In 2012, Incofin’s Rural Impulse Fund II (RIF II) bought a 25-percent stake in AMK, a microfinance institution in Cambodia. Six years later, RIF II exited AMK, selling its stake to Shanghai Commercial and Savings Bank (SCSB). Dina Pons, Incofin’s regional director for East Asia, shares some insights on the exit process.
IN PHOTO: The last and first meeting of AMK’s board of directors: entering and exiting members ensuring a smooth transition.
MicroCapital: Please tell us a bit about AMK’s social performance and Incofin’s contribution to it.
Dina Pons: Founded in 2003, AMK is one of the largest and most recognised finance institutions operating in rural Cambodia. It serves around 700,000 clients nationwide with a unique set of financial services, including credit, savings, money transfers and insurance. AMK’s strong customer centricity and deep focus on rural clients were among the key attractions for us to invest in the company. Since its inception, AMK’s mission has been “to help large numbers of poor people improve their livelihood options through the delivery of appropriate and viable microfinance services.” Far from being just a theoretical motto, AMK’s social mission is what drives the institution and its staff to perform. For instance, a board-level social performance committee, which I was privileged to chair for three years, was tasked with checking each year whether