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Khula Strategic Plan for 2008/09

Khula Strategic Plan for 2008/09. Portfolio Committee on Trade and Industry 5 March 2008. Xola Sithole – Chief Executive Officer Zukile Nomafu – Chief Operating Officer. Presentation Outline. Introduction Highlights 2007/08 Strategic Objectives 2008/09 Key Initiatives

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Khula Strategic Plan for 2008/09

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  1. Khula Strategic Plan for 2008/09 Portfolio Committee on Trade and Industry 5 March 2008 Xola Sithole – Chief Executive Officer Zukile Nomafu – Chief Operating Officer

  2. Presentation Outline • Introduction • Highlights 2007/08 • Strategic Objectives 2008/09 • Key Initiatives • Corporate Balanced Scorecard • Financial Budgets 2008/09 • Conclusion

  3. Introduction • The 2007/08 period has been both challenging and exciting • Economic prospects have dimmed slightly, presenting challenges to SMEs • Our focus was on sustaining growth within acceptable risk parameters • Focus in 2008/09 will be on expanding geographic footprint and marketing/communication activities

  4. Highlights 2007/08 • Diversified product range, including the launch of a reverse factoring product for SMEs • Network of 13 partnerships, offering at least 25 different financing products to SMEs • Geographic footprint now comprises national network of over 200 branches of intermediaries • Loan book has increased from R383m in 2003 to R598m in 2007 • Operating income increased from R32m in 2003 to R103m in 2007 • Recently launched new corporate identity

  5. Strategic Objectives 2008/09 • Objective #1 : To grow Khula’s outreach and impact thus fulfilling our mandate as the flagship development finance institution for small business • Objective #2: To increase awareness of Khula and its products within its target market and achieve high customer satisfaction levels

  6. Strategic Objectives 2008/09 • Objective #3: To build an effective institution that achieves its SME development mandate in a financially sustainable manner • Objective #4 : To invest in the development of our employees to create and retain high performance teams • Objective #5 : To establish effective and efficient processes to support operational activities and manage risk

  7. Key Initiatives 2008/09 • KhulaDirect • Restructuring Regional Offices • Awareness Campaign • Recapitalisation Proposal

  8. Balanced Scorecard (1/5)

  9. Balanced Scorecard (2/5)

  10. Balanced Scorecard (3/5)

  11. Balanced Scorecard (4/5)

  12. Balanced Scorecard (5/5)

  13. Budgets Highlights • Budgeting profit before tax of R25 million • Income from core operations expected to grow by 39% • Projecting an operating profit vs operating losses in past years • Operating cost to operating income ratio drops from 103% to 89% • Business loans to intermediaries to grow by 45% • Bad debt ratio at 11% - consistent with increase in loan book

  14. Concluding Remarks • Economic prospects present challenge to SMEs • Khula has substantially grown outreach and impact • Focus in 2008/09 is on growing geographic footprint further and increasing awareness • Key initiatives to be undertaken include finalising KhulaDirect and restructuring of regional offices • Budget structured to support growth objectives and strategic initiatives

  15. Thank You

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