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Godišnji izvještaj 2004.

AnnualReport

Godišnji izvještaj 2004.

AnnualReport

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5

RIJEČ DIREKTORA / INTRODUCTION 6

VIZIJA I MISIJA PARTNERA / VISION AND MISSION OF PARTNER 7

VRIJEDNOSTI / VALUES 8

KAPITAL I IZVORI KAPITALA / CAPITAL AND SOURCES OF CAPITAL 9

ORGANI UPRAVLJANJA, UPRAVNI ODBOR / MANAGEMENT BODIES, BOARD OF DIRECTORS 10

PODRUČJE DJELOVANJA / AREA OF OPERATION 12

UDRUŽIVANJE PRIPAJANJEM MKO BOS VITA / MERGING BY JOINING MCO BOS VITA 13

INTELEKTUALNI KAPITAL / INTELLECTUAL CAPITAL 14

LJUDSKI RESURSI / HUMAN RESOURCES 15

PLASMANI / DISBURSEMENTS 16

PORAST BROJA AKTIVNIH KLIJENATA / INCREASE OF NUMBER OF ACTIVE CLIENTS 17

NOVOSTI U 2004. / NEW IN 2004 18

EMS (SISTEM ZA PRAĆENJE IZLAZA KLIJENATA) / EMS (EXIT MONITORING SYSTEM) 18

NAŠI KLIJENTI / OUR CLIENTS 19

FINANSIJSKI IZVJEŠTAJI / FINANCIAL STATEMENTS 22

REVIZIJA / AUDIT 22

BILANS STANJA / BALANCE SHEET 24

BILANS USPJEHA / INCOME STATEMENT 24

ANALIZA POKAZATELJA / INDICATOR ANALYSIS 25ZAKONSKI OKVIR MIKROKREDITNOG SEKTORA / LEGAL FRAMEWORK OF MICRO-CREDIT SECTOR 26

SADRŽAJ TABLE OF CONTENTS

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Poštovani prijatelji, Osam godina od početka programa, Partner je i dalje jedna od najuspješnih mikrokreditnih organizacija na području Bosne i Hercegovine, ali i šireg regiona. Kao ilustraciju navedenog mogli bismo navesti i par poka-zatelja koji najbolje govore o rastu Partnera. Od početka programa izdato je ukupno, preko 70.000 kredita u uku-pnoj vrijednosti od preko 212 miliona KM. 2004 godinu zaključili smo sa porastom aktivnih kli-jenata za 66 % kao i povećanjem aktivnog portfolia za čak 75 %. Svjesni globalnih trendova na tržištu novca i kapitala, odnosno, neophodnosti konsoli-dovanja sektora, što postaje uslov opstanka, naročito kada uzmemo u obzir da se dona-torski izvori finansiranja smanjuju u korist komercijalnih, polovinom 2004 godine smo stupili u proces udruživanja pripajanjem Mikrokreditne organizacije BosVita koji je proveden, uz obostrano uvažavanje. Mi u Partneru kontinuirano analizira-mo zahtijeve tržišta kako bi zadovoljili potrebe naših klijenata i ispunili našu misiju dizajnirajući nove i modifikujući postojeće kreditne proizvode. Jedan od tih veoma atraktivnih kreditnih proizvoda je kreditni proizvod iz sredstava USAID-a u okviru projekta LAMP (Linking Agriculture Markets to Producers) tj. povezivanje poljo-privrednih proizvođača sa prerađivačima i zadrugama u cilju smanjenja uvoza poljoprivrednih proizvoda. Znajući da potreba za našim proizvodima postoji na cijelom području BiH kao jedan od ciljeva postavili smo sebi i ekspanziju na nova geografska područja. Do kraja 2005 godine, Partner planira povećati svoj kreditni portfolio i broj aktivnih klijenata koristeći strate-gije definisane u Poslovnom planu. Mi u Partneru smo proaktivni u postavljanju ambicioznih ciljeva za budućnost jer vođeni iskustvom i stručnošću sami smo svjedoci rasta i konsolidovanja sektora mikrokrediti-ranja čiji smo jedan od lidera u ovom dijelu Evrope. Svi ovi uspješni rezultati ne bi bili ostvareni bez ogrom-nog truda i zalaganja svih zaposlenika Partnera kao i članova Upravnog Odbora, a naročito naših klijenata koji su osnovni razlog našeg postojanja. Nadam se da će ovaj izvještaj biti koristan i zanimljiv svima onima koji žele da saznaju više o Partner Mikrokreditnoj organizaciji.

Senad Sinanović Izvršni Direktor

RIJEČ DIREKTORA INTRODUCTION

Dear Friends, Eight years since we started the program, Partner still main-tains the status of one of the most prosperous micro-credit organizations operating on the territory of Bosnia and Her-zegovina and the region. Indicators of our performance demonstrate best the growth of Partner. Since the program began, we disbursed over 70,000 loans totaling KM 212 mil-lion. The year 2004 drew to an end bringing 66% increase of number of active clients and increase of portfolio of as much as 75%. Perceptive to global trends prevailing in the cash market and

market of capital and fully aware of necessity of consolidation of sector which became key to survival, especially given the fact that do-nor funding is steadily decreasing in favor of commercial sources of funding, in mid 2004 we commenced the process of merger with micro-credit organization BosVita, which we soon completed to mutual satisfaction. We keep close attention to requirements of the market, to satisfy needs of our clients and fulfill our mission, designing new and modi-fying existing loan products. One of our most appealing loan products is the product avail-able from the funding provided by USAID as a part of implementation of LAMP project (Linking Agriculture Markets to Producers) which aims to build linkages of agriculture

producers with processors and cooperatives to decrease import of agriculture produce. Knowing that our products are needed on the entire territory of Bosnia and Herzegovina we set a goal to ourselves to expand to new geographical territories. During the course of 2005, Partner plans to increase its credit portfolio and number of active clients implementing strate-gies detailed in our Business Plan. We maintain proactive approach in setting ambitious goals to ourselves for the future. With our experience and exper-tise, we are witnesses to constant growth and consolidation of micro-credit sector in which our organization has princi-pal role in this part of the Europe. None of our accomplishments would be possible if it was not for immense effort and dedication of all employees of Partner, members of the Board of Directors and especially our clients who make it all worthwhile. I hope everyone in-terested in finding out more about Partner micro-credit or-ganization will find this report both useful and interesting.

Senad Sinanović Executive Director

7Misija

Partner pruža finansijske usluge ekonomski aktivnoj populaciji koja inače nema pristup komercijalnim izvori-ma finansiranja, za pokretanje i unapređenje biznisa i poboljšanje kvaliteta života. Podržavamo mikro i male poduzetnike, promovišemo učešće žena u biznisu i nudimo lakši pristup finansijskim uslugama u ruralnim područjima. Na teritoriji cijele BIH, uslugom na pragu, pružamo kvalitetne kreditne proizvode i tehničku pomoć, pomažemo rast životnog standarda, povećavamo za-poslenost podstičući prelazak na tržišnu ekonomiju. Svi koji sarađuju sa nama štede vrijeme i novac, povećavaju svoju sigurnost i samopouzdanje.

VIZIJA I MISIJA PARTNERA

Vision

Partner sees the future in Bosnia and Herzegovina in which financial services would be available to everyone with ambition and initiative.

Our role will be to assist our clients to start and develop their small scale businesses, to assist in creating employ-ment opportunities and to act as a catalyst of change contributing to transition of our country to market ori-ented economy.

Mission

Partner provides financial services to economically ac-tive population with no access to commercial sources of funding necessary for commencement of new and im-provement of existing businesses facilitating improve-ment of quality of life. We support micro and small scale entrepreneurs, pro-mote participation of women in business activities and offer easier access to financial services in rural areas. We offer high quality loan products and technical assis-tance on the entire territory of Bosnia and Herzegovina bringing our services to your doorstep to facilitate im-provement of standard of living, improve employment rate and trigger transition to market oriented economy. People who work with us save time and money improv-ing their self-reliance and confidence.

Vizija

Partner vidi budućnost u BiH gdje će finansijske usluge biti dostupne svima koji su poduzetni i voljni za rad.

Naša uloga će biti da pomognemo našim klijentima da počnu i razviju male poslove, da asistiramo u kreiranju zaposlenja, te da kao agent promjene doprinesemo zdravoj tranziciji zemlje na tržišnu eko-nomiju.

VISION AND MISSION OF PARTNER

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Poduzetnički duh Mi podržavamo kreativnost, proaktivnost i naši ljudi rade sa entuzijazmom.

Orijentacija na akciju Bez odlaganja i zastoja započinjemo i završavamo sve poslove.

Jednak odnos prema svima bez predrasuda Poštujemo prava svih pojedinaca i nismo ograničeni nikakvim predrasudama.

Jednostavnost Smatramo da su jednostavna rješenja najbolja rješenja.

Pouzdanost Pouzdanost je osnovna karakteristika našeg rada.

Transparentnost Naš rad je transparentan kako unutar kuće tako i prema javnosti koja nas okružuje.

Posvećenost Zaposleni u Partneru su posvećeni radu i lojalni firmi.

Odgovornost Mi smo odgovorni prema klijentima, firmi, zapo-slenima i okruženju.

Stalna težnja ka napretku Stalnim učenjem napredujemo i postajemo jači.

Timski rad Samo timskim radom možemo da ostvarimo zajedničke ciljeve.

Istrajnost Mi ulažemo sebe u svaki posao i nikada ne odustajemo.

VRIJEDNOSTI PARTNERA VALUES OF PARTNER

Spirit of entrepreneurship We support creativity and proactive approach to life. Our people work with enthusiasm.

Action oriented We commence and complete all of our activities without delay.

Equal opportunities for everyone without prejudice. We respect rights of all individuals and have no bias or prejudice.

Simplicity We believe simple solutions are the best solutions.

Reliability Reliability is the foundation of our work.

Transparency We remain committed to transparency in our work. We are open to any inquiries from both inside and outside.

Dedication Employees of Partner are dedicated to their work and loyal to their employer.

Responsibility We are responsible to our clients, our employers, our employees and the society we operate in.

Constant drive to progress Ongoing training helps us improve professionally and become stronger.

Team work Only working as a team we can accomplish our common goal.

Perseverance We invest all of our energy in what we do and we never give up.

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KAPITAL I IZVORI KAPITALA

IZVORI FINANSIRANJA ZA KREDITNE AKTIVNOSTI/SOURCES OF FINANCING KM %

Komercijalna sredstva / Commercial Funds 8.976.556,70 21,42

Subvencionirana sredstva / Subsidized Funds 20.975.549,66 50,06

Grantovi za zajmovni fond / Grants for Loan Fund 3.804.477,74 9,08

Fond za kreditne aktivnosti iz neto zarade / Net Income for Loan Fund 8.144.994,76 19,44

Ukupno / Total 41.901.578,86 100,00

Komercijalna sredstva / Commercial Funds

Subvencionirana sredstva / Subsidized Funds

Grantovi za zajmovni fond / Grants for Loan Fund

Fond za kreditne aktivnosti iz neto zarade / Net Income for Loan Fund

9,08

21,42

50,06

19,44

CAPITAL AND SOURCES OF CAPITAL

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Upravni odbor

Bahrija Tanović, dipl. ekonomista Predsjednik Upravnog odbora. Trenutno obavlja dužnostdirektora filijale «ABS Banke» d.d. Sarajevo u Tuzli

Pamela Eser, magistar ekonomskih nauka Član Upravnog odbora ispred osnivača Mercy Corps-a. Trenutno obavlja dužnosti Direktora programa Mercy Corpsza ekonomski razvoj i mikropoduzetništvo.

Zehra Ferhatbegović, inžinjer elektrotehnikeČlan Upravnog odbora. Trenutno obavlja dužnosti Koordinatora za projekte udruženja«BOSFAM» Tuzla

Sasha Barnes, magistar međunarodnog i međukulturalnog menadžmenta Član Upravnog odbora. Trenutno obavlja dužnostiDirektora odjela za izgradnju kapaciteta UMCOR Sarajevo.

Fehmo Huremović, dipl. ekonomista Član Upravnog odbora. Od 1998 godine, gospodin Huremović je u penziji.

Zdravko Danilović, inžinjer organizacije rada Član upravnog odbora. Od 1992. godine, gospodin Danilović je penzionisan.

Board of Directors

Bahrija Tanović, B.Sc. in Economics,Chairman of Board of Directors. Currently holding position of Director of branch office of “ABS Bank” Sara-jevo, in Tuzla.

Pamela Eser, M.D. in Economics, Member of Board of Directors representing the founder organization - Mercy Corps. Currently holding position of Director of Economic Development and Mi-cro-Entrepreneurship Program of Mercy Corps.

Zehra Ferhatbegović, B.Sc. in Electrical Engineering,Member of Board of Directors. Currently holding position of Project Coordinator of “BOSFAM”Tuzla.

Sasha Barnes, M.D. in International and Intercultural Man-agement,Member of Board of Directors. Currently holding position of Director of Capacity Building Departmentof UMCOR Sarajevo

Fehmo Huremović, B.Sc. in Economics,Member of Board of Directors. Retired since 1998.

Zdravko Danilović, B.Sc. in Organization of Work Process,Member of Board of Directors. Retired since 1992.

ORGANI UPRAVLJANJA MANAGEMENT BODIES

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Stanko Dušanić, diplomirani politolog Član Upravnog odbora. Trenutno obavlja dužnosti Stručnog saradnika, sekretara i drugih srodnih pozicija u opštinskoj upravi u Tesliću.

Fadil Merdić, dipl. inžinjer poljoprivrede Član Upravnog odbora. Trenutno obavlja dužnosti stručnog saradnika za poljoprivredu u Opštini Kakanj.

Svjetlana Kakeš,profesor sociologijeČlan Upravnog odbora. Trenutno obavlja dužnost Višeg stručnog saradnika za suradnju sa inostranstvom u oblasti društvenih djelatnosti u Opštini Tuzla.

Sead Ćosićkić,inžinjer geologijeČlan Upravnog odbora.Trenutno obavlja dužnost Komunalnog inspe-ktora u službi za inspekcijske poslove Opštine Tuzla.

Besim Džinić,diplomirani ekonomistaČlan Upravnog odbora.Trenutno obavlja dužnost Višeg stručnog saradnika za razrez poreza na dobit pravih lica u Poreznoj upravi federalnog ministarstva finansija.

Jadranka Škarica,diplomirani pravnikČlan Upravnog odbora.Trenutno radi kao advokat u Zajedničkoj ad-vokatskoj kancelariji Terzić - Škarica.

Stanko Dušanić, B.Sc. in Political Science,Member of Board of Directors. Currently holding position of Senior Advisor in Teslić municipality.

Fadil Merdić, B.Sc. in Agriculture,Member of Board of Directors. Currently holding position of Senior Advisor for Agriculture in Kakanj municipality.

Svjetlana Kakeš,Sociology Professor,Member of Board of Directors. Currently holding position of Senior Advisor for International Relations in the area of Pub-lic Services working with Tuzla municipality.

Sead Ćosićkić,B.Sc. in Geology,Member of Board of Directors. Currently holding position of Municipal Inspector working with Tuzla Municipality Inspectorate.

Besim Džinić,B.Sc. in Economics,Member of Board of Directors. Currently holding position of Senior Advisor for Assessment of Profit Tax of Legal Entities working with Tax Office of the Federation Ministry of Finance.

Jadranka Škarica,Attorney at Law,Member of Board of Directors. She currently works as a lawyer at Joint Law-yers Office Terzić-Škarica.

ORGANI UPRAVLJANJA MANAGEMENT BODIES

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Teritorija Bosne i Hercegovine koju Partner pokriva svojim kancelarijama

Opštine u kojima smo proširili djelovanje u 2004 su: Bihać, Bosanski Petrovac, Ključ, Drvar, Banja Luka, Kali-novik, Pale, Čajniče.U 2004 otvoreno je sedam novih kancelarija i to u: Kale-siji, Prijedoru, Sanskom Mostu, Laktašima, Ugljeviku, Goraždu, Višegradu.

PODRUČJE DIJELOVANJA AREA OF OPERATION

Territory of Bosnia and Herzegovina covered by Partners offices

In 2004, we expanded our activities in the following mu-nicipalities: Bihać, Bosanski Petrovac, Ključ, Drvar, Banja Luka, Kalinovik, Pale and Čajniče.In 2004, we opened seven new offices in municipali-ties of: Kalesija, Prijedor, Sanski Most, Laktaši, Ugljevik, Goražde and Višegrad.

Opštine na kojima je Partner bio prisutan u 2004. godiniMunicipalities Partner oper-ated in 2004

Kancelarije koje su otvorene u 2004. godini.Offices opened in 2004

Ostale opštineOther municipalities

SARAJEVO

BIHA�PRIJEDOR

BANJALUKA

CAZIN

BOSANSKA KRUPA

BOSANSKI NOVI

BOSANSKA DUBICA

GRADIŠKA

LAKTASI

SRBAC

DERVENTA

BOSANSKI BROD ORAŠJE

BIJELJINA

SREBRENIK

TUZLA

VARES

ZVORNIK

BR�KO

ODžAK

BOSANSKI ŠAMAC

MODRICA

GRADACAC

UGLJEVIK LOPARE

KALESIJA ZIVINICE

GRACANICA

LUKAVAC

ŠEKOVI�I

KLADANJ

BANOVICI

VLASENICA

BRATUNAC

CELIC

FO�A

JABLANICA

ŠIROKIBRIJEG

�APLjINA

TREBINJE

MOSTAR

PROZOR

KONJIC

HADŽICI

KALINOVIK

GACKO

NEVESINJ E

BILE�A

STOLAC

NEUM LJUBINJE

LJUBUSKI

�ITLUK

GRUDE

POSUSJE

VIŠEGRAD

SOKOLACBUGOJNO

VLASENICA MILI�I

HAN PIJESAK VISOKO

ROGATICA

BREZA ILIJAS

BUSOVA�AVITEZ

NOVITRAVNIK

FOJNICA KISELJAK

KREŠEVO

GORNJI VAKUF

PROZOR

ILIDŽA

ZENICA

LUKAVAC

BANOVICI

MAGLAJ

ZAVIDOVI�IŽEPCE

OLOVO

KAKANJ

RUDO

�AJNI�E

PALE

PRNJAVOR

DOBOJ

TRAVNIK

LIVNO

TESANJ

DONJIVAKUF

JAJCE

ŠIPOVO

�ELINAC

KOTOR VAROS TESLI�

KNEŽEVO

GLAMOC

KUPRES

TOMISLAVGRAD

DRVAR

MRKONJI� GRAD

BOSANSKI PETROVAC

BOSANSKO GRAHOVO

BUŽIM

USORA

BRKA

RAVNO

GORAŽDE

Doboj, Doboj istok i Doboj jug

SAPNA

TEO�AK

OSMACI

SANSKI MOST

PETROVO

VOGOSCA

TRNOVO

KLJU�

BERKOVICI

SREBRENICA

VUKOSAVLJE PELAGICEVO

VELIKA KLADUSA

Opštine na kojima je Partner bio prisutan u 2004 godini

Kancelarije koje su otvorene u 2004. godini

Ostale opštine

KOSTAJNICA

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U situaciji finansijske i operativne održivosti ali i poten-cijala tržišta na kome djeluje, a to je tržište od preko 300 hiljada potencijalnih klijenata sa manje od polovičnom pokrivenošću od strane svih MKO, neophodno je bilo razmotriti sve buduće pravce djelovanja i rezervne strategije. Nakon uspješnog procesa pregovaranja uz pomoć angažovanih konsultanata u junu 2004 na obostrano zadovoljstvo desilo se udruživanje pripajan-jem Mikrokreditne organizacije BosVita i njeno potpuno integriranje u novu organizacionu strukturu Partnera.Iz literature ali i prakse poznato je da je udruživanje organizacija kako onih privrednih i profitnih, a tako i neprofitnih i nevladinih rizičan i komplikovan poduhvat koji nerijetko završava i neuspijehom. Jedan od glavnih razloga neuspijeha je otpor ljudi na promjene, uopšte, ali naročito na promjene organizacijske kulture. No nakon uspješnog okončanog udruživanja pripajanjem poka-zale su se mnoge prednosti za Partner koje su i nakon kratkog perioda mjerljive i evidentne. Naime postigao se brži rast organizacije i povećanje konkurentnosti . Iz svega ovoga možemo zaključiti da Partner ima veoma pozitivno iskustvo sa udruživanjem putem pripajanja, te da će u svojim strategijama i planovima uvijek imati ovu opciju kao varijantu strategije rasta kao alternativu.

MERGING BY JOINING MCO BosVita

With financial and operational sustainability secured, operating in the environment of immense potential of the local market with over 300 thousand prospective clients and the coverage with micro-credit services of below 50%, it was necessary to look into all available alternatives and strategies for the future. Following suc-cessful process of negotiation facilitated by consultants, in June of 2004 Partner merged by joining BosVita to mutual satisfaction of both organizations. Shortly there-after, BosVita fully integrated into new organizational structure of Partner.It is well known from both professional sources and from the practice that merger of organizations regardless of their nature (commercial and profitable or non-profit and non-government) is complicated undertaking that often ends in a disaster. One of the main reasons for fre-quent failure of such mergers is reluctance of people to accept change in general, and especially their reluctance to accept changes of organizational structure. However, shortly after successful merging by joining, Partner ben-efited substantially experiencing obvious, quantifiable changes. The merger triggered rapid growth of the or-ganization giving it invaluable competitive edge. These facts clearly demonstrate Partner’s positive experience in merger with other organizations. That is why merger with other organizations will remain a valuable option to be considered as alternative strategy for the future.

UDRUŽIVANJE PRIPAJANJEM MKO BosVita

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Na prvi pomen riječ kapital izaziva sasvim druge ko-notacije od onih koje bi ga vezivale za pojam ljudskog intelektualnog potencijala. U novije vrijeme pojam In-telektualni kapital se sve više koristi kako bi obuhva-tio jedinstvo širokih mogućnosti za rast organizacija u svim njenim značajkama. Možemo reći da u Partneru stvaramo okruženje u kojem će do maksimuma doći do izražaja kreativnost uposlenika i gdje granica za znanjem ne postoji. Mi smo proaktivno orijentisani ka uspostavljanju sistema za upravljanje znanjem i poti-cajnim okruženjem gdje će se znanje prenositi na no-vozaposlene ali i na sve ostale zaposlenike. Kriterijum efikasnosti kao kontrolni upravljački mehanizam biće neophodan u efikasnom sistemu gdje će se mjeriti uštede u vremenu u obavljanju operacija.Mi u Partneru smo svjesni svih ovih činjenica te u tom pravcu i postupamo analizirajući poslovne procese, od-nos s klijentima, ulaganje u stručno usavršavanje upo-slenika u svim oblastima prateći najnovije svjetske stan-darde u ovoj oblasti angažujući i konsultante koji svojim iskustvom iz međunarodne prakse mogu transferirati znanje i povećati Intelektualni kapital Partnera. Naš In-telektualni kapital se stalno oplođuje vrijednošću novih informacija o klijentima i tržištima, količinom znanja našeg menadžmenta, novim konceptom proizvoda, te naposlijetku stvaranjem dodatne vrijednosti za naše kli-jente i povećavanjem konkurentske prednosti Partnera.

INTELEKTUALNI KAPITAL

Mere mention of the term ‘capital’ triggers ideas and connotations different to those that could be associated with the term of human intellectual potential. In recent past, term ‘intellectual capital’ was used to encompass unity of numerous opportunities for growth of organi-zations in all aspects and formrs. It is safe to say we are creating an atmosphere which encourages creativity and eliminates all boundaries of knowledge. We have proactive approach in establishing a system of manage-ment driven by ambition, to improve knowledge and create encouraging environment in which the knowl-edge would be shared with not only newcomers but with all of employees of Partner. Criteria of efficiency, as essential management mechanism, will be key element of highly efficient system in which savings in time nec-essary to perform operations would be gauged.We in Partner understand these facts and act according-ly analyzing business processes, developing relationship with our clients and investing in professional training of our staff in all areas to keep up with the international standard. We also hire international consultants to train our staff and increase intellectual capital of Partner. Our intellectual capital keeps growing with new informa-tion on clients and markets, growing knowledge of our management and new concepts we base our products upon. It enables us to create added value for our clients and improve competitive edge of our organization.

INTELLECTUAL CAPITAL

15

0

50

100

150

200

250

26 41 44 47 61 85

20

61

24

68

29

76

32

93

40

125

12

38

1999 2000 2001 2002 2003 2004

LJUDSKI RESURSI HUMAN RESOURCES

At the end of 2004, number of employees increased to 125. Of total number of employees, 85 are loan officers.

Broj zaposlenih na kraju 2004. godine se povećao na 125, od čega je broj kreditnih službenika 85.

Ukupan broj zaposlenih / Total number of employees

Broj kreditnih službenika / Loan officers

Broj ostalih zaposlenih / Other Officers

Broj

zap

osle

nih/

Num

ber

of e

mp

loye

es

16

Since the beginning of program, we disbursed 70,125 loans totaling KM 212,484,348.51

PLASMANI DISBURSEMENTS

1997 1998 1999 2000 2001 2002 2003 2004

Broj

izda

tih k

redi

ta /

Num

ber

of d

isb

urse

d lo

ans.

Od početka programa ukupno je izdato 70.125 kredita u vrijednosti od 212.484.348,51 KM.

Od ukupnog broja aktivnih klijenata 52,3% su žene klijenti.52.3% of all of our active clients are women.

Od ukupnog broja aktivnih klijenata 65,2% su klijenti iz ruralnih područja.65.2% of all of our active clients live in rural areas.

In 2004, 20,643 loans were disbursed totaling KM 63,933,648.51. Compared to the previous year, this amount of disbursements presents an increase of 54 %.

MUŠKARCI / MEN47,7 %

ŽENE / WOMEN52,3 %

RURALNI KLIJENTIRURAL POPULATION

65,2 %

URBANI KLIJENTIURBAN POPULATION

34,8%

U 2004. godini izdato je 20.643 kredita u iznosu od 63.933.648,51 KM, što je u odnosu na predhodnu go-dinu povećanje od 54 %, kada je u pitanju broj izdatih kredita.

0

5000

10000

15000

20000

167 1160

3206

6513

8421 8475

13413

20643

17

2000

2001

2002

2003

2004 19834

11935

7139

6777

5461

On 31 December 2004, Partner micro-credit organiza-tion had 19,834 clients, which presents an increase of 66% compared to the previous year. Portfolio of KM 41,494,540 is 75% higher compared to the portfolio of the previous year.

INCREASE OF NUMBER OF ACTIVE CLIENTS

Na dan 31.decembra 2004.godine Partner Mikrokredit-na organizacija je imala 19.834 klijenta, što predstav-lja povećanje za 66 % u odnosu na prethodnu godinu Portfolio od 41.494.540 KM je veći za 75 % u odnosu na portfolio ostvaren u prethodnoj godini.

PORAST BROJA AKTIVNIH KLIJENATA

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SISTEM ZA PRAĆENJE IZLAZA KLIJENATA

We implemented Exit Monitoring System on 1 March 2004. The system is capable of generating the following information:• How many persons have left Partner (structure of cli-ents who left)? • Who are persons who left Partner (profile of clients who left)?• Why have these clients decided to leave (reasons for leaving)?• What needs to be done to ensure the clients who left would rejoin the program (effective strategy of man-agement of clients who left the organization)?

NOVOSTI U 2004 NEW IN 2004

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Komunikacija / CommunicationDelegiranje / DelegationImplementacija / Implementation

Odlučivanje / Decision making

Konsolidacija / ConsolidationAnaliza / AnalysisIzvještavanje / Reporting

Definicija Izlaza / Definition of ExittPraćenje – rutinsko prikupljanje podataka / Monitoring – routine gathering of information

• MIS – procenti izlaza sa pregledom / MIS – percentage of clients who left, with breakdown,

• Izlazne forme – identifikacija razloga za napuštanje programa / Forms of Leaving – identification of reasons for leaving

• Anegdotalne informacije / Anecdotes

Identifikacija profila klijenata koji odlaze / Identification of profile of clients who left

• Vanjski razlozi / External reasons• Pauzeri / Clients prone to making pause • Razlozi vezani za Partner / Reasons related to Partner• Otišli konkurenciji / Went to competitors• Istjerani / Forced to leave

Usvojen je Sistem za praćenja izlaza klijenata (Exit moni-toring sistem) koji se koristi u Partneru od 1. marta 2004. godine. Sistem omogućava dobijanje slijedećih infor-macija: • Koliko ljudi je napustilo Partner (raspon klijenata koji odlaze)? • Ko su ljudi koji odlaze (profil klijenata koji odlaze)?• Zbog čega ti klijenti odlaze (razloge odlaska)?• Šta je potrebno uraditi kako bi se klijenti koji su otišli vratili nazad u program (efektivna strategija upravljanja klijenata koji odlaze)?

EXIT MONITORING SYSTEM

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NAŠI KLIJENTI OUR CLIENTS

SUCCESSFUL RETURNAfter having survived the grim times of war, Malović Rešad, demobilized soldier and minority returnee to Bijeljina municipality found himself wondering where

and how to build his life and final-ly decided to return to his home town. Rešad never fooled him-self that the life would be easy and had deep concerns about sustainability of his return. So, he decided to undertake busi-ness initiative on small scale.. In what is considered unexpectedly short period of time, Mr. Malović took his first short-term loan for purchase of goods. He soon real-ized he has secure access to the market and shortly thereafter he took another loan of KM 18,000.00

with the term of repayment of 18 months for the same purpose. As his business grew beyond any expectation, Rešad repaid his loan before the agreed deadline and at the beginning of 2005, took his third long term loan of KM 14,000.00 for the period of 30 months which he in-vested in purchase of necessary equipment. He is deter-mined to maintain the growth of his business and keep investing into it

MLADA I AMBICIOZNAMatić Danijela iz Tuzle je mlada i veoma ambiciozna žena. U nedostatku adekvatnog zaposlenja, kao medicinski tehničar, odlučuje da sama doprinese stvaranju dohotka u svojoj po-rodici. Budući da u komercijalnim bankama nije nailazila na razumijavanje, obraća se nama i uzima svoj prvi kredit od 2.000 KM, za bavljenje trgovinom, kozme-tikom i posuđem. Danijela se nakon uspješnog starta ne zaustavlja te uzima slijedeći kredit od 3.000 KM, zatim 6.000 KM i 10.000 KM i uz uspješno ulaganje vraća kredite na vrijeme. Odlučuje se na osnivanje privatne «Biljne apoteke» koju bi registrovala i zaposlila još jed-nog radnika. Danijela je uspjela u svim svojim planovima i ona je sada vlasnik «Biljne apoteke» u Tuzli. Trenutno koristi svoj peti kredit. Nije mijenjala namjenu kredita u pogledu osnovne djelatnosti, ali je uz nastojanje da zadovolji potrebe tržišta uspješno je prilagođavala asortiman. Planira proširenje asortimana te kupovinu vlastitog poslovnog prostora kao garanta za buduće poslovanje. Uz obostrano povjerenje, Danijela je u Partneru pronašla dugoročnog finansijskog partnera za razvoj svog poslovanja.

YOUNG AND AMBITIOUSMatić Danijela from Tuzla is ambitious young woman. Unable to find adequate employment as a nurse, she decided to take initiative and make her own contribution to sustenance of her family. After having addressed commercial banks to no avail, she addressed us and received her first loan of KM 2,000.00

for trade in make up and dishware. Following a successful start, Danijela does not stop. She soon takes another loan of KM 3,000.00, and then another of KM 6,000.00 and yet another of KM 10,000.00. Making good invest-ment decisions, she manages to make timely repayments. She then decides to start her own private “Herbal Phar-macy” which would be officially regis-tered enabling her employment of an additional employee. Danijela made

all her plans come true. She is now a proud owner of “Herbal Pharmacy” in Tuzla. She is currently using her fifth loan. She did not change the purpose of loans and she maintained her initial primary business activity. She merely changed variety of products to meet requirements of the market. She plans to expand the number of products she trades with and pur-chase business premises of her own to serve as a guarantee of future of her business.Building mutual trust, Danijela found in Partner long term fi-nancial associate to serve as a catalyst of continued growth of her business.

USPJEŠAN POVRATAKNašavši se poslije tmurnih vremena u dilemi gdje i kako dalje nastaviti egzistenciju Malović Rešad, inače demobilisani borac i manjinski povratnik u općinu Bijeljina odlučuje se na povratak u svoj grad. Svjestan teškoća na koje će naići naročito u pogledu održivosti svoga povratka Rešad je odlučio da pokuša sa malim poduzetništvom. U neočekivano kratkom roku podiže svoj prvi kratkoročni kredit za nabavku robe. Zatim ubrzo podiže novi kredit od 8.000 KM na rok od 18 mjeseci za istu namjenu, jer je shvatio da ima sigurno tržište. Budući da je posao rastao iznad očekivanja Rešad otplaćuje kredit prije roka te početkom 2005 uzima i treći, dugoročni kredit od 14.000 KM na period od 30 mjeseci koji trenutno koristi za nabavku prijeko potrebne opreme, jer kako i sam kaže ne nami-jerava se zaustaviti na onome što je već postigao već i dalje ulagati u svoj posao odnosno Mesnicu.

20

ZA ONE KOJI VOLE PRIJATAN UGOĐAJTiro Džemal iz Breze kao vatreni navijač «Želje» je još pri-je rata planirao otvaranje caffe-a za fanove i sve one koji vole prijatan ugođaj. Svoju zamisao ostvario je tek nakon povratka iz izbjeglištva uz pomoć Partnera.Krenuo je doslovno od nule sa skromnih 4.000 KM početnog ulaganja u inventar. Uslijedila su ulaganja u manje adaptacije i dekoracije poslovnog prostora za šta je koristio dva kredita po 6.000 KM. Nakon dobijanja opštinske saglasnosti za širenje objekta na prostor bašte, Džemal koristi i dugoročne kredite od 12.500 i 20.000 KM. Džemal pokazuje kako lojalnost klijenata Partneru biva nagrađena sa sve povoljnijim uslovima stvarajući finansijske efekte i obostrane koristi.

FOR THOSE WHO LOVE COZY ATMOSPHERELong before war, Tiro Džemal from Breza, passionate supporter of “Željo” football club, planned to open a cof-fee shop for fans of “Željo” and everyone who love cozy

atmosphere. Only after having returned to his hometown, he fulfilled his ambition with the assistance of Partner. He literally started from scratch, with modest initial investment of KM 4,000.00 spent to buy necessary furniture and sup-plies. Soon, new investments followed into refurbishment and interior design of premises which took two loans of KM

6,000.00 each. After having received approval of the mu-nicipality for expansion of his facility to include outdoor tables, Džemal took long term loans of KM 12,500.00 and KM 20,000.00. Džemal’s story demonstrates how the loy-alty to Partner gets rewarded with favorable conditions bringing about financial effect beneficial to both sides.

CREATIVE OCCUPATIONCvišić Borislav, a young man from Laktaši near Banja Luka discovered how serigraphy and provision of print-ing services can be interesting and creative as an oc-cupation. To fulfill his ambition to become an owner of his own print shop, Borislav needed funds for purchase

of necessary supplies. Since he was displaced person, he made inquiries on how to find sources of funding for business initiatives of displaced popula-tion. He soon found out that Partner micro-credit organiza-tion among others also sup-ports population of displaced persons, so Borislav took KM 3,000.00 loan. Knowing that printing services guarantee high turnover and that demand

for those services was high in the local market, Borislav decided only a short term loan would suffice for a start. Borislav has plans for the future. He wants to purchase new, modern equipment to improve the number and quality of services he provides, and Partner can surely recognize best ideas and best people

KREATIVNO ZANIMANJECvišić Borislav je mladi čovjek iz Laktaša kod Banja Luke koji je otkrio kako sito štampa i štamparske usluge mogu biti zanimljivo i kreativno zanimanje. Da bi ostvario svo-ju želju da ima sopstvenu radnju za pružanje grafičkih usluga Borislavu su bila potreb-na sredstva za nabavku repro-materijala. Budući da je i sam raseljeno lice informisao se o načinu finansiranja za pokre-tanje biznisa posebno kada je u pitanju populacija kojoj i on pripada. Saznavši da je up-ravo Partner mikrokreditna organizacija ta koja podržava raseljeničku populaciju, pored ostalih, Borislav je uzeo kredit od 3.000 KM. Znajući da je obrt kod grafičkih usluga visok i da su grafičke usluge na lo-kalnom tržištu tražene smatrao je da mu je za početak dovoljan kratkoročni kredit. Borislav ima i planove za budućnost, odnosno za nabavku novih savremenih mašina kako bi unaprijedio asortiman i kvalitet veoma traženih usluga. Partner prepoznaje prave ideje i ljude.

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TRADICIJA U UZGOJU MALINALučić Svetlana živi u Opštini Bratunac, mjesto Pobrđe u kraju koji je tradicionalno poznat po uzgoju malina. Svet-lana je odlučna žena čije domaćinstvo broji pet članova za koje su prihodi ostvareni od plasteničke proizvodnje osnovni za egzistenciju. Sve je počelo sa stočarstvom i kupovinom krave za što je iskoristila prvi kredit od 1.500 KM. Budući da je to već bio jedan svojevrstan garant uspješnom početku sopstvenog biznisa, nastavlja sa korištenjem još tri kredita koje je iskoristila za proširenje malinjaka, kupovinu sadnica jagode i kupovinu plas-tenika.Svetlana je sva četiri kredita namjenski utrošila i danas posjeduje 2000 sadnica maline, 3000 sadnica jagode i plastenik površine 500 metara kvadratnih. Već početkom mjeseca aprila Svetlana očekuje sazrijevanje luka i mlade salate te njihovo plasiranje po trgovinskim radnjama i pi-jacama lokalnih opština.Zadovoljna saradnjom sa Partnerom, Lučić Svetlana i u budućem periodu namjerava da nastavi saradnju, razvijajući sopstvenu poljoprivrednu proizvodnju.

TRADITION IN RASPBERRY GROWINGLučić Svetlana lives in Bratunac municipality in the vil-lage of Pobrđe, the area with tradition in raspberry grow-ing. Svetlana is a strong-minded woman whose family

of five earns income primarily from greenhouse production. It all begun with cattle breeding and purchase of one cow using her first loan of KM 1,500.00. Purchase of cow was a guarantee of success of her busi-ness initiative and she soon took additional three loans she used for expansion of her raspberry planta-tion, purchase of strawberry seed-lings and purchase of greenhouse.Svetlana used all of her four loans for their intended purpose. She

now owns 2,000.00 raspberry bushes, 3,000.00 strawber-ry plants and a greenhouse of 500 square meters. As soon as in April of this year, Svetlana expects her first harvest of spring onions and lettuce which she plans distributing to retail shops and green markets of neighboring local com-munities. More then satisfied with her cooperation with Partner, Lučić Svetlana intends to continue it in the future to de-velop her agriculture production further.

OPSTANAK ZA DVIJE PORODICERamzija Salkić je žitelj Opštine Doboj-Jug, selo Matuzići. Za Ramziju se život promijenio onog momenta kada je u ratu izgubila supruga i kćerku. Ostavši sama sa tri sina, od kojih je jedan formirao porodicu i živi zajedno sa njima, Ramzija je čuvši od prijatelja odlučila da se obrati Partneru sa zahtijevom za dugoročnim kreditom. Ramzija je smatrala da bi dugoročni kredit na rok od 36 mjeseci u iznosu od 8.000 KM uz grejs period od 9 mjeseci bio sasvim dovoljan za uspješan početak uzgoja krava i izgrad-nju štale. Za par dana Partner je odgovorio pozitivno na Ramzi-jin zahtijev i danas Ramzija ima štalu sa 5 krava muzara. Od uzgoja krava žive dvije po-rodice, njen sin sa dijetetom i ženom i Ramzija sa još dva sina. Svi ukućani su angažovani na uzgoju krava te osim prihoda po tom osnovu i minimalne penzije nikakvih drugih primanja i nemaju. Sa plasmanom mlijeka nemaju problema jer mlijeko uredno otkupljuje lokalna mljekara iz Maglaja. Partnerovi dugoročni krediti sa grejs periodom i povoljnim kamatama su pomogli Ramziji za uspješno započinjanje održivog biznisa i za samozapošljavanje njene porodice.

SUSTENANCE FOR TWO FAMILIESRamzija Salkić is a resident of the village of Matuzići in Doboj-Jug municipality. Ramzija’s life changed forever when she lost her husband and daughter during the war. Alone with three sons, one of which is married and liv-

ing with the rest of the family, Ramzija, having heard of Partner from friends, decided to apply for a long term loan. Ramzija thought that a long term loan of KM 8,000.00 approved for the term of 36 months with 9-month grace period would be enough to purchase cows and construct barn. In just a few days Partner approved her application. To-day, Ramzija owns her own barn

and five dairy cows. Their dairy farm provides sustenance for two families, Ramzija’s son with his wife and child and Ramzija with two other sons. All members of the house-hold are actively involved in farming and other then their minimum pension and what they earn keeping dairy cows, they have no other income. They have no problem distributing the milk since it is collected by the dairy from Maglaj. Partner’s long term loans with grace period and favorable interest rates helped Ramzija successfully com-mence sustainable business and provide employment opportunity for her entire household.

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FINANSIJSKI IZVJEŠTAJIRevizija

23

FINANCIAL STATEMENTSAudit

24

BILANS STANJA

SREDSTVA / ASSETS 31. 12. 2004 31.12.2003.

Tekuća sredstva / Current Assets

Novac i novčani ekvivalenti / Cash and cash equivalents 1,780,731 800,613

Zajmovi i avansi klijentima / Loans and advances to clients 43,023,712 24,012,296

Ostala tekuća aktiva / Other current assets 435,093 314,025

Stalna sredstva / Fixed Assets

Imovina i oprema / Property and equipment 2,671,460 2,301,943

Nematerijalna imovina / Intangible Assets 75,707 19,274

Ukupno sredstva / Total Assets 47,986,703 27,448,151

OBAVEZE / LIABILITIES

Tekuće obaveze / Current Liabilities

Ostale obaveze / Other liabilities 403,288 452,489

Kratkoročni zajmovi / Short term loans 17,156,089 10,453,810

Dugoročne obaveze / Long Term Liabilities

Dugoročni zajmovi / Long term loans 12,796,018 5,419,449

Ukupno obaveze / Total Liabilities 30,355,395 16,325,748

Ostale rezerve / Other reserve 12,733,883 8,182,872

Zadržana dobit / Retained earnings 4,897,425 2,939,531

Ukupno kapital / Total Equity 17,631,308 11,122,403

Ukupno kapital i obaveze / Total Equity and Liabilities. 47,986,703 27,448,151

BILANS USPIJEHA

31. 12. 2004 31. 12. 2003.

Prihod od kamate i provizije na kredite / Income from interest and loan processing fees 10,082,418 6,341,827

Troškovi kamate / Cost of interest 822,780 292,473

Neto prihod od kamata / Net interest income 9,259,638 6,049,354

Ostali prihod / Other income 312,259 116,613

Operativni prihod / Operational income 9,571,897 6,165,967

Ostali operativni troškovi / Other operational expenditures 4,594,344 3,314,402

Rezervisanja za kreditne gubitke / Loan loss reserve 430,363 231,555

Operativni troškovi / Operational expenditures 5,024,707 3,545,957

NETO REZULTAT / NET RESULT 4,547,190 2,620,010

Prihod od donacija / Grant income 350,235 319,521

Neto rezultat sa donacijama / Net result including grants 4,897,425 2,939,531

BALANCE SHEET

INCOME STATEMENT

25

POKAZATELJI EFIKASNOSTI / EFFICIENCY INDICATORS 2004 2003

Aktivni klijenti/broj zaposlenih / Active clients/number of employees 158 128

Aktivni klijenti/broj kreditnih službenika / Active clients/number of loan officers 233 196

Neto portfolio/broj kreditnih službenika / Net portfolio/number of loan officers 506,161 393.644

Procenat ukupnih operativnih troškova/prosječan neto portfolio / Percentage of total overheads/average net portfolio 15.00 15.71

POKAZATELJI PROFITABILNOSTI / PROFITABILITY INDICATORS 2004 2003

Povrat sredstava: / Repayment of funds:

Neto operativni prihod/prosječna ukupna sredstva / Net operating income/average total assets 12.05% 10,99%

Povrat na kapital: / Return on capital:

Neto operativni prihod/prosječan kapital / Net operating income/average capital 31.63% 27,14%

Dobit na portfolio: / Profit from portfolio:

Prihod od kamate i provizije/neto portfolio / Interest end commission income / net portfolio 23.44% 30.07%

PORTFOLIO POKAZATELJI / PORTFOLIO INDICATORS 2004 2003

Povećanje portfolia poredeći sa 2003 godinom/ Increase of portfolio in comparison with 2003 79.11% 32.14%

% kreditnog portfolia u kašnjenju / % of loan portfolio in arrears 1.27% 1.64%

% otpisanih potraživanja u odnosu na ukupni kreditni portfolio / % of written off receivables in comparison with total loan portfolio 0.25% 0.23%

% rezervisanja u odnosu na ukupan portfolio / % of reserve in comparison to total portfolio 2.59% 2.63%

ANALIZA POKAZATELJA INDICATOR ANALYSIS

26

Izvjesna je promjena pravno-regulatornog okvira za mikrokreditne organizacije koje će, bile one depozitno-kreditne ili nedepozitne biti dio finansijskog sistema. U svemu tome vidimo našu veliku šansu i mjesto Part-nera kao lidera u procesu produbljivanja finansijskog tržišta. Na putu konsolidacije mikrokreditnog sektora stoje mnoge reforme među kojima je izmjena zakona o mikrokreditiranju. Partner je već spreman i primjenjuje savremene etičke standarde u mikrofinansijama kao što su transparentan sistem zaštite potrošača koji je oličen u kodeksu zaštite potrošača, razmjena informacija o kreditnoj istoriji klijenta preko sistema kreditnog biroa što štiti finansijski sektor od prekomjernog zaduživanja klijenata. Dosadašnji trendovi u mikrofinansijama idu u pravcu formiranja održivog, trajnog i efikasnog mik-rokreditnog sektora i finansijskog sistema koji će služiti siromašnim koji čine većinu stanovništva u zemljama u razvoju.

Changes of legal framework for micro-credit organiza-tions are inevitable, and regardless of whether those organizations are deposit-credit or non-deposit orga-nizations, they will all be integrated into financial sys-tem. We perceive these changes as an opportunity for Partner to establish itself as a leader in the process of expansion of financial market. Many reforms are laid along the path of consolidation of micro-credit sector; one of those reforms certainly involves changes to the Law on Micro-Credit Organizations. Partner is well pre-pared for the future. It already implemented modern ethical standards in micro-finance such as transparent system of protection of customers’ interests embodied in consumer protection code and exchange of client credit history information through credit bureau system which guards financial sector from excessive withdraw-al by clients. Trends that prevailed in micro-finance sec-tor thus far, lead towards establishment of sustainable and efficient micro-credit sector and financial system to serve the needs of the poor population which consti-tutes majority in developing countries.

ZAKONSKI OKVIR MIKROKREDITNOG SEKTORA

LEGAL FRAMEWORK FOR MICRO-CREDIT SECTOR

IzdavačPARTNER MKO, Tuzla

Priprema i štampaSuton, Široki Brijeg

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