Finca International Inc.

“The chairman of the board, robert w. Hatch, is the brother of the founder, john hatch, who is also a director and a retired employee. Robert hatch, given significant management experience, assisted in founding the organization and in providing leadership as board chairman throughout finca's history. John hatch, richard williamson, harold jastram, and rupert scofield are all members of the board of directors and minor shareholders for cereal ingredients, inc. Which is owned by robert hatch, the chairman of finca international's board of directors. Richard williamson has a financial transaction with cereal ingredients, inc. Richard williamson and robert hatch are also both directors of the healthy back store.”

“Under finca international's constituent documents, members are the functional equivalent of shareholders but hold no economic interest. They function as stewards of the charitable mission and serve as the ultimate governance authority for the organization. Finca has 4 (four) members, each of whom have equal voting rights and devote considerable time and attention to its activities. Memberships in finca are not sold as fundraising mechanisms.”

“The members, as described on line 6, elect the governing body of finca, which is finca international's board of directors.”

“Any decisions of the governing body, finca international's board of directors, are subject to the approval by the members of the organization.”

“The form 990 is presented to the 990 review team which is comprised of the audit committee, the headquarters controller, and representatives from human resources and legal. The team reviews the document and a meeting is scheduled to discuss pending questions with the director of tax. This process includes reviewing and giving final approval of all sections, schedules, checklists, and all disclosures on the return.”

“Officers, directors, and key employees are required to disclose any conflicts of interest on an ongoing basis. Conflicts of interests are prohibited by the finca code of conduct and personnel manual, subject to any exceptions based on a standard of fairness and best interests of the company by an independent audit committee. Conflicts, including related party transactions, are strongly discouraged and approved, if at all, on an exceptional basis. The process is monitored through acknowledgment of the policy prohibiting and requiring reporting of any conflicts, along with internal audits and other controls (including the contract review process). The finca code of conduct, applicable to all finca persons globally, provides a confidential reporting mechanism ("hotline") for reporting violations of the code, including conflicts of interests. Form 990, part vi, line 13 : the finca global code of conduct contains a formal confidential reporting mechanism, or "whistleblower" process, for reporting suspected violations of the code or of law. The code of conduct provides a set of standards for ethical business conduct for all finca persons worldwide. Employees have been trained on the code and on the reporting mechanism, including reinforcement by the chief executive officer that the code represents finca standards. Reports may be made to local management or directly through a confidential reporting line to the global vice president and general counsel or the global vice president - human resources.”

“The process for determining the ceo's compensation included a review and approval by external parties, comparability data, and contemporaneous substantiation of the deliberation and decision. 2011 was the last year for an external review of the ceo's salary; the other processes are performed annually. Form 990, part vi, line 15b: the process for determining all officers and key employees' compensation included a review and approval by external parties, comparability data, and contemporaneous substantiation of the deliberation and decision. 2011 was the last year for an external review of officers and key employees' salaries; the other processes are performed annually.”

“The organization makes its governing documents, conflicts of interest policy, and financial statements available to the general public upon request and on its own website.”

“OTHER -1,110,393.”

“Finca international's financial statements were audited on a consolidated basis.”

“Oversight of audit: there have been no changes during the year in the process for oversight of the audit of the financial statements.”

“Over the course of 2013, over 11,700 finca employees disbursed nearly $1.5 billion in loans averaging $833 to its clients, 57% of whom are women. In africa, average village banking loan sizes were just $242, and in latin america 83% of finca clients were women. More than 727,000 individuals voluntarily save on a regular basis, with total savings of over $66 million, equating to an average savings of $86 per client. Finca micro-insurance policies protected more than half a million families around the world in 2013. As of december 31, 2013, finca's countries of operation and number of beneficiaries are: africa * democratic republic of congo: 170,947 beneficiaries * malawi: 44,048 beneficiaries * tanzania: 120,664 beneficiaries * uganda: 178,211 beneficiaries * zambia: 129,737 beneficiaries latin america & caribbean * ecuador: 71,620 beneficiaries * el salvador: 13,132 beneficiaries * guatemala: 32,261 beneficiaries * haiti: 10,244 beneficiaries * honduras: 16,910 beneficiaries * mexico: 131,818 beneficiaries * nicaragua: 41,588 beneficiaries greater middle east * afghanistan: 27,236 beneficiaries * jordan: 19,022 beneficiaries * pakistan: 200,489 beneficiaries eurasia * armenia: 53,474 beneficiaries * azerbaijan: 152,825 beneficiaries * georgia: 48,623 beneficiaries * kosovo: 11,424 beneficiaries * kyrgyzstan: 128,341 beneficiaries * russia: 15,688 beneficiaries * tajikistan: 28,932 beneficiaries finca has embarked on a comprehensive initiative to monitor and manage social performance that includes identifying and tracking social performance indicators on an ongoing basis to ensure that finca remains focused on client welfare and protection, increases transparency with partners, and develops new products that are tailored to enhance client well-being. The existence of a board level social performance audit committee signifies the organization's unwavering commitment to improve the livelihoods of clients through the provision of products and services that clients say they need. Building on the pioneering client assessment tool that finca international uses to measure the impact of our products and services on the lives of our clients and their families, the social performance audit committee has created a specific, comprehensive and measurable definition of finca international's social performance. To be successful in its commitment to social performance, finca international needs to show that it has: *expanded access to financial services, primarily among underserved, low-income people and communities; *increased employment and incomes; *improved living standards; and, *empowered our clients and helped them achieve their personal aspirations.”