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Khula Enterprise Finance Ltd Khula’s Quarterly Performance for the period ending

Khula Enterprise Finance Ltd Khula’s Quarterly Performance for the period ending 30 th June 2010 Parliamentary Portfolio Committee. Venue: Parliament: Cape Town 24 th August 2010. 1. Presentation Outline. Introduction Performance of Retail Financial Intermediaries

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Khula Enterprise Finance Ltd Khula’s Quarterly Performance for the period ending

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  1. Khula Enterprise Finance LtdKhula’s Quarterly Performance for the period ending 30th June 2010 Parliamentary Portfolio Committee Venue: Parliament: Cape Town 24th August 2010 1

  2. Presentation Outline • Introduction • Performance of Retail Financial Intermediaries • Performance of Funds • Performance of Indemnities & Properties • Mentorship Programme • Pipeline Projects • Khula’s relationship with IBA • IBA Membership by Province • Conclusion 2

  3. Introduction • The period under review has experienced significant changes. Some of the important changes are: • Appointment of the new Board • Reporting to the new ministry Economic Development Department • These changes have had an impact on the performance and confidence of staff because of uncertainty of the future. • The arrival of the new Board has had a bearing on the business of since Khula management spent time familiarizing the new Board with Khula operations and getting Board to give a directive on the strategy instead of pushing deals and business. • The fact that economy is recovering from the global crunch which also had an influence on SMEs performance in the country did not make the situation better. 3

  4. Performance of Retail Financial Intermediaries 4

  5. Performance of Funds 5

  6. Performance of Indemnities & Properties Approval of R28m was earmarked and targeted for investment in the Gugulethu Shopping Centre in the Western Cape Township 6

  7. Mentorship Programme Pre-Loan • 5 business loans were developed at a cost of R26 050. Post-Loan • Cost of post-loan interventions amounted to R63 790 7

  8. Pipeline Projects • State owned Enterprise Procuremtn Programme - R100 million. • Utho Capital fund - R30 million – Utho seeks to create a niche construction Fund that will inves in SMEs. 8

  9. Khula’s relationship with IBA • Khula has a relationship with the institute of Business Advisors (IBA). • IBA also recruits mentors in deep rural areas – this has benefited Khula though there has been a shortage of mentors in these areas. • IBA’s main focus is accreditation and upgrading of business advisory skills. TERM TRANSACTION SIZE 9

  10. IBA Membership by Province 10

  11. Conclusion A number of reasons why the organisation has not performed well in the period under review. Some of these reasons are: • Khula’s reliance on the intermediaries to get its products to the end user. • The maturity of some products that need to be reviewed. • Getting rid of the cradle to grave” approach and establishing a proper Risk Management Unit 11

  12. THANK YOU 13

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