10.07.2015 Views

Corporate Governance and Access to Finance - ESBG

Corporate Governance and Access to Finance - ESBG

Corporate Governance and Access to Finance - ESBG

SHOW MORE
SHOW LESS

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

This list of <strong>to</strong>pics is intended <strong>to</strong> provide a general view of the mainmechanisms that connect <strong>Corporate</strong> <strong>Governance</strong> <strong>and</strong> <strong>Access</strong> <strong>to</strong> <strong>Finance</strong>.In doing so, the experience of the five case studies – <strong>and</strong> also other WSBImembers – is used as an example when relevant.2.1. <strong>Access</strong> <strong>to</strong> <strong>Finance</strong> missionFor most WSBI members, their objectives are well summarized in the“double bot<strong>to</strong>m line”: playing a role in the social <strong>and</strong> economicdevelopment of the local community, including through the provision of<strong>Access</strong> <strong>to</strong> <strong>Finance</strong> <strong>to</strong> unbanked/vulnerable segments of the population,<strong>and</strong> ensuring the long term sustainability of the institution through anadequate profitability. The link between <strong>Corporate</strong> <strong>Governance</strong> <strong>and</strong><strong>Access</strong> <strong>to</strong> <strong>Finance</strong> should seek ensuring management accountability asregards the financial inclusion objective. A pre-requisite is the clarity inthe definition of the mission of the institution.A necessary element of any strong institution that promotes <strong>Access</strong> <strong>to</strong><strong>Finance</strong> is a clear <strong>and</strong> sustainable m<strong>and</strong>ate, which should be revisedperiodically <strong>to</strong> ensure that the institution remains relevant <strong>and</strong> adapts<strong>to</strong> the changing market circumstances. Table 2 examines the missionstatements of the five WSBI members under study.Some examples of this clarity in the m<strong>and</strong>ate can be found in the PeruvianCMACs mission statement: “<strong>to</strong> benefit segments of the populationlacking financial support of traditional banking” (CMAC Arequipa) or “<strong>to</strong>provide financial services with efficiency, timeliness <strong>and</strong> competitiveness,both <strong>to</strong> small <strong>and</strong> micro enterprises (SMEs) <strong>and</strong> <strong>to</strong> families who normally donot have access <strong>to</strong> the banking system” (CMAC Piura). Another exampleis the Postal Bank of Kenya, whose mission includes “<strong>to</strong> provide accessible<strong>and</strong> sustainable banking <strong>and</strong> other related financial services”.The explicit reference <strong>to</strong> <strong>Access</strong> <strong>to</strong> <strong>Finance</strong> in the mission statement willserve as a basis <strong>to</strong> support financial inclusion efforts of the savings banks,mainly through the development of proximity banking activities thanks <strong>to</strong>an extended distribution network, <strong>and</strong> the offer of financial services <strong>and</strong>products tailored <strong>to</strong> the specific needs of underserved or unbanked people.24

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!