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Improving bso services and sme performance through cleaner production
1. Improving BSO Services and
SME Performance Through
Cleaner Production
[SPEAKERS NAMES] [DATE]
2. Module 8:
Financing Cleaner
Production
8.1:
Understanding loan
approval at commercial
banks
3. Improving MSME Performance through Cleaner Production.
Module 8: Financing CP. Visit www.encapafrica.org.
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Possible funding channels for CP
Commercial
Banks
Company
Shareholders
(equity offering)
Partners/
owners
Leasing
companies;
equipment
vendors
Government-subsidized
credit
• Environmental revolving
loan funds
• Development banks &
credit schemes
• Ex/Im finance guarantee
schemes
International
Development
Assistance
Internal sources
Commercial
sources
Public/ODA sources
Cash
Credit cooperatives/ reserves
unions
Customer
firms
4. Improving MSME Performance through Cleaner Production.
Module 8: Financing CP. Visit www.encapafrica.org.
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Our focus: commercial banks
!
Difficulties in accessing
commercial credit are one
of the largest challenges
involved in implementing
CP capital investments,
particularly for SMEs.
Many development
organizations engaging in
SME support projects and
SMEs themselves have little
experience in dealing with
commercial banks
! ?
5. Improving MSME Performance through Cleaner Production.
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Background: Commercial Banks
Commercial
Banks:
Acquire funds by receiving
money from savers: savings
accounts, deposit accounts, etc.
Provide funds to borrowers
through term loans, lines of
credit, bonds, etc
The interest payments on loans
are used to pay interest to
depositors & are a primary
source of profit for the bank
To be profitable/sound,
commercial banks focus on:
maximising their returns &
minimising the risks they accept
6. ! Therefore:
Improving MSME Performance through Cleaner Production.
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6
their principal
expertise is
evaluating borrower
credit-worthiness. . .
not the performance
of CP investments!
7. Improving MSME Performance through Cleaner Production.
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Commercial bank financing instruments
For SMEs, commercial banks offer two
main types of financing instruments:
Term Loans
Lines of Credit
Issued for a specific project/purpose
Specific amount and term (months or
years)
Interest rate will reflect risk & may be
fixed over time or variable
Can usually be used for any purpose
Approved up to a credit limit. The
customer can use any amount up to
the limit.
Higher interest rates than term loans.
Interest is charged only on credit
actually used.
1
2
8. Improving MSME Performance through Cleaner Production.
Module 8: Financing CP. Visit www.encapafrica.org.
8
Commercial bank loan procedures
Commercial
banks’ loan
procedures
have 4
basic
stages
Application
Review
Award
Paying
back, with
interest
applicant prepares proposal
and submits to bank
failure
1
2
3
Bank evaluates
application and sets
or negotiates
conditions
4 We will examine
at each stage in
more detail
9. Improving MSME Performance through Cleaner Production.
Module 8: Financing CP. Visit www.encapafrica.org.
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Commercial bank loan procedures
Application
a. Before applying to any particular
bank, research and review
potential funding sources
b. Have initial informal discussions
with bank loan officer
c. Fill out bank’s loan application
form; obtain all necessary data
d. Submit the loan application and
supporting documents to bank.
Application
1
Establishing a personal relationship
with the bank/loan officer is very
important!
!
10. Improving MSME Performance through Cleaner Production.
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Commercial bank loan procedures
Application review and loan award
Review
Award
2
3
Review Negotiate
terms*
More information
requested
Commitment
letter
& term sheet
Loan
agreement
signed
Funds
received
Agreement
on terms?
YES
NO
*Terms include, e.g. interest rate,
repayment period & collateral
Review
and award
involve the
following
steps:
Application
11. Improving MSME Performance through Cleaner Production.
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Commercial bank loan procedures
What is the basis of the bank’s review?
The bank’s review of
the application is
focused on two
distinct aspects of
risk:
economic viability of the
specific project
the financial/economic
status of the enterprise as
a whole
Often more important!
12. Improving MSME Performance through Cleaner Production.
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Basis of Review #1
Economic viability of the project
How does the bank assess
the economic viability of the
project? ?
NPV is the mostly commonly
used overall indicator.
HOWEVER,
the bank will calculate multiple
values for NPV using different
assumptions regarding the
performance of the project
E.g. what is the
effect on NPV of
different sales,
savings,
schedules?
13. Improving MSME Performance through Cleaner Production.
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Basis of Review #2
Company financial and economic status
How does the bank assess
the enterprise’s financial and
economic status? ?
The bank assesses 3 Key factors:
LIQUIDITY
Is there cash on hand to pay day-to day operating
expenses?
SOLVENCY
Does the company have the ability to repay
outstanding long-term debt?
Prospects for future PROFITABILITY
and its implications for both liquidity and
solvency over the expected term of the loan.
14. Improving MSME Performance through Cleaner Production.
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Barriers to
Commercial Bank Finance for SMEs
Small size of SME CP Projects
Means that the bank’s
administrative costs are very high
compared to the profit it can make
on the loan
High perceived risk of lending
to SMEs
Insufficient accounting and
business documentation (poor
record-keeping)
Limited banking track record (no
history of obtaining and
successfully repaying loans)
Lack of security (collateral)
For SMEs,
access to CP
finance is
constrained
by:
15. Improving MSME Performance through Cleaner Production.
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It is true that
some barriers to commercial bank loans
and (other CP financing) cannot be
addressed by the SME alone
!
BUT SOME
BARRIERS CAN
BE ADDRESSED
16. Improving MSME Performance through Cleaner Production.
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What can SMEs do to address these barriers?
Understand banks’ decision criteria
and analyse CP projects in these
terms
Improve record-keeping and
management systems (utilize BDS
services if available)
Identify banks that do have SME
lending programs; request an
informational interview with a loan
officer before applying
17. Module 8:
Financing Cleaner
Production
8.2:
General trends in CP
financing in developing
areas
18. Improving MSME Performance through Cleaner Production.
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“Friendly trends” in commercial banking
We have now discussed
many barriers to financing
CP projects at SMEs
HOWEVER, THERE IS
GOOD NEWS.
Some current trends
in commercial banking
are “friendly” to CP
financing:
Increasing similarity among
financial institutions
Expanded commercial bank
activity in developing
countries
Increasing interest in
sustainable banking
19. Increasing similarity among financial institutions
Improving MSME Performance through Cleaner Production.
Module 8: Financing CP. Visit www.encapafrica.org.
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Traditionally,
different types of FIs
specialized narrowly
in their own areas.
This is still true to
some extent, but
becoming less so.
Many FI’s are
expanding their
product-ranges into
others’ areas
for borrowers, result is a wider
range of potential sources of
finance
Be prepared to approach
several different FIs of different
types to raise finance on
attractive terms
!
20. Improving MSME Performance through Cleaner Production.
Module 8: Financing CP. Visit www.encapafrica.org.
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Sustainable Banking
FI’s are becoming
more aware of
their
environmental
responsibilities in
lending. This
emerging trend is
focused in
developing
countries
Thus, at many international
banks, we see a shift. . .
Passive with respect to
environmental issues.
Resist responsibility for
environmental impacts of
projects they finance
Reject financing of
environmentally
damaging projects.
Recognize business
& social benefits of
environmental
investments
From traditional
passive attitudes. . .
. . .to “sustainable
banking”
21. Improving MSME Performance through Cleaner Production.
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Policy & development approaches
to overcome finance barriers
Business development service
providers can work with
SMEs, particularly to improve record-keeping
FIs, to demonstrate that CP investments
pay
Special financing facilities for SMEs
and for CP investments
Civil Society & business
associations: Lobby Government for
supportive policies
23. Improving MSME Performance through Cleaner Production.
Module 8: Financing CP. Visit www.encapafrica.org.
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This presentation to be developed specifically for
the host country context
24. Module 8:
Financing Cleaner
Production
8.4:
Participants’ experiences
in financing projects.
25. Improving MSME Performance through Cleaner Production.
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Group Exercise:
Analyzing past funding experiences
You will identify one or more past funding
experiences to CHARACTERIZE and
ANALYZE, answering the questions on the
following slides.
See exercise instructions
in sourcebook
26. GROUP
EXERCISE
Improving MSME Performance through Cleaner Production.
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Past funding experiences
Analyze your funding experience by addressing the
following questions:
? The basics:
What was the project?
? The financing search:
Which sources of finance were considered?
Which sources were then approached?
? The application:
What information was required to make the application?
Could you provide this information? AND
27. Improving MSME Performance through Cleaner Production.
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Past funding experiences GROUP
EXERCISE
? The review:
What were the funder’s criteria for approving or rejecting
the application? Were these clear?
Did any problems arise during the review process?
? The outcome; terms and conditions:
Was financing obtained?
What were key terms and conditions?
! Lessons learned:
What do you think is the reason for your
success/failure? What did you do right? What
would you do differently? What advice can you
offer from this experience?
Do you still have unanswered questions from
this experience?
28. Past funding experiences GROUP
EXERCISE
Improving MSME Performance through Cleaner Production.
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GROUP PRESENTATIONS.
29. Improving MSME Performance through Cleaner Production.
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Some lessons learned
by participants in past courses
PROBLEM Solutions that worked
! Project
profitability is
poor
Re-evaluate profitability using total
cost principles
! management is
unable or
unwilling to issue
more shares or to
raise debt
Lease capital equipment rather than
purchase it.
! the firm does not
have contacts
with commercial
banks
Make contacts through the chamber
of commerce, BDS provider,
accounting firm
30. Some lessons learned
by participants in past courses
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General Advice
Rejection from one FI indicates little.
Search widely for alternative sources of
finance. The larger the number of
possibilities you consider, the more likely
you are to obtain financing... and on better
terms
If you are rejected, apply again when the
national economic situation improves/
credit is loosened.
Seek advice from experts and from
contacts in other firms
31. Improving MSME Performance through Cleaner Production.
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? Do we agree with these
lessons learned?
What lessons learned can
we add? ?
Are these lessons fully
relevant to CP financing? ?
32. Improving MSME Performance through Cleaner Production.
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Point for discussions
Hinweis der Redaktion
These are, broadly, the main sources of finance which are usually available to firms for project finance. The firm’s business environment is the main determinant of which sources are most relevant.
Internal funds can be generated by retained profits or capital supplied by the owner(s) of the firm.
There may be several external private-sector sources, including other firms with whom the firm does business, who may be prepared to help with finance in order to protect their own interests. These may be suppliers of capital equipment, or finance companies associated with them (which could be through leasing arrangements), or suppliers and customers in the firm’s normal day-to-day business.
Finally, the government can be a important supplier of capital to finance projects [mention any topical examples of current local programs].
Different institutions will weight differently the various criteria for making a loan. For example, a commercial bank will probably put highest importance on their assessment of the firm’s ability to pay interest and eventually to repay the loan (i.e. the bank’s risk of the firm defaulting), and on the return they earn on the loan (the interest which they charge). A development bank may be prepared to accept higher risk and a lower return provided that the project meets some specified economic development criteria.
Note that credit unions are intermediate between “commercial” and “internal” sources, as only members can borrow from credit unions.
A commercial bank provides a kind of marketplace within which, indirectly, savers who wish to invest their money safely but still earn a return on it can transfer it to borrowers who wish to raise finance, e.g. for company projects.
The bank is rewarded for providing this service through the profit margin that it realises between:-
- the low rate of interest that it pays to savers
- the higher rate that it charges to borrowers
In principle this could be achieved by the savers lending their money directly to borrowers. This would avoid the costs of operating the bank, and the bank’s profit margin. However banks add value to the process in several ways:-
- scale: they can combine several small savings accounts and deposits into a larger sum, sufficient to finance a company project
- duration: they are able to raise money from savers on short-term terms, so that savers retain liquidity, but make advances to borrowers on long-term terms
- location: by raising money from areas or countries where savers exceed borrowers and transferring it to areas/countries where the opposite is the case
- developing expertise in assessing risks by specialising in this skill
Banks’ key concern is risk - if they consider that a particular company is more risky than the average, they may:-
- add a risk premium to their lending rate and increase the cost of the loan to the company
- insist on restrictions on the loan, for example to require security such as a mortgage on some of the company’s assets, to provide collateral
If their assessment of risk is too high, they may refuse a loan altogether.
Banks therefore become expert in assessing the risks of companies, and any possible extra risk posed by a proposed new project. Companies can increase their chances of success in loan applications by providing assurance to banks that they represent only low risks.
In economies where several banks compete with each other, the rates charged will tend to be lower since the banks have to compete with each other for borrowers (as well as for savers), though a basic minimum will be set by the base rate set by the government or the central bank. Banks may differ in their evaluations of risk and their readiness to accept greater risk in return for charging a higher interest rate, so companies should be ready to approach several banks to find the best offer available.
These are the two main ways that banks provide finance to small and medium-sized companies, i.e. the banks’ “products”.
A term loan is for a specific period, and must be fully repaid by the end of the period. This may be either a single amount at the end, or (more usually) in instalments over the period of the loan. The interest rate is set when the loan is agreed, either at a definite rate throughout the period of the loan, or variable on a pre-defined basis such as in relation to the national base rates set by government or the central bank.
Lines of credit (or “overdrafts”) are facilities by which companies can “draw down” as much as they need, up to a set limit, and pay for only what they use. The interest rate is usually higher than for term loans. Although they may be guaranteed for a set period, they can often be repayable on demand by the bank, so are not suitable for companies who wish to finance large-scale projects that require capital for a long period.
Generally, term loans are likely to be more suitable to finance investment in fixed assets, whereas lines of credit are suitable for financing investments in short-term working capital (inventories, debtors etc.) which may fluctuate seasonally over time.
Each bank will set its own detailed procedures by which companies can apply for finance, within this broad overall framework.
This slide distinguishes between three stages in the process:-
application: this is done by the company, so the speed with which this can be completed will be to some extent under the company’s own control. One source of delay can be the need to collect together all the information that the bank requires. Companies which have already set up good accounting and other information systems will be able to prepare and submit applications more quickly.
Review. The bank will then evaluate the application and make a decision. The time that this will take will depend in part on how accurately and completely the company has completed the application. If there are gaps in this, the bank may have to come back to the company to request what it needs, which could cause further delays.
These are the main steps in a typical loan application and approval process, although the details will differ between different banks, and perhaps between different types of project. [The list of steps continues onto the next slide as well].
It is valuable already to have a good working relationship with a bank, and previous personal contacts with their senior staff, in order to build up an impression of business ability and financial reliability. The first bank to approach will obviously therefore be the company’s main banker, with whom it keeps its current account.
At the same time however, it is sensible to approach other banks as well, in economies where there is sufficient competition in the banking sector to make this possible. If each bank is aware that the company is considering a number of different banks, this will help to encourage them to make attractive their own offer to the company.
To assess the financial position, the bank will want to review the economic feasibility of both:-
- the specific investment project which is being proposed
- the company as a whole.
The latter will usually be the more important, since the liability due to the bank will be from the company as a whole, not a single project. Even if this project is unsuccessful, the bank can still demand repayment from the company’s other resources, provided the company as a whole is financially sound.
Calculating different values of NPV for different assumptions is called sensitivity analysis.
Assessing the viability of the company as a whole is less straightforward since there are several factors that can affect this.
This slide lists the main questions about the company’s financial strength on which the bank will want to seek assurance. These are:-
- liquidity - the ability to pay for its day-today operating expenses, e.g. payments to its suppliers, payments and utility bills.
- solvency - the ability to repay, as they fall due, any long-term debts which are outstanding.
- profitability - since if this is negative (i.e. if the company were trading at a loss) then over time this would erode its liquidity and solvency.
It is what will happen to these factors in the future that matters, but this can only be estimated. Guidance on this, from what has happened in the past, may be obtained from the company’s accounts. These can be used to derive a number of indicators (or ‘ratios’) which reflect liquidity, solvency and profitability. These are also covered in Separate CP finance courses.
This slide sets out the reasons as given by FIs as an explanation to their reluctance to lending to SMEs.
SMEs can overcome some of these challenges by registering with local Business Development Service Providers to receive training in record keeping.
There are a number of trends in commercial banking that may help companies wishing to raise finance for cleaner production investments.
These are expanded on, in more detail, in following slides.
There are a number of trends in commercial banking that may help companies wishing to raise finance for cleaner production investments.
These are expanded on, in more detail, in following slides.
Traditionally, different types of FI have tended to specialise in different sections of the market, and have offered distinctly different products. However, in recent years there has been a trend for companies to broaden their product ranges and to offer products that previously were offered by other types of FI.
A COUPLE OF EXAMPLES HERE?
For would-be company borrowers this means that there is a wider range of potential sources of finance, and companies should be ready to approach several different FIs, of different types, in order to raise finance on the most attractive terms.
The trend to ‘sustainable banking’ is still very new, and mainly limited to banks in developed countries who wish to appeal to environmentally-conscious customers. However, it is possible that this could provide a further source of finance, on attractive terms, for companies wishing to finance cleaner production investments.
This slide defines sustainable banking and refers to the landmark UNEP declaration that 118 banks have voluntarily signed, to recognise their responsibility to contribute to sustainable development and express a commitment to this.
A progression can be defined, from the traditional attitude of banks to the environment, to more progressive attitudes.
The traditional attitude can be described as ‘defensive’, with a reluctance to accept responsibility, and a tendency to react to possible new environmental legislation by lobbying against it. This attitude is probably still typical of a lot of the banking sector , but a number of banks are moving towards a more progressive approach [go on to next slide].
Sustainable Banking’ is an ideal, rather than something which any existing bank can be claimed to have fully achieved. This recognises that banks have a considerable potential to impact the environment, not only through their own banking operations but even more through their influence on the companies to whom they lend.
This is recognised to be not only environmentally responsible but also good banking practice, since environmentally responsible investments such as Cleaner Production projects are likely to carry lower risks than other projects. For example, it is less likely that a project will have to be abandoned before the end of its full economic life due to tighter environmental legislation and regulation.
This and the next slide list a number of issues and problems that can arise. Participants should share with their groups their past experiences related to these issues. It may be most effective to focus on a particular firm which is represented in the group which has had a particularly interesting and informative experience. Ideally, the perspective of both the fund applicants and the provider of capital should be presented in the experiences.
Participants should be encouraged to consider not only project finance applications that were successful, but also those which were not, either because the application was rejected or because it did not even get to this stage since in the end the firm decided not make any application.
The final bullet is on the criteria that were applied by the potential sources of finance. These may not have been clear to the firms - what is wanted here is what the firms’ perceptions of what the financiers were looking for. This may provoke some helpful comments from participants from financial institutions, and provide material which the banker can later address (if he/she is not yet at the course, the instructor should make notes on the comments made by participants to pass to him/her later).
Terms and conditions” refers to interest rates, payback period, AND everything that the financier could require of the firm after the application has been approved and the finance has been granted. This could include requirements on:-
- when and how the money should be spent
- how the firm implements the project, e.g. any requirements concerning how a project management team is set up
- information that the firm has to provide to the financier during the period that the finance is still outstanding.
This last could include information either or both:-
- the firm as a whole, e.g. its annual financial reports to demonstrate that it is in good financial health
- developments with the specific project
Lessons learned are the crucial questions - the conclusions that can be drawn from the experience which can help to inform and improve future project planning.
The final question is particularly important - what gaps in knowledge by the firm did the experience demonstrate, which still remain unanswered? (The trainer should note these and report them to the banker, so that he/she can address them later).
These are obviously not the only solutions to the problems identified. Hopefully, the group presentations will have suggested others.
Past courses bear out that this general advice is frequently relevant. Hopefully, these points were raised by the group presentations as well.
1. It is worth approaching a wide range of different possible sources, both commercial and non-commercial. Even within a single sector there can be differences between institutions which do not reflect the attractiveness of the project. For example, one bank may refuse a project, or offer finance only on unattractive terms, simply because it is already over-committed in that sector, for which another bank would be happy to offer finance.
2. the availability of finance, on acceptable terms, may vary from time to time (and also from country to country) depending on the current state of the economy. Even if a project fails to attract finance when the economy is in recession, it could still be worth trying again when the economy improves.
3. There are several sources of independent advice on potential sources of finance, including the local accountancy profession, other business advisers, chambers of commerce and industry associations, and contacts from other firms (participants may be able to suggest more). Firms are well advised to build up and maintain databases of potential sources of advice even if there is no immediate needs for finance, in order to be able to move quickly if and when the situation does arise.