annual report годовой отчет

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. Â
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. Â 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. Â 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. Â 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. Â 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. Â 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: [email protected]
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 ÐÀÑÕÎÄÎÂ
¹
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