This document proposes establishing a Social Impact Fund in Mongolia focused on investing in small and medium enterprises (SMEs) that have social and environmental impacts. It notes that while Mongolia has experienced rapid economic growth, not all citizens have benefited, and there are pressing issues around poverty, access to basic needs, and the environment. The fund aims to address these social needs by encouraging investment in viable SMEs, with the objectives of recommending a $50-70 million fund and investing in SMEs that have social and environmental impacts. It also introduces TenGer Capital as a potential partner due to its experience in Mongolia's financial sector.

1. Mongolia
Social
Impact Fund
Click to edit Master title style
Click to edit Master title style
Global Young Leaders Programme - August 2012

2. Table of Contents
1. Executive Summary
2. Introduction: The Mongolia Context
3. Impact Investing
4. Measuring Social Impact
5. Focus Sectors
6. Assessment Criteria
7. The Fund
8. Marketing Strategy
9. Conclusion & Recommendation
10. Appendix
2

3. Executive Summary
• Mongolia is blessed with a large, fertile and resource-rich land mass, a young and highly
literate population, and a crescendo of interest from foreign capital and technology
partners – especially in mining.
• Yet, Mongolia is also a country of pressing issues and challenges around social welfare,
wealth distribution, resource allocation and the environment.
• Indeed, Mongolia is at a cross-roads and is faced with distinct options and choices -- the
potential consequences are significant.
• Mongolia is staring at the face of the Resource Curse and Dutch Disease with all of the
knowledge, tools and wherewithal to chart a distinctly positive course to the benefit of
all its citizens– so long as deliberate choices are made and appropriate actions taken.
• With targeted funding and investment into its human capital, Mongolia’s Small &
Medium Enterprise (SME) sector stands ready to grow dramatically, both along the
Mining Services Value Chain and as well as in key sectors identified in this report.
Mongolia needs most everything, and this opportunity presents the potential for an
elegant, impactful and broad-reaching solution to some of the inevitable social
challenges.
• To this end, impact investing focusing on social issues/opportunities may be a critical
catalyst for Mongolia, as it can enable the country to drive development along a more
prudent, prosperous, independent and sustainable path. 3

4. Executive Summary (cont’d)
• This paper highlights promising areas of social impact potential in Mongolia, including
Agriculture, Education, Healthcare, Affordable Housing and Waste Management. While
we are not excluding the mining supply chain, these areas are of primary importance
and present significant opportunity.
• The timing is right for a Social Impact Fund in Mongolia. To be effective, the fund’s
sponsor must be credible, its size must be prudent, its mission must be clear, and its
structure must be innovative. It must be tailored for Mongolia. The criteria for
investment selection and monitoring must be simple, clear, broad-based, specific,
measurable and actionable. The Fund must focus keenly on alignment of interests,
governance, and transparency.
• This document provides a summary of the team’s recommendations. It represents a
capstone of 35 people’s efforts over the course of but two short but highly-intensive
weeks. While certainly not all inclusive nor all encompassing, the analysis indicates
quite conclusively that the opportunity is promising and robust.
• The authors thank our sponsors, hosts, leaders, teammates, and new friends for
enabling such a tremendous journey of growth, exploration, discovery and
accomplishment. Our sincere hope is that this preliminary work will be only the
beginning of many great things to come, both in Mongolia and beyond.
4

5. 2. Introduction: The Mongolia Context
5

6. Background: The Mongolia Context
About Global Young Leaders
Why We Are Here?
Programme (YLP) and GIFT
The Global Institute For Tomorrow –
GIFT – is an independent pan-Asian
think and do tank, dedicated to
advancing an understanding of:
• The shift of economic and political
power from the West to the East
• The reshaping of the rules of global To develop Mongolia’s first Social Impact
capitalism Investment Fund to improve the lives of the
people in Mongolia
• The evolving social contracts that
exist between business, government • New approach for growth and long-term
maximisation to develop a vibrant,
and civil sectors
balanced economy and society
• Impact investing seeks to maximise social,
environmental, as well as financial returns

7. Background: The Mongolia Context
1
Country Information Economic (1Q-2012)
Capital City: Ulaanbaatar (UB)
Real GDP: 16.7% yoy
Total Area: 1,564,116 km2
Inflation: 17.3% yoy
Population: 2.7 million
Policy Rate: 13.25%
Official Language: Mongolian
Exports: USD 4.9 bn
Life Expectancy: 66.8yrs
Imports: USD 7.0 bn
Literacy: 97.5%
FX Reserve: USD 2.3 bn
MNT/USD: 1,318.80
2
Environmental 1
Social (1Q-2012)
(2011)
Forested area: 9.1% Unemployment: 9.0%
CO2 emissions (kt): 10,894.66 Poverty Level: 29.8%
Agricultural Land: 74.7% Avg. Income: ≈ USD500/month
Water consumption : 540m m3 Population living Informal Ger
Desertification: 72.3% (NCCDM) Districts ≈ 50% of total
1 Mongolia Quarterly Economic Update: World Bank, June 2012
2 Mongolian Human Development Report 2011: UNDP
3 UNEP: 2011 report, National Statistics office 1Q2012

8. Background: The Mongolia Context
Transition Challenges
• Since 1990, Mongolia has transitioned to a • Landlocked with limited domestic market
free market economy and democratic system • Economy is poorly diversified
• Private sector accounts for 70% of GDP
• Heavily reliant on export of raw commodities
• Generally, stable and peaceful political
environment (copper, gold, crude oil, cashmere, etc.)
• Government signed Oyu Tolgoi investment • Harsh climate, vast territory, limited infrastructure
agreement 2009 and distance from int’l markets
• Regulations addressing ownership of land • High inflation
and rights

9. Background: The Mongolia Context
Social Issues Unemployment by Education Level
• Unemployment
• Educational Level (for skilled labor)
• Housing/Sanitation
• Food Safety
• Traditional ways of life under threat
Housing Standards in Mongolia Rising Food Prices (YoY)
1 Mongolia Quarterly Economic Update: World Bank, June 2012
2 Mongolian Human Development Report 2011: UNDP

10. Social Impact Fund for Mongolia
Need for a Social Impact Fund
Mongolia today is the fastest growing economy in the world, but it is at the same time unable to provide for
the basic needs of all its citizens. TenGer Capital believes that the creation of this fund with a focus on
enabling entrepreneurs and SMEs to develop socially oriented business will be critical in the development of
Mongolia. The fund seeks to encourage investors to invest in viable enterprises, which will have both financial
and significant social impact in Mongolia.
Objectives
• Recommend setting up a Social Impact Fund of USD 50-70 million
• Investments in small to medium sized enterprises (SME)
• SMEs with social and environmental impact
Our Partner
• Founded in 1999, TenGer is a regional family of companies, which includes
XacBank, XacLeasing, XacSecurity, TenGer Capital, TenGer Solutions and
TenGer Insurance built to provide fair access to broad financial services
• XacBank is the fourth largest bank by asset size in Mongolia and its
nationwide branch network is the 3rd largest reaching all 21 provincial
capitals.
• XacBank is a market leading bank in the provision of financial services to
Micro businesses and SMEs throughout Mongolia.

11. 3. Impact Investing
11

12. Social Impact Needs of Mongolia
Three key areas of focus…
1. Poverty 2. Meeting basic 3. Environmental
alleviation needs issues
• Poverty level at • 30.8% have access to • UB is the capital with
29.8%1 clean water the worst air quality
• Unemployed • 13% of children are in the world
population at 9%2 underweight • Solid waste collection
• Human Development • Rising food costs & access at 3%5
Index (HDI) 0.653 vs. weak agriculture base • 13.1% of forest
0.671 average for East • 59% of pit latrines are destroyed between
Asia3 not sanitary in the 1990 and 2010
Ger areas4
(1) 2011 World Bank Household Social Economic Survey (HSES) conducted by NSO
(2) NSO Labour Survey or Q4 2011
(3) Mongolia Human Development Report, UNDP, 2011
(4) Hygiene and Sanitation Situation report Report, World Bank, 2006
(5) Mongolia Environmental Health Country Profile, World Health Organisation, 2005

13. 1 Poverty: Measurement Index
HDI as a standard:
• The Human Development Index (HDI) is a standard used since 1990’s to compare
the level of human development across countries, incorporating metrics for
Income, Education and Life Expectancy. It presents a more accurate picture of
poverty than a simple measurement of the no. of people ‘below the poverty line’.
Trends in Human Development Index
Source: UNDP
Mongolia currently ranks 110 out of 141 countries assessed

14. Poverty: Impact on Children
Poverty impacts children 80% of Mongolian children are
in many aspects experiencing deprivation of some kind
Source: Towards Child-Sensitive Social Protection in Asia-Pacific, UNICEF, 2012

15. 2 Access to Basic Needs
• Poor transport links – Difficult to travel • Over 83% of Cancer patients are
very far to receive medical assistance1 diagnosed at very late stages1
• People who live in the countryside or
remote areas do not get proper
diagnosis and treatment1
• People dig their own pit latrines and • 10,000 cases of diarrhea recorded every
lack adequate knowledge on how to year2
construct these latrines2 • Hepatitis A incidence is seven times
higher than the international average2
• Rising food costs make it more • Increased malnutrition of parents and
expensive for parents to feed their their children. Some children only get
children3 to eat once a day3
1. Extract from AsiaOne: Interview of Dr Jadamba Tsolmon, Mongolia's Vice-Minister for Health in Nov 2010
2. Hygiene and Sanitation Situation Report for Ger Area, 2006
3. Mongolia facing food challenges, World Vision

16. 2 Access to Basic Needs: The Ger District
Housing Types by Census Category (%)
Ger districts in Mongolia house approx.
50% of the total population. They have no
basic sanitation and have poor heating
facilities 1
100
80
60
40
20
0
Ger Conventional
(1) PARDO report, according to2000 census

17. 3 Environment Issues: Air Pollution
Air in Ulaanbaatar shows the highest
concentration of particulates
Source: Air Quality Analysis of Ulaanbaatar, Improving Air Quality to Reduce Health Impacts, December 2011, THE WORLD BANK; and CO2 Science, United States, 2010-03-24.
Air pollution-related health costs account for 4% of Mongolia’s GDP

18. An Alternative Approach to Address these Needs
1. Direct cash payout to Does not solve underlying issues nor
population? promote necessary investment
Government may not be the best
2. Government directed services? candidate to fulfill all market and
social needs
Utilising private enterprise to provide
3. Building SMEs*? market and social needs as well as
generating wealth for the population
*SMEs is defined as < 199 employees and < MNT 1.5 billion sales as per 2007 SME law passed by Mongolian gov’t
Utilising resources to build local SMEs may be the best approach to meeting the social,
environmental and economic needs of the people

19. Why Support SMEs?
Scalability Potential for growth and becoming an
economic driver
Avoid Resource Through diversification of the economy in
Curse Mongolia
Building Human Train local employees with skills to uplift
Capital the labor force
Strengthen
Supply Chain Support various industry supply chains
Value
After scaling up, there is potential for
Increase Exports export to other countries in various sectors
SMEs provide wider ripple effects through communities and create role models

20. Challenges Faced by Mongolian SMEs
From our research and interviews with local SMEs we observed the
following:
• Lack of access to financing - high bank lending rates (Bank of Mongolia
1
Policy Rate: 13.25%) combined with “missing middle” for SME funding
• Limited collateral options accepted by banks, for example companies
cannot borrow working capital against purchase orders
• Loan tenors are too short for long-term investment needs of SMEs
• Many SMEs are passionate about building Mongolia but obtaining
funding from banks/funds is proving difficult
2
• Weak capacity for market research/business planning
• Lack of skills in management, strategy, and accounting.
(1) Bank of Mongolia website accessed Aug 1st 2012
(2) Improving Access to Finance for SMEs: International Good Experiences and Lessons for Mongolia, Institute of
Developing Economies under JETRO, 2008
SMEs face many diverse issues that need to be addressed before they can progress

21. SMEs Face the “Missing Middle” in Funding
• Critical financing gap between the USD500,000 to USD3 million investment range.
• Below this financing range lies the realm of angel investing and microfinance; above
it, government aid and private equity.
Impact Investing provides the necessary missing capital required for growth

22. What is Impact Investing?
Source Avantage Ventures
• Aims to fund the “Missing Middle”
• Must be profitable and improve the lives in the community
• Neither solely profit driven or solely philanthropic
Impact investing seeks to maximise both social and financial returns

23. Impact Investing Trends
Impact Investing is a global phenomenon
2000
The International Finance
1500 Corporation (IFC), which makes
many impact investments,
1000 Profit revealed their emerging market
Capital equity portfolio has
500 outperformed traditional
0
emerging market venture capital
$Billion 2010 2020 and private equity benchmarks
for investment from 1989 to
. Source: JPMorgan Impact Investments report 2006.
Impact investing is expected to grow significantly over the next to 10 years from US
$400 billion to $1 trillion in invested capital

24. Impact Investing: The Potential for Driving Change
• Blends economic, social, and financial components into “total”
returns
• Fills gaps left by traditional philanthropy, investment and government
• Provides an alternative source of funding which potentially bypasses
collateral and other constraints
• Allows SMEs to have access to professional management, planning,
accounting, and financial expertise in order to grow the business
• May potentially take a longer term view on developing businesses
and investments compared to banks and traditional PE funds
Impact investing can deliver blended value through patient, flexible capital.

25. 4. Measuring Social Impact
25

26. Why Measure Social Impact?
What is measured, is valued. Measuring and communicating positive social
impact gives assurance to investors and stakeholders that the fund is realising its
intended results. Effective measurements can:
• Create the basis for future fundraising and build investor confidence
• Improve program management through effective planning and evaluation
• Increase understanding and transparency of impact investments
• Strengthen communication of the value of the fund to ‘the people that
matter’ (internal and external stakeholders)
• Ensure fund managers are held accountable to social impact goals by having
measurable targets
• Enhance attention to the social, economic and environmental value created
by investments1
1. Measuring social impact: The foundation of social return on investment (SROI)t, www.neweconomics.org

27. Measurement Principles
Propose to measure social impact by selecting performance metrics,
which are :
• Simple and inexpensive to collect
• Understandable by both communities and investors
• Measurable over time
• Both quantitative and qualitative
Source: Advantage Venture

28. Measurement Metrics
Examples of Indicators
Metrics Indicators
Poverty • % change in real wages of low income demographic
• % of employees coming from low income demographic or the
“affected communities”
• Total hours of vocational training
Access to basic • % of people from the affected community with access to
needs improved drinking water sources
• % of people from the affected community with access to
improved sanitation facilities
• % of underweight children under five years of age
Environmental • Health care cost of respiratory related diseases among
issues children under 16 years old
• No. of school days lost due to respiratory related diseases
• % of change of surface water resources due to deforestation

29. Social Impact Metrics Used Internationally
Best Alternative Charitable Option (BACO) by Acumen Fund:
• Measures additional social impact of investment compared to equal amount of money
donated to charity fulfilling similar social needs
• Strives to compare apples to apples using measurable metrics (e.g.: amount of low
income families housed through investing in SME vs. donating same amount to affordable
housing NGO)
• Projected BACO can be done before investment to assess business and updated regularly
after investment is made to measure actual impact
Impact Reporting & Investment Standards (IRIS) by Global Impact Investing Network (GIIN):
• Developed to provide a common reporting language for impact-related terms and
metrics. Standardises measurement of social and environmental performance.
• Contains standardised metrics based on industry (agriculture, education, energy,
environment, finance, medical, housing and water)
• Both quantitative and qualitative, however, metrics lack depth
• Metrics break down impact based on organisation, financial, operational impact, product
impact, social policies, and others
Social metrics could be aligned with the UN Principles for Responsible Investment (PRI)

30. Case Study: Ger to Ger*
Dundgobi Training Tourists
Applicable indicators:
“Before we were involved in the Ger to Ger project we did
not have our own animals and we used to herd other
• Increase in average
people’s animals to feed our four daughters. We are very
household income of the
happy now to become members of Ger to Ger. We bought
involved community
sheep, few cows and horses. We can even send our two
daughters to University.”
• Total number of training
hours and total number
Chuluuunhuu, Nomadic Herder
of people trained
*Ger to Ger is a travel enterprise which manages and promotes cultural
Source: www.gertoger.com,“Ger to Ger – A Social Venture in Mongolia“
GeoTourism initiatives of the nomadic herder groups in Mongolia

31. 5. Focus Sectors
31

32. Aspirations of The Fund
Agriculture Education
Mongolia’s growth vision:
• Diversified economic growth
• Human development
• Improve living standards
Affordable Housing Healthcare
Social and economic reality:
• Fast but imbalanced growth
• Prosperity vs poverty Waste Mining
• Heavily reliant on mining Management Supply Chain
Social impact goals of The Fund:
• Reduce poverty
• Meet basic needs of people The proposed industry sectors are based on a
• Address environmental issues careful balancing of the country’s urgent needs
with immediate social impact considerations
32

33. Agriculture: Market Background, Growth Opportunities
Current Industry Overview Challenges
• Agriculture accounts for around 20% of • Herd sizes are generally small, ~6% of
Mongolia’s GDP and 35-40% of employment.* herders have >500 head, 39% of them
have < 100 head.*
• Livestock accounts for ~80% of agricultural
production, the rest are crops. Most of the • Most farmers are isolated and have very
livestock sector’s produce is food. basic processing capability resulting in
• The most lucrative businesses has been low value added products & wastage
cashmere wool, the 2nd largest in the world
• ~50,000 km of roadways but over
after China.*
46,000km(93.4%) are unpaved.
• Meat and dairy products the main remit of
farms around UB with 85-95% of all meat • Lack of technology and facilities to
produced being consumed domestically. preserve meat and dairy leads to
significant waste. Estimates vary that
50%-97% of milk produced is wasted.
Huge opportunity exists to modernise
agricultural processes and reduce waste
33
( *) THE REPORT Mongolia 2012 by OXFORD BUSINESS GROUP

34. Agriculture: Commercial / Social Impact of The Fund
The Fund’s value-add is as follows:
• Capital for possible scale-up, integration, technology upgrades and skill improvement
• Novel mechanism and approaches to enable changes across the industry value chain
• Leverage agricultural management know-how through fund’s global network
Commercial benefits:
• Efficiencies through economies of scale in local
production and possible industry integration could create
a more sustainable production business
• Waste reduction through better processing of meat/dairy
products and leather
• Increase exports to reduce dependence on mining
Social impact:
• Food security and safety
• Increased income for herders
• Create employment through increased processing
• Technology transfer in processing & supply chain
Capital and know-how can bring a new face to the local agriculture industry
34

35. Agriculture: Potential Business Model for Investment
Conventional herder-based Community-based food processing capability
model with vertical & horizontal integration
Herding Vertical integration
Small size • Build up aggregate association of livestock
production from herders
• Use modern technology and facilities to enable
Food processing efficient food processing
Meat - limited dairy products
• Establish reliable storage and supply chain to
preserve freshness of meat & dairy products
Horizontal integration
Transportation
Unstable - short distance • Expand current processing capability to cover
multiple outputs from local farmers including
meat, dairy products, leather, other by-products
Changing existing structure and supply chain can significantly improve efficiency
35

36. Education: Market Background, Growth Opportunities
Current Education Overview Surging needs in the new era
• Recent explosive growth in industry
Gross enrolment ratio, 2010/11,(%)
sectors such as mining has driven
100 demand for skilled labour
80 • Existing education system lacks capacity
to provide vocational training to meet
60
this increase in demand
40
• It is estimated that 30,000 people
20 annually need urgent training for
immediate employment needs,
0
Pre school Primary Secondaty
especially in mining and construction
sectors
Source: NSO
• Basic education is widely accessible
• 178 colleges and universities, of which
42 are public
36

37. Education: Commercial and Social Impact of The Fund
The Fund can provide
• Capital to establish training facilities, materials and educators
• Academic, technical and vocational know-how through a global network
• Management and capacity building to run a first-rate educational institute
Commercial benefits Social impact
• Provide for growing industries • Improve the labour force’s vocational skills
• Skilled and experienced workforce • Reduce unemployment
• Stable labor supply
• Improve income
• Customised and skill-based training
• Enhance knowledge transfer
• Return to the service providers
• Inspire more creativity
• Service fees for training, recruiting and
workforce management and entrepreneurship
• Premiums on expertise, customisation and • Improve social stability
hustle-free one-stop-shop service
37

38. Education: Potential Business Model for Investment
• Labor recruiting
The Fund Reach out to rural and urban areas to recruit people
who want to get employed thus promoting the
mindset for skill development
• Vocational training
Vocational Plan with companies and partners to understand
specific training needs, develop training programmes
Workforce and train people
Management • Workforce contracting
Provide skillful workforce for companies and
partners on a long term basis and manage attrition
rates
• Workforce management
Industries (customers) Provide all the above services as well as consultancy
and planning for customers on HR management
38

39. Healthcare: Market Background, Growth Opportunities
1 2
Low life expectancy Quality and capacity of
• Men’s life expectancy is low in comparison facilities and equipment
with regional average
• Many health centres would not be
• Under-five and maternal mortality ratio is defined as such in Western systems
high
• Many small local clinics have only handful
• Adult mortality rate is very high in of inpatient beds
comparison with global average
Per capita total expenditure
on health is low in
comparison with regional
3 average 4
Regional disparity Human resources
• While Ulaanbaatar has a ratio of one • little opportunity to participate in training
doctor for every 248 people, the western programmes to obtain new knowledge
region has less favorable statistics, with and technologies
one doctor for every 616 people
39

40. Healthcare: Ideas for Impact Investment
Activities Potential business model
Providing facilities and equipment
- Establish new hospitals, clinics, etc
Equipment play Capital leasing
- Provide medical and other equipment,
Training doctors and medical support staff Professional and
Education vocational training
Establishing world-class programmes nationwide
Disease prevention
- Immunisation, health check, preventive
medicine, giving information to citizens about
personal / family healthcare Integrated real estate
Community service development project
Promoting hygienic environments
- Maintaining infrastructure such as sanitation
and water
40

41. Affordable Housing: Market Background, Growth Opportunities
Market background and growth opportunity:
• City population has increased by 60% over the last decade
• Estimated 170,000 families settled in the Ger district
• Average cost of affordable housing is US$31K–$43K
• Less than 20% of home owners have mortgage loans
Challenges:
• Lack of skilled and experienced workforce for construction
• Lack of infrastructure
Government Policy: • Construction materials are mainly imported
• Launched the 100,000 Housing
• Low income families cannot afford to purchase a home
Construction Policy in 2011 to
and/or lack access to financing
address critical systematic
• No institutional systems to provide low-cost housing for
deficiencies in housing finance
middle and low-income households
and affordability
Government policy alone may not fulfill the housing needs of the people

42. Affordable Housing: Social / Environmental Considerations
Urban planning issues to be considered carefully:
• Sprawling of metropolitan area
• Urban infrastructure planning
• Healthy neighborhood planning
• Government role in basic social welfare

43. Affordable Housing: Ideas for Impact Investment
Activities Potential business model
• Organise building equipment: • Capital leasing
Equipment play Provide cost effective equipment and related • Equipment leasing
maintenance and service • Sub-contracting
• Produce good quality and low cost building • Production
Material play material locally investment
• Introduce green building material • Material trading
• Provide profession and vocational training to • Professional and
Training construction workforce, such as architects,
engineers and operators vocational training
Construction • Utilise most efficient construction technology,
• Technology transfer
contractor know-how and management systems
Property • Develop real estate projects with a good balance of
profitable portfolio and low income housing • Specialist developer
development products
• Provide financial resource to preferred developers
who meet social impact requirements • Equity and debt
Financing • Provide financial resource to supply chain parties
• Provide special mortgage through financial institutions investment
to low income families with conditions

44. Waste Mgmt: Market Background, Growth Opportunities
On average 210‐260 thousand tons of waste is being disposed of per year in Ulan Bataar
• Apartment residents generate approx. 0.235kg/day
• GER area residents generate approx. 0.956kg/day
The type and quantity of waste generated varies by season. In the summer season more waste
is generated due to construction and in the winter it is due to ash from burning wood, coal,
paper and cardboard.
Summer Winter
Impact investing in waste management is crucial to the well-being of Mongolia
Data Source: B.Delgerbayar, Director of Environment pollution and Waste management department
44

45. Waste Mgmt: Potential Areas to Explore Further
Current Waste Management Capacity Challenges
Water
Approx. 100 water treatment plants processing about 130 • Lack of capital to conduct feasibility
million m3 per year - less than half the waste generated. studies and to establish waste
processing plants
Vehicles
Over 200,000 registered cars with 50% over 11 years old • Limited access to technology
and 30% from seven to ten years old
• Need for trained workers to manage
Solid Waste collection and disposal of waste
Eight open dumpsites and no waste paper treatment plant
• Absence of a system to collect and
Ash process waste e.g. collect and process
Ger households burn 200,000 tons of coal and 160,000 m3 ash from the Ger district
tons of wood annually. Waste is dumped on the streets.
Municipal waste management report: Status Quo and Issues in Southeast and East Asian Countries (AIT/UNEP RRC.AP)
Mongolia, Environmental Health Country Profile (WHO)
Managing Wastes in Asia: Looking at the Perspectives of China, Mongolia and the Philippines (Kevin Roy Serrona, Jeong-soo Yu and Jia Che, Department of Interregional Environmental System,
Graduate School of International Cultural Studies, Tohoku University)
45

46. Snapshot of Investment Pipeline
Key social Typical Possible Priority for investment
impacts company size investment size consideration
Intensive • Farmer income
$0.5~1M $2~5M High
agriculture • Employment
• Skills
Vocational • Employment $0.2~0.5M $0.5~1M High
Training • Worker income
• Living condition
Affordable
• Sanitation $1-10M $5-20M Low
housing
• Environment
Healthcare • Livelihood $0.2~2M $0.5~5M Medium
Waste
• Environment TBD TBD Medium
mgmt
Mining
• Employment TBD TBD TBD
supply chain
46

47. Potential Pipeline Candidate: UB Beef Jerky Producer
Leveraging local agricultural co-ops
Vertical &
horizontal
integration
47

48. 6. Assessment Criteria
48

49. Overview and Fund Ethos
Competitive returns on investments and making a positive impact on society and
environment are not mutually exclusive
Businesses can – and should – profit from delivering social and environmental good and
profits could be reinvested in social impacts
The Fund will commit itself to upholding the highest professional and ethical standards
The following assessment criteria have been carefully chosen to aid the investment
screening process, ensuring that The Fund achieves its objective of blended value: the
maximisation of both social and financial returns in our chosen sectors
Finding an alternative to philanthropy and purely commercial investments

50. Assessment Categories
The business should achieve investors’ desired financial returns through excellent:
1. Financial 2. Management and
Viability Governance
It should also have a measurable positive social impact on:
3. Poverty 4. Meeting Basic 5. Environmental
Alleviation Needs Issues
Ideally, the business model should have high:
6. Potential for Scale, Replication

51. Assessment Process
Incoming proposals
First round interviews
Detailed questions arising from first
Questions sent to proponent interview; queries to prepare for
second interview
Second interview 
Scorecard (see appendix)
All remaining
Fails to meet proponents most attractive
minimum + site visits
assessed and
standards, or
ranked + identify and
violates non-
negotiable connect
disqualification
DUE DILIGENCE portfolio
Needs improvement
criteria synergies
REFER TO TENGER FOUNDATION FOR
DO NOT INVEST DEVELOPMENT; CONSIDER FOR FUTURE INVEST
THIS TIME FUND POOLS

52. 1 Assessment Criteria: Financial Viability
Current Financial Performance
• Ensure availability of financial data and assess the following factors:
• Profitability
• Cash flow / liquidity
• Debt repayment capacity and collateral sufficiency (for debt issuance)
• Assessment to be made based on audited financial statements where applicable
• Perform cash flow analysis based on bank statements, should audited financial
statements not be available as is the case for many SMEs
Future Financial Performance
• Business investment plan
• Revenue and cash flow projections including sensitivity analysis on various
factors (demand fluctuations, currency fluctuations, etc.)
Financial benchmarks and other assessment criteria will differ based on industry,
portfolio balance at the given time, potential social impact, and other factors
determined by the fund manager.

53. 1 Assessment Criteria: Financial Viability
Sample of the financial assessment scorecard*
Sub category Proposed Indicator 1. Poor 2. Modest 3. Satisfactory 4. Good
EBIT margin(%)
< 0% =< 0%, < 8% =< 8%, < 16% 16% <=
*EBIT=Earnings Before Interest, Taxes
Efficiency EBIT on Tangible Assets (%)
* Tangible Assets = Total Assets - Intangible < 0% =< 0%, < 6% =< 6%, < 12% 12% <=
Assets
Debt/Capital(%) > 85% 50%=<, < 85% 30% =<, < 50% < 30%
Financial
Current Financial Policy Debt/EBITDA (x times)
Performance *EBITDA=Earnings Before Interest, Taxes, >6x 3.5x =<, < 6x 1.75x =<, < 3.5x < 1.75x
Depreciation and Amortisation
EBIT/Interest (x times) < 1.5x 1.5x =<, < 4.0x 4.0x =<, < 9.0x 9.0 =<
Financial
Cash from Operation/Debt (%) < 5% 5% =<, < 20% 20% =<, < 40% 40% =<
Strength
Free Cash Flow /Debt < 0% 0% =<, <6% 6% =<, <18 % 18% =<
* For full version please see appendix
53

54. 1 Assessment Criteria: Financial Viability
It is important to build strong relationships with key stakeholders, as they will have significant impact
on business
Stakeholders
• Proven track record of relationship with suppliers and buyers
• Favorable payment terms for both suppliers and buyers
• Support of the community and government
Products
• Production process
• Dependencies (e.g. Raw materials, skilled workers, etc.)
• Percentage contribution to the total revenue for each line of business or product
Suppliers, buyers, and operational issues can significantly impact growth

55. 2 Assessment Criteria: Management and Governance
Management and Governance
• Management structure should be effective and sustainable
• Adequate measures should be taken from a Corporate Governance standpoint on
issues such as tax adherence, labor laws, environmental standard etc.
• For sole proprietor, a clear succession planning and delegation of authority
• For joint ventures, clear management and ownership structures
• Decision makers (proprietor or manager, whichever is applicable) should be qualified
and experienced
Legal Environment
• Ownership of necessary business licenses
• Robust legal environment preferred for developing SMEs and allowing foreigners to
participate in the development of the economy by bringing in capital

56. 2 Assessment Criteria: Management and Governance II
Public Engagement
• Level of business consultation with local communities
• Community participation in decision making of key business activities
• Level of willingness to engage with regulators to raise social and
environmental standards

57. Assessment Criteria: Social Impact
• Assessing social impact of different SMEs that serves different
needs means using different social metrics
• Social metrics are unique to each industry/business,, many will not
cover all aspects of social impact (e.g.: sanitation company may
have little impact on poverty alleviation).
• Potentially hard to consistently find SMEs with both high financial
and social returns, therefore fund manager should have discretion
to choose investments as long as there is some form of minimum
social/financial targets
• Portfolio may contain SMEs with high financial return with low
social return or vice versa, overall portfolio should be balanced.
Minimum floors should be set for both financial and social returns
57

58. 3 Assessment Criteria: Poverty Alleviation
Broader than measuring only the number of people ‘below the poverty line’,
the following criteria (based on the Human Development Index metrics) assess
SME contributions to alleviating poverty in Mongolia.
Income
• New employment and improved wages – especially for low-income
group
Life Expectancy
• Improved health and well-being for people in the community
Education
• Deliver education and vocational skills to local communities
Use of Local Resources
• Establish local supply chains to provide for businesses
• Promote energy independence and domestic food security
Investments contribute to Mongolia’s Human Development
Human Development Index, UNDP, 2011: http://hdr.undp.org/en/statistics/hdi/

59. 4 Assessment Criteria: Meeting Basic Needs
The following criteria will be used to assess whether the SME contributes to
the fulfillment of basic needs
Basic needs Less Fit More
assessment
No. of low income 150 or less 150-250 500 or more
beneficiaries
Level of social Destructive No harmful Good
goods/services to practices practices social/environment
fulfill basic needs al practices
Type of social Indirect Direct Both
impact
Timeline of impact Long term Medium term Immediate (Income
(Education) generation)
The Fund empowers the most disenfranchised groups

60. 5 Assessment Criteria: Environmental Issues
SMEs will be assessed for performance in each of the following
environmental priorities.
• Pollution reduction or prevention – air, water, soil
• Resource conservation – water, forests, grassland
• Material waste management
• Protecting sensitive ecosystems and species - biodiversity
• Greenhouse Gas (GHG) emissions
Protecting our shared environment and reducing our footprint

61. 6 Assessment Criteria: Potential for Scale / Replication
Scale
• Business that can achieve economies of scale but
are constrained due to lack of access to additional
growth capital and know-how
Replication
• Ability to standardise businesses that can be
replicated in a reliable manner, producing quality
products and services, across the country
• Diversify any supply chain risk without impacting
cost structures and quality
Priority should be given to businesses with potential for scale
and replication which results in greater financial and social
impact growth potential
Businesses should be scalable and replicable in similar environments

62. 7. The Fund
62

63. Fund Summary
Target Size USD 50 ~ 70 million (USD 100 million hard cap)
General Partner
10% of Fund size (USD 5 ~ 7 million)
Commitment
• Debt: Long term loans, subordinated loans (Mezzanine debt)
Asset classes • Equity and Hybrid Equity (Convertible Debt)
• 10 Year Term with Annual Extensions by Majority LP Vote
Tenure • 5 Year Investment Period
• Net Internal Rate of Return (IRR) 10 ~ 15%
Target Returns • Hurdle rate : 8% + Social metrics achieved
• Management fees :Budget Based & Reviewed/Agreed Annually
Fees • Carried Interest : 20%
• 10% of Net Carried Interest Dedicated to the Foundation
• Maximum of 15% of Fund in any one Investment
Diversification • Maximum of 25% of Fund in any one Sector
Limited Partner
Co-investment option in deals over USD 3M
Rights 63

64. Mongolia’s First Social Impact Fund
Commercially Driven At Its Core By Targeted At Specific
Oriented, Aligned
Interests & Open For Key Social Impact Social Needs in
Business Principles Mongolia
• Fund Size of $50-70mm; • Promote SMEs delivering positive • Drive real, measurable social
$100mm cap social & environmental impact: impact in Mongolia
• Targeted returns of 10-15% IRR Agriculture, Vocational Education, • Vocational training, technology
• GP Commitment of $5mm Affordable Housing, Healthcare & transfer, best practice sharing
• Focus on SMEs Waste Management • Support an entrepreneurial
culture & equity mindset
Experienced,
Sustainable
Professional Sponsor
Advantage
& Team
• Clear vision for a sustainable Mongolia • Limited competition, better pricing & more
• Proven track record in private equity, fund opportunity, as other funds centered on mining
management & social impact • Demonstrate to policymakers & investors that social
• Extensive local deal sourcing networks & impact investing is real & viable
operational expertise • Attract like-minded investors who are mission-
aligned: ‘doing well by doing good’
64

65. Fund Structure: Improving the Traditional PE Model
> Overview Traditional Improvements
Holistic view capturing
3 Purely profit
externalities & social
focused
1 Grants To 1. Incentives impact; Creation of GP
Foundation Beneficiary funded foundation
Misaligned profit Budget-based
center 2. Fees transparency
Financially focused Broad-based:
technology transfer,
Limited 3. Engagement
General vocational training &
Partners
Partners development
Artificially imposed by Patient Capital. Derived
fixed investment 4. Timeline from the underlying
period & fund life opportunity in the core
4,5,6
business
2Fund Fund Creation of jobs;
5. Impact
Improve the human
conditions in Mongolia
expand tax-base
Manager through commercially
viable activity
3 Comprised of Broad-based
Investee financially oriented 6. Investment
Committee
stakeholders with
representatives diversified expertise
Companies (e.g. non-profit)
65

66. Fund Structure: Improving the Traditional PE Model
> Fees: Aligning interests with Budget Based Fees
Aligning GP/LP Interests Around Value Creation
Budget
Fund Team Fees Charged Budget versus
Reviewed &
Develops & Billed Actual Trued-
Agreed with
Budget Quarterly up Annually
LP’s Yearly
(1) Aligns GP and LPs around fees and expenses.
(2) Concentrates focus on true value added and value creation.
(3) Acknowledges start-up fees generally higher than ongoing fees
and expenses.
Budget based management fees enables a true alignment of interest
66

67. Fund Structure: Improving the Traditional PE Model
> Engagement: Partnerships to Drive Impact
Maximise The Reach of The Fund’s Impact
• Explore partnership with top accounting firms for due
Accounting & Tax diligence, accounting, tax and portfolio company CFO services.
• Develop relationships with major law firms. Negotiate pro-
Legal & Advisory bono and public service contracts for reduced rate services.
• Leverage networks of suppliers, customers, bankers,
Deal Sourcing multilaterals, etc. to drive deal flow.
Technology Transfer • Develop relationships with universities, training institutes,
& development/aid organisations (USAID) to provide a higher
Vocational Training standard of care, development and nurturing for investments.
• Partner with GIFT to develop, implement, monitor and publish
Social Impact social impact metrics for the Fund and its portfolio. 67

68. Fund Structure: Improving the Traditional PE Model
> Engagement: Creating a Consortium of Investee Companies
Create A Self-Reinforcing Ecosystem For Best Practice Sharing
Manufacturing
Distribution
FORUM • Leverage the power of the network
Sourcing • Best practice sharing across teams
For
Best • Cross-Pollinate relative
Finance Practice strengths/capabilities
Sharing • Forum for sharing ideas & resolving
issues
HR
Etc…
68

69. Fund Structure: Improving the Traditional PE Model
> Investment Committee: Rethinking the mix
Broad-based Stakeholder Representation –
Ensure Social Impact is integral to the Investment Process
Finance Social Impact
• Financial industry • Experience in NGO/ NPO
background and skills • Assessment of potential
• Financial Advisor to social impacts of
portfolio companies investments
Technology / Environment
Training
• Assess and advise
• Assist companies to
companies on
upgrade technologies
environmental issues
and improve worker
skills
Strategy Operations
• Act as a consultant to devise • Actively engage with company
long-term growth strategy for management to constantly
the company improve operations 69

70. The Fund will Adopt Best In Class Governance
Broad Recognition & Adoption of “ILPA” Private Equity Principles for GP/LP partnerships
Alignment Governance Transparency
• Carry/Waterfall • Team • Management and
• Management Fee and • Investment Strategy Other Fees
Expenses • Fiduciary Duty • Capital Calls and
• Term of Fund • Changes to the Fund Distribution Notices
• Fee Income Offsets • Responsibilities of the • Disclosure Related to
• GP Commitment LPAC the General Partner
• Standard for Multiple • Risk Management
Product Firms • Financial Information
• LP Information
Creating an impact investing gold standard in Mongolia
70

71. Five Key Areas of Governance Focus
• Strict Time & Attention Standard
Team • Strict Key Man Provisions
• Immediate Notification of Changes to LPs
• Strictly Defined In The Context of Social Impact
Investment • Broad Product Definition to Provide Highest Impact
Strategy • Clear Carve-Outs & Restricted Sectors
Fiduciary • Prompt & Detailed Conflict Disclosure
• High Standard of Care
Duty
• Annual External Audit
• Amendments Require 50% LP Majority Vote
Fund Changes • Termination of Commitment Period: 2/3 Majority Vote
• Termination of Fund: 3/4 Majority Vote
LPAC • Address & Resolve Conflicts
Responsibilities • Platform for Ongoing LP/GP Dialogue
• Conduit for Disseminating Information
71

72. The Tenger Foundation: an option for consideration
• Demonstrate a higher level of commitment of delivering real
Rationale
social impact in Mongolia via a wide range of capital including
grants
• Initial funding of US$0.5-1MM
Funding & • Supported by 10% of Net Carried Interest from GPs
Set-up • Separate governance board
• Support schools, hospitals & clinics in village areas directly
Use Of connected to investee companies
Proceeds • Make investments, provide grant capital & provide technical
support to small firms that may create future Fund opportunities
• Create virtuous circle of positive impact, publicity and
Benefits reinforcement for Fund activities
• Create a deeper level of engagement & benefits for firms,
communities & investors

73. Exit Strategy and Target Returns
Fund Tenure 10 years
Target Net IRR
Returns 15~20%
Financing Implications for Social
Duration and Exit Options
instrument Enterprises
Long-term Loans Duration: 3 to 5 years - Access to long-term capital
Exit: Interest and Principal repayment based on future cash flows
- No dilution of ownership
High risk Long- Duration: 3 to 7 years - High entrepreneurial flexibility
Exit term Loans Exit: Interest and Principal repayment in the use of capital
(Mezzanine) - Flexible repayment terms
Strategy
Equity Duration: 5 to 10 years - Flexibility in raising further debt
Exit: due to increased equity base
- Buyback of shares by management - Option to buyback shares in the
Hybrid Equity - IPO on Mongolian Stock Exchange future to retain ownership
(Convertible debt) - Sale to strategic investor - Access to experienced directors
73

74. The Fund Should Target a size of USD50-70M
USD 50 ~ 70 million fund size looks Various Social Impact funds focused on
appropriate as per available deals single geography as benchmark
USD Million
80
Average Deal USD 3 ~ 5mm 70
Size 60
50
40
No. of 30
12 ~ 15 across
Portfolio 20
4-5 sectors 10
Companies
0
Target Fund USD 50 ~ 70
Size mm
Fund Size (Actual / Lower end) Fund Size Higher end) 74
Source: http://www.impactassets.org/files/IA%2050(3).pdf

75. 8. Marketing Strategy
75

76. A Unique Mongolian Proposal
• New type of investment fund which benefits not only the investors but
also the Mongolian society and environment
• Tapping into a unique market opportunity
• Focus on local SMEs to fill in the “Missing Middle” financing gap
• Targeting non-mining SME sectors to address the “Resource Curse”
and foster an entrepreneurial spirit
• Creating a new asset class for investors to create social impact
• Emphasis on incorporating best international practices, as well as
proposing new ones, with regard to social investment assessment and
measurement
• Strong management team with a ‘new DNA’
• Proposing an ‘improved’ Private Equity model tailored to impact
investments
“Big Sky Thinking: Mongolia’s First True Social Impact Investment Fund”
76

77. Management Team
Defining a new type of DNA
• Top schools in Mongolia and abroad (or
Education equivalent vocational experience)
Reputation • Good reputation for honesty and integrity
• Banking, Industry, Multi-lateral Organisations,
Experience
Vocational Training
Commitment • Demonstrated commitment to social impact
Skills • Technical, financial, interpersonal, social impact
Teamwork • Team oriented, broad minded & collaborative
• Demonstrated passion for driving social impact
Passion
programs 77

78. Marketing Documentation
Full pack of necessary documents as deliverables
Pitch Book Frequently Asked Questions (FAQ)
• Clear mission statement and ethos • Constantly updated
• Tailored to the audience • Comprehensive and addresses all aspects of
• Attractive to investors The Fund for consistent messaging
• Analysis of investment
considerations
Due Diligence Pack Private Placement Memorandum (PPM)
• Contains all critical information • Terms of interests of shares offered to investors
regarding material aspects such as • Details of the General Partners or members of
financial, legal, management etc. the board of directors
• Outline approach to due-diligence • Information about the investment advisor and
the management agreement
• Material risk factors, etc.
Create credibility through professionalism
78

79. Prioritised Targeting of Key Investors
Focused & Systematic Approach to Fundraising
Anchor Investors Other Investors
Mongolian Multilateral Global
Mining Corporates/ Organisations China/Russia
Who?
Companies High Net & Impact ”3rd Neighbour”
Worth Investors Investors
 Positive image  Invest in future  Development mandate  Diversification
Why?  Developing Mongolia  Give back  Aligned objectives and  Support growing trend
 Grow/Support supply  Grow/Support supply interests  Emerging Market Exposure
chain chain  Support Mongolia  Positive image
 Positive image
 Oyu Tolgoi  Newcom  EBRD  Financial Institutions
Examples  Tavan Tolgoi  Bodi Group  IFC  Endowments/Foundation
 Prophesy  Shunklai  ADB  Corporates
 Genco  European multilaterals  Pensions
 Rockefeller Foundation  Fund of funds
Key motivator for anchor investors is more social impact than pure financial return

80. Fund Positioning – Current Market Players
Current players in the Mongolian fund space and their positioning
Some sample of current funds in the market with a Mongolian theme
include:
• Firebird Mongolia –focuses on both listed and traditional PE
• Silk Road –focused on listed Mongolian stocks, PE, and real estate
• Mongolian Opportunities Fund – PE focusing on mining services,
infrastructure companies and other high growth industries
Others include Origo Altai, Korea Mongolia Resources Fund, etc.
A positioning based solely on a “Mongolia angle” may not be enough to differentiate
80

81. Fund Positioning – Impact Investing Funds
The impact investing fund space
Impact/Social investment funds in the market tend to have positioning
focus based on geographic region, sector, specific social mission or a
combination.
Examples:
• Renewal2 – green solutions PE fund focused in US/Canada
• Core Innovation Capital – financial services for under-banked in US
• Acumen Fund – social mission focused, less financial focus
• Mindful Investors – traditional PE fund that focuses on
health/sustainability themed consumer products companies.
Need clear focus and social mission that is distinct to appeal to target anchors
81

82. Fund Positioning – Recommendation
Positioning should appeal to anchor investor’s key motivation
in addition to differentiating from current market players
• It is recommended that the fund have both a geographic and social impact focus, but not
necessarily a sector focus.
• Therefore the fund should position itself as Mongolia’s first impact investment fund
whose mission is to seek balanced economic growth that benefits all Mongolians.
• Social impact angle should be front and center in positioning in order to prevent
grouping as “just another Mongolian PE fund”
• Mongolia at a cross-roads in development, should stress the urgency of an impact
investment fund at this moment in time
• Balanced financial and social returns possible and desirable
A balanced positioning with social mission in addition to financial returns a must
82

83. Ongoing Marketing Plan
Fund Raising Stage Operations Stage Impact Realisation Stage
• Create investor list by • Advertise The Fund to local • Highlight investor’s
category entrepreneurs contributions to positive
• Seek government • Hold forum to allow local social impact
engagement/support SMEs to take part in a • Generate awareness of
• Screen investors for values selection competition for success stories via mass
alignment target projects media both locally and
• Prioritise, organise & • Open applications online for globally
prepare pitch local entrepreneurs to • Liaise with portfolio
• Evaluate placement agent submit business plans for companies to set up a public
consideration affairs function and develop
• Leverage networks to
• Coordinate with Xacbank on a PA strategy to promote
anchors like OT (GIFT, local
marketing as well as further
chambers & assoc., etc.)
company referrals from their • Short YouTube video series
• Tracking system (clients,
client base that highlight successful
investor size, probability of
• Joint workshops with NGOs investments in SMEs and the
investing, etc.)
for business capacity social impact that resulted
• Utilise social media to build
building to enhance profile
buzz in NGO circles/public
83

84. Distribution and Fundraising Period
Both direct placement and agencies should be considered
• Local anchor investors can be approached directly using relationships and networks .
• For other potential investors (such as pension funds, fund of funds, foundations and
family offices) with no presence in Mongolia, placement agents with access can be
considered.
• Placement agent generally charge ~1% commission on amount raised, however as this is
impact investment fund discounts may be secured.
• Funds that closed in Q3 2011 took an average of 17 months to fundraise vs. 20.4 months
in 2010 and 11.4 months in 2007*.
• A social impact fund positioning may reduce this time by appealing to more classes of
investors that have more than pure financial focus.
* Source: Preqin Global Private Equity newsletter
84

85. Sky Wolf Fund
The wolf is worshipped in Mongolia as a
symbol of the nomadic spirit.
85

86. 9. Conclusion and Recommendations
86

87. Conclusions and Recommendations
Mongolia is at a critical crossroad for sustainable growth
• Massive potential for SME growth
• Diversification from the mining sector
• Irreversible environmental harm must be avoided
• Crucial to have local ownership and local community involvement
• Highly educated and under-utilised workforce
• Government engagement is critical
A quantum leap in the social impact investing space
• Sound basis for a new impact fund structure proposal
• Creation of a new asset class for investors to create sound impact
• Need for a fully encompassing and progressive set of social impact measurements and
assessment criteria
• Attract a new breed of players in business, government and civil society
• Fund size target USD 50-70 million, hard cap 100 million
• Focus sectors: Agriculture, Education, Affordable Housing, Healthcare, Waste Management,
Mining Supply Chain
87

88. 10. Appendix
88

89. Definition of SMEs
“A citizen or legal entity in Mongolia engaged in small
and medium business operations that generates
revenue of MNT 500 million to 5 billion and employs up
to 200 people. At minimum it must be able to provide a
crude financial statement and governance structure.”
-Impact Fund purpose
Mongolian Government Definition:
“small and medium enterprises are those having less than 199 full-time and
contracted personnel and up to MNT 1.5 billion in sales.”
-SME Law of Mongolia
Source: Government of Mongolia, 2007, SME Law of Mongolia, Ulaanbaatar, Mongolia. 89

90. Assessment Criteria Scorecard
Category Sub category Proposed Indicator 1. Poor 2. Modest 3. Satisfactory 4. Good Notes
EBIT margin(%) analyzing company's ability to
< 0% =< 0%, < 8% =< 8%, < 16% 16% <=
*EBIT=Earnings Before Interest, Taxes generate operational profit
Efficiency
EBIT on Tangible Assets (%) measures company's efficiency
< 0% =< 0%, < 6% =< 6%, < 12% 12% <=
* Tangible Assets = Total Assets - Intangible Assets to generate returns using their
simple and quick measurement
Debt/Capital(%) > 85% 50%=<, < 85% 30% =<, < 50% < 30%
Current to grasp company's capital
Financial Policy Debt/EBITDA (x times)
Financial assesses company’s ability to
*EBITDA=Earnings Before Interest, Taxes, Depreciation >6x 3.5x =<, < 6x 1.75x =<, < 3.5x < 1.75x
Performanc and Amortization
cover debt with cash flow
e indicates company’s ability to
EBIT/Interest (x times) < 1.5x 1.5x =<, < 4.0x 4.0x =<, < 9.0x 9.0 =<
repay its debt with earnings
assesses company's ability to
Financial Strength Cash from Operation/Debt (%) < 5% 5% =<, < 20% 20% =<, < 40% 40% =<
cover its cash obligations
determines company’s ability to
Free Cash Flow /Debt < 0% 0% =<, <6% 6% =<, <18 % 18% =<
1. Financial cover cash requirements
Viability Clear future business
Business plan exists,
No future business plan and goals set
Business plan exists, and is somewhat
plan, common lack of with robust
Investment plan but is disconnected aligned with actuals,
clear short, mid or assumptions and
with actual condition but has some weak
long-term strategy used for decision
assumptions assesses company's future
making
business strategy and its
Future Financial Performance Mediocre
Acceptable feasibility in a short, mid, and
performance under Profitable
Poor performance performance under long term
various sensitivity/ performance under
Income Statement, Balance Sheet, and under most of the various sensitivity/
scenario analysis but various
Cash Flow Projections sensitivity/ scenario scenario analysis but
fairly poor sensitivity/scenario
analysis poor performance
performance under analysis
under some cases
some cases
providing adequate investment
Investment Return ROE (Return on Equity) < 0% 0%=<, < 10% 10% =<, <15% 15% =<
return to investors
Basically adequate
Material violations measures are taken , Though violations indicates company7s
such as tax dodge, but minority were observed in the No evidence of past legitimacy/justice and protect
Corporate Governance
child labor etc., are violations such as past, they were all violations investment from legal/ethical
observed arrears in tax etc., are resolved currently. risk
still observed.
2. Management Capacity and Governance
Necessary business Licenses are obtained Licenses are obtained
Though licenses are
licenses have not in the relatively in the highly indicates company's business
obtained, the market
Legal Environment been obtained, and regulated market regulated promising position from the standpoint of
is sluggish because of
uncertain in the near with limited market protected regulations
the strict regulation
future competition from competition

91. Category Sub category Proposed Indicator 1. Disqualifying 2. Satisfactory 3. Good 4. Leading Edge Notes
Number of new job opportunities 0 1 to 50 50 to 100 100+
Proportion of new jobs available to low-
0-25% 25-50% 50-75% 75-100%
income groups
Income Wages do not enable
Wages adequate to Wages and employee
savings - employees
Improved wages support employee Wages enable savings benefits package
will remain below the
and dependents reflect best-practice
poverty line
Delivers basic
vocational or Advanced vocational
technical training to training, knowledge-
employees transfer or Business delivers
Work with Ministry of Education,
No education or OR professional education or training
Culture and Science, and
Education Education or training provided training available for Delivers basic development services to customers
appropriate civil society groups,
employees community education available to and/or broader
to determine needs
and knowledge- employees, community
transfer via marketing customers or local
or public engagement community
channels
Business provides
3. Poverty
healthcare benefits to
Alleviation Business actively
Working conditions employees and
delivers healthcare Work with Ministry of Health
harm the health of Safe working dependents
Healthcare services or products and appropriate civil society
employees or the conditions OR
Life Expectancy to disadvantaged groups, to determine needs
local community Provides indirect
community members
heatlhcare benefits to
community
Promotes unhealthy Improves affordable Actively provides Work with Ministry of Health,
Nutrition Not Applicable
consumption access to nutritious affordable nutritious and appropriate civil society
Creates further
Actively produces
foreign energy
Mongolian energy Work with Ministry of Mineral
dependence OR
Uses energy and heat (heat and/or Resources and Energy, and
Mongolian Economy Mongolian energy independence consumes excessive Not Applicable
efficiently electricity) OR appropriate civil society groups,
electricity/heat in
improves energy to determine needs
competition with
efficiency
residential supply
Contributes to Contributes to
Damages Mongolian Ministry of Food, Agriculture and
domestic food domestic food
food Light Industry, and appropriate
Domestic food security Domestic food security Not Applicable production in production in
supply/agricultural civil society groups, to
established emerging agricultural
industry determine needs
agricultural sectors sectors

92. Category Sub category Proposed Indicator 1. Disqualifying 2. Satisfactory 3. Good 4. Leading Edge Notes
measures number of low income
Number of Low Income Beneficiaries 50 or less 50 - 250 250 - 500 500 or more
people benefitting from the fund
Good
measures the amount of social
Level of Social Responsibility Destructive practices No harm in practices modest practices social/environmental
good organized by the SME
4. Meeting basic needs practices
few measurable Indirect (low income Medium term Direct (low income indicates the fund's
Type of Social Impact
impacts costumers) possibility in direct entrepreneurs) direct/indirect impact
Immediate (e.g. assesses the potential
Time Line of Impact Long-term Medium to long term Medium term
income generation) timeframe of the impact
Particulate Emissions Levels or Toxic
output concentrations to air, water or Produces pollution Produces pollution Produces Actively
Toxic or Particulate Pollution soil. [Name each pollutant and its beyond acceptable within acceptable no/negligible removes/mitigates quantitative assessment
health impacts, and measure on a limits limits pollution. pollution
separate scales.]
Creates incidental
waste within Zero waste
Creates excessive acceptable limits and production. OR
Creates incidental
Production and management of waste waste and or demand actively recycles or Actively reduces, re-
Material Waste Management waste within quantitative assessment
or disposables for unnecessary uses advanced uses, recycles or
acceptable limits
disposables disposal methods manages waste
where services are produced by others.
available.
Not Applicable
OR Causes some
ecosystem/species
Protects sensitive
Protecting sensitive ecosystems Interactions with protected areas or Irreversibly damages damage, within Actively rehabilitates
ecosystems through qualitative assessment
and species species sensitive ecosystems capacity of sensitive ecosystems.
sustainable use.
5. Environmental ecosystem or species
Issues population to absorb
it
Sustainable
consumption or
extraction of
Depletion of
resources, Actively replenishes
resources beyond
Water Resources Not Applicable. engagement with natural stocks of quantitative assessment
natural carrying
other scarce resources
capacity
consumer/extractors
in the same
Consumption or extraction of ecosystem

93. scarce resources Sustainable
consumption or
extraction of
Depletion of
resources, Actively replenishes
Forests for timber, construction, resources beyond
Not Applicable. engagement with natural stocks of quantitative assessment
tourism and protection of biodiversity. natural carrying
other scarce resources
capacity
consumer/extractors
in the same
ecosystem
Sustainable
consumption or
extraction of
Depletion of
resources, Actively replenishes
Consumption or extraction of Grassland for meat/dairy production, resources beyond
Not Applicable. engagement with natural stocks of quantitative assessment
scarce resources (cont'd) at risk of overgrazing natural carrying
other scarce resources
capacity
5. Environmental consumer/extractors
Issues in the same
(cont'd) ecosystem
Not Applicable OR
Expected GHG emissions from directly- Establishes new, long-indirect or small-scale
Greenhouse Gas (GHG) Emissions - owned infrastructure, or indirectly term and large-scale GHG-emitting Zero or negligible Active mitigation of
qualitative assessment
CO2, CH4 and others from use of central coal-fired GHG-emitting infrastructure GHG production GHGs
electricity or heating. infrastructure delivering essential
services
Cost growth is faster Cost growth is equal Cost growth is Cost growth is
Potential for Scale compared to revenue to revenue growth, somewhat lower than somewhat
growth numerous revenue growth, one significantly lower
Solid business model Tested business
6. Potential for Scale, Replication Business model
Unclear business that should be able to model that has been
requires numerous
Potential for Replication model, unlikely to be be replicated in a successfully
modification to
replicated easily straightforward replicated in similar
enable replication
manner environments