The continuous progress of the institution, which, alongside the expansion of financial activities for agricultural economies in both quantitative and qualitative indicators, culminated in the establishment of SHKK Fed Invest as a stable financial institution with significant impact on the rural and broader financial market. As a member of the Board of Directors of SHKK Fed Invest, I am proud that its operational philosophy as an institution serving its members is contributing to the development of their economies while simultaneously strengthening the financial and organizational consolidation of the institution.

The success of FED Invest as a cooperative financial institution with a distinct social mission lies in: a) Presence in Local Communities: Not only in rural areas but also in other local communities, where we now have a consolidated position. b) Partnerships with Value Chain Actors: Collaborating with various stakeholders in the value chain. c) Digitized Services: Offering digital services that facilitate the lives and work of micro and SME members. ç) Non-Financial Services: Providing non-financial services through the Agri Assistance Center, ABA. d) Inclusive Offerings: Now also in the payment sector, supported by strong partnerships.

The future trajectory is defined by the mission focused on social finance for the development of rural areas and the trends in the financial industry. The current state of FED Invest, interpreted through the growth dimensions presented by the leadership and management teams, provides a solid platform for the institution's future development. Preparation for ongoing challenges and addressing them in a timely and appropriate manner is the reason for the organization’s continued success in its challenging journey in the financial industry. Human capital and their competencies are the greatest investment and guarantee for a successful future.

"We should all be very proud of the progress achieved by FED Invest during the pandemic... I commend all the efforts made by FED Invest to sustain support services for small farmers even in such a challenging situation."

"FED Invest is a strategic partner for EFSE DF. Its unique establishment approach, as well as the network it has created, make it an ideal channel for expanding financial inclusion for the rural population of Albania, especially in the key sector of agriculture."

"The journey of FED Invest is remarkable from several perspectives. Staying true to the mission of social finance, the institution has managed, within a few years, to consolidate the fragmented network of cooperative banks in Albania, significantly increase the rural loan portfolio, and simultaneously strengthen its financial capacity. FED Invest has grown professionally, computerized its operations, and is now offering a variety of digitized services to meet the demands and needs of its clients."

"The meeting with Union SHKK, now FED Invest, was not a coincidence. The meeting occurred as a result of the extraordinary work done by the Union's staff in promoting the values of this group in microfinance, supporting development in rural areas, and assisting farmers in enhancing their agricultural and livestock activities, thereby contributing to the real reduction of poverty in those areas. Based on our mission, FED Invest aims to provide a broad range of financial products and services, especially in rural areas, with the goals of financial inclusion and poverty reduction. With a clear vision for the future to help our members build their prospects based on our extensive experience, and in the interest of community development, I believe that further development is guaranteed and unstoppable."

"The new organizational structure of the institution, coupled with the expansion of activities, the introduction of payment operations, changes in regulatory and supervisory acts, increasing competition, etc., created the need to develop a more efficient auditing strategy, given that the size of the department was limited."

"I believe in the values, integrity, and societal contribution of FED Invest as a cornerstone for the development of rural areas, with a primary focus on farmers."

"Stable work benchmarks for risk management from a regulatory perspective were established during the years 2017-2018: with the updating of all existing regulations in the transitional phase of transferring activities to FED Invest and the implementation of a risk monitoring scheme, primarily for credit at the regional level, by assigning 5 risk specialists to support decision-making in the lending process."

"Since 2005, we have worked with all colleagues from the Headquarters and field offices to best adapt information and communication technology (ICT) to the needs of our members. This crucial pillar has consistently received the utmost attention and support from management."

The year 1997 was the most challenging period for the operation of this system in Albania. I remember being at a working meeting with Ms. Maria Nowak, the World Bank Task Manager, and Mr. Konrad Ellsässer, an assistant in the Rural Credit Department. That day, we had gathered to discuss the future of the system, but the noise from the street and the shouts of “we want our money” prevented us from focusing. As a result, we decided to disperse. Ms. Konini advised us to protect the documentation and at least keep two computers, which contained client data, which we took home. During these difficult times, I often traveled with the Department's driver, Mr. Ilirjan Hoxhaj, who, unfortunately, is no longer with us. I feel a great loss for his absence because he was not just a driver but a true credit officer. Ilirjan indirectly gathered information through people's opinions about those who had applied for loans. He gave me valuable advice, which I reflected in the decisions I made, so I can say that he was a significant contributor to the success of our work. A very severe incident occurred in September 1997. While we were delivering some funds to the Zall-Herr area, around 11:30 AM, before we entered the village, two masked individuals dressed in military uniforms confronted us. With me were the officer from Tirana and the cashier of the Agricultural Bank. They signaled us to stop, but we did not comply. When we continued, they shot at the front of the vehicle, punctured the tires, and some of the bullets ended up inside the vehicle, near the cashier’s feet. They forced us to get out and robbed us of around 450,000 new lek under the threat of weapons. This was a very serious incident for me. Fortunately, we survived. The year 1997 was a struggle for survival.

In 1996, at the offices of the former Commune of Gjinar, the firm "Xhaferri" operated on the first floor, while "Populli" was located on the second floor. People stood in line for hours to deposit money with these firms. I recall with much regret that there were families selling their few livestock, which they relied on for sustenance, to “donate” their savings to these firms. On the other hand, we were providing loans to help them recover economically. The risk was high that our loans might end up there. We only left the village after ensuring that those who received loans had returned to their homes. The collapse of the financial pyramids effectively led to the collapse of the state. Some of the staff were afraid to leave their homes, let alone continue working. The pressure from our families was immense, as our lives were seriously at risk. I put not only my life but also that of my brother, who accompanied us every day, in danger. We were in dilemma about whether to continue under those conditions or withdraw and discard all the sacrifices we had made up to that point. That year, difficult as it was, we found encouragement in a meeting with our boss, Zana, and the Executive Director, Mr. Genc Juka. The roads were controlled by gangs. I remember an incident when we were returning from the village of Muçan in the Llixha area. The late Jemin Papri, who held the position of Chairman of the FKF, signaled us with three gunshots about the presence of a gang ahead of us. We immediately changed our direction. Despite our maximum caution, I believe we were protected by God!

The creation of FED Invest necessitated a review of existing structures and the establishment of new units at both the central and regional levels. During this period, the focus of Human Resources has been on quality recruitment to meet the challenging demands and pace of FED Invest's activities, attracting qualified staff with banking or microfinance experience. Continuous employee motivation has been one of the key factors in our success through various forms of financial incentives, creating a developmental and collaborative environment, involving employees in the voluntary pension scheme and private health insurance, ongoing training and qualifications, and more. Additionally, numerous collaborations with foreign partners have provided us with practical opportunities to learn about best international practices.

The timely implementation of the system was an institutional and personal challenge for the FED Invest staff, particularly for the implementation group, which worked tirelessly, sacrificing weekends and days off. At the beginning of the project, we encountered various difficulties and resistance due to familiarity with the old Credits system and the Branchless Banking interface. However, thanks to the advice and assistance of strategic partners, we achieved not only a satisfactory implementation result but also a successful migration within a record time. In addition to the project team, which worked closely with Facilization, I would like to express my gratitude to all the Department Coordinators, Management, and the FED Invest network staff for their dedication.

We traveled to Germany and Switzerland in 2000 to observe firsthand how the Raiffeisen Local Banks operated. The responsibility of the boards of SHKKs (Savings and Credit Unions) increased, as they were legally independent in their operations. The expansion of activities was also reflected in the increased demand for larger loans. SHKKs were licensed by the Bank of Albania and were required to strictly follow its regulations, such as limiting the largest loan to no more than 10% of their own funds (capital). In the network, there were SHKKs with limited capital, which created the need for the establishment of the SHKK Union, based on the principle that unity is strength. With the creation of the Union, professional management and decision-making would be centralized and of much higher quality, and auditing would be much more responsible. In fact, this was the final objective of FFR (Federation of Rural Banks).

Even under unconventional conditions, we still came together to analyze, celebrate, and rejoice in the successes we've achieved over 30 years of social finance. Today, we take pride in ourselves and our collaborators with whom we've traveled these three decades. We have contributed to the development of the economy in remote rural areas, standing by people in their financial investments when no one else dared to. We have journeyed through the years together on an unstoppable path to success. Certainly, it wasn't a smooth road; rather, we faced significant challenges, especially in our early days, at the start of a story that would turn into a success story. We never lacked the desire to continue and support those who had urgent needs and sought to grow their businesses. The demands of our members made us more responsible in finding new ways to review policies or financial practices and offer the best and most competitive products on the market. We began in the most remote villages and under difficult conditions, coming together to create FED Invest in 2015, with the aim of tackling new challenges in Albanian microfinance, under the motto “always social finance,” with social, economic, and environmental impact.

The year 2015 was so dynamic that all the events come rushing back to my mind. From the very moment the discussion about consolidation was brought to the table, it seemed like such a challenging process that I couldn’t imagine how we would find our way through it. In reality, what I thought was the beginning of the process would turn out to be the start of a new era, full of developments and achievements. Adapting in real time was in the Institution’s DNA, but it was hard to believe so easily without experiencing it firsthand. In gratitude for that challenging year, on the afternoon of December 4, 2015, nature gifted us with a warm and colorful day. We were many that afternoon, but today we are even more—members, elected officials, and staff—so I feel motivated once again, just like in those tumultuous days. It is impossible not to feel endless gratitude for our visionary leader, Ms. Zana Konini, and for the close-knit group of colleagues who believed and worked hard to ensure that our mission continues today more convincingly than ever.