1 According to Colombia's official poverty line (distinguishing between rural and urban environments). Source: The National Administrative Department of Statistics. Clients whose net income (i.e. profit obtained from their micro-enterprise) divided by the number of members in the family unit (per capita) is no more than 3 times the poverty line of their corresponding country and type of environment (rural/urban).
2 Takes into account clients that joined during the year (new clients).
In the last few years more rural clients have signed up, and the emphasis has stayed on women and clients with low educational attainment.
2 Takes into account clients that joined during the year (new clients).
The weighting of the installment payment as a fraction of sales has fallen for new clients in 2015 compared to that of new clients in 2014.
2 Takes into account clients that joined during the year (new clients).
3 Average disbursement, calculated as the average first disbursement for new clients each year.
4 Weight of the installment calculated as an average ratio (installment divided by sales) of each client.
5 Data as of December 31, 2015.
76% of the families served live on less than USD 7.60 per person, per day, 32% try to get by on less than USD 2.50 per person, per day.
5 Data as of December 31, 2015.
6 Poverty lines are for the urban environment.
Nearly half of the clients work in the retail sector and there are differences resulting from their living environment. Thus, among rural clients, farming is the principal activity and very few are involved in transformation activities. In urban environments hardly any clients are involved in agriculture, with most working in trade.
7 Data as of December 31, 2015.
7 Data as of December 31, 2015.
Clients’ level of indebtedness is greater in the case of the less vulnerable segments. Equity held by the non-vulnerable segment nearly double those of the vulnerable segment.
8 Assets and equity calculated at the time of credit evaluation (i.e. not including the microcredit granted).
9 Data as of December 31, 2015.
9 Data as of December 31, 2015.
10 Calculations based on clients reporting expenditures.
Extremely poor clients spend 9% of their sales revenue on paying the loan installment, which is nearly half their gross margin. Non-vulnerable clients, however, have 43% of their income left as net income after paying the installment.
Their gross margin increases as clients’ vulnerability falls, and averages out at 36%.
11 Shows the situation at the outset and the current situation at the end of December 2015 of clients in each cohort still current as of December 31, 2015.
12 Clients participating in the sample are current clients and have had their data updated in the last 12 months.
12 Clients participating in the sample are current clients and have had their data updated in the last 12 months.
Bancamía retains nearly 80% of its clients after a year, a slightly higher rate than the average for the BBVAMF Group. However, longer-term retention continues to be a challenge.
There is a positive trend in terms of poverty reduction with clients the longer they stay.
13 Percentage of clients in each cohort still current as of December 31 2015.
14 Data of current clients as of December 31, 2015, and that have had a data update in the last 12 months. The situation at the outset is shown (data in their cohort year) and their situation at the end of December 2015.
14 Data of current clients as of December 31, 2015, and that have had a data update in the last 12 months. Thesituation at outset is shown (data in their cohort year) and their situation at the end of December 2015. The outset is the moment that the first loan was granted.
14 Data of current clients as of December 31, 2015, and that have had a data update in the last 12 months. Thesituation at outset is shown (data in their cohort year) and their situation at the end of December 2015. The outset is the moment that the first loan was granted.
As time passes, clients’ credit capacity grows, as do the sums being offered by Bancamía. After two years, their average credit sum has increased by around 50%.
15 Average disbursement, calculated as the total disbursement made in a year divided by the number of transactions by each client participating in the disbursement in said year.
While modest, there is a direct correlation between having a relationship with Bancamía and improvements both in the level of educational achievement and in housing quality.
16 Proportion of clients still current in each cohort who have improved their level of education from their situation as registered at the outset.
17 Proportion of clients still current in each cohort who have moved into their own home, have made home improvements or who have increased the number of rooms in their home from when they registered at the outset.
18 Includes the overnight and term savings of current clients each year.
19 Average saving calculated for all clients with a balance of USD 1 or more (in local currency equivalent) on all dates.
When analyzed by cohorts, the average savings balance of active clients increases the more time they have banked with Bancamía.
19 Average saving calculated for all clients with a balance of USD 1 or more (in local currency equivalent) on all dates.
20 Saving of clients current in each cohort having both credits and savings.
Gross loan portfolio (USD)
350,969,068
Total disbursed in 2015 (USD)
322,501,711
Nº transactions in 2015
296,511
Average disbursement in 2015 (USD)
1,088
Deposits & other (USD)
105,542,176
Nº Employees
3,583
Nº Offices
200
Clients receiving financial education
164,334
21 Data as of December 31, 2015.
