇ-53, òðàêòîð-êîñèëêà, îêîëî 8 ãîëîâ êðóïíîãî ðîãàòîãî ñêîòà, 8 ëîøàäåé è 120 îâåö. Öåëü çàéìà îñòàâàëàñü ïðåæíåé - æèâîòíîâîäñòâî, ñóììà åãî çàéìà ñîñòàâèëà 150 000 ñîìîâ. Íà ïîëó÷åííûé çàéì îí óâåëè÷èë ÷èñëî ãîëîâ ìåëêîãî ðîãàòîãî ñêîòà íà 120 îâåö. ×åðåç ãîä äåÿòåëüíîñòü çàåìùèêà ïðèíåñëà åìó âûñîêóþ ïðèáûëü.  ìàå ìåñÿöå 2001 ãîäà Ñàðèêîâ ïîëó÷èë î÷åðåäíîé çàéì â ÔÔÁÒ â ñóììå 250 000 ñîìîâ íà òå æå öåëè, ÷òî è ïðåäûäóùèå, ò.å. íà æèâîòíîâîäñòâî îí ïðèîáðåë 150 áàðàíîâ.  íàñòîÿùåå âðåìÿ çàåìùèê áåç çàäåðæåê ïîãàøàåò ïðîöåíòû ïî çàéìó è ïëàíèðóåò ñîòðóäíè÷àòü ñ ôîíäîì è ïîñëå ïîãàøåíèÿ îñíîâíîé ñóììû. Íà ýòîì ïðèìåðå ìîæíî ñäåëàòü âûâîä î òîì, ÷òî ïðàâèëüíîå è ðàöèîíàëüíîå èñïîëüçîâàíèå äåíåæíûõ Success Stories Private entrepreneur Alexander Bodrov During Soviet times private entrepreneur Bodrov Alexandr Nickolaevich worked in Road Department as engineer. In 1992-1995 the economic situation in newly established independent Kyrgyz republic deteriorated, many businesses became bankrupt due to lack of demand in commodities; production of consumer goods was gradually declining. Those companies that stayed "afloat" offered low level of salaries. Bodrov A.N. made a decision to open his own business and started studying a demand for different types of goods. Lack of hot water in living houses brought certain difficulties to people's life. Water heaters market was for 100% occupied by imported goods, and they were expensive. Alexander Bodrov. decided to start production of domestic water heaters. His calculations showed that cost of goods will be much lower then the price of imported ones. Besides, due to maintenance services for own goods it could be possible to have additional income and find his niche in the market. Alexander Bodrov succeeded in his business. All income that he gained was invested to expand his existing business, and Alexander was looking for possibilities to introduce new products. Bodrov decided to make custom tailored furniture sets for kitchen. To implement this project he had space and qualified carpenters to make furniture and equipment. Alexander together with his son and friend rented empty premises and small surrounding territory, purchased necessary equipment and started making water heaters in small quantities after obtaining a relevant certificate for producing this type of product, and hired 3 workers. The first batch of kitchen sets was sold at instance. After that they started production of custom made furniture. But there was demand for additional funding, since raw materials for furniture were bought in Bishkek. Private entrepreneur Alexander Bodrov applied for a loan to Osh Branch of BTFF and presented his business plan. After Bai Tushum analyzed Alexander's project he received a loan amounting to 130 000 som to develop his business, particularly, make water heaters and furniture by individual orders. From the loan funds Bodrov purchased the multi-purpose device, necessary quantity of raw materials to make furniture and repaired a workshop. He rented additional premises. As of today he created 18 jobs. Besides that, he rented a trading area at "Sevara" trading center where people can purchase domestically made goods. Bodrov is also an official dealer of INDEZIT and ARISTON companies in the southern regions of Kyrgyzstan. Bodrov plans to successfully work out the loan and apply for the second one to open his own shop where he is going to sell his own goods. In meantime he has dealer's shops selling his goods in JalalAbad, KyzylKiya and trading center "Sevara" in Osh. Èñòîðèè Óñïåõà 13 ×àñòíûé ïðåäïðèíèìàòåëü Áîäðîâ Àëåêñàíäð ×àñòíûé ïðåäïðèíèìàòåëü Áîäðîâ Àëåêñàíäð Íèêîëàåâè÷ ïðè Ñîâåòñêîì Ñîþçå ðàáîòàë â äîðîæíîì óïðàâëåíèè èíæåíåðîì.  1992-1995 ãîäû ýêîíîìè÷åñêîå ñîñòîÿíèå ìîëîäîé íåçàâèñèìîé Êûðãûçñêîé Ðåñïóáëèêè ïîøëî â óïàäîê, ìíîãèå õîçÿéñòâóþùèå ñóáúåêòû îáàíêðîòèëèñü èç-çà îòñóòñòâèÿ ñïðîñà íà âûïóñêàåìûå òîâàðû, âûïóñê òîâàðîâ íàðîäíîãî ïîòðåáëåíèÿ ïðåêðàùàëñÿ.  òåõ îðãàíèçàöèÿõ, êîòîðûå "îñòàëèñü íà ïëàâó", çàðàáîòíàÿ ïëàòà áûëà íèçêîé . Áîäðîâ À.Í. ïðèøåë ê ðåøåíèþ, ÷òî íåîáõîäèìî îòêðûòü ñâîé íåçàâèñèìûé áèçíåñ. È íà÷àë èçó÷àòü ñïðîñ íàñåëåíèÿ íà ðàçíûå âèäû òîâàðîâ. Ïîñòîÿííîå îòñóòñòâèå ãîðÿ÷åé âîäû â æèëûõ äîìàõ ïðåäñòàâëÿëî îïðåäåëåííûå íåóäîáñòâà. Ðûíîê äàííîãî òîâàðà áûë íà 100 % çàâîåâàí çà ñ÷åò èìïîðòà, ïîñòàâêè èç-çà ðóáåæà áûëè äîðîãîñòîÿùèìè. Áîäðîâ À.Í. ðåøèë íàëàäèòü âûïóñê âîäîíàãðåâàòåëåé. Ðàñ÷åòû ïîêàçàëè, ÷òî ñåáåñòîèìîñòü âûïóñêàåìîãî òîâàðà áóäåò íàìíîãî íèæå, ÷åì èìïîðòíûå. Êðîìå ýòîãî, çà ñ÷åò îêàçàíèÿ ñåðâèñíîãî îáñëóæèâàíèÿ ñâîåãî òîâàðà, ìîæíî áûëî ïîëó÷èòü äîïîëíèòåëüíûé äîõîä è çàâîåâàòü ÷àñòü äàííîãî ðûíêà. Áîäðîâ âìåñòå ñî ñâîèì ñûíîì è äðóãîì àðåíäîâàëè ïóñòóþùåå ïîìåùåíèå è íåáîëüøóþ òåððèòîðèþ ê íåìó, ïðèîáðåëè íåîáõîäèìîå îáîðóäîâàíèå è íà÷àëè âûïóñê âîäîíàãðåâàòåëåé ìàëåíüêèì ïàðòèÿìè, êîíå÷íî ïîëó÷èâ ñîîòâåòñòâóþùèé ñåðòèôèêàò íà âûïóñê äàííîé ïðîäóêöèè, ïðè ýòîì íàíÿâ åùå 3 ðàáî÷èõ. Áèçíåñ Áîäðîâà íà÷àë ïðîöâåòàòü, ïîëó÷åííûå äîõîäû îí âêëàäûâàë â ïðîèçâîäñòâî, íî íóæíî áûëî ðàñøèðÿòü ñâîé áèçíåñ çà ñ÷åò âûïóñêà äðóãîãî âèäà ïðîäóêöèè. Âûáîð Áîäðîâà îñòàíîâèëñÿ íà âûïóñêå êóõîííîé ìåáåëè ïî èíäèâèäóàëüíîìó çàêàçó êëèåíòà. Äëÿ îñóùåñòâëåíèÿ äàííîãî ïðîåêòà ó íåãî èìåëîñü íåîáõîäèìîå êîëè÷åñòâî ïëîùàäè, íî íå õâàòàëî îïûòíûõ ìàñòåðîâ ïî ïðîèçâîäñòâó ìåáåëè è îáîðóäîâàíèÿ. Ïîçæå, Áîäðîâ íàøåë íóæíûõ ìàñòåðîâ, ïðèîáðåë íåîáõîäèìîå îáîðóäîâàíèå. Ïåðâàÿ ïàðòèÿ êóõîííîé ìåáåëè áûñòðî íàøëà ñâîèõ ïîêóïàòåëåé, ïîñëå ÷åãî íà÷àëè ïðîèçâîäèòü ìåáåëü ïî çàêàçó. Íî íóæíû áûëè äîïîëíèòåëüíûå ñðåäñòâà, òàê êàê ñûðüå äëÿ ïðîèçâîäñòâà ìåáåëè â îñíîâíîì çàêóïàëîñü â ã. Áèøêåê. Ñî ñâîèì áèçíåñ-ïëàíîì ÷àñòíûé ïðåäïðèíèìàòåëü Áîäðîâ îáðàòèëñÿ â Îøñêîå îòäåëåíèå ÔÔÁÒ è îçíàêîìèë ñî ñâîèìè ïëàíàìè. Ïîñëå èçó÷åíèÿ äàííîãî ïðîåêòà ÷àñòíîìó ïðåäïðèíèìàòåëþ Áîäðîâó À.Í. áûë âûäåëåí çàéì â ðàçìåðå 130 000 ñîì äëÿ ðàñøèðåíèÿ áèçíåñà, à â ÷àñòíîñòè, íà ïðîèçâîäñòâî âîäîíàãðåâàòåëåé è ìåáåëè ïî èíäèâèäóàëüíîìó çàêàçó. Çà ñ÷åò ïîëó÷åííîãî çàéìà Áîäðîâ ïðèîáðåë óíèâåðñàëüíûé ñòàíîê, çàêóïèë íåîáõîäèìîå êîëè÷åñòâî ñûðüÿ äëÿ ïðîèçâîäñòâà ìåáåëè, ïðîèçâåë ðåìîíò öåõà. È àðåíäîâàë äîïîëíèòåëüíûå ïîìåùåíèÿ, â íàñòîÿùåå âðåìÿ ñîçäàíî 18 ðàáî÷èõ ìåñò, êðîìå òîãî, àðåíäîâàíî òîðãîâîå ìåñòî â òîðãîâîì öåíòðå "ÑÅÂÀÐÀ", ãäå íàñåëåíèþ ïðåäëàãàþòñÿ òîâàðû ñîáñòâåííîãî ïðîèçâîäñòâà. Áîäðîâ òàêæå ÿâëÿåòñÿ îôèöèàëüíîì äèëåðîì ôèðì INDEZIT, ARISTON ïî þãó Ðåñïóáëèêè. Áîäðîâ ïëàíèðóåò óñïåøíî îòðàáîòàòü ïîëó÷åííûé çàéì è ïîëó÷èòü ïîâòîðíûé êðåäèò äëÿ îòêðûòèÿ ñâîåãî ÷àñòíîãî ìàãàçèíà, ãäå îí áóäåò ðåàëèçîâûâàòü íàñåëåíèþ òîâàðû ñîáñòâåííîãî ïðîèçâîäñòâà.Íà ñåãîäíÿøíèé äåíü ÷àñòíûé ïðåäïðèíèìàòåëü Áîäðîâ èìååò äèëåðñêèå òîðãîâûå òî÷êè ïî ðåàëèçàöèè ñâîèõ òîâàðîâ â ã.Äæàëàë-Àáàä, Áàòêåí, ÊûçûëÊûÿ, à òàêæå â òîðãîâîì öåíòðå "Ñåâàðà" ã. Îø. Future Plans 14 Future Plans Ïëàíû íà áóäóùåå Ïëàíû íà áóäóùåå Through a strategic planning process, BTFF has set forth the following clear strategies for growth over the next few years:  ïðîöåññå ñòðàòåãè÷åñêîãî ïëàíèðîâàíèÿ, Ôîíäîì îïðåäåëåíà ñëåäóþùàÿ ñòðàòåãèÿ ðîñòà íà íåñêîëüêî áëèæàéøèõ ëåò: * Avoid targeted subsidized credits * Èçáåãàòü öåëåâûõ ñóáñèäèðîâàííûõ çàéìîâ * Encourage a flexible interest rate structure to achieve its objectives of growth and stability. * Introduce sound, new products like financial leasing to ensure that the farmers and SME's are able to acquire the modern machinery and equipment to maximize production. * Continually work to improve the loan products and underlying policies and procedures to swiftly respond to the market. * Look for other geographical markets to avoid concentration of excessive credit supply in any geographical region. * Analyze the pricing policy on continual basis and design market responsive loan products to attract better borrowers and build a superior, quality portfolio. * Work with donors, financial regulators and other stakeholders to explore the feasibility of other financial services such as leasing, insurance, loan guarantees and other methods of cost-effective instruments that reduce risks of agricultural lending. * Further improve the monitoring system to evaluate accessibility, efficiency and self-sustainability of BTFF. * Ïîîùðÿòü ãèáêóþ ñòðóêòóðó ïðîöåíòíûõ ñòàâîê äëÿ äîñòèæåíèÿ öåëåé ñòàáèëüíîñòè è ðîñòà. * Ââîäèòü íîâûå ïðîäóêòû, òàêèå êàê, ôèíàíñîâûé ëèçèíã, äëÿ îáåñïå÷åíèÿ ôåðìåðîâ è âëàäåëüöåâ ïðåäïðèÿòèé ìàëîãî è ñðåäíåãî áèçíåñà âîçìîæíîñòüþ ïðèîáðåòåíèÿ ñîâðåìåííîãî îáîðóäîâàíèÿ ñ öåëüþ ïîâûøåíèÿ ïðîèçâîäèòåëüíîñòè. * Íåïðåðûâíî óëó÷øàòü êðåäèòíûå ïðîäóêòû, à òàêæå ïîëèòèêó è ïðîöåäóðû èõ ïðåäîñòàâëåíèÿ äëÿ óäîâëåòâîðåíèÿ ðûíî÷íîãî ñïðîñà. * Èñêàòü ðûíêè â äðóãèõ ãåîãðàôè÷åñêèõ çîíàõ âî èçáåæàíèå èçëèøíåé êîíöåíòðàöèè ïðåäëîæåíèÿ ôèíàíñîâûõ óñëóã â îäíîì ðåãèîíå. * Ïîñòîÿííî ïðîâîäèòü àíàëèç öåíîâîé ïîëèòèêè è ðàçðàáàòûâàòü êîíêóðåíòîñïîñîáíûå çàåìíûå ïðîäóêòû äëÿ ïðèâëå÷åíèÿ õîðîøèõ çàåìùèêîâ è ôîðìèðîâàíèÿ êà÷åñòâåííîãî ïîðòôåëÿ. * Ñîòðóäíè÷àòü ñ äîíîðàìè, îðãàíàìè, ðåãóëèðóþùèìè äåÿòåëüíîñòü ôèíàíñîâûõ ó÷ðåæäåíèé è äðóãèìè îðãàíèçàöèÿìè ñ öåëüþ ïðîâåäåíèÿ àíàëèçà äðóãèõ ôèíàíñîâûõ óñëóã, òàêèõ êàê ëèçèíã, ñòðàõîâàíèå, ãàðàíòèè ïî êðåäèòàì è èíûõ ìåòîäîâ óìåíüøåíèÿ ðèñêà êðåäèòîâàíèÿ ñåëüñêîãî õîçÿéñòâà. * Óêðåïëÿòü ñèñòåìó êîíòðîëÿ è îöåíêè äîñòóïíîñòè, ýôôåêòèâíîñòè è ñàìîîêóïàåìîñòè ÔÔÁÒ. Òî: Steering Council Of Financial Fund "Bai Tushum" INDEPENDENT AUDITOR'S REPORT (This is an English interpretation of Russian Closed Joint Stock Company "Jacobs - Audit" has audited the accompanying financial statements of Financial Fund "Bai Tushum" (hereinafter referred as to "Fund") consisting of balance sheet as of December 31, 2001, the income statement, and notes to the financial statements for the year then ended of December 31, 2001. The management is responsible for the preparation of these financial statements. Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with the International Standards on Auditing. Those standarts require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessment the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statements prepsentation. We believe that our audit provides a reasonable basis for our opinion. In our opinion the financial statements in all material aspects give true and fair view of financial position of Financial Fund "Bai Tushum" as of December 31, 2001, and the results of its operations for the year then ended in accordance with the International Accounting Standards. Êûðãûçñòàí Ðåñïóáëèêà, ã. Áèøêåê, óë. Ìîñêîâñêàÿ, 58, Moskovskaya street, Bishkek, Kyrgyz Republic 58 Tel.: (996 312) 28-38-95; Fax: (996 312) 68-07-56 Òåë.: (996 312) 28-38-95; Ôàêñ: (996 312) 68-07-56 E-mail: jacobs@elcat.kg REPORT on FINANCIAL STATEMENT ÎÒ×ÅÒ Î ÔÈÍÀÍÑÎÂÎÌ ÑÎÑÒÎßÍÈÈ REPORT on FINANCIAL STATEMENT ¹ ASSETS 1 Cash and in use 2 Correspondent account at NBKR 3 NOSTRO accounts in commercial banks 4 Deposits at financial organizations, including banks 5 Gold and precious metals 6 Transactions under REPO Agreement 7 Total: monetary market assets 8 Debt securities retained before repayment-government bonds 9 Debt securities retained before repayment-corporate securities 10 Trade securities-government bonds 11 Trade securities-shares and other corporate securities 12 Debt government bonds eligible for sale 13 Corporate securities eligible for sale 14 Credits to banks 15 Credits to clients 16 Minus: Loan Loss Reserve 17 Total Net Credits 18 Fixed Assets of the Bank 19 Other bank property 20 Investments and co-funding 21 Accrued interests receivable 22 Intangible Assets 23 Other Assets 24 TOTAL: ASSETS ¹ LIABILITIES 25 Call deposits of legal entities 26 Call deposits of banks and other financial institutions 27 Saving deposits (deposits from physical entities) 28 Time deposits of legal entities 29 Time deposits of banks and other financial institutions 30 Total: Deposits 31 Credits from banks and other financial institutions 32 Transactions under reverse REPO-Agreement 33 Credits from NBKR Deposits and credits from governmental institutions of the 34 Kyrgyz Republic and local authorities 35 Accrued interests payable 36 Dividends payable 37 Other long-term liabilities and credits 38 Other liabilities 39 Subordinated bonds 40 TOTAL: LIABILITIES 41 Minority's share in consolidated subsidiary enterprises ¹ CAPITAL 43 Common shares 44 Privileged shares 45 Capital contributed in excess of par value 46 Additional capital contributed by shareholders 47 Reserves for future needs of bank 48 Reserves for reassessment of fixed assets 49 Reserve for foreign currency recalculation during cosolidation 50 Reserve for reassessment of securities 51 Minus: purchased own shares 52 Retained profit 53 TOTAL: EQUITY 54 TOTAL: LIABILITIES AND EQUITY on 31.12.2000 806 532.99 on 31.12.2001 136 381.85 1 782 397.24 10 240 784.59 2 596 327.61 1 500 000.00 12 829 714.82 42 32 709.46 31 227 203.00 56 538 140.00 -4 139 324.89 52 398 815.11 6 231 432.08 600 000.00 31 227 203.00 657 776.02 254 424.34 0.00 3 056 330.04 48 025 448.24 on 31.12.2000 907 787.91 3 199.92 308 826.53 64 682 771.02 on 31.12.2001 3 082 783,9 2 334 867,31 3 082 783,9 2 334 867,31 on 31.12.2000 on 31.12.2001 44942664,34 44942664,34 48025448,24 62347903,71 62347903,71 64682771,02 17 18 REPORT on FINANCIAL STATEMENT ÎÒ×ÅÒ Î ÔÈÍÀÍÑÎÂÎÌ ÑÎÑÒÎßÍÈÈ ÎÒ×ÅÒ Î ÔÈÍÀÍÑÎÂÎÌ ÑÎÑÒÎßÍÈÈ Åäèíèöà èçìåðåíèÿ: ñîì ¹ 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 ¹ 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 ¹ 43 44 45 46 47 48 49 50 51 52 53 54 ÀÊÒÈÂÛ íà 31.12.2000 Äåíåæíûå ñðåäñòâà è àêòèâû â ðàñ÷åòàõ 806 532.99 Êîððñ÷åò â ÍÁÊÐ Ñ÷åòà "ÍÎÑÒÐÎ" â êîììåð÷åñêèõ áàíêàõ 1 782 397.24 Äåïîçèòû â ôèíàíñîâûõ îðãàíèçàöèÿõ, âêëþ÷àÿ áàíêè 10 240 784.59 Çîëîòî è äðàãîöåííûå ìåòàëëû Îïåðàöèè ïî ÐÅÏÎ-ñîãëàøåíèþ Âñåãî: àêòèâû äåíåæíîãî ðûíêà 12 829 714.82 Äîëãîâûå öåííûå áóìàãè, óäåðæèâàåìûå äî ïîãàøåíèÿãîñóäàðñòâåííûå öåííûå áóìàãè Äîëãîâûå öåííûå áóìàãè, óäåðæèâàåìûå äî ïîãàøåíèÿêîðïîðàòèâíûå öåííûå áóìàãè Òîðãîâûå öåííûå áóìàãè- ãîñóäàðñòâåííûå öåííûå áóìàãè Òîðãîâûå öåííûå áóìàãè-àêöèè è äðóãèå êîðïîðàòèâíûå öåííûå áóìàãè Ãîäíûå äëÿ ïðîäàæè öåííûå áóìàãè- ãîñóäàðñòâåííûå öåííûå áóìàãè Ãîäíûå äëÿ ïðîäàæè öåííûå áóìàãè-àêöèè è äðóãèå êîðïîðàòèâíûå öåííûå áóìàãè Êðåäèòû áàíêàì Êðåäèòû êëèåíòàì 31 227 203.00 ìèíóñ: Ðåçåðâ íà ïîêðûòèå ïîòåíöèàëüíûõ êðåäèòíûõ è ëèçèíãîâûõ ïîòåðü è óáûòêîâ Âñåãî ÷èñòûå êðåäèòû 31 227 203.00 Îñíîâíûå ñðåäñòâà áàíêà 657 776.02 Ïðî÷àÿ ñîáñòâåííîñòü áàíêà 600 000.00 Èíâåñòèöèè è ôèíàíñîâîå ó÷àñòèå Íà÷èñëåííûå ïðîöåíòû ê ïîëó÷åíèþ 254 424.34 Íåìàòåðèàëüíûå àêòèâû Ïðî÷èå àêòèâû 3 056 330.04 ÂÑÅÃÎ: ÀÊÒÈÂÛ 48 025 448.24 ÎÁßÇÀÒÅËÜÑÒÂÀ íà 31.12.2000 Äåïîçèòû äî âîñòðåáîâàíèÿ þðèäè÷åñêèõ ëèö Äåïîçèòû äî âîñòðåáîâàíèÿ áàíêîâ è äðóãèõ ôèíàíñîâûõ ó÷ðåæäåíèé Ñáåðåãàòåëüíûå äåïîçèòû (äåïîçèòû ôèçè÷åñêèõ ëèö) Ñðî÷íûå äåïîçèòû þðèäè÷åñêèõ ëèö Ñðî÷íûå äåïîçèòû áàíêîâ è äðóãèõ ôèíàíñîâûõ ó÷ðåæäåíèé Âñåãî äåïîçèòû Êðåäèòû îò áàíêîâ è äðóãèõ ó÷ðåæäåíèé Îïåðàöèè ïî îáðàòíîìó ÐÅÏÎ-ñîãëàøåíèþ Êðåäèòû, ïîëó÷åííûå îò ÍÁÊÐ Äåïîçèòû è êðåäèòû Ïðàâèòåëüñòâåííûõ ó÷ðåæäåíèé Êûðãûçñêîé Ðåñïóáëèêè è ìåñòíûõ îðãàíîâ âëàñòè Íà÷èñëåííûå ïðîöåíòû ê âûïëàòå Äèâèäåíäû ê âûïëàòå Äðóãèå äîëãîñðî÷íûå îáÿçàòåëüñòâà è êðåäèòû Ïðî÷èå îáÿçàòåëüñòâà 3 082 783,90 Ñóáîðäèíèðîâàííûå îáëèãàöèè ÂÑÅÃÎ ÎÁßÇÀÒÅËÜÑÒÂÀ 3 082 783,90 Äîëÿ ìåíüøèíñòâà â êîíñîëèäèðóåìûõ äî÷åðíèõ ïðåäïðèÿòèÿõ Âçíîñ ó÷ðåäèòåëåé ÊÀÏÈÒÀË íà 31.12.2000 Ïðîñòûå àêöèè Ïðèâèëåãèðîâàííûå àêöèè Êàïèòàë, âíåñåííûé ñâåðõ íîìèíàëà Äîïîëíèòåëüíûé êàïèòàë, âíåñåííûé àêöèîíåðàìè Ðåçåðâû äëÿ áóäóùèõ ïîòðåáèòåëåé áàíêà Ðåçåðâ ïî ïåðåîöåíêå îñíîâíûõ ñðåäñòâ Ðåçåðâ ïî ïåðåñ÷åòó èíîñòðàííîé âàëþòû ïðè êîíñîëèäàöèè Ðåçåðâ ïî ïåðåîöåíêå öåííûõ áóìàã ìèíóñ: âûêóïëåííûå ñîáñòâåííûå àêöèè Íåðàñïðåäåëåííàÿ ïðèáûëü 44942664.34 ÂÑÅÃÎ: ÊÀÏÈÒÀË 44942664.34 ÂÑÅÃÎ: ÎÁßÇÀÒÅËÜÑÒÂÀ È ÊÀÏÈÒÀË 48025448.24 íà 31.12.2001 136 381.85 2 596 327.61 1 500 000.0 4 232 709.46 56 538 140.00 -4 139 324.89 52 398 815.11 6 231 432.08 907 767.91 3 199.92 308 826.53 64 682 771.02 íà 31.12.2001 2 334 867,31 2 334 867,31 íà 31.12.2001 62347903.71 62347903.71 64682771.02 INCOME STATEMENT ÎÒ×ÅÒ Î ÏÐÈÁÛËßÕ È ÓÁÛÒÊÀÕ 19 INCOME STATEMENT ¹ Interest incomes on 31.12.2000 1 Interest income from securities 2 Interest income from deposits in the NBKR Interest income from deposits in banks and other 3 financial institutions 36 858,68 4 Interest income from short-term bank credits 5 Interest income from transactions under REPO Agreement 6 Interest income and processing fees from loans to clients 1 006 571,00 7 TOTAL: INTEREST INCOME 1 043 429,68 ¹ Interest expenses on 31.12.2000 8 Interest expenses from call deposits for legal entities Interest expenses from call deposits for banks and other financial 9 Institutions 10 Interest expenses from saving deposits 11 Interest expenses from call deposits for legal entities Interest expenses from call deposits and credits from banks 12 and other financial institutions 13 Interest expenses from transactions under REPO Agreement Interest expenses from credits of the NBKR and payments for non14 compliance with mandatory reserve requirements Interest expenses from long-term debts 15 and other interest expenses 16 TOTAL: INTEREST EXPENSES 17 NET INTEREST INCOME 1 043 429,68 18 Minus: loan loss reserve expenses (LLR) 19 NET INTEREST INCOME AFTER DEDUCTIONS TO LLR 1 043 429,68 ¹ Operating incomes on 31.12.2000 20 Payments for services and processing fees 1 594,74 Income (loss) from transactions with precious metals, 21 foreign currency and trading operations (balance) -154 775,64 22 Other income 44 780 050,43 23 TOTAL: OPERATING INCOME 44 626 869,53 ¹ Operating expenses on 31.12.2000 24 Personnel-related expenses 271 614,33 25 Depreciation of fixed assets 29 910,83 26 Other expenses for fixed assets, including property tax 61 254,24 27 Administrative expenses 48 102,49 28 Loan and debt related expenses 3 000,00 29 Other operating expenses 364,00 30 Taxes, excluding tax for profit and property 38 493,98 31 TOTAL: OPERATING EXPENSES 452 739,87 REVENUE (LOSS) BEFORE REVENUE TAX AND UNFORESEEN 32 INCOME AND EXPENSES 45 217 559,34 ¹ Income taxes expenses on 31.12.2000 33 Revenue tax 274 895,00 34 Deferred taxes 35 Total: revenue tax related expenses 274 895,00 36 Net income (loss) before unforeseen incomes and expenses 37 Unforeseen income and expenses 38 Unforeseen revenue tax related expenses 39 NET REVENUE (LOSS) 44 942 664,34 40 Revenue per share on 31.12.2001 380 774,56 16 409 057,54 16 789 832,10 on 31.12.2001 16 789 832,10 -5 347 327,89 11 442 504,21 on 31.12.2001 328 878,59 -112 871,86 16538083,05 16754089,78 on 31.12.2001 3 793 131,18 623 338,86 1 490 061,34 1 388 464,15 368 251,64 131 407,84 513 952,61 8 308 607,62 19 887 986,37 on 31.12.2001 2 482 747,00 2 482 747,00 17 405 239,37 20 INCOME STATEMENT ÎÒ×ÅÒ Î ÏÐÈÁÛËßÕ È ÓÁÛÒÊÀÕ ÎÒ×ÅÒ Î ÏÐÈÁÛËßÕ È ÓÁÛÒÊÀÕ ¹ Ïðîöåíòíûå äîõîäû 1 Ïðîöåíòíûå äîõîäû ïî öåííûì áóìàãàì 2 Ïðîöåíòíûå äîõîäû ïî äåïîçèòàì â ÍÁÊÐ Ïðîöåíòíûå äîõîäû ïî äåïîçèòàì â áàíêàõ è äðóãèõ 3 ôèíàíñîâûõ Ó÷ðåæäåíèÿõ 4 Ïðîöåíòíûå äîõîäû ïî êðàòêîñðî÷íûì êðåäèòàì áàíêà 5 Ïðîöåíòíûå äîõîäû ïî îïåðàöèÿì ïî ÐÅÏÎ-ñîãëàøåíèþ 6 Ïðîöåíòíûå äîõîäû è êîìèññèîííûå ïî êðåäèòàì êëèåíòàì 7 ÂÑÅÃÎ: ÏÐÎÖÅÍÒÍÛÅ ÄÎÕÎÄÛ ¹ Ïðîöåíòíûå ðàñõîäû Ïðîöåíòíûå ðàñõîäû ïî äåïîçèòàì äî âîñòðåáîâàíèÿ 8 þðèäè÷åñêèõ ëèö Ïðîöåíòíûå ðàñõîäû ïî äåïîçèòàì äî âîñòðåáîâàíèÿ 9 áàíêîâ è äðóãèõ ôèíàíñîâûõ ó÷ðåæäåíèé 10 Ïðîöåíòíûå ðàñõîäû ïî ñáåðåãàòåëüíûì äåïîçèòàì 11 Ïðîöåíòíûå ðàñõîäû ïî ñðî÷íûì äåïîçèòàì þðèäè÷åñêèõ ëèö Ïðîöåíòíûå ðàñõîäû ïî ñðî÷íûì äåïîçèòàì è êðåäèòàì 12 îò áàíêîâ è äðóãèõ ôèíàíñîâûõ ó÷ðåæäåíèé 13 Ïðîöåíòíûå ðàñõîäû îò îïåðàöèé ïî ÐÅÏÎ-ñîãëàøåíèÿì Ïðîöåíòíûå ðàñõîäû ïî êðåäèòàì îò ÍÁÊÐ è ïëàòà çà 14 íåñîáëþäåíèå îáÿçàòåëüíûõ ðåçåðâíûõ òðåáîâàíèé Ïðîöåíòíûå ðàñõîäû ïî äîëãîñðî÷íîìó äîëãó è ïðî÷èå 15 ïðîöåíòíûå ðàñõîäû 16 ÂÑÅÃÎ: ÏÐÎÖÅÍÒÍÛÅ ÐÀÑÕÎÄÛ 17 ×ÈÑÒÛÉ ÏÐÎÖÅÍÒÍÛÅ ÄÎÕÎÄ ìèíóñ: Ðàñõîäû ïî ðåçåðâó íà ïîêðûòèå ïîòåíöèàëüíûõ 18 êðåäèòíûõ è ëèçèíãîâûõ ïîòåðü è óáûòêîâ (ÐÏÏÓ) 19 ×ÈÑÒÛÉ ÏÐÎÖÅÍÒÍÛÉ ÄÎÕÎÄ ÏÎÑËÅ ÎÒ×ÈÑËÅÍÈÉ Â ÐÏÏÓ ¹ Îïåðàöèîííûå äîõîäû 20 Ïëàòà çà óñëóãè è êîìèññèîííûå ñáîðû Äîõîäû (óáûòêè) îò îïåðàöèé ñ äðàãîöåííûìè ìåòàëëàìè, 21 èíâàëþòîé è òîðãîâûõ îïåðàöèé (ñàëüäî) 22 Ïðî÷èå äîõîäû 23 ÂÑÅÃÎ:ÎÏÅÐÀÖÈÎÍÍÛÅ ÄÎÕÎÄÛ ¹ Îïåðàöèîííûå ðàñõîäû 24 Ðàñõîäû íà ïåðñîíàë 25 Àìîðòèçàöèÿ îñíîâíûõ ñðåäñòâ Äðóãèå ðàñõîäû íà îñíîâíûå ñðåäñòâà, âêëþ÷àÿ 26 íàëîã íà ñîáñòâåííîñòü 27 Àäìèíèñòðàòèâíûå ðàñõîäû 28 Ðàñõîäû ïî êðåäèòàì è äîëãàì 29 Ïðî÷èå îïåðàöèîííûå ðàñõîäû 30 Íàëîãè, êðîìå íàëîãîâ íà ïðèáûëü è ñîáñòâåííîñòü 31 ÂÑÅÃÎ: ÎÏÅÐÀÖÈÎÍÍÛÅ ÐÀÑÕÎÄÛ ÏÐÈÁÛËÜ (ÓÁÛÒÊÈ) ÄÎ ÂÛ×ÅÒÀ ÍÀËÎÃÀ ÍÀ ÏÐÈÁÛËÜ 32 È ÍÅÏÐÈÄÂÈÄÅÍÍÛÕ ÄÎÕÎÄÎÂ È ÐÀÑÕÎÄΠ¹ Ðàñõîäû ïî íàëîãó íà ïðèáûëü íà 31.12.2000 íà 31.12.2001 36 858,68 380 774,56 1 006 571,00 1 043 429,68 íà 31.12.2000 16 409 057,54 18 789 832,10 íà 31.12.2001 1 043 429,68 16 789 832,10 -5 347 327,89 1 043 429,68 íà 31.12.2000 1 594,74 1 442 504,21 íà 31.12.2001 328 878,59 154 775,64 44 780 050,43 44 626 869,53 íà 31.12.2000 271 614,33 29 910,83 -112 871,86 16 538 083,05 16 754 089,78 íà 31.12.2001 3 793 131,18 623 338,86 61 254,24 48 102,49 3 000,00 364,00 38 493,98 452 739,87 1 490 061,34 1 388 464,15 368 251,64 131 407,84 513 952,61 8 308 607,62 45 217 559,34 íà 31.12.2000 274 895,00 19 887 986,37 íà 31.12.2001 2 482 747,00 33 Íàëîã íà ïðèáûëü 34 Îòñðî÷åííûå íàëîãè 35 Âñåãî: ðàñõîäû ïî íàëîãó íà ïðèáûëü 274 895,00 36 ×èñòûé äîõîä (óáûòêè) äî íåïðåäâèäåííûõ äîõîäîâ è ðàñõîäîâ 37 Íåïðåäâèäåííûå äîõîäû è ðàñõîäû 38 Ðàñõîäû ïî íàëîãó íà íåïðåäâèäåííóþ ïðèáûëü 39 ×ÈÑÒÀß ÏÐÈÁÛËÜ (ÓÁÛÒÊÈ) 44 942 664,34 40 Ïðèáûëü íà îäíó àêöèþ 2 482 747,00 17 405 239,37