2. Dabi
• Average Loan Size - $225
• Loan Term – 1 year
• Repayment Mechanism – Equal weekly/monthly installments
• More than 97% of borrowers are women who are serviced in
groups, but there is no joint liability obligation
• Loans are mostly used for small operations in poultry,
livestock, vegetable cultivation, handicrafts and rural trade
www.brac.net
4. Progoti
• Average Loan Size – $2,050
• Loan Term – 12/18 months
• Repayment Mechanism – Equal monthly installments
• Borrowers are individually catered and the loans are
typically used to finance working capital for shops,
agricultural businesses and small manufacturing
www.brac.net
6. Top-up Loans
• Introduced in 2010 for both Dabi and Progoti
borrowers to provide greater flexibility
• Allows borrowers with good repayment
behaviour to top-up an existing loan
• Available to borrowers who have repaid at least
50% of the existing loan on time
• Maximum top-up amount is 50% of original
disbursed amount
www.brac.net
7. Migration Loan
• Targets people migrating overseas for work
• Covers cost of obtaining work overseas
(recruiter fees), travel and travel document costs
• Average Loan Size - $1,915
• Repayment Mechanism – 12/18 unequal
monthly installments.
• Till date – $34.5m have been disbursed to
18,000 migrant workers.
www.brac.net
12. BRAC Microfinance at a Glance
Bangladesh
Particulars
As of October 2012
Loan Portfolio:
$ 715 million
Savings:
$ 286 million
Members:
6.02 million
Borrowers:
4.42 million
Average Monthly Disbursement:
Staff:
$ 103.7 million
17,988
www.brac.net
14. Industry Position (As of October 2012)
BRAC
ASA
Grameen
Bank
BURO
Bangladesh
Portfolio:
(Million)
$ 715
$ 683
$ 973
$ 113
Savings:
(Million)
$ 286
$ 188
$ 1,441
$ 36
Borrowers:
(Million)
4.42
4.27
6.61
0.86
Branch
Offices:
2,359
3,047
2,567
629
Particulars
www.brac.net
15. Human Resource Management
Set up an internal HR unit that is working to:
– Standardize performance assessments
– Improve talent identification and management through
setting up a management pipeline
– Improve workplace environment
– Mentor new female staff
– Improve grievance management practices
www.brac.net
16. Capacity Development
• Much greater investment in training of staff
• Shift in focus from technical to managerial skills
training
• More emphasis on soft skills development of
staff at all levels
• Greater coordination between performance
assessment, talent management and training
www.brac.net
17. Strengthening Internal Controls
• Branch accounts staff separated from microfinance and
placed under Finance and Accounts Division in late 2009
• Strengthened the monitoring units to ensure more
regular and thorough monitoring of branches
• Comprehensive branch reviews carried out by
independent teams to look at qualitative aspects
• For the worst performing branches, we have started a
system of independent loan adjudicators who verify and
approve every loan prior to disbursement
www.brac.net
18. Financial Literacy and
Consumer Protection
• Working with BRAC Development Institute to
design and implement financial literacy projects
– Piloting basic financial literacy awareness building
through popular theatre
– Working with a social communication agency to
design mass media outreach programmes
• Adopted an employee code of conduct
• Working to improve the quality of staff-client
interface
www.brac.net
20. BRAC International Microfinance at a Glance
Country
Portfolio
(Million)
Avg. Monthly
Members
Borrowers
Disbursement
(Million)
Branch
Offices
Pakistan
$ 9.18
87,528
77,927
$ 1.53
96
Sri Lanka
$ 8.71
108,181
62,973
$ 1.57
89
Tanzania
$ 20.46
136,278
108,238
$ 3.94
112
Uganda
$ 19.36
156,286
124,306
$ 3.61
130
Sierra Leone
$ 2.69
25,807
21,521
$ 0.41
43
Liberia
$ 3.18
32,625
23,391
$ 0.53
30
www.brac.net
21. Priorities in 2013
• Bangladesh
– Scale up financial literacy and consumer protection projects
– Pilot savings collection through mobile money platforms
• International
– Focus on strengthening capacity of staff at all levels
– Reducing the dependence on Bangladeshi staff and accelerate
promotion of national staff into management positions
– Strengthen internal controls
www.brac.net